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City of Tacoma
COMPREHENSIVE EMERGENCY
MANAGEMENT PLAN
How the City of Tacoma plans to prepare for, prevent,
protect against, mitigate, respond to, and recover from
disaster
Published by Tacoma Fire Department
July 2020
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Ju
ly 21, 2020
L
ETTER OF PROMULGATION
To: City of Tacoma Departments and Partner Community Organizations
Th
e City of Tacoma Comprehensive Emergency Management Plan provides the framework for preparing,
preventing, protecting against, mitigating, responding to, and recovering from a natural, technological, or human-
caused emergency or disaster in the City of Tacoma. The plan pre-establishes roles and responsibilities to ensure a
coordinated approach for addressing the needs of any major incident.
P
ursuant to RCW 38.52 and Tacoma Municipal Code Chapter 1.10, the City of Tacoma Comprehensive
Emergency Management Plan is set forth. Each City department, business, resident, and organization included in
this plan is asked to become knowledgeable of its contents and be prepared to respond or support response efforts
during times of necessity. This plan is closely aligned with the United States Department of Homeland Security
National Response Framework, the National Incident Management System, and State and local emergency
management plans to ensure coordination between all levels of government. The Tacoma Fire Department
Emergency Management Division will continue to coordinate input and updates to this plan and work with City
departments, community organizations, businesses, and the residents of Tacoma in the ongoing process of
emergency planning and preparedness.
T
hank you for your continued support of our emergency management and disaster planning efforts. It is only
through the combined efforts of all departments and organizations involved in partnership with the residents and
businesses of this community that we can achieve our goal of making Tacoma as disaster resilient as possible.
S
incerely,
V
ictoria Woodards Elizabeth Pauli
Mayor City Manager
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Foreword
For most people living in the Pacific Northwest, large-scale disaster is a foreign concept. Often for these individuals,
disaster is simply something that is observed on television or read about in the newspaper. It is something that
occurs to other people in other places and, therefore, is given little attention or priority. History has shown that, due
to similar thinking, communities around the world have found themselves ill prepared when disaster strikes. In areas
where major disasters are rarely experienced, community members, businesses, and local governments often fail to
invest the time and resources necessary to create a community capable of withstanding a widespread disaster. As a
result, the individual and community-wide impact of disaster on communities like ours tends to be unnecessarily
high and the road to recovery exceptionally long.
The City of Tacoma Comprehensive Emergency Management Plan (CEMP) is a call to action for those that live or
work in Tacoma. It is designed to help us avoid the preventable outcome described above. The intention of the City
of Tacoma CEMP is to function as the framework for disaster preparedness, prevention, protection, mitigation,
response, and recovery activities. Since every disaster presents unique challenges, the CEMP is not intended to
address every potential problem that may result from a disaster or major emergency. Rather, the CEMP is simply
intended to provide a common language regarding emergency management to those that live or work in Tacoma
and a plan to begin the work of addressing needs as they arise. The CEMP is in compliance with the National Incident
Management System and the National Response Framework, and is consistent with county, state, and federal
emergency management plans.
Disaster-struck communities across the country and throughout the world have repeatedly demonstrated that the
key to a resilient community is a coordinated community effort. Although this plan lays the groundwork for
addressing the anticipated disaster-related needs of Tacoma residents and businesses, the success of this plan relies
heavily upon action taken by all. Residents must prepare themselves to be self-sufficient for at least 14 days
recommended; businesses must establish and maintain plans for continuity of operation; non-governmental
organizations must be ready to provide assistance to those in need; and local government must lead the way by
coordinating emergency management efforts.
Recognizing that there are hazards and risks specific to Tacoma that have the potential to impact the entire region,
we must each do our part to ensure our homes, businesses, and community are as resilient to disaster as possible.
To address the needs and concerns of an ever-changing community, this plan is intended to be a living document.
Although officially promulgated on a 5-year cycle, this plan will be updated and expanded when and as needed. An
official and current copy of this plan will be posted and maintained on the City of Tacoma website at
www.cityoftacoma.org and www.tacomafiredepartment.org.
The Tacoma Fire Department Emergency Management Division appreciates the cooperation and support of all City
departments and divisions, non-governmental and private entities, as well as local jurisdictions, state agencies, and
residents that have contributed to the revision and publication of the City of Tacoma Comprehensive Emergency
Management Plan. This plan demonstrates the ability of a large number of diverse agencies to work together to
achieve a common goal. It is only by means of the latter that the City of Tacoma and its surrounding communities
can prove resilient to disaster or major emergency.
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Record of Changes
Change Number:
YR-XXX
Date of Change:
MM/YYYY
Change Summary/Sections Affected Position Name/Initials
19-001 11/2019
Full transfer into new statewide Core Capability
format
US, JS
20-001
2/2020
Full review and update of Basic Plan
US, JR
20-002 3/2020 Full review and update by City’s Departments
All Departments, ECC
Liaisons
20-003
3/2020
LEP incorporated into Basic Plan and ESF 15
JR, JS
20-004
5/2020
New Safety office incorporated into full CEMP
US, JR
20-005
6/2020
Safety and Public Works concur with updates.
JR
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Table of Contents
1. Introduction _____________________________________________________________________________ 12
1.1. Purpose ____________________________________________________________________________ 12
1.2. Scope ______________________________________________________________________________ 12
1.3. Situation Overview ___________________________________________________________________ 12
1.3.3. Hazard Assessment Summary __________________________________________________________________ 13
1.4. Planning Assumptions _________________________________________________________________ 13
2. Concept of Operations _____________________________________________________________________ 14
2.1. General_____________________________________________________________________________ 14
2.1.2. Plan Activation ______________________________________________________________________________ 14
2.2. Whole Community Involvement _________________________________________________________ 14
2.3. Operational Objectives ________________________________________________________________ 16
2.3.1. Incident Management ________________________________________________________________________ 16
2.4. Request for a Proclamation of Emergency _________________________________________________ 16
3. Direction, Control, and Coordination _________________________________________________________ 16
3.1. Multi-Jurisdictional Coordination ________________________________________________________ 16
3.2. Horizontal Integration _________________________________________________________________ 17
3.3. Vertical Integration ___________________________________________________________________ 17
3.4. Unity of Effort through Core Capabilities __________________________________________________ 18
3.5. Common Prevention and Protection _____________________________________________________ 19
3.6. Prevention Mission ___________________________________________________________________ 19
3.7. Protection Mission ___________________________________________________________________ 19
3.8. Mitigation Mission ___________________________________________________________________ 20
3.9. Common Response and Recovery _______________________________________________________ 20
3.10. Response Mission ____________________________________________________________________ 21
3.11. Recovery Mission_____________________________________________________________________ 22
4. Organization _____________________________________________________________________________ 22
4.2. Delegation and Succession of Authority ___________________________________________________ 24
4.3. Emergency Organizational Structure _____________________________________________________ 24
4.4. Emergency Coordination Center _________________________________________________________ 25
4.4.5. Primary/Alternate Location ____________________________________________________________________ 25
4.4.6. Activation Process ___________________________________________________________________________ 26
4.4.7. Deactivation Process _________________________________________________________________________ 26
4.5. Emergency Roles _____________________________________________________________________ 26
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4.5.3. Primary ____________________________________________________________________________________ 27
4.5.4. Support ____________________________________________________________________________________ 28
5. Responsibilities ___________________________________________________________________________ 31
5.1.1. Elected/Appointed Officials ____________________________________________________________________ 31
5.1.2. Local Departments ___________________________________________________________________________ 32
5.1.3. Private Sector Partners _______________________________________________________________________ 33
5.1.4. Nongovernmental/Volunteer and Community Organizations _________________________________________ 35
5.1.5. Individual Community Members ________________________________________________________________ 36
6. Communications __________________________________________________________________________ 39
6.2. Community Communications Plans ______________________________________________________ 40
6.3. Interoperable Communications _________________________________________________________ 41
6.3.1. State ______________________________________________________________________________________ 41
7. Administration ___________________________________________________________________________ 41
7.3. Documentation ______________________________________________________________________ 42
7.4. Retention ___________________________________________________________________________ 42
7.5. Preservation_________________________________________________________________________ 42
8. Finance _________________________________________________________________________________ 42
8.3. Incurred Costs Tracking ________________________________________________________________ 43
8.4. Cost Recovery _______________________________________________________________________ 43
8.4.2. Federal Assistance Programs ___________________________________________________________________ 43
8.4.3. State Assistance Programs _____________________________________________________________________ 43
8.4.4. Local Assistance Programs _____________________________________________________________________ 43
9. Logistics and Resource Management _________________________________________________________ 44
9.2. Resource Typing _____________________________________________________________________ 45
9.3. Emergency Worker Program/Liability Protection ___________________________________________ 45
9.4. Procurement Methodology _____________________________________________________________ 45
9.5. Demobilization ______________________________________________________________________ 46
9.6. Resource Gaps _______________________________________________________________________ 46
10. Development and Maintenance ___________________________________________________________ 46
10.1. Core Planning and Development Team ___________________________________________________ 46
10.1.1. Planning Process __________________________________________________________________________ 46
10.1.2. Review Process ___________________________________________________________________________ 46
10.1.3. Revision Process __________________________________________________________________________ 47
10.2. Maintenance Schedule ________________________________________________________________ 47
10.3. Training & Exercise Program ____________________________________________________________ 49
10.3.4. Training Program __________________________________________________________________________ 49
10.3.5. Exercise Program __________________________________________________________________________ 50
10.3.6. After-Action Reporting Process ______________________________________________________________ 51
10.3.7. Corrective Action Program __________________________________________________________________ 51
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1. Introduction
1.1. Purpose
1.1.1. Successful actions often begin with a plan. The greater the stakes or consequences associated with a
plan, the greater the importance of ensuring that the plan is well conceived and that all expected to
participate have a thorough understanding of their role within the plan. The overarching goal of this
plan is to coordinate federal, state, local, tribal, non-governmental organization and private-sector
efforts during times of disaster or major emergency, whether the event is caused by natural or man-
made forces.
1.1.2. The Federal government requires each state to have an emergency management plan as a method of
ensuring a coordinated response to disasters and major emergencies. In turn, State governments
require their political subdivisions (counties and in some cases, large cities) to have local emergency
management plans, to further ensure that coordination. Additionally, Federal laws such as the
American Disabilities Act (ADA), require that plans include provisions of equal access to all government
services for people with disabilities, see the Whole Community Involvement section for more
information.
1.1.3. The City of Tacoma is recognized by the State of Washington as a political subdivision of the state that
is responsible for “emergency management functions within the territorial limits of the political
subdivision within which it is organized,” under the Revised Code of Washington (RCW) Title 38.52.
This document, the City of Tacoma Comprehensive Emergency Management Plan (CEMP), ties the City
into the coordination framework of the local-state-federal emergency management efforts. The
purpose of this plan is to guide residents, business owners, community representatives, and City of
Tacoma employees and officials during a major emergency or disaster. It is intended to help all who
work or live in Tacoma, including access and functional needs, do the best they can to keep themselves
and others in the community as safe as possible before, during, and after a disaster. By assigning
functions and detailing responsibilities ahead of time, this plan provides the framework for working in
an organized, coordinated manner during such occurrences.
1.2. Scope
1.2.1. The City of Tacoma CEMP is designed to provide guidance for Tacoma residents, businesses,
community organizations, and employees during times of disaster or extreme emergency. While some
of these individuals respond to emergencies on a daily basis, this plan is intended to assign functions
and responsibilities to all who may play a role in emergency management, including those who do not
regularly perform emergency functions. This pre-assignment of tasks and responsibilities allows all
involved, from expert to novice, to work cohesively toward achieving a common goal.
1.2.2. The basic plan provides an overview of the jurisdiction’s approach to emergency operations. It
identifies emergency response policies, describes the response organization, and assigns tasks.
Although the basic plan guides the development of the more operationally-oriented annexes, its
primary audience consists of the jurisdiction’s senior official, his or her staff, agency heads, and the
community. The elements listed in this section should meet the needs of this audience while providing
a solid foundation for the development of supporting annexes.
1.3. Situation Overview
1.3.1. This plan considers the emergencies and disasters likely to impact the Tacoma area. These risks and
hazards have been assessed and identified by Pierce County and WA State emergency management
organizations (see Table 1: Abbreviated Tacoma Hazard Matrix). A comprehensive examination of
these natural and technological disasters can be found in the Pierce County Hazard Identification and
Risk Analysis (published separately by Pierce County Department of Emergency Management).
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1.3.2. This plan implies no guarantee of a perfect response system. In the event of a disaster, resources and
capabilities may be overwhelmed and response limited. The City of Tacoma can only endeavor to make
every reasonable effort to respond effectively and efficiently based upon the situation, information
and resources available at the time.
1.3.3. Hazard Assessment Summary
The City of Tacoma is located in the Central North portion of Pierce County. The City is highly susceptible to
fifteen of the eighteen hazards considered in the Pierce County Region 5 All Hazards Mitigation Plan. The
risks are Drought, Severe Weather, Civil Disturbance, Energy Emergency, Epidemic and Terrorism. The risks
impact critical infrastructure of State Route 16, Interstate 5, Interstate 705, State Route 163, State Route 7,
and State Route 167. The cross-county transportation in this area is a high priority to remain functional but
could easily be blocked by any number of hazards. The temporary loss of essential facilities including water,
power, hospitals and emergency services are at a high risk from many of these hazards. Critical facilities are
located in Tacoma including bridges, and city and county governmental offices. The Port of Tacoma has a
higher risk for most of these hazards and a significant number of large fuel tanks containing oil and other
hazardous tankers located along the waterfront.
FREQUENCY
50 years
Tsunami
10-
50 years
Terrorism Pandemic
Energy
Emergency
1-
10 years
Volcano
(Lahar)
Earthquake
Pipeline
Epidemic
Drought
Civil Disturbance
Annually
Floods
Severe Weather
Transportation
Incident
Urban Fire
Landslide
Catastrophic
Critical
Marginal
Negligible
IMPACT
Table 1: Abbreviated Tacoma Hazard Matrix
1.4. Planning Assumptions
1.4.1. It is impossible to know beforehand every circumstance or impact that a disaster or emergency will
have on a community. In the development of this plan, several assumptions were made regarding the
likelihood and severity of known risks and hazards, the preparedness of city residents and businesses,
and the capability of City resources. The following is a list of some of the key assumptions made
related to this plan:
1.4.1.1. All incidents will be handled at the lowest possible organizational and jurisdictional level.
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1.4.1.2. The City will be unable to satisfy all emergency resource requests during a major
emergency, disaster or catastrophic event.
1.4.1.3. The City will communicate and coordinate with the Washington State Emergency
Operations Center (SEOC) on the status of response and recovery activities during or following
any emergency or disaster in which State or Federal assistance is needed.
1.4.1.4. The City will communicate and coordinate with other jurisdictions or organizations in
matters that affect or have potential to affect them (i.e., Pierce and King Counties, Port of
Tacoma, Puyallup Tribe, etc.).
1.4.1.5. The City will issue local emergency proclamations when appropriate and request state or
federal assistance as needed.
2. Concept of Operations
2.1. General
2.1.1. In alignment with the National Incident Management System (NIMS), the City of Tacoma CEMP is
designed to be flexible and modular. Regardless of the size of the incident, this plan can be
implemented to provide resource coordination and support. Each City department maintains a plan for
continuity of operations (COOP) to ensure internal reliability of the services and resources necessary to
execute this plan. At the onset of an emergency or disaster, City departments will communicate
internally and assess what response efforts are necessary or already being conducted. Departments
with primary Emergency Support Function (ESF) responsibilities, as outlined in this plan, will activate
their procedures as necessary. External support agencies, within the limits of their communication
capabilities, will provide immediate informal situation reports and damage assessments to the City of
Tacoma Emergency Management Duty Officer.
2.1.2. Plan Activation
The City Manager, or designated representative, possesses the authority to activate the City of Tacoma
CEMP.
2.2. Whole Community Involvement
2.2.1. The Whole Community is defined by the Federal government as:
2.2.1.1. “Whole Community is a means by which residents, emergency management practitioners,
organizational community leaders, and government officials can collectively understand and
assess the needs of their respective communities and determine the best ways to organize and
strengthen their assets, capacities, and interests. Whole Community includes all individuals and
families, including those identified as marginalized or vulnerable populations; businesses; faith-
based and community organizations; nonprofit groups; schools and academia; media outlets; and
all levels of government, including state, local, tribal, territorial, and federal partners.”
2.2.2. Involving the Whole Community is a means by which Washington State residents, businesses, non-
profit organizations, emergency management practitioners, organizational and community leaders,
and government officials at all levels can collectively identify and assess the needs of their respective
communities and determine the best ways to organize and strengthen their assets, capacities, and
interests. The Whole Community approach in Washington State attempts to engage the full capacity
of the public, private and nonprofit sectors. This includes businesses, faith-based and disability
organizations, and the public, including people with Access and Functional Needs (AFN), people
covered under the Americans with Disabilities Act (ADA), people with Limited English Proficiency (LEP),
and culturally diverse populations. This engagement is in conjunction with the participation of local,
tribal, state, and federal governmental partners.
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2.2.2.1. State and local governments carrying out emergency response and providing disaster
assistance shall comply with all applicable non-discrimination provisions contained in RCW 49.60,
Discrimination - Human Rights Commission, as well as in Public Law 110-325, Americans with
Disabilities Act (ADA) of 1990 as amended with ADA Amendments Act of 2008.
2.2.2.2. Recipients of any federal funds must acknowledge and agree to comply with applicable
provisions of federal civil rights laws and policies prohibiting discrimination, including, but not
limited to: Title VI of the Civil Rights Act of 1964, which prohibits recipients from discriminating
on the basis of race, color, or national origin. Recipients of federal financial assistance must also
take reasonable steps to provide meaningful access for persons with Limited English Proficiency
(LEP) to their programs and services.
• Providing meaningful access for persons with LEP may entail providing language assistance
services, including oral interpretation and written translation
1
. Executive Order 13166,
Improving Access to Services for Persons with Limited English Proficiency (August 11, 2000),
requires federal agencies issue guidance to grant recipients, assisting such organizations
and entities in understanding their language access obligations. The Department of
Homeland Security (DHS) published the required grant recipient guidance in April 2011,
DHS Guidance to Federal Financial Assistance Recipients Regarding Title VI Prohibition
against National Origin Discrimination Affecting Limited English Proficient Persons, 76 Fed.
Reg. 21755-21768, (April 18, 2011). The guidance provides helpful information such as how
a grant recipient can determine the extent of its obligation to provide language services,
selecting language services, and elements of an effective plan on language assistance for
LEP persons.
2.2.3. The term Access and Functional Needs (AFN) has replaced “special needs,” “vulnerable,” “high-risk,”
and similar terms. People with access or functional needs are those who may have additional needs
before, during or after an incident in functional areas including, but not limited to: maintaining health,
independence, communication, transportation, support, services, self-determination, and medical
care. Individuals in need of additional response assistance may include people who have disabilities,
who live in institutionalized settings or independently, who are older adults, who are children, who are
from diverse cultures, who have limited English proficiency or who are non-English speaking, or who
are transportation disadvantaged (National Preparedness Goal).
2.2.3.1. Additionally, the City of Tacoma has adopted the acronym C-MIST
2
to better identify the
needs of the population. C-MIST is a definition for access and functional needs that has moved
away from defining functional needs in medical terms and towards a definition that more
accurately addresses medical and non-medical functional needs in the most integrated setting
appropriate. The City will attempt to make every reasonable effort to utilize the C-MIST
framework to identify individuals’ needs before, during, and after an incident to assist in
maintaining their health, safety, and independence. Individuals may have additional
requirements in one or more of the following functional areas: Communication, Maintaining
Health, Independence, Safety Support Services and Self Determination, and Transportation (C-
MIST).
2.2.4. The Pets Evacuation and Transportation Standards (PETS) Act amends the Robert T. Stafford Disaster
Relief and Emergency Assistance Act to ensure state and local emergency preparedness operational
1
The City of Tacoma is in various stages of development related to LEP services required by Title 38.52 RCW, as amended by SSB
5046.
2
Originally developed by June Isakson Kailes, adopted by FEMA Region X in 2015 for “Region X Disability Integration.”
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plans address the needs of individuals with household pets and service animals following a major
disaster or emergency.
2.3. Operational Objectives
2.3.1. Incident Management
2.3.1.1. Operational objectives are based on the following priorities:
• Life Safety;
• Incident Stabilization;
• Protection of Property; and
• Protection of the Environment.
2.3.1.2. NIMS Components to Achieve Priorities
Incident management priorities include saving lives, stabilizing the incident, and protecting property and
the environment. To achieve these priorities, incident personnel apply and implement NIMS
components in accordance with the principles of flexibility, standardization, and unity of effort.
• Flexibility – allows NIMS to be scalable and, therefore, applicable for incidents that vary
widely in terms of hazard, geography, demographics, climate, cultural, and
organizational authorities.
• Standardization – defines standard organizational structures that improve integration
and connectivity among jurisdictions and organizations, defines standard practices that
allow incident personnel to work together effectively and foster cohesion among the
various organizations involved, and includes common terminology to enable effective
communication.
• Unity of Effort – coordinating activities among various organizations to achieve common
objectives. Unity of effort enables organizations with specific jurisdictional
responsibilities to support each other while maintaining their own authorities.
2.4. Request for a Proclamation of Emergency
2.4.1. A state of emergency or disaster constitutes an event or set of circumstances which demands
immediate action to preserve public health, protect life or public property, or which reaches such a
dimension or degree of destructiveness as to warrant the City Council to proclaim the existence of a
disaster or the Governor declaration a state of emergency. In Tacoma, an emergency proclamation is
made by the City Council upon the request of the City Manager. If the City Council is not in session, an
emergency can be proclaimed by the City Manager and later confirmed by the City Council. In
Washington State, the Governor may proclaim that a “State of Emergency” exists in an affected
jurisdiction, the entire state, or a specific area and invoke appropriate state response and recovery
actions. The Governor’s proclamation allows expeditious resource procurement and use of state
resources.
3. Direction, Control, and Coordination
3.1. Multi-Jurisdictional Coordination
3.1.1. To avoid conflict in the implementation of this plan, it is important for each individual involved in the
management of an emergency to understand the designation and limitations of authority. The City
Manager maintains responsibility for emergency operations in General Government. The Director of
Public Utilities maintains responsibility for emergency operations in Public Utilities. The Mayor, upon
proclamation of a state of emergency, assumes direction and control of all City emergency
management activities and resources. On-scene response and recovery efforts are conducted by the
appropriate department’s on-scene incident commander (IC). The on-scene IC maintains operational
authority of the incident and all resources on-scene, even when the ECC is activated. Requests for
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assistance or additional resources are made by the on-scene IC to the City ECC. The City ECC provides
support and coordination of resource needs for the incident. Once activated, the City ECC shall provide
support and coordination of resource needs for all emergency management activities where the on-
scene IC is a City resource. The City ECC coordinates all available local, mutual aid, or inter-local
resources for City managed incidents. If these resources are exhausted, the City ECC will coordinate
with the Pierce County and Washington State EOCs to obtain additional resources, as available. Federal
level resources are requested and coordinated through the Washington State EOC.
3.2. Horizontal Integration
3.2.1. City of Tacoma and Tacoma Public Utilities Emergency Management Strategic Plan
Five-year plan to outline and identify strategies and priorities for city-wide emergency management efforts.
3.2.2. City of Tacoma Continuity of Operations (COOP) Plans – Each Department
All City of Tacoma departments maintain and implement departmental COOP Plans. Continuity plans are an
important element to the success of incident response and recovery.
3.3. Vertical Integration
3.3.1. Pierce County Comprehensive Emergency Management Plan
This Comprehensive Emergency Management Plan (CEMP) identifies the emergency management functions
and responsibilities of Pierce County government, and the associated agencies and organizations that work
together in all phases of emergency management. A structure is formed within which emergency planning,
preparedness, response and recovery takes place. There are four main sections that compose the plan: the
Base Plan, the Emergency Support Functions (ESFs), the Support Annexes, and the Incident Annexes.
3.3.2. Mount Rainier Volcanic Hazards Response Plan
This plan provides an overview of the geological science associated with Mount Rainier, the current status of
the river valleys, and the potential impact to the valleys. It identifies warning and public information
methods, and outlines actions to ensure getting valley residents to safe ground in a worst-case volcanic
scenario. The plan also addresses recovery priorities and mitigation measures to lessen the impact of a re-
awakening of this majestic volcano.
3.3.3. Region 5 Hazard Mitigation Plan
The 76 Region 5 jurisdictions covered in this Plan, to develop disaster resilient communities by breaking the
hazard cycle, joined together to develop a mitigation plan. Over time, working independently and in
coordination with other jurisdictions, each jurisdiction through hazard risk assessments, the administration
of hazard mitigation grant programs, and developing a coordinated approach to mitigation strategy at the
local, state, and regional levels, will contribute to the safety and wellbeing of residents throughout the
Region.
3.3.4. Homeland Security Region 5 Strategic Plan
This plan provides the framework through which we will strengthen our ability to defend against, deter,
dissuade, mitigate, and ultimately respond to and recover from terrorist attacks and natural disasters within
the region.
3.3.5. Washington State Comprehensive Emergency Management Plan
The Washington State Comprehensive Emergency Management Plan (CEMP) provides a policy level
framework to support emergency response activities in Washington State. The CEMP Basic Plan, Emergency
Support Functions (ESFs), and Incident Annexes describe specific roles, responsibilities, functions, and
support relationships of state agencies. The CEMP also provides a framework for state, local, tribal, and
whole community coordination and cooperation supporting response and recovery of local jurisdictions in
times of emergencies and disasters.
3.3.6. Washington State Enhanced Hazard Mitigation Plan
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The Washington State Enhanced Hazard Mitigation (SEHMP) Plan profiles hazards, identifies risks and
vulnerabilities, and proposes strategies and actions to reduce risks to people, property, the economy, the
environment, infrastructure and first responders. The Washington SEHMP is a multi-agency, statewide
document. It incorporates best practices, programs and knowledge from multiple state agencies, tracks
progress in achieving mitigation goals through state and local programs and strategies and communicates
that progress among agency partners and elected leadership.
3.4. Unity of Effort through Core Capabilities
3.4.1. Preparedness
Preparedness is the product of all five mission areas working
together through the execution of the Core Capabilities
described in the National Preparedness Goal. Capabilities
are the means to accomplish a mission, function, or
objective based on the performance of related tasks, under
specified conditions, to target levels of performance.
Complex and far-reaching threats and hazards require the
whole community to integrate preparedness efforts in order
to build, sustain, and deliver the core capabilities and
achieve the desired outcomes identified in the National
Preparedness Goal. The components of the National
Preparedness System provide a consistent and reliable
approach to support decision making, resource allocation,
and measure progress toward these outcomes. The core
capabilities contained in the Goal are the distinct critical
elements necessary for our success. They are highly
interdependent and require us to use existing preparedness networks and activities, coordinate and unify
efforts, improve training and exercise programs, promote innovation, leverage and enhance our science and
technology capacity, and ensure that administrative, finance, and logistics systems are in place to support
these capabilities. The core capabilities serve as both preparedness tools and a means of structured
implementation.
• Unity of effort using these core capabilities under the Emergency Support Function (ESF) structure
means each ESF contributes to the overall mission of the associated core capabilities; it does not
mean the ESF has the responsibility for executing all aspects of the core capability, only the
elements the ESF has the capacity to participate in. The elements the ESF is explaining its
participation in is through each core capabilities’ respective critical task(s), described in the
supporting annexes of this plan. When the City determines the incident objectives, linked to critical
tasks, all levels of government perform their associated responsibilities knowing it directly supports
the local incident without working out of scope; each level of government performs their
responsibilities according to their capacities, and together the critical task(s) and overarching core
capability(s) are achieved without duplicating efforts.
Three core capabilities span all five mission areas: Planning, Public Information and Warning, and
Operational Coordination. They serve to unify the mission areas and, in many ways, are necessary for the
success of the remaining core capabilities. Additionally, a number of core capabilities directly involve more
than one mission area and are listed in each mission area as appropriate. The core capabilities, like the risks
we face, are not static. They will be vetted and refined, taking into consideration the evolving risk and,
changing resource requirements. There is an expectation that each of the core capabilities will leverage
advances in science and technology and be improved through post-event evaluation and assessment.
Figure 1: Emergency Management Mission Areas
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COMMON CORE CAPABILITIES
Planning
Conduct a systematic process engaging the whole community as appropriate in the development of executable
strategic, operational, and/or tactical-level approaches to meet defined objectives.
Public Information and Warning
Deliver coordinated, prompt, reliable, and actionable information to the whole community through the use of
clear, consistent, accessible, and culturally and linguistically appropriate methods to effectively relay information
regarding any threat or hazard, as well as the actions being taken, and the assistance being made available, as
appropriate.
Operational Coordination
Establish and maintain a unified and coordinated operational structure and process that appropriately integrates
all critical stakeholders and supports the execution of Core Capabilities.
3.5. Common Prevention and Protection
SHARED PREVENTION & PROTECTION CORE CAPABILITIES
Intelligence and Information Sharing
Provide timely, accurate, and actionable information resulting from the planning, direction, collection,
exploitation, processing, analysis, production, dissemination, evaluation, and feedback of available information
concerning physical and cyber threats to the United States, its people, property, or interests; the development,
proliferation, or use of WMDs; or any other matter bearing on U.S. national or homeland security by local, state,
tribal, territorial, Federal, and other stakeholders. Information sharing is the ability to exchange intelligence,
information, data, or knowledge among government or private sector entities, as appropriate.
Interdiction and Disruption
Delay, divert, intercept, halt, apprehend, or secure threats and/or hazards.
Screening, Search, and Detection
Identify, discover, or locate threats and/or hazards through active and passive surveillance and search
procedures. This may include the use of systematic examinations and assessments, bio-surveillance, sensor
technologies, or physical investigation and intelligence.
3.6. Prevention Mission
Prevention, pertaining to emergency management, includes those capabilities necessary to avoid, prevent, or
stop a threatened or actual act of terrorism. Unlike other mission areas, which are all-hazards by design,
Prevention core capabilities are focused specifically on imminent terrorist threats, including on-going attacks or
stopping imminent follow-on attacks.
PREVENTION CORE CAPABILITIES
Forensics and Attribution
Conduct forensic analysis and attribute terrorist acts (including the means and methods of terrorism) to their
source, to include forensic analysis as well as attribution for an attack and for the preparation for an attack, in an
effort to prevent initial or follow-on acts and/or swiftly develop counter-options.
3.7. Protection Mission
Protection, pertaining to emergency management, includes the capabilities to safeguard the homeland against
acts of terrorism and man-made or natural disasters. It focuses on actions to protect our people, our vital
interests, and our way of life.
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PROTECTION CORE CAPABILITIES
Access Control and Identity Verification
Apply and support necessary physical, technological, and cyber measures to control admittance to critical
locations and systems.
Cybersecurity
Protect (and, if needed, restore) electronic communications systems, information, and services from damage,
unauthorized use, and exploitation.
Physical Protective Measures
Implement and maintain risk-informed countermeasures and policies protecting people, borders, structures,
materials, products, and systems associated with key operational activities and critical infrastructure sectors.
Risk Management for Protection Programs and Activities
Identify, assess, and prioritize risks to inform Protection activities, countermeasures, and investments.
Supply Chain Integrity and Security
Strengthen the security and resilience of the supply chain.
3.8. Mitigation Mission
Mitigation includes those capabilities necessary to reduce loss of life and property by lessening the impact of
disasters. It is focused on the premise that individuals, the private and nonprofit sectors, communities, critical
infrastructure, and the Nation as a whole are made more resilient when the consequences and impacts, the
duration, and the financial and human costs to respond to and recover from adverse incidents are all reduced.
MITIGATION CORE CAPABILITIES
Community Resilience
Enable the recognition, understanding, communication of, and planning for risk, and empower individuals and
communities to make informed risk management decisions necessary to adapt to, withstand, and quickly recover
from future incidents.
Long-term Vulnerability Reduction
Build and sustain resilient systems, communities, and critical infrastructure and key resources lifelines so as to
reduce their vulnerability to natural, technological, and human-caused threats and hazards by lessening the
likelihood, severity, and duration of the adverse consequences.
Risk and Disaster Resilience Assessment
Assess risk and disaster resilience so that decision makers, responders, and community members can take
informed action to reduce their entity’s risk and increase its resilience.
Threats and Hazards Identification
Identify the threats and hazards that occur in the geographic area; determine the frequency and magnitude; and
incorporate this into analysis and planning processes so as to clearly understand the needs of a community or
entity.
3.9. Common Response and Recovery
SHARED RESPONSE & RECOVERY CORE CAPABILITY
Infrastructure Systems
Stabilize critical infrastructure functions, minimize health and safety threats, and efficiently restore and revitalize
systems and services to support a viable, resilient community.
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3.10. Response Mission
Response includes those capabilities necessary to save lives, protect property and the environment, and meet
basic human needs after an incident has occurred. It is focused on ensuring that the city is able to effectively
respond to any threat or hazard, including those with cascading effects. Response emphasizes saving and
sustaining lives, stabilizing the incident, rapidly meeting basic human needs, restoring basic services and
technologies, restoring community functionality, providing universal accessibility, establishing a safe and secure
environment, and supporting the transition to recovery.
RESPONSE CORE CAPABILITIES
Critical Transportation
Provide transportation (including infrastructure access and accessible transportation services) for response
priority objectives, including the evacuation of people and animals and the delivery of vital response personnel,
equipment, and services into the affected areas.
Environmental Response/Health & Safety
Conduct appropriate measures to ensure the protection of the health and safety of the public and workers, as
well as the environment, from all hazards in support of responder operations and the affected communities.
Fatality Management Services
Provide fatality management services, including decedent remains recovery and victim identification, and work
with local, state, tribal, territorial, insular area, and Federal authorities to provide mortuary processes, temporary
storage or permanent internment solutions, sharing information with mass care services for the purpose of
reunifying family members and caregivers with missing persons/remains, and providing counseling to the
bereaved.
Fire Management & Suppression
Provide structural, wildland, and specialized firefighting capabilities to manage and suppress fires of all types,
kinds, and complexities while protecting the lives, property, and environment in the affected area.
Logistics & Supply Chain Management
Deliver essential commodities, equipment, and services in support of impacted communities and survivors, to
include emergency power and fuel support, as well as the coordination of access to community staples.
Synchronize logistics capabilities and enable the restoration of impacted supply chains.
Mass Care Services
Provide life-sustaining and human services to the affected population, to include hydration, feeding, sheltering,
temporary housing, evacuee support, reunification, and distribution of emergency supplies.
Mass Search & Rescue Operations
Deliver traditional and atypical search and rescue capabilities, including personnel, services, animals, and assets to
survivors in need, with the goal of saving the greatest number of endangered lives in the shortest time possible.
On-scene Security, Protection, & Law Enforcement
Ensure a safe and secure environment through law enforcement and related security and protection operations
for people and communities located within affected areas and also for response personnel engaged in lifesaving
and life-sustaining operations.
Operational Communications
Ensure the capacity for timely communications in support of security, situational awareness, and operations, by
any and all means available, among and between affected communities in the impact area and all response
forces.
Public Health, Healthcare, & Emergency Medical Services
Provide lifesaving medical treatment via Emergency Medical Services and related operations and avoid additional
disease and injury by providing targeted public health, medical, and behavioral health support and products to all
affected populations.
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RESPONSE CORE CAPABILITIES
Situational Assessment
Provide all decision makers with decision-relevant information regarding the nature and extent of the hazard, any
cascading effects, and the status of the response.
3.11. Recovery Mission
Recovery includes those capabilities necessary to assist communities affected by an incident to recover
effectively. Support for recovery ensures a continuum of care for individuals to maintain and restore health,
safety, independence and livelihoods, especially those who experience financial, emotional, and physical
hardships. Successful recovery ensures that we emerge from any threat or hazard stronger and positioned to
meet the needs of the future. Recovery capabilities support well-coordinated, transparent, and timely
restoration, strengthening, and revitalization of infrastructure and housing; an economic base; health and social
systems; and a revitalized cultural, historic, and environmental fabric.
RECOVERY CORE CAPABILITIES
Economic Recovery
Return economic and business activities (including food and agriculture) to a healthy state and develop new
business and employment opportunities that result in an economically viable community.
Health & Social Services
Restore and improve health and social services capabilities and networks to promote the resilience,
independence, health (including behavioral health), and well-being of the whole community.
Housing
Implement housing solutions that effectively support the needs of the whole community and contribute to its
sustainability and resilience.
Natural & Cultural Resources
Protect natural and cultural resources and historic properties through appropriate planning, mitigation, response,
and recovery actions to preserve, conserve, rehabilitate, and restore them consistent with post-disaster
community priorities and best practices and in compliance with applicable environmental and historic
preservation laws and Executive orders.
4. Organization
4.1. Tacoma operates under the Council-Manager form of government. The City Council consists of an elected
Mayor and eight elected Council members, with five representing council-manic districts and three serving
at-large. All Council members, including the Mayor, serve four-year terms with a maximum of ten years in
any combined capacity.
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Figure 2: City of Tacoma Organizational Structure
RESIDENTS
City Council
City Manager
Deputy City
Manager & CIO
Community &
Economic
Development
Finance
Human
Resources
Equity & Human
Rights
Information
Technology
Tacoma Venues
& Events
Public Works
City Attorney
Fire
Government
Relations
Hearing
Examiner
Police
Assistant to City
Manager
Cross Functional
Teams
Public Utility
Board
Director
Customer
Services
Power
Rail
Water
Judiciary
Court
Administrator
Municipal Court
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4.2. Delegation and Succession of Authority
4.2.1. Tacoma Municipal Code Chapter 1.10 establishes emergency management as a fundamental and
necessary function of the City of Tacoma. It assigns responsibility as follows:
• The City Manager shall be the “Director” of Emergency Management for the City. The Director
shall be the administrative head of and have direct responsibility for the organization,
administration and operation of the City of Tacoma’s emergency management program and for
the emergency operations of departments of the General Government.
• The Director of Utilities shall have direct responsibility for the emergency operations of the
divisions of Tacoma Public Utilities.
• The Fire Chief shall be the “Administrator.” The Administrator of Emergency Management shall
develop and maintain the emergency management plan and program of the City, and shall have
such other duties as may be assigned by the Director.
o In the absence or unavailability of the Fire Chief, the Director of Public Works shall assume
the duties of Administrator.
o In the absence of both the Fire Chief and the Director of Public Works, the Police Chief shall
assume the duties of Administrator.
• The Mayor, in the event of the proclamation of a disaster, assumes the emergency powers
outlined in Municipal Code Chapter 1.10.090.
4.3. Emergency Organizational Structure
4.3.1. An Emergency Management Team shall be established, consisting of personnel from the Fire
Department’s Emergency Management Division and at least one liaison from each of the primary
departments of the City. The assigned individual(s) and total number of representatives serving as
department liaisons shall be determined by the respective department directors. This team shall be led
by the Emergency Management Administrator or his/her designee. The Emergency Management Team
shall meet at least monthly and be responsible for creating, reviewing, implementing, and exercising
plans related to the City’s emergency management program. The team shall also serve as advisors to
the City Manager, Mayor, and/or Council on matters related to the City’s emergency management
program, resources, and response.
4.3.2. ICS and ECC organizational structures develop in a modular
fashion based on an incident’s size, complexity, and hazard
environment. Responsibility for establishing and expanding ICS
organizations and ECC teams ultimately rests with the Incident
Commander (or Unified Command) and ECC director.
Responsibility for functions that subordinates perform defaults
to the next higher supervisory position until the supervisor
delegates those responsibilities. As incident complexity
increases, organizations expand as the Incident Commander,
Unified Command, ECC director, and subordinate supervisors
delegate additional functional responsibilities.
4.3.3. Maintaining an appropriate span of control helps ensure an
effective and efficient incident management operation. It
enables management to direct and supervise subordinates and
to communicate with and manage all resources under their
control. The optimal span of control for incident management
is one supervisor to five subordinates; however, effective incident management frequently
necessitates ratios significantly different from this.
IC
Tacoma
ECC
County
EOC
EMT
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4.3.4. Bringing representatives from various stakeholder and partner organizations together in ECCs
optimizes unity of effort and enables staff to share information, provide legal and policy guidance to
on-scene personnel, plan for contingencies, deploy resources efficiently, and generally provide
whatever support is required. The composition of ECC teams may also vary depending on the nature
and complexity of the incident or situation. Regardless of which organizations are represented, all ECC
teams receive oversight from elected and/or appointed officials such as governors, tribal leaders,
mayors, and city managers. They typically make decisions regarding priorities and on issues such as
emergency declarations, large-scale evacuations, access to extraordinary emergency funding, waivers
to ordinances and regulations, and adjudication of scarce resources.
4.4. Emergency Coordination Center
4.4.1. ECCs are locations where staff from multiple agencies typically come together to address imminent
threats and hazards and to provide coordinated support to incident command, on-scene personnel,
and/or other ECCs. ECCs may be fixed locations, temporary facilities, or virtual structures with staff
participating remotely.
4.4.2. Primary functions of staff in ECCs, whether virtual or physical, include:
• Collecting, analyzing, and sharing information;
• Supporting resource needs and requests, including allocation and tracking;
• Coordinating plans and determining current and future needs; and
• Providing coordination and policy direction.
4.4.3. The role of the City ECC is to provide resource coordination and support for City emergency
management activities with the goal of maximizing resource utilization efficiency and providing a
single point of contact for resource requests, activity status updates, and information flow. Utilization
of the City ECC simplifies the process for keeping the City Manager, Mayor, City Council, and the Media
and Communications Office apprised of emergency management activities and progress. When a City
department becomes involved in a City ECC coordinated emergency management incident, each
Emergency Management Team member shall ensure that the City ECC remains informed of his/her
respective department’s emergency management activities through regular updates or by being
physically present at the City ECC. When the City ECC is activated, the Washington State EOC shall be
notified and provided status reports as necessary. In addition, all Emergency Management Team
members shall be notified via email and/or text messaging of the City ECC activation and provided a
brief description of the emergency and the current need for ESF activations, if any. Dependent upon
the situation, Pierce County DEM and potentially affected neighboring jurisdictions should also be
notified of the situation.
4.4.4. Agencies and departments also have operations centers. However, these organization-specific
operations centers differ from multidisciplinary ECCs. Departmental Operations Center (DOC) staff
coordinate their agency or department’s activities. While they communicate with other organizations,
ECCs, and may exchange liaisons with other agencies, DOC staff are primarily inward looking, focusing
on directing their own assets and operations. The following city departments maintain a DOC:
• Environmental Services
• Public Works
• Tacoma Police
• Tacoma Fire
4.4.5. Primary/Alternate Location
The primary location for the City ECC is 420 South Fawcett, Tacoma. Dependent upon the extent of the
emergency or disaster and the condition of the primary facility, alternate locations for the City ECC shall
include:
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• Tacoma Fire Department Training Center
2124 Marshall Avenue, Tacoma
• Tacoma Fire Department Station 8
4911 S. Alaska Street, Tacoma
• Tacoma Fire Department Station 16
7217 6th Avenue, Tacoma
• Tacoma Pierce County Emergency
Operations Center
2501 South 35
th
Street, Suite D, Tacoma
4.4.6. Activation Process
4.4.6.1. ECCs are activated for various reasons based on the needs of a jurisdiction, organization, or
Incident Commander; the context of a threat; the anticipation of events; or in response to an
incident. Circumstances that might trigger ECC activation include:
• More than one jurisdiction becomes involved in an incident and/or the incident involves
multiple agencies;
• The Incident Commander or Unified Command indicates an incident could expand rapidly,
involve cascading effects, or require additional resources;
• A similar incident in the past led to ECC activation;
• The ECC director or an appointed or elected official directs that the ECC be activated;
• An incident is imminent;
• Threshold events described in the emergency operations plan occur; and/or
• Significant impacts to the population are anticipated.
4.4.6.2. When an emergency occurs that requires three or more departments to mitigate the
problem or when the extent, size, duration and/or complexity of the emergency or disaster
dictate, the City of Tacoma Emergency Coordination Center (ECC) shall be activated. Once the
City ECC has been activated, the Emergency Management Administrator or his/her designee shall
coordinate support for all emergency management activities within the city related to the
emergency.
4.4.6.3. Activation Levels
Activation Level
Description
3 – Monitoring
Activation
• Situation monitoring only
• ECC staffed by the Fire Department's Emergency Management personnel only
2 – Enhanced
Activation
• Situation monitoring and communication with on-scene incident command to coordinate resource
needs and provide support, as needed
• ECC staffed by the Fire Department's Emergency Management personnel and Emergency Management
Team members associated with active ESFs
•
Preparation and planning for possible full activation
1 – Full
Activation
• Situation monitoring and communication with on-scene incident command to coordinate resource
needs and provide support, as needed
• ECC staffed by Fire Department's Emergency Management personnel and Emergency Management
Team members associated with active ESFs
• Policy Room staffed by Mayor, City Manager, and department directors, as needed
• Coordination with county, state, and federal resources, as needed
Table 2: Tacoma ECC Activation Levels
4.4.7. Deactivation Process
The ECC manager deactivates ECC staff as circumstances allow, and the ECC returns to its monitoring
operations condition. Deactivation typically occurs when the incident no longer needs the support and
coordination functions provided by the ECC staff or those functions can be managed by individual
organizations or by monitoring coordination mechanisms. ECC leadership may phase deactivation
depending on mission needs. ECC staff complete resource demobilization and transfer any ongoing incident
support/recovery activities before deactivating.
4.5. Emergency Roles
4.5.1. The City ECC shall be organized and function under the National Incident Management System. This
easily expandable or collapsible organizational system shall include the following functional areas, as
needed:
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• Command (or Policy):
This section focuses on overall priorities and policy setting and typically includes elected officials,
the City Manager, Public Information Officer, and situation appropriate department directors.
During large scale incidents, staff to manage overall safety and to liaison with outside agencies
might also be necessary to include in this group.
• Operations:
This section manages the tactical operations of the various responding departments and agencies.
• Planning:
This section collects, evaluates, disseminates and uses information about the incident and the
status of resources to plan a course of action.
• Logistics:
This section provides the facilities, services and materials to carry out the plan.
• Finance/Administration:
This section manages all costs and financial considerations of the incident, keeps records, and
provides other support services, as necessary.
4.5.2. The National Response Framework (NRF) establishes standard Emergency Support Functions (ESF) and
each identifies the key activities involved in comprehensive emergency management. For each ESF,
Primary and Support Agencies are designated to carry out the activities and responsibilities associated
with that ESF. A department or agency may be identified as a Primary or Support Agency for multiple
ESFs. The individual ESFs detail the policies, concept of operations, organizational structure and
responsibilities related to that emergency function. The following is the standard numbering system
for ESFs:
ESF-1 Transportation
ESF-9 Search and Rescue
ESF-2 Communications
ESF-10 Oil and Hazardous Materials Response
ESF-3 Public Works and Engineering
ESF-11 Agriculture and Natural Resources
ESF-4 Firefighting
ESF-12 Energy
ESF-5 Information and Planning
ESF-13 Public Safety and Security
ESF-6 Mass Care, Emergency Assistance, Housing and
Human Services
ESF-14 Cross-Sector Business and Infrastructure
3
ESF-7 Logistics
ESF-15 External Affairs
ESF-8 Public Health and Medical Services
4.5.3. Primary
Primary agencies have significant authorities, roles, resources, and capabilities for a particular function
within a capability. Primary agencies are responsible for:
• Orchestrating support within their functional area for the appropriate response core capabilities and
other missions.
• Notifying and requesting assistance from support agencies.
• Managing mission assignments (in Stafford Act incidents) and coordinating with support agencies, as
well as appropriate state officials, operations centers, and other stakeholders.
• Coordinating resources resulting from mission assignments.
• Working with all types of organizations to maximize the use of all available resources.
3
ESF 14 was introduced with the 2019 National Response Framework update. Washington State knows it will take time to
develop and implement this change to remain consistent with Title 38.52 RCW.
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• Monitoring progress in achieving core capability and other missions and providing that information as
part of situational and periodic readiness or preparedness assessments.
• Planning for incident management, short-term recovery operations, and long-term recovery.
• Maintaining trained personnel to support interagency emergency response and support teams
• Identifying new equipment or capabilities required to prevent or respond to new or emerging threats
and hazards or to validate and improve capabilities to address changing risks.
• Promoting physical accessibility, programmatic inclusion, and effective communication for the whole
community, including individuals with disabilities.
4.5.4. Support
Support agencies have specific capabilities or resources that support primary agencies in executing
capabilities and other missions. The activities of support agencies typically include:
• Participating in planning for incident management, short-term recovery operations, long-term-
recovery, and the development of supporting operational plans, standard operating procedures,
checklists, or other job aids.
• Providing input to periodic readiness assessments.
• Maintaining trained personnel to support interagency emergency response and support teams.
• Identifying new equipment or capabilities required to respond to new or emerging threats and hazards,
or to improve the ability to address existing threats.
• Coordinating resources resulting from response mission assignments.
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MISSION AREA
P – Primary
S – Support
C - Coordinating
Transportation
Communications
Public Works and Engineering
Firefighting
Information and Planning
Mass care, Emergency Assistance,
Temporary Housing, and Human Services
Logistics
Public Health and Medical Services
Search and Rescue
Oil and Hazardous Materials Response
Agriculture and Natural Resources
Energy
Public Safety and Security
Cross
-
Sector Business and
Infrastructure
External Affairs
CORE CAPABILITIES
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
RESPONSE
Planning
P
Public Information &
Warning
S S S
P
Operational
Coordination
P S S S S
S
Infrastructure Systems
S
P
P
S
S
P
Critical Transportation
P
S
S
Environmental
Response/Health &
Safety
S P S P P
Fatality Management
Services
P
Fire Management &
Suppression
P
Logistics & Supply
Chain Management
S S S P S S S
Mass Care Services
S
P
S
S
S
Mass Search & Rescue
Operations
S P
S
On-scene Security,
Protection, & Law
Enforcement
S
P
Operational
Communications
P S
Public Health,
Healthcare, & EMS
S P
Situational Assessment
S
P
S
S
S
Table 3: Assignment of Emergency Roles per Core Capability
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P – Primary
S – Support
C - Coordinating
Transportation
Communications
Public Works and
Engineering
Firefighting
Information and Planning
Mass care, Emergency
Assistance, Temporary Housing,
and Human Services
Logistics
Public Health and Medical
Services
Search and Rescue
Oil and Hazardous Materials
Response
Agriculture and Natural
Resources
E
nergy
Public Safety and Security
Cross
-
Sector Business and
Infrastructure
External Affairs
Emergency Support Function
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
City Attorney's Office
S
S
City Manager's Office
S
S
P
Community and Economic
Development
S
Employees’ Retirement System
S
Environmental Services
S
P
S
S
S
S
S
Equity & Human Rights
P
Finance
S
S
S
Fire Department / Emergency
Management
P P P P S S P S S S
Hearing Examiner
S
Human Resources
S
S
Information Technology
Department
P S S
Mayor/City Council
S
Media and Communications
Office
S S S P
Metro Parks
S
S
S
Municipal Court
S
Neighborhoods and Community
Services
S S P P
Planning and Development
Services
S S S S
Police Department
S
S
S
S
S
P
S
S
P
S
Port of Tacoma
S
S
Public Works
P
P
S
S
Safety
S
S
S
S
S
S
Sound Transit
S
S
S
South Sound 911
S
S
S
S
S
Tacoma Public Library
S
S
Tacoma Public Utilities
S
S
S
S
S
S
P
P
S
Tacoma Venues and Events
S
S
S
Associated Ministries
S
Pierce Transit
S
S
S
S
S
American Red Cross
P
S
S
Tacoma/Pierce County
Chaplaincy
S S S S
Tacoma/Pierce Health
Department
S S P S S S
Tacoma/Pierce Humane Society
S
S
S
Tacoma Public Schools
S
S
S
Table 4: City of Tacoma Department Assignments to ESFs
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5. Responsibilities
5.1. This plan presents the functional responsibilities accepted by City departments and external support
agencies and organizations. The following are basic responsibilities assumed by each City department and
all supporting agencies and organizations listed in this plan. The goal is to work together, reviewing plans,
agreements, and operational initiatives to ensure the whole community can build, sustain, and improve
their capability to prepare for, protect against, respond to, recover from, and mitigate all hazards.
5.1.1. Elected/Appointed Officials
Elected/Appointed Officials
All Mission
Areas
Jurisdictional chief executives are responsible for the public safety and welfare of the people of
their jurisdiction. These officials provide strategic guidance and resources across all five mission
areas. Chief elected, or appointed, officials must have a clear understanding of their emergency
management roles and responsibilities and how to apply the response core capabilities to make
decisions regarding resources and operations during an incident, as needed. Lives may depend on
their decisions. Elected and appointed officials also routinely shape or modify laws, policies, and
budgets to aid preparedness efforts and improve emergency management and response
capabilities.
Mayor
• Shall be the official head of city government for purposes of ceremony and military law
City Manager
• Resolves questions of authority and responsibility among City staff
City Attorney
• Provides legal advice to City Council, City Manager and City departments as it pertains to
disaster response and recovery
• Reviews contracts for emergency work and procurement, and other disaster-related
documents
Response
City Council
• Processes Proclamation of Emergency
• Fills vacancies of elected officials
• Appropriates funds to meet the needs of the emergency
Mayor
• Upon declaration of an emergency or disaster:
o Makes and issues rules and regulations on matters reasonably related to the protection
of life and property, as confirmed by the City Council
o Obtains vital supplies, equipment and such other properties found lacking and needed
for the protection of life and property, and if required immediately, commandeers the
same for public use
o Controls and directs the efforts of the emergency management organization of the City
o Requires emergency services of any City officer or employee and, in the event of the
proclamation of a state of extreme emergency by the Governor in the region in which
this city is located, commands the aid of as many residents of this city as may be
deemed necessary
o Requisitions necessary personnel or material of any City department or agency
o Requests the Governor to proclaim a state of extreme emergency when the resources
of the City are inadequate to cope with the disaster
City Manager
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Elected/Appointed Officials
• Provides direction and control over the City’s emergency management program, in the
absence of a proclamation of a state of emergency in the city
• Directs coordination and cooperation between departments, divisions, services and staff of the
City in carrying out the provisions of the Comprehensive Emergency Management Plan
• Resolves questions of authority and responsibility among City staff
• Requests the City Council to proclaim an emergency (and termination thereof), or to issue such
proclamation if the Council is not in session
• Provides liaison with local, state and congressional elected officials
City Attorney
•
Prepares proclamation of emergency when needed
Recovery
City Manager
• Has the authority to appoint local recovery leadership that they select or that is selected by a
designated recovery management organization
5.1.2. Local Departments
Local Departments
All Mission
Areas
Local governments provide leadership for services for all manner of threats, hazards, and
emergencies. Local governments are responsible for ensuring all residents receive timely
information in a variety of accessible formats. Department and entity heads collaborate with the
emergency manager during the development of local emergency plans and provide key response
resources. Participation in the planning process helps to ensure that specific capabilities are
integrated into a workable plan to safeguard the community. These department and entity heads
(and their staff) develop, plan, and train on internal policies and procedures to meet response
needs safely. They also participate in interagency training and exercises to develop and maintain
necessary capabilities.
• Establish policies and procedures for the identification and preservation of essential
departmental records
Prevention
Coordinate prevention resources and capabilities with neighboring jurisdictions, the state, and the
private and nonprofit sectors
Protection
• Designate a departmental chain of command
• Keep an updated list/inventory of key departmental personnel, facilities and equipment
resources
• Establish and maintain a departmental continuity of operations plan (COOP)
• Promote:
o Coordination of ongoing protection plans;
o Implementation of core capabilities; and
o Engagement and information sharing with private sector entities, infrastructure owners
and operators, and other jurisdictions and regional entities
• Address unique geographical protection issues, trans-border concerns, dependencies and
interdependencies among agencies and enterprises, and the establishment of agreements for
cross-jurisdictional and public-private coordination
• Local law enforcement agencies are responsible for the preservation of peace, the prevention
of crime, and the arrest of violators of the law
o These agencies respond to incidents, conduct criminal investigations, collect criminal
intelligence, and collaborate with other law enforcement agencies to resolve crime; and
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Local Departments
o They engage in community, private industry, and interagency partnerships to identify
and prevent criminal acts, including terrorism and transnational threats
Mitigation
• Lead pre-disaster recovery and mitigation planning efforts
o Provide a better understanding of local vulnerabilities as they relate to risk reduction
activities;
o Actions to reduce long-term vulnerability are applied in both the pre-disaster planning
and the post-disaster recovery activities of the jurisdiction; and
o Improve resiliency by preparing for recovery and integrating mitigation policies into the
recovery phase to ensure opportunities are not lost for risk reduction during rebuilding
• Assist in making the connection between community resilience priorities and private sector
development, most often addressed directly at the local level
Response
• Establish policy for 24-hour activation of key personnel capable of initiating departmental
emergency responsibilities
• Make staff available, if requested by the City Emergency Management or the City ECC, for
emergency management training, exercises, and activation assignments
• Identify personnel and administrative processes to track departmental costs and expenditures
related to a disaster or major emergency
• Establish policies and procedures to assess and report departmental capabilities and damage
assessment information to the City ECC
• Governments at all levels should plan to incorporate volunteers and donated resources into
response activities
Recovery
Primary role of planning and managing all aspects of a community’s recovery post-disaster
• Focus on business retention and the redevelopment of housing units that are damaged or
destroyed; repairing and rebuilding presents an opportunity to promote and integrate
mitigation measures into recovery rebuilding strategies and plans;
• Find opportunities to share information with the public on the status of recovery efforts to
maintain community coordination and focus; and
• Document progress made towards objectives and best practices for use in future incidents.
Take the lead in ensuring that recovery needs assessment and planning processes are inclusive and
accessible, often by establishing local recovery structures that address overall coordination, sectors
impacted, and survivor services
5.1.3. Private Sector Partners
Private Sector Partners
All Mission
Areas
Private sector entities operate in all sectors of business, commerce, private universities, and
industry that support the operation, security, and resilience of global trade systems. Owners and
operators of private sector entities and infrastructure should maintain situational awareness and
take actions on a continuous basis to promote and build capabilities. Assess your business for
hazards and risks to your employees and the general public. Develop emergency plans and conduct
drills with your employees so everyone in your workplace knows what to do in the event of an
emergency.
Prevention
Maintain situational awareness of the current threat environment, including potential terrorism-
related activities; this awareness allows private sector entities to assist in preventing terrorism by
identifying and reporting potential terrorism-related activity to law enforcement.
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Private Sector Partners
Protection
Both private and public sector infrastructure develop and implement risk-based protective
programs, resilience strategies for infrastructure, and related information and operations under
their control.
• Take steps to minimize those risks before a disaster occurs.
Develop a Business Continuity Plan (BCP) to ensure that, in the event of a disaster, your business
can get back into operation as soon as possible
• Make investments in security and resilience as necessary components of prudent day-to-day
business and continuity of operations planning
Mitigation
Mitigation is a sound business practice that reduces disaster losses and quickens restoration of
normal operations. Private sector investments in continuity and vulnerability reduction have broad
benefits. Private sector entities are essential to improving resilience through planning and long-
term vulnerability reduction efforts and the development of regulatory measures that address and
manage risks across infrastructure sectors. A more resilient private sector strengthens community
resilience by helping to sustain economic vitality and ensuring the delivery of goods and services in
the aftermath of a disaster. Among numerous activities that promote and implement the mitigation
core capabilities, businesses:
• Analyze and manage their own risks;
• Volunteer time and services;
• Operate business emergency operations centers;
• Help protect the local infrastructure; and
• Promote the return on investment realized from increased resilience, developed continuity of
operations plans, and reduced vulnerability
Response
• Provide for the welfare of their employees in the workplace
• Critical infrastructure—such as privately-owned transportation and transit,
telecommunications, utilities, financial institutions, hospitals, and other health regulated
facilities—implement effective business continuity plans
o Unique private sector organizations, including critical infrastructure and regulated
entities, may require additional efforts to promote resilience
• Certain regulated facilities or hazardous operations may be legally responsible for preparing for
and preventing incidents and responding when an incident occurs
• Participate in state and local preparedness activities by providing resources (donated or
compensated) through local public-private emergency plans, or mutual aid and assistance
agreements, or in response to requests from government and nongovernmental-volunteer
initiatives
Recovery
• Participate in coordination opportunities during pre-disaster planning processes
• Maintain communication with the recovery officials about the status of operations and supply
chains, as well as restoration challenges and timelines
• Businesses that plan for disruption are less likely to go out of business after an incident than
those that do not
o Develop business continuity plans that include actionable, effective, and accessible
internal communication processes and protocols to convey critical information
• May provide volunteers, leaders, technical assistance, commodities, and facilities to support
the recovery effort
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5.1.4. Nongovernmental/Volunteer and Community Organizations
Non-governmental/Volunteer and Community Organizations
All Mission
Areas
Nongovernmental Organizations include voluntary, ethnic, faith-based, veteran-based, and
nonprofit organizations that provide sheltering, emergency food supplies, and other essential
support services. Communities are groups that share goals, values, and institutions. They are not
always bound by geographic boundaries or political divisions. Instead, they may be faith-based
organizations, neighborhood partnerships, advocacy groups, academia, social and community
groups, and associations. All these groups bring people together in different ways for different
reasons, but each provides opportunities for sharing information and promoting collective action by
fostering the development and organizational capacity to act toward a common goal. Communities
may be the most effective actors to take specific action to manage and reduce their specific risks.
Prevention
• May possess the knowledge and understanding of the threats they face and have the capacity
to alert authorities of potential terrorism-related information and/or suspicious activities
• Support terrorism prevention activities through information sharing by identifying and
reporting potential terrorism-related information to law enforcement
Protection
• Understand the threats and hazards in their locales
• Promote, implement, and deliver core capabilities within the Protection mission by:
o Sharing information; and
o Advocate for, or assistance providers to, the entire range of community members by
helping communities, individuals, and households to receive that protection
information and resources
Mitigation
• Represent communities and many groups in mitigation policy discussions
• Apply a localized understanding of risks to effective planning
o Identify strategic mitigation options
•
May provide training and education to communities, including how-to guides
Response
Possess the knowledge and understanding of the vital roles for delivering important services; some
are officially designated as support elements to national response capabilities:
• The American Red Cross: the American Red Cross is chartered by Congress to provide relief to
survivors of disasters and help people prevent, prepare for, and respond to emergencies. Red
Cross has a legal status of “a federal instrumentality” and maintains a special relationship with
the Federal Government. In this capacity, the American Red Cross supports several ESFs and
the delivery of multiple core capabilities.
• National Voluntary Organizations Active in Disaster (National VOAD): is the forum where
organizations share knowledge and resources throughout the disaster cycle—preparation,
response, recovery, and mitigation—to help disaster survivors and their communities.
National VOAD is a consortium of approximately 50 national organizations and 55 territorial
and state equivalents.
• National Center for Missing & Exploited Children (NCMEC). Within the NCMEC, the National
Emergency Child Locator Center (NECLC) facilitates the expeditious identification and
reunification of children with their families.
Support the volunteer and donations objective for managing the influx of volunteers and donations
to voluntary agencies and all levels of government before, during, and after an incident
• The goal is to support jurisdictions affected by disasters through close collaboration with the
voluntary organizations and agencies
•
Volunteers and donors support response efforts in many ways
Recovery
• Foster relationship building with local emergency management organization
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Non-governmental/Volunteer and Community Organizations
• Maintain access to extended networks through local offices and chapters of the organization,
providing contextually based insight and access to potential recovery partnerships and
resilience champions
• Some NGOs are part of Voluntary Organizations Active in Disaster (VOAD) or Community
Organizations Active in Disaster (COAD), which are responsible for supporting disaster-caused
unmet needs of disaster survivors
• May note milestones achieved and document best practices for their use and for the benefit of
their peers
• May provide experience and subject matter expertise greatly assisting with the management of
money, manpower, and materials to meet recovery needs and obligations that otherwise are
not funded by government programs
• In addition to collaborating on disaster planning with recovery partners, it is beneficial for
NGOs to develop their own plans for how they will support disaster recovery efforts
5.1.5. Individual Community Members
Individual Community Members
All Mission
Areas
The residents and businesses of Tacoma play an important role in the effort to prepare Tacoma for
disaster. Under normal circumstances, the City has emergency services in place to handle the types
and quantity of emergency situations that are experienced within the city on a daily basis. However,
in the event of a disaster or large-scale emergency, such as a major earthquake or terrorist attack,
the City’s limited emergency response resources must prioritize their activities. Depending upon the
scope and extent of the emergency, residents may find it necessary to be self-sufficient for as many
as 14 days while emergency responders recover, organize resources, assess the overall situation,
and deal with the most urgent needs in the city. Safe, secure, and prepared individuals, families, and
households are often less dependent on response services, which, in turn, places fewer responders
in hazardous response situations. Those who prepare will reduce their personal stress, be able to
reach out to others in need of assistance and be better positioned to actively contribute to post-
disaster response and recovery efforts. Although not formally part of emergency management
operations, individuals, families, and households play an important role in emergency
preparedness; each can be better prepared in the immediate aftermath of a disaster if they:
• Prepare a disaster supply kit containing, at the very minimum, the following supplies:
o A supply of dry or canned food and drinking water for 14 days (for each person in your
household). Plan to use one gallon of water per person per day.
o A manually-operated can opener if your stored food is canned
o A battery-powered radio with extra batteries. Local news radio stations include KPLU
88.5 FM, KUOW 94.9 FM, KIRO 710 AM, KIRO 97.3 FM, and KOMO 1000 AM
o A flashlight with extra batteries
o A first aid kit (and knowledge of how to use it)
o A 14 day supply of required medication (for each person in your household)
o A home disaster kit should be stored in an easily accessible location near an exit or in an
outdoor shed. If you spend a significant amount of time in your car or at work, you
should also have appropriate disaster supplies for these locations.
• Sign up for emergency alerts.
o The City of Tacoma uses an alert system called “GovDelivery, Inc.”
Access the New User Sign Up at: https://tacomawa.my.gov-i.com/signup
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Individual Community Members
Choose what kind of alerts you would like to receive and the device(s) you would
like to receive them on.
o Pierce County ALERT
Receive alerts your cell phone, home phone, email, text messages and TTY/TDD.
Choose up to five locations you want to be notified about such as your residence,
workplace, children’s school and more. Sign up by calling (253) 798-6595, or online
at: https://member.everbridge.net/index/453003085611267#/login
o Emergency Alert System (EAS) is intended to provide the means to disseminate prompt
alerting information. This is typically accomplished through television and radio (to
include phone) transmissions. Be sure to check your cell phone settings and enable the
emergency alerts you would like to receive.
o Obtain a National Oceanic Atmospheric Association (NOAA) Weather Radio (NWR) – is
an "All Hazards" radio network, making it your single source for comprehensive weather
and emergency information.
• Establish an out-of-state contact before a disaster strikes. Immediately following a disaster,
local phone service can quickly become overwhelmed. Yet during these outages, it is often still
possible to make phone calls to people living out of the area. Your out-of-state contact can be
used by all members of your household to provide and receive updates.
• Make emergency plans for your household and practice them.
o Fire: Everyone in your household should know two ways out of each room in your
home. Establish a place outside of your home where everyone will meet after exiting.
o Earthquake: Everyone in your household should know what to do during an earthquake:
“Drop, Cover and Hold” (get under a piece of furniture, hold on to the furniture so it
does not move from covering you, and wait for the shaking to stop). Do not exit your
house or building during an earthquake because you may be hit by falling objects, such
as bricks or other parts of the structure, electrical wires, or tree limbs. Be aware that
aftershocks may happen once the initial quake is over.
• Consider purchasing a NOAA Weather Radio. NOAA (National Oceanic & Atmospheric
Administration) Weather Radio is Washington's all-hazards warning system, used not only for
flood and weather-related events, but also for hazards like tsunamis, volcanic activity,
hazardous releases and Amber Alerts. It can be programmed to alert you only to hazardous
events in your local area.
• Know how to turn off your utilities (water, electricity and natural gas) in the event you have to
do so in an emergency situation.
• Learn the disaster procedures at your child's school or day care. There are policies and
procedures for releasing students during or after a disaster, and for locking down the facility
and providing for the students' welfare should they need to stay at the school for a while.
Parents and caregivers need to know and understand these procedures ahead of time and
follow them when implemented.
• Consider taking advantage of emergency training that may help you and your family in a
disaster or emergency situation.
o CPR (cardiopulmonary resuscitation)
Tacoma residents can learn this life-saving skill for free by calling Tacoma Fire
Department.
Pre-registration is required, call (253) 594-7979. Class schedules can be
found at: https://www.cityoftacoma.org/cms/One.aspx?portalId=169&pageId=8824
o First Aid
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Individual Community Members
This training is available through the local American Red Cross chapter at 253-474-
0400 or www.redcross.org/wa/tacoma.
o CERT (Community Emergency Response Teams)
This disaster response training teaches the skills necessary to respond to emergency
needs in your neighborhood during the period of time that professional responders
are unable to reach you after an emergency. It is available free of charge to all
Tacoma residents, including people with disabilities and access and functional
needs. You can get this training through the Tacoma Fire Department/Emergency
Management, visit: https://tacomawacert.samariteam.com/
or
https://www.ready.gov/cert
o Map Your Neighborhood
This national preparedness program helps residents pre-determine assets and
resources immediately available to them following a disaster. For more information
on this program, visit: http://www.emd.wa.gov/myn
Special Needs Considerations
• Utilize the Buddy System - If you are disabled, elderly, or otherwise in need of special
assistance, designate an individual to be responsible for making contact with you following a
disaster.
• Consider registering with the City Emergency Management Program. Doing so allows
emergency managers to include your special needs in the planning process for emergency
response. You can register by contacting the Tacoma Fire Department/Emergency
Management or emregistry@cityoftacoma.org
.
• Notify Tacoma Public Utilities before a disaster occurs if a loss of power would
disproportionately affect the safety or well-being of you or someone in your household (e.g.,
ventilator dependency, etc.). This allows TPU staff to prioritize restoring power to your home.
Contact Tacoma Public Utilities at 253-502-8600.
Prevention
Identify and report potential terrorism-related activity to law enforcement
• Individual vigilance and awareness help communities remain safer and bolster prevention
efforts
Protection
Understand the threats and hazards in your area
• Acquire an awareness of potential threats and hazards through sources such as news outlets,
local emergency management agencies, public information and warning systems, community
education campaigns, and information-sharing mechanisms
o Take risk-informed protective actions based on this knowledge
Mitigation
Mitigation begins with individual awareness and action; informed decisions facilitate actions that
reduce risk and enable individuals, families, and households to better withstand, absorb, or adapt
to the impacts of threats and hazards and quickly recover from future incidents. Homeowners who
have adequate hazard and flood insurance coverage and take steps to protect their property from
hazards common to their area, reduce the impacts of an incident and are less reliant on external
assistance to repair or rebuild their homes.
• Stay aware of and participate in disaster preparedness efforts in your community
• Become aware of planning efforts regarding floodplain management, building codes, and land
use and environmental regulations
• Take actions and the basic steps to prepare yourself for emergencies
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Individual Community Members
o Reduce hazards in and around your homes through efforts such as raising utilities above
flood level or securing unanchored objects against the threat of high winds
Response
Prepare to take care of yourself and your neighbors until assistance arrives
• Preparedness should account for a minimum of three days (72 hours)
• Due to the unique catastrophic hazard profile in the State of Washington, EMD recommends
striving to prepare for 14 days
Monitor emergency communications and follow guidance and instructions provided by local
authorities
Recovery
After suffering losses, survivors can:
• Maximize any benefits from insurance coverage;
• Pursue additional funding through any available personal or loan-based resources;
• Apply for local, regional/metropolitan, state, tribal, territorial, insular area, or Federal program
assistance that may be available based on the program eligibility, as applicable
o After applying, survivors should:
Follow up on agency requests;
Gain a full understanding of program processes; and
Express any unmet needs
• Get involved in your community’s recovery activities, including providing input in the post-
disaster recovery planning process
6. Communications
6.1. Leadership, at the incident level and in ECCs, facilitates communication through the development and use
of a common communications plan, interoperable communications processes, and systems that include
voice and data links. Integrated communications provide and maintain contact among and between
incident resources, enable connectivity between various levels of government, achieve situational
awareness, and facilitate information sharing. Planning, both in advance of and during an incident,
addresses equipment, systems, and protocols necessary to achieve integrated voice and data
communications.
6.1.1. The principles of communications and information management, which support incident managers in
maintaining a constant flow of information during an incident, are (1) Interoperability; (2) Reliability,
Scalability, and Portability; (3) Resilience and Redundancy; and (4) Security. Information and
intelligence management includes identifying essential elements of information (EEI) to ensure
personnel gather the most accurate and appropriate data, translate it into useful information, and
communicate it with appropriate personnel.
6.1.2. The City of Tacoma utilizes and promotes numerous communications systems for use before, during
and after an incident.
6.1.2.1. GovDelivery, Inc. – a web-based e-mail subscription management system that allows a
member of the public (user) to subscribe to news and information on DHS websites. The
GovDelivery user selects specific topics that interest them. Whenever information on that topic is
made available by the Department, the user that has subscribed to that topic receives an email.
6.1.2.2. Everbridge – hardened platform to provide ‘First Responder Grade’ availability, scalability,
and redundancy to lower the risk of a service degradation during a critical event
response. Critical event information can be delivered by SMS, voice, email, to digital signage,
computer alert systems, and sirens–over 100 modalities in total. Multiple methods of delivery
ensure reliable communication even when certain modes are unavailable.
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• Pierce County ALERT – a free service that allows public users to sign up and receive
notifications about emergencies that may affect the locations they care about. This
service allows fire, police and other agencies dealing with emergency response to send
out accurate and up-to-date information that they feel residents should be informed on.
6.1.2.3. Emergency Alert System (EAS) – The primary means for providing the public with critical
alert information about an emergency or disaster. Under EAS requirements, radio, TV and cable
TV stations must participate at the National level or specifically request a waiver from the
Federal Communications Commission (FCC). Further, they are encouraged to voluntarily
participate in state and local EAS plans. The EAS takes advantage of digital technology that will
ultimately allow home devices such as AM and FM radios, TVs, or unique receivers to be turned
on and an alarm sounded so the listener can hear the message. It will also allow devices serving
the hearing and sight impaired to receive the message.
6.1.2.4. National Oceanic Atmospheric Administration’s (NOAA) Weather Radio (NWR) – a
nationwide network of radio stations broadcasting continuous weather information directly from
the nearest National Weather Service office. NWR broadcasts official Weather Service warnings,
watches, forecasts and other hazard information 24 hours a day, 7 days a week.
6.1.2.5. Comprehensive Emergency Management Network (CEMNET) – Local emergency
management jurisdictions are authorized to use the designated CEMNET region channel for local
operations. CEMNET operates primarily on three (3) frequencies, designated for accountability
purposes, with the City of Tacoma designated under the “Southwest, F2 (45.36 MHz)” channel.
6.1.2.6. WebEOC – software designed to bring real-time crisis information management to the
Emergency Coordination Center (ECC). The result is secure, real-time access to details of
operations in the local jurisdiction, neighboring jurisdictions, including regional, state and
national data vital to the efficient management of any contingency.
6.2. Community Communications Plans
6.2.1. Public education programs are a vital aspect of emergency/disaster mitigation, preparedness,
response, and recovery. A prepared public is the first line of defense against the impacts of disaster.
Public education provides all-hazard awareness and preparedness programs for every facet of the
community. These programs will ultimately decrease the number of dead and injured, reduce the
demand on emergency and other services, and empower people to maintain control over the quality
of their lives in times of disaster. This is accomplished through in-person presentations, neighborhood
preparedness programs, video, internet media, annual preparedness campaigns, and various
preparedness programs and publications.
6.2.2. The City of Tacoma has partnered with the State, Pierce County, and the City of Spokane as a Language
Inclusion Workgroup. The City also partners with Pierce County’s language inclusion efforts by
participating in the Disaster Assistance Council and the Access and Functional Needs Coalition.
6.2.2.1. Limited-English Proficiency (LEP) Communications Plan (Appendix A to ESF 15 – In
Development)
• First and foremost, the required source for determining applicable languages, as described
in RCW 38.52.070(3)(a), does not provide such information down to the city-level.
However, despite the legal discrepancy, the City is using other reputable sources and the
Washington State Emergency Management Division’s LEP framework to bring together the
various communication efforts already in place and to see what efforts remain. Currently,
the only process the City has to evaluate the effectiveness of the communication of life
safety information to the LEP populations is through the implementation of the WebEOC
After-Action Report system; however, the City is beginning to look at incorporating these
elements into general after-action efforts in the cases that WebEOC is not utilized.
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• Technological barriers include the requirement for residents to pre-register and maintain
their own profiles/preferences for the notification systems used by the City. While most of
these notification systems can support different language preferences, the system does not
possess the capacity to simultaneously release the message in all supported languages;
meaning, the system must first send out the message to one language before moving onto
the next language. This creates an unpredictable delay in subscribed recipients being
provided with the vital information in a timely manner that is still relevant and actionable.
However, if residents do not register with the system, then the ability to reach populations
(regardless of language or preference) is nearly impossible depending on the type of
incident and system availability.
• Due to the occasional inefficiencies related to the technological aspect, the City of Tacoma
is using the Language Inclusion Workgroup (identified above) to develop a standard set of
pictographs to depict the protective actions necessary under an all-hazards approach, as
they relate to the currently pre-translated messages. This effort will attempt to limit the
time necessary for the notification systems to disseminate the translated messages in each
applicable language and allow for prioritized translated message release based on the
impacted area and known population segments while simultaneously providing a
community-vetted image.
• Recommendations for improving these described challenges will be provided to the state
annually, as part of the SSB 5046 Legislative Report, for as long as the report and
information are requested.
6.3. Interoperable Communications
6.3.1. State
6.3.1.1. The Alert and Warning Center (AWC)
The AWC is a function of the State Emergency Operations Center (SEOC) which provides 24-hour, 7 days a
week coverage for notifications, alerts, and warnings of emergency events and incidents affecting
Washington State.
6.3.1.2. Information Management Systems
Washington State maintains information management systems, such as WebEOC, to manage disasters and
emergencies and to support and increase public safety information sharing. The system provides local
jurisdictions with a platform to receive, process and manage information. The system is used as a gateway
to share information and provide communications among county/city EOCs/ECCs, the SEOC and state,
federal, and local public safety entities. This information sharing allows authorized users to make informed
decisions regarding public safety operations during disasters or emergencies and supports statewide
collaboration.
7. Administration
7.1. The Governor, Washington Military Department’s Emergency Management Division (EMD), and other local
officials require information concerning the nature, magnitude, and impact of a disaster or emergency.
This information allows for evaluating and providing the most efficient and appropriate distribution of
resources and services during the response to and recovery from a disaster or emergency.
7.2. Organizations with emergency management responsibilities will establish and maintain financial and
administrative records to provide documentation of activities related to emergencies or disasters. Reports
are required from local jurisdictions or organizations to provide City of Tacoma Emergency Management
and governmental officials with information concerning the nature, magnitude, and impact of any
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emergency or disaster, and for use in evaluating and providing the most efficient and appropriate
emergency or disaster response assets and services. Reports include, but are not limited to:
• Situation Reports;
• Requests for Proclamations of Emergency;
• Requests for Assistance;
• Costs/Expenditures Reports;
• Damage Assessment Reports; and/or
• After Action Reports.
7.3. Documentation
7.3.1. The City of Tacoma will obtain an Incident Number (Mission Number) from WA State EOC Duty Officer
for liability coverage. The Incident number pertains to all actions taken that are intended to protect
life, property, and the environment during the incident period of any emergency/disaster.
7.3.2. Records will be kept in such a manner to separately identify incident related expenditures and
obligations from general programs and activities of local jurisdictions or organizations. Complete and
accurate records are necessary to document requests for assistance, for reimbursement under
approved applications pertaining to declared emergencies or major disasters, and for audit reports.
Information will be managed in accordance with the City’s Policy 1.30 (Information Governance).
7.4. Retention
7.4.1. Records will be kept in such a manner to separately identify event related expenditures and
obligations. The City of Tacoma will abide by the Washington State Archives’ Local Government
Common Records Retention Schedule to the best of their ability. Complete and accurate record
retention is necessary for proper and prompt reimbursement (when applicable), and may include
records such as but not limited to:
• Resource Requests;
• Payroll information;
• Invoices, warrants, and checks issued and paid for materials and supplies;
• Bid request copies; and/or
• Contracts including invoices and payment documentation.
7.5. Preservation
7.5.1. Local government offices may coordinate the protection of their essential records with the state
archivist as necessary to provide continuity of government under emergency conditions pursuant to
RCW 40.10.010.
7.5.2. The City and City Employees have a duty to preserve potential evidence when litigation against the City
is initiated, or is reasonably anticipated or foreseeable, as defined by City Policy 1.25 (Litigation Hold
and Preservation of Records). An event that results in known and significant injury may be an indicator
that litigation is reasonably anticipated or foreseeable against the City and trigger preservation duties.
Preservation includes, but is not limited to, immediately suspending deletion, destruction, and
purging, overwriting or other means of disposal.
8. Finance
8.1. Local jurisdictions requesting assistance should assume the resources requested will need to be paid out of
local funding. Local jurisdictions may incur disaster-related obligations and expenditures in accordance
with the provisions of RCW 38.52.070(2), applicable state statutes and local codes, charters, and
ordinances, which may include but are not limited to the following:
• Emergency expenditures for cities with populations less than 300,000. RCW 35.33.081.
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• Emergency expenditures for towns and cities with an ordinance providing for a biennial budget.
RCW 35.33.081.
• Emergency expenditures for code cities. RCW 35A.33.080 and RCW 35A.34.140.
• Emergency expenditures for counties. RCW 36.40.180.
8.2. The Federal Emergency Management Agency (FEMA) requires that state and local governments receiving
federal financial assistance under the Stafford Act comply with FEMA’s rules prohibiting discrimination, as
provided in 44 Code of Federal Regulation (CFR) § 206.11. As a result of this federal requirement, state and
local governments seeking to receive federal disaster assistance will follow a program of non-discrimination
and incorporates FEMA’s Whole Community approach (discussed in the Concept of Operations section).
This requirement encompasses all state and local jurisdiction actions to the Federal/State Agreement.
8.2.1. All personnel carrying out federal major disaster or emergency assistance functions, including the
distribution of supplies, the processing of applications, and other relief and assistance activities, shall
perform their work in an equitable and impartial manner, without discrimination on the grounds of
race, religion, sex, color, age, economic status, physical and sensory limitations, Limited English
Proficiency (LEP), or national origin.
8.2.1.1. As a condition of participation in the distribution of assistance or supplies under the Stafford
Act, government bodies and other organizations shall provide a written assurance of their intent
to comply with regulations relating to nondiscrimination promulgated by the President or the
administrator of the Federal Emergency Management Agency (FEMA), and shall comply with
such other regulations applicable to activities within an area affected by a major disaster or
emergency as the administration of FEMA deems necessary for the effective coordination of
relief efforts.
8.2.2. The Pets Evacuation and Transportation Standards (PETS) Act amends the Robert T. Stafford Disaster
Relief and Emergency Assistance Act. The PETS Act is operational when a federal disaster declaration
is made and can provide reimbursement for allowable, documented services used in the declared
emergency. Eligible costs related to pet evacuations and sheltering is in FEMA’s Public Assistance
Program and Policy Guide (PAPPG).
8.3. Incurred Costs Tracking
8.3.1. Emergency expenditures are not normally integrated into the budgeting process of state and local
jurisdictions. Nevertheless, events occur on a periodic basis requiring substantial and necessary
unanticipated obligations and expenditures. City of Tacoma Emergency Management and all other
support agencies will follow their designated emergency purchasing procedures and obtain all
appropriate approval prior to implementing emergency spending.
8.4. Cost Recovery
8.4.1. Reimbursement includes the payment of expenses incurred by resource providers for specific
activities. Reimbursement processes are important for establishing and maintaining resource
readiness and establishing the means to pay providers in a timely manner. Disaster-related
expenditures and obligations may be reimbursed under a number of programs. Audits of emergency
expenditures will be conducted in the course of normal local government audits. Audits of projects
approved for funding with federal disaster assistance funds are necessary to determine the eligibility
of the costs claimed by the local applicant, either the City or Pierce County.
8.4.2. Local Assistance Programs
8.4.2.1. Neighborhood Community Services – what are their programs?
8.4.3. State Assistance Programs
8.4.3.1. Public Assistance (PA) Program
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The Public Assistance (PA) State Administrative Plan (SAP) provides procedures used by the Military
Department, Emergency Management Division staff (as Grantee) to administer the Public Assistance
Program. Audits of state and local jurisdiction emergency expenditures will be conducted in the normal
course of state and local government audits. Audits of projects approved for funding with federal
disaster assistance funds are necessary to determine the eligibility of the costs claimed by the applicant.
8.4.3.2. Individual Assistance (IA) and Other Needs Assistance (ONA) Programs
The Individual Assistance (IA) State Administrative Plan (SAP) for the Other Needs Assistance (ONA)
Program is used by the State Emergency Management Division staff (as Grantee) to administer the
Individual Assistance Program. The IA SAP sets forth the organization, staffing, and procedures for
administration of the Individuals and Households Program, Other Needs Assistance, in Washington State
subsequent to a major disaster declaration by the President.
8.4.4. Federal Assistance Programs
8.4.4.1. Public Assistance (PA) Program
FEMA's Public Assistance (PA) grant program provides federal assistance to government organizations
and certain private nonprofit (PNP) organizations following a Presidential disaster declaration. PA
provides grants to state, tribal, territorial, and local governments, and certain types of PNP organizations
so that communities can quickly respond to and recover from major disasters or emergencies. Through
the program, FEMA provides supplemental federal disaster grant assistance for debris removal, life-
saving emergency protective measures, and the repair, replacement, or restoration of disaster-damaged
publicly-owned facilities, and the facilities of certain PNP organizations. The PA program also
encourages protection of these damaged facilities from future events by providing assistance for hazard
mitigation measures during the recovery process. The federal share of assistance is not less than 75
percent of the eligible cost. The Recipient (usually the state) determines how the non-federal share (up
to 25 percent) is split with the sub-recipients (eligible applicants).
8.4.4.2. Individual Assistance (IA) Program
FEMA provides assistance to individuals and households through the Individual Assistance Program,
which includes all of the following:
• Mass Care and Emergency Assistance (MC/EA);
• Crisis Counseling Assistance and Training Program (CCP);
• Disaster Unemployment Assistance (DUA);
• Disaster Legal Services (DLS);
• Disaster Case Management (DCM); and
• Individuals and Households Program (IHP).
o IHP is comprised of two categories of assistance: Housing Assistance (HA) and Other
Needs Assistance (ONA).
9. Logistics and Resource Management
9.1. NIMS resource management guidance enables many organizational elements to collaborate and coordinate
to systematically manage resources—personnel, teams, facilities, equipment, and supplies. The City of
Tacoma does not own and maintain all the resources necessary to address all potential threats and hazards.
Therefore, effective resource management includes leveraging each jurisdiction’s resources, engaging
private sector resources, involving volunteer organizations, and encouraging further development of
mutual aid agreements.
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9.2. Resource Typing
9.2.1. Resource typing is defining and categorizing incident resources by capability. Resource typing
definitions establish a common language for discussing resources by defining minimum capabilities for
personnel, teams, facilities, equipment, and supplies. Resource typing enables communities to plan
for, request, and have confidence that the resources they receive have the capabilities they requested.
FEMA leads the development and maintenance of resource typing definitions for resources shared on
a local, interstate, regional, or national scale. The City of Tacoma can use these definitions to
categorize local assets.
9.3. Emergency Worker Program/Liability Protection
9.3.1. RCW 38.52 authorizes the use of emergency workers as outlined in state law. "Emergency Worker" is
defined in RCW 38.52.010(7), while provisions addressing the registration, use, classification and
coverage of emergency workers are addressed by RCW 38.52.180, RCW 38.52.310 and WAC 118.04.
9.3.2. The City of Tacoma will use emergency workers as outlined in state law RCW 38.52.010(4), rules and
regulations concerning workers are outlined in RCW 38.52.310.
9.4. Procurement Methodology
9.4.1. The Washington Intrastate Mutual Aid System (WAMAS), established in RCW 38.56, provides for in-
state mutual assistance among member jurisdictions, to include every county, city, and town of the
state. Federally recognized tribal nations located within the boundaries of the state, may become a
member upon receipt, by the Washington State Military Department, of a tribal government
resolution declaring its intention to be a member of WAMAS. Members of WAMAS are not precluded
from entering into or participating in other mutual aid agreements that are authorized by law.
WAMAS does not replace current mutual aid agreements; it is a mutual aid tool to use when other
agreements do not exist.
9.4.2. Out-of-state mutual aid resources are requested through the Emergency Management Assistance
Compact (EMAC), established in Public Law 104-321, or the Pacific Northwest Emergency Management
Arrangement (PNEMA), established in Public Law 105-381, both coordinated through Washington
Emergency Management Division as coordinated through Pierce County.
9.4.3. Resources should deploy only when appropriate
authorities request and dispatch them through
established resource management systems. Resources
that authorities do not request should refrain from
spontaneous deployment to avoid overburdening the
recipient and compounding accountability challenges.
9.4.4. Resource requests are tracked throughout their entire
life cycle, from the time submitted, until filled (if
consumable) or until the resource is demobilized and
returned (if non-consumable). Supply chain elements,
such as state and local staging areas, reception and
integration centers, movement coordination centers,
and movement control points activate as appropriate
to the situation. State and local staging areas serve as
temporary storage areas for the movement of
resources to affected areas. Reception and integration
centers provide reception, integration, onward
movement, and accountability for out-of-state
resources.
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9.5. Demobilization
9.5.1. Once resources are no longer needed on an incident, the resource requestor should demobilize them.
Demobilization of resources begins with Incident Command communicating resource requirements to
the ECC. The resource requestor within the ECC, and the resource provider, may agree to reassign a
resource rather than demobilize it. This transitional timeframe occurs between the ECC and field
operations transitioning from response to recovery. While the City is working to develop a recovery
team and all-hazards recovery plan, recovery typically occurs using city departments.
9.6. Resource Gaps
9.6.1. Comprehensive and integrated planning can help other levels of government plan their response to an
incident within the City of Tacoma. By knowing the extent of the City’s capability, supporting planners
can pre-identify shortfalls and develop pre-scripted resource requests. The City, with support from the
City of Puyallup and City of Lakewood, has partnered with Pierce County in their Regional Coordinating
Council’s Risk Committee. The purpose of the Risk Committee is to utilize the National Preparedness
Goal’s Core Capabilities to assess, analyze, and provide recommendations to the county on capability
gaps. Those gaps will be compared against the Stakeholder Preparedness Review’s model of planning,
organization, equipment, training, and/or exercise (POETE) to prioritize the best approach to bridging
such gaps.
10. Development and Maintenance
10.1. Core Planning and Development Team
10.1.1. Planning Process
Planning is a continuous process that does not stop when the plan is published. The planning team develops
a rough draft of the basic plan or annexes. As the planning team works through successive drafts, they add
necessary tables, charts, and other graphics. The team prepares a final draft and circulates it for comment
to organizations that have responsibilities for implementing the plan. The written plan should be checked
for its conformity to applicable regulatory requirements and the standards of Federal or state agencies and
for its usefulness in practice. Once validated, the planning team presents the plan to the appropriate
officials for signature and promulgation. The promulgation process should be based on specific statute, law,
or ordinance. Once approved, the planner should arrange to distribute the plan to stakeholders who have
roles in implementing the plan.
10.1.2. Review Process
Commonly used criteria can help decision makers determine the effectiveness and efficiency of plans. These
measures include adequacy, feasibility, and acceptability. Decision makers directly involved in planning can
employ these criteria, along with their understanding of plan requirements, not only to determine a plan’s
effectiveness and efficiency but also to assess risks and define costs.
10.1.2.1. Adequacy – a plan is adequate if the scope and concept of planned operations identify and
address critical tasks effectively; the plan can accomplish the assigned mission while complying
with guidance; and the plan’s assumptions are valid, reasonable, and comply with guidance.
10.1.2.2. Feasibility – a plan is feasible if the organization can accomplish the assigned mission and
critical tasks by using available resources within the time contemplated by the plan. The
organization allocates available resources to tasks and tracks the resources by status (e.g.,
assigned, out of service). Available resources include internal assets and those available through
mutual aid or through existing state, regional, or Federal assistance agreements.
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10.1.2.3. Acceptability – a plan is acceptable if it meets the requirements driven by a threat or
incident, meets decision maker and public cost and time limitations, and is consistent with the
law. The plan can be justified in terms of the cost of resources and if its scale is proportional to
mission requirements. Planners use both acceptability and feasibility tests to ensure that the
mission can be accomplished with available resources, without incurring excessive risk regarding
personnel, equipment, material, or time. They also verify that risk management procedures have
identified, assessed, and applied control measures to mitigate operational risk (i.e., the risk
associated with achieving operational objectives).
10.1.2.4. Completeness – a plan is complete if it:
• Incorporates all tasks to be accomplished;
• Includes all required capabilities;
• Integrates the needs of the general population, children of all ages, individuals with
disabilities and others with access and functional needs, immigrants, individuals with
limited English proficiency, and diverse racial and ethnic populations;
• Provides a complete picture of the sequence and scope of the planned response
operation;
• Makes time estimates for achieving objectives; and
• Identifies success criteria and a desired end-state.
10.1.2.5. Compliance – the plan should comply with guidance and doctrine to the maximum extent
possible, because these provide a baseline that facilitates both planning and execution.
10.1.3. Revision Process
Plans should evolve as lessons are learned, new information and insights are obtained, and priorities are
updated. Evaluating the effectiveness of plans involves a combination of training events, exercises, and real-
world incidents to determine whether the goals, objectives, decisions, actions, and timing outlined in the
plan led to a successful response. Planning teams should establish a process for reviewing and revising the
plan. Reviews should be a recurring activity. In no case should any part of the plan go for more than two
years without being at least reviewed.
10.2. Maintenance Schedule
10.2.1. The City of Tacoma will adhere to the following schedule to ensure regular review and
improvement:
Section
Year Reviewed
Year Updated
Year Approved
Next Review
Next Update
Basic Plan
2018
2019
2020
2022
2024
ESF 1
2018
2019
2020
2022
2024
ESF 2
2018
2019
2020
2022
2024
ESF 3
2018
2019
2020
2022
2024
ESF 4
2018
2019
2020
2022
2024
ESF 5
2018
2019
2020
2022
2024
ESF 6
2018
2019
2020
2022
2024
ESF 7
2018
2019
2020
2022
2024
ESF 8
2018
2019
2020
2022
2024
ESF 9
2018
2019
2020
2022
2024
ESF 10
2018
2019
2020
2022
2024
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Section
Year Reviewed
Year Updated
Year Approved
Next Review
Next Update
ESF 11
2018
2019
2020
2022
2024
ESF 12
2018
2019
2020
2022
2024
ESF 13
2018
2019
2020
2022
2024
ESF 14
To Be Developed
2024
ESF 15
2018
2019
2020
2022
2024
10.2.2. In addition to the above maintenance schedule, the City of Tacoma’s emergency management
program will endeavor to develop and align a planning component for each mission area under the
CEMP. With five mission areas, and a five year review cycle defined in Chapter 118-30 WAC, the
following graphics show the continuous progression of component development and alignment by
focus year:
Figure 3: City of Tacoma CEMP Update Focus Cycle
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10.3. Training & Exercise Program
10.3.1. City of Tacoma Emergency
Management is responsible for
developing and implementing
exercises, training, and public
education programs. Emergency
Management and associated
entities should conduct annual
exercises to validate the
effectiveness of their emergency
plans and procedures. Exercises
mandated by contract or other
requirements may be used to satisfy
this requirement. City jurisdiction
may request and receive assistance
from Pierce County and Washington
State Emergency Management in
the development and implementation of training exercises.
10.3.2. Pertinent city, county agencies and non-governmental agencies will take part in training, drills, and
exercises in support of this plan. Emergency management training, drills, and exercises are vital to the
effectiveness of the Comprehensive Emergency Management Plan (CEMP) and its supporting
procedures. These activities validate the operational concepts and resource preparations needed to
carry out emergency functions. Training activities are to be coordinated to consolidate similar training
sessions into joint training opportunities, when practical. All support agencies will conduct agency
specific drills and training as required by their programs. Exercises will be coordinated with City of
Tacoma Emergency Management and specific training will be hosted by the agency or consultant
subject matter expert. If the exercise is regional or statewide, Pierce County DEM and WA State EMD
may also support the efforts, the facility, or the county emergency management agency.
10.3.3. Through the implementation of the Homeland Security Exercise and Evaluation Program (HSEEP),
organizations can use training and exercises to improve current and required Core Capability levels,
identify gaps, and overcome shortfalls. A Capabilities Assessment provides and gap analysis, by Core
Capability, for each desired outcome and capability target; each of the Homeland Security Regions is
required to complete an assessment. After the Capabilities Assessment is completed, it is referenced
to determine the priority capabilities for training and exercise planned activities and should be
coordinated with the Training and Exercise Plan (TEP) of the state.
10.3.4. Training Program
Support for training will be provided by City of Tacoma Emergency Management and all support agencies.
The training program is designed to enhance personnel proficiency in general emergency management
subjects and to train emergency management liaisons for their roles under operational plans and
procedures. These activities take place at every level of government, as well as, in volunteer organizations
and private businesses. Initial and annual training is primarily accomplished through program orientations or
seminars, workshops, drills, tabletop exercises, functional exercises, and full-scale exercises. Specific
technical training is conducted in small groups by the lead agency for that activity.
• As described in the Resource Gaps section above, the City will use the core capabilities to identify
and prioritize training gaps through participation in the county’s Risk Committee. Additionally,
the City participates in the county’s Training and Exercise Workshop (TEW), as well as the state’s
Integrated Preparedness Planning Workshop (IPPW), to help voice the City’s training priorities.
Figure 4: Homeland Security Exercise
& Evaluation Program (HSEEP) Cycle
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The City of Tacoma’s Emergency Management team is currently working on a three-year training
and exercise plan based on the information gathered through such partnerships.
10.3.4.1. Qualification, Certification, and Credentialing Program
A credentialing program involves three steps: qualification, certification, and credentialing. These steps
help ensure personnel have the knowledge, experience, training, and capability to perform the
responsibilities of their assigned roles throughout the incident based on criteria that is standard
nationwide. Nationally standardized criteria and minimum qualifications for standardized ICS positions
provide a consistent baseline for qualifying and credentialing the incident workforce. Along with the job
title and position qualifications, the position task book (PTB) is a basic tool that underpins the NIMS
performance-based qualification process. PTBs describe the minimum competencies, behaviors, and
tasks necessary to be qualified for a position. PTBs provide the basis for a qualification, certification, and
credentialing process that is standard nationwide.
• Qualification – process through which personnel meet the minimum established criteria to fill
specific positions.
The City is researching national best practices and guidance to establish minimum criteria
for positions throughout the ICS structure and ECC positions.
• Certification – recognition from the City that an individual has met and continues to meet
established criteria and is qualified for a specific position.
The City currently using the PTB system to qualify and certify personnel on the Incident
Management Team (IMT); however, the use of PTBs for this process is not currently
supported by the county or state. The City of Tacoma will continue to utilize the national
standard until the county or state provides a system that integrates with the nationwide
criteria.
• Credentialing – provides documentation that identifies personnel and authenticates/verifies
their qualification for a particular position.
Credentialing requires an authentication and documentation system or process, which is
typically performed by a database. With credentialing comes database management and
systems administration needs. Currently, the state does not have the capability nor
capacity to support any credentialing program; however, the state’s Emergency
Management Advisory Group (EMAG) Credentialing Workgroup is pursuing the promotion
of a state-wide, opt-in credentialing system.
10.3.5. Exercise Program
10.3.5.1. Applying the following principles to both the management of an exercise program and the
execution of individual exercises is critical to the effective examination of capabilities:
• Guided by Elected and Appointed Officials – provide the overarching guidance and direction
for the exercise and evaluation program as well as specific intent for individual exercises.
• Capability-based, Objective Driven – through HSEEP, organizations can use exercises to
examine current and required core capability levels and identify gaps; exercises focus on
assessing performance against capability-based objectives.
• Progressive Planning Approach – a progressive approach includes the use of various
exercises aligned to a common set of exercise program priorities and objectives with an
increasing level of complexity over time.
• Whole Community Integration – encourage exercise planners to engage the whole
community throughout exercise program management, design and development, conduct,
evaluation, and improvement planning.
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• Informed by Risk – identifying and assessing risks and associated impacts helps organizations
identify priorities, objectives, and core capabilities to be evaluated through exercises.
• Common Methodology – enables organizations of divergent sizes, geographies, and
capabilities to have a shared understanding of exercise program management, design and
development, conduct, evaluation, and improvement planning; and fosters exercise-related
interoperability and collaboration.
10.3.5.2. Exercises are conducted on a three-year cycle to determine if plans and procedures are
operationally sound and to meet mandated requirements. Thorough critiques by participants,
controllers, and evaluators identify strengths and weaknesses encountered during the exercise.
As appropriate, advance materials will be provided to evaluators and controllers. Changes to
plans and procedures are incorporated immediately, if necessary, or in the next review cycle. If
an exercise reveals a proficiency problem, training is enhanced to address that need and/or plans
are updated.
10.3.6. After-Action Reporting Process
10.3.6.1. The After-Action Report (AAR) summarizes key exercise-related evaluation information,
including the exercise overview and analysis of objectives and core capabilities; however, the
AAR can also be used to capture and analyze key incident-related information throughout the
phases of an incident. The AAR should include an overview of performance related to each
exercise objective and associated core capabilities, while highlighting strengths and areas for
improvement. Upon completion, the exercise evaluation team provides the draft AAR to the
exercise sponsor, who distributes it to participating organizations prior to drafting a formal AAR.
Elected and appointed officials, or their designees, review and confirm observations identified in
the formal AAR and determine which areas for improvement require further action. Areas for
improvement that require action are those that will continue to seriously impede capability
performance if left unresolved.
10.3.6.2. In-house critiques will be conducted after each drill or exercise and resulting changes
incorporated into the next revision of this plan. In the event significant planning issues are
identified, an immediate change to this plan shall be issued. Routine editorial-type changes to
this plan can be held for the next annual review.
10.3.7. Corrective Action Program
10.3.7.1. Corrective actions are concrete, actionable steps that are intended to resolve capability gaps
and shortcomings identified in exercises or real-world events. In developing corrective actions,
elected and appointed officials and/or their designees should first review and revise the draft
AAR, as needed, to confirm that the issues identified by evaluators are valid and require
resolution. The reviewer then identifies which issues fall within their organization’s authority
and assume responsibility for acting on those issues. Finally, they determine an initial list of
appropriate corrective actions to resolve identified issues.
10.3.7.2. Management controls in each agency will be used to ensure corrective actions are
implemented following drills and exercises.
EMERGENCY SUPPORT FUNCTION 1:
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Primary Agency:
Public Works
Support Agencies:
Environmental Services
Media and Communications Office
Neighborhood and Community Services
Planning and Development Services
Tacoma Police Department
Tacoma Rail
External Agencies:
Pierce Transit
Port of Tacoma
Private Rail Carriers
Private Transportation Providers
Sound Transit
Tacoma Public Schools
Washington State Department of Transportation
Washington State Patrol
1. Purpose
Coordinate the support of transportation systems and infrastructure, the regulation of transportation, and
ensure the safety and security of the City of Tacoma’s transportation system. During an emergency or
disaster, provide coordination and guidance for the establishment, maintenance, and restoration of
transportation infrastructure, routes, and resources in the City of Tacoma and its associated sites.
Transportation and emergency activities include the evacuation of people from their homes, schools, and
places of business, and associated types of transportation resources. The City of Tacoma will make every
reasonable effort to respond effectively and efficiently based upon the situation, information and resources
available at the time and in accordance with federal Core Capabilities.
Primary Core Capabilities
Response Mission Area
Critical Transportation
Provide transportation (including infrastructure access and accessible
transportation services) for response priority objectives, including the
evacuation of people and animals, and the delivery of vital response
personnel, equipment, and services into the affected areas.
Support Core Capabilities
Shared Response and Recovery Mission Areas
Infrastructure Systems
Stabilize critical infrastructure functions, minimize health and safety
threats, and efficiently restore and revitalize systems and services to
support a viable, resilient community.
EMERGENCY SUPPORT FUNCTION 1:
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2. Authorities and Policies
The following policies were used to develop this ESF and may be used in coordination for response
activities:
• Pets Evacuation and Transportation Standards (PETS) Act — The City will coordinate transportation
to evacuate pets and service animals.
• 49 CFR part 37 Transportation Services for Individuals with Disabilities – Federal statute to provide
transportation services to individuals with disabilities without discrimination.
3. Situation Overview
The departmental Continuity of Operation Plans (COOPs) outline the critical infrastructure and priority
restoration timelines. During emergencies and disasters, the need for transportation resources for moving
both people and commodities could be varied and vast. Transportation disruptions within the City have a
high potential to impact transportation flow beyond the City’s borders. Transportation resources may be
obtained from public agencies, the private sector, and through volunteer organizations, as necessary. The
City will be responsible for repairing and restoring critical city streets and will coordinate with Washington
State Department of Transportation (WSDOT) for issues related to primary state highways through and
around Tacoma. In the event of a disaster, resources and capabilities may be overwhelmed and response
initially limited. County, state and federal resources may be available on a short-term basis to augment
local capability, but only after local options have been exhausted. These resources would be requested
through the Pierce County Emergency Management and Washington State Emergency Management
Emergency Operations Centers (EOCs).
4. Concept of Operations
General
If an event causes significant transportation disruption, the City ECC shall be activated. Representatives
from primary and support agencies for ESF 1 shall report to or maintain communication with the City ECC
to develop and implement a response and recovery plan for the event. In the event of a large-scale disaster,
mutual aid from surrounding communities may be necessary and can be requested through the Pierce
County and/or Washington State EOCs. The City also maintains emergency contracts with local contractors
for heavy equipment, equipment operators, and structural engineers. External resources shall be coordinated
directly with providers or through the Pierce County and/or Washington State EOC.
Functions include but are not limited to the following:
• Transportation modes management and control
• Transportation safety
• Stabilization and reestablishment of transportation infrastructure;
• Movement restrictions
• Damage and impact assessment
Whole Community Involvement
Following a disaster or major emergency, effective response will require preparedness and the engagement
of the public and stakeholders throughout the region. Residents, businesses, and other public or private
agencies may be affected by severely impacted transportation routes for an extended period of time. All
travelers and commuters should investigate safe alternate routes as applicable and be ready to evacuate with
little notice. This information will be made available through multiple channels of communication. Some
neighborhoods may need to organize debris removal efforts prior to receiving assistance from the City of
Tacoma.
EMERGENCY SUPPORT FUNCTION 1:
TRANSPORTATION
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P Private St
(Bus & Rail, Special Needs Transportation Services)Special Needs
5. Organization
The City of Tacoma follows the National Incident Management System (NIMS)/Incident Command System
(ICS):
6. Direction, Control, & Coordination
Horizontal and vertical information sharing ensures that all stakeholders are integrated and aware of the
needs at the state, tribal, territorial, and jurisdictional level.
Tacoma
ECC
Operations
ESF 1:
Transportation
Planning Logistics
Finance &
Administration
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TRANSPORTATION
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• Horizontal Integration - ensures regional plans are coordinated and communicated between response
partners.
• City of Tacoma Debris Management Plan — Describes process for debris removal following a
disaster to include agency coordination, City capabilities, and expectations for residents.
• City of Tacoma Ice and Snow Control Manual — Public Works plan for maintaining safe
transportation routes through plowing, sanding, and other de-icing methods.
• Port of Tacoma Response Plan – Outlines the Port of Tacoma response plan during emergencies
and disaster.
• Vertical Integration - outlines ownership and responsibilities of communication systems between
partners.
• Puget Sound Catastrophic Disaster Coordination Plan; Transportation Recovery Annex —
Outlines process and actions for coordinating regional transportation system recovery during and
following a disaster to included immediate roadway and bridge inspections through long-term
recovery.
• Puget Sound Catastrophic Disaster Coordination Plan – Partnerships and coordination of
response to regional incidents.
• Pierce County ESF 1- Provide guidance and direction to ensure effective coordination and
utilization of the transportation systems and resources during emergencies and disasters.
• State ESF 1 Transportation Annex – Partnerships and coordination of response to regional
catastrophic incidents.
• Washington State Catastrophic Incident Annex (TBD) - To provide guidance for transportation
of vital services and resources needed to save and sustain human life after a catastrophic
incident. Priority in this effort will be given to the state’s “Seismic Lifeline Corridor” and life
line routes identified by individual jurisdictions.
• Federal ESF 1 – provides support by assisting local, state, tribal, territorial, insular area, and
Federal governmental entities, voluntary organizations, nongovernmental organizations, and the
State/Federal
Plans
County/Regional
Plans
Private and Public
Partner Plans
COT Plans
ESF 1
•
Puget Sound Catastrophic
Disaster Coordination Plan;
Transportation Recovery
Annex
• Pierce County ESF 1
•
Port of Tacoma Response
Plan
•
City of Tacoma Debris
Management Plan
• City of Tacoma Ice and Snow
Control Manual
•
State ESF 1 Transportation
Annex
• WA State Catastrophic
Incident Annex (TBD)
• Federal ESF 1
• Federal FIOP Critical
Transportation Annex
EMERGENCY SUPPORT FUNCTION 1:
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private sector in the management of transportation systems and infrastructure during domestic
threats or in response to actual or potential incidents.
• Federal FIOP Critical Transportation Annex – Describes the federal delivery of the Critical
Transportation core capability within the Response mission area during a Presidential
Declaration of Disaster.
7. Information Collection, Analysis, & Dissemination
Information from field reports, data, social media monitoring, and other sources are collected, verified, and approved
by the ECC. The ECC ensures accurate and timely dissemination to stakeholders.
City of Tacoma ECC will request all departments and associated response partners to provide Essential Elements of
Information (EEI). The EEIs for ESF 1, will address:
Level
Essential Element of Information
Federal EEI’s
• Status of all transportation systems (air, sea, land,
rail). In particular, port closures, airport closures
and major delays, and impacts to railroad systems
and public transit
• Status of major/primary roads
• Status of critical and non-critical bridges, including
bridge closures
• Status of evacuation routes. In particular, the
following should be communicated:
o Activation and suspension of contra-flow
operations
o Road closures impacting evacuation traffic
o Emergencies impacting evacuation traffic
o Major evacuation traffic disruptions
• Accessible transportation with power lifts and ramps
and physical accessibility at embarkation and
debarkation points, stations and depots
• Limiting factors or shortfalls
State EEI’s
Status (operational, damaged, destroyed, unknown) &
Approximate restoration date for the following
transportation areas:
• Port Facilities and Waterways
• Ferry System/Facilities/Vessels (Marine Highways)
• Railroads and Supporting Facilities
• Bridge Status
• Road Segments & Status of Lifeline Route
• Mass Transit System Facilities
o
i.e. Sounder, Grey Hound
City of Tacoma EEI’s
• Status of major roads and highways
Public/
Private
Partners
Tacoma
ECC
ESF 1
Ops
Section
Plans
Section
ESF 5
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• Status of critical and noncritical bridges
• Status of maintenance and emergency repairs
• Status of public transit systems including
underground rail, buses, and ferry services
• Status of area railways and stations
• Status of area waterways
• Status of area ports
• Status of natural gas and fuel pipelines
8. Responsibilities
The City of Tacoma and coordinating agencies will take actions in accordance with FEMA’s guidelines in
the Response Mission Area. The following tables will outline the applicable Core Capabilities and
associated Critical Tasks that these actions in this ESF should support:
Critical Transportation
Critical
Task I.D.
Critical Task Descriptions
1
Establish physical access through appropriate transportation corridors and deliver required
resources to save lives and to meet the needs of disaster survivors.
2
Ensure basic human needs are met, stabilize the incident, transition into recovery for an affected
area, and restore basic services and community functionality.
3
Clear debris from any route type (i.e., road, rail, airfield, port facility, waterway) to facilitate
response operations.
Infrastructure Systems
Critical
Task I.D.
Critical Task Descriptions
1
Decrease and stabilize immediate infrastructure threats to the affected population, to include
survivors in the heavily damaged zone, nearby communities that may be affected by cascading
effects, and mass care support facilities and evacuation processing centers with a focus on life-
sustainment and congregate care services.
2
Re-establish critical infrastructure within the affected areas to support ongoing emergency
response operations, life sustainment, community functionality, and a transition to recovery.
Response Mission Area
Core
Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Critical
Transportation
1, 3
Identify and coordinate emergency transportation
routes into, out of, and through the City
Public Works
1
Coordinate the availability, servicing, fueling, and
towing of City vehicles
Coordinate all transportation resources in support of
the incident
Restores and maintains traffic signals under city
jurisdiction
Provides traffic control signs and barricades for road
closures, detours and potential road hazards
EMERGENCY SUPPORT FUNCTION 1:
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Response Mission Area
Core
Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
1, 2
Coordinate with WA State Patrol and WA State DOT
to establish alternate routes when any disruption of
State or Interstate highways occurs within the City
City ECC
Coordinate with Pierce Transit, Sound Transit,
Tacoma Public Schools, private transportation
providers, and/or Pierce County EM for the acquisition
of transportation resources, as needed
Coordinate resources for evacuation transportation
services partners
3
Coordinate debris management within the City
Environmental
Services
1, 3
Assist Public Works with other services, as needed
2
Coordinate messaging to the public regarding
transportation changes and options per ESF 15
Media and
Communications
Office
Coordinate transportation needs for employees and
citizens, including those of high risk populations and
people with disabilities and/or service animals
Neighborhood and
Community
Services
1
Provide temporary traffic control on City streets, as
needed
Police
2
Provides Transportation Resources
Pierce Transit
Provides busses as a means of expedient, temporary
shelter
Provides situation reports from field observations by
drivers and supervisors
Infrastructure
Systems
1
Assess damages and disruption to transportation routes
Public Works
2
Manage initial and short-term repairs to primary City
transportation routes
2
Damage assessment of the City roads and bridges
1
Assist with damage assessment and structural
inspection of City roads, bridges, and overpasses
Planning and
Development
Services
Identifies the need for and coordinates the repair of
City facilities, key public buildings, bridges, roads and
pipe systems
1, 2
Assess damage to and coordinate response activities
involving the City’s rail resources
Tacoma Rail
Coordinate with Port of Tacoma and private railway
operators to restore rail access and resources
9. Resource Requirements
Micro-level (ECC)
EMERGENCY SUPPORT FUNCTION 1:
TRANSPORTATION
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• The ECC is co-located with the FCC and shares the robust and redundant communications
infrastructure. The ECC houses and maintains several desktop computers, software, Internet, ham
radio, NOAA radio, 800 MHz radios, satellite telephone with data, landline telephones, broadcast
and cable television, a printer/scanner/fax machine, and offline capabilities.
• Copies of forms and plans, such as the CEMP, are available in hard-copy and electronic formats at
the ECC. ESF representatives should come with applicable COOPs and SOPs.
• Training requirements: All ECC staff will complete the following FEMA classes online or in a
classroom setting: ICS-100, ICS-200, ICS-700 andICS-800. Selected management staff will be
required to also obtain ICS-300, ICS-400,
• Exercise requirements: All departments will conduct department specific drills as required by
industry specific mandates. All ECC Staff will participate in scheduled ECC Table Top Exercises
(TTX) and Functional or Full Scale Exercises provided by City Emergency Management.
• Access control to systems: Access to the ECC and many City of Tacoma facilities require a key
card, photo identification, or special permissions as applicable. Staff without pre-authorization will
be escorted by authorized staff.
• I.D. Process: All City of Tacoma staff are issued photo identification cards
• WA State Emergency Management Division WebEOC
Macro-level (Emergency-wide)
• City departments should develop and make available, when necessary, the requisite personnel and
equipment to fulfill roles and responsibilities identified in this ESF
• As a minimum, all departments should expect to sustain emergency operations for 72 hours and have
other resources programmed for use up to 14 days
• External Partner Liaisons to City ECC
10. References and Supporting Guidance
• FEMA Essential Elements of Information
• National Preparedness Goal 2015
• National Response Framework 2016
• Community Lifelines Implementation Toolkit Version 1.0
11. Terms and Definitions
None
EMERGENCY SUPPORT FUNCTION 2:
COMMUNICATIONS
7/21/2020 Page | 1 City of Tacoma CEMP
Primary Agency:
Tacoma Fire Department
City of Tacoma Information Technology (IT)
Tacoma Fire Department IT
Support Agencies:
City Manager’s Office -TacomaFIRST 311
City of Tacoma Media and
Communications Office
Tacoma Public Utilities
External Agencies:
Amateur Radio Emergency Services
(ARES)
Federal Emergency Management Agency
Pierce County Emergency Management
Private Cable/internet/cellular providers
Public Safety Answering Points
South Sound 911
Washington State Emergency Management
1. Purpose
Coordinates government and industry efforts for the reestablishment and provision of critical
communications infrastructure and services, facilitates the stabilization of systems and applications from
malicious activity (e.g., cyber), and coordinates communications support to response efforts (e.g.,
emergency communication services and emergency alerts and telecommunications). During an emergency
or disaster, provide coordination and guidance for the establishment, maintenance, and restoration of
communications systems and infrastructure in alignment with federal Core Capabilities. Establish effective
flow of information during a disaster or major emergency.
Primary Core Capabilities
Shared Response and Recovery Mission Areas
Infrastructure Systems
Stabilize critical infrastructure functions, minimize health and safety
threats, and efficiently restore and revitalize systems and services to
support a viable, resilient community.
Response Mission Area
Operational Communications
Ensure the capacity for timely communications in support of security,
situational awareness, and operations, by any and all means available,
among and between affected communities in the impacted area and all
response forces.
Support Core Capabilities
Response Mission Area
Public Information & Warning
Deliver coordinated, prompt, reliable, and actionable information to
the whole community through the use of clear, consistent, accessible,
and culturally and linguistically appropriate methods to effectively
EMERGENCY SUPPORT FUNCTION 2:
COMMUNICATIONS
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Support Core Capabilities
relay information regarding any threat or hazard and, as appropriate,
the actions being taken and the assistance being made available.
2. Authorities and Policies
The following policies were used to develop this ESF and may be used in coordination for response
activities:
• RCW 38.52.070 – Local organizations and joint local organizations authorized; Establishment and
operation; Emergency powers and procedures; Communications plans
• City of Tacoma Media Communication Office - Radio/TV Broadcast Agreements – Designated local
radio and television stations will assist with the dissemination of emergency communications to the
public. Multiple media formats will be used to ensure informational and safety messages reach as
many residents as possible and in a timely manner
• Fire Operations Manual and Automatic Aid Response #2008 version 03/2009 – Establishes Tacoma
Fire Department’s policy on requesting and responding to calls for mutual and automatic aid
• State Bill 5046 – Defines legal requirements for providing public notices of public health, safety,
and welfare in languages other than English
• Tacoma Fire Department Communications Policies: 8000 Series – Establishes Tacoma Fire
Department’s policy on issuing spare radios to Tacoma Fire Department personnel
3. Situation Overview
Communication is often the first resource lost in a large-scale emergency or disaster, yet it is one of the
most important resources required in the management of emergencies. The ability to communicate is
essential for emergency responders to coordinate their efforts and for public safety officials to get
emergency information and instructions to the public. A disaster or major emergency in Tacoma could cause
disruption or complete failure of any or all services. Landline telephones are reliant upon intact physical
connections. Cellular service is provided and controlled by third-party agencies and dependent upon
functional cellular tower infrastructure. Cellular service is also shared with the public, putting it at risk of
overload in the event of a disaster. The infrastructure of the City’s computer network and the core of the
City’s radio network are located within the City and could be impacted by a major disaster.
The City of Tacoma owns 11 telecommunication systems with almost 1/3 (117 of 366) of total infrastructure
systems relying upon telecommunication systems for normal operations. All of these systems are vulnerable
to the region’s most severe hazards which include weather, volcanic, and earthquake. The chart below
summarizes these hazards and others that may impact telecommunication systems.
Critical infrastructure and the priority restoration timelines are outlined in the department specific
Continuity of Operation Plans (COOPs).
INFRASTRUCTURE CATEGORY SUMMARY
i
CITY OWNED TELECOMMUNICATIONS
11 Systems
RELIANCE ON TELECOMMUNICATIONS
117 of 366 (31.9%)
EMERGENCY SUPPORT FUNCTION 2:
COMMUNICATIONS
7/21/2020 Page | 3 City of Tacoma CEMP
Infrastructure Vulnerability – Hazard Summary
HAZARD
# IN HAZARD ZONE
%
DROUGHT
52 of 366
14.2%
EARTHQUAKE
366 of 366
100%
FLOOD
56 of 366
15.3%
LANDSLIDE
32 of 366
8.7%
TSUNAMI
84 of 366
22.9%
VOLCANIC
366 of 366
100%
WEATHER
366 of 366
100%
WILDLAND/URBAN FIRE
12 of 366
3.2%
1
Region 5 Hazard Mitigation Plan 2013-2018; Update City of Tacoma Infrastructure Section
4. Concept of Operations
General
This ESF covers the maintenance and restoration of City of Tacoma communication capabilities, to include
landline and cellular telephone, short message service (SMS), radio, television, Internet, and emergency
alert systems. Functions include but are not limited to the following:
• Coordination with telecommunications and information technology industries;
• Coordination of the reestablishment and provision of critical communications infrastructure;
• Protection, reestablishment, and sustainment of national cyber and information technology
resources;
• Oversight of communications within the federal response structures; and
• Facilitation of the stabilization of systems and applications from cyber events.
It is the intention of the City of Tacoma:
• To establish and maintain a robust and reliable communications system
• To ensure that City departments with communication resources and responsibilities will restore
communication disruptions as quickly as possible
• That the City’s communication system will include a variety of communication options to maximize
the potential for effective communication following a disaster or major emergency
• To ensure ADA/AFN compliance and provide accessibility to as many citizens as reasonably
possible, including those in vulnerable populations, with special needs, and with Limited English
Proficiency (LEP)
• The City relies upon the warning capabilities of federal and state government, and the news media
for dissemination of warning information. Where there is a need that is not being met by standard
warning dissemination methods, the City may supplement those systems.
These systems are owned, operated, and serviced by City of Tacoma (COT) departments, private agencies,
and supporting governmental entities as summarized in the following table:
City & Regional Communication Systems
System
Purpose
(Daily Operations and/or During Disaster)
Managing / Supporting
Agencies
City of Tacoma
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City Loop Fiber Optic
Network
Network feed for equipment within COT, Fire,
TPU, and Pierce County
Fire Department IT
(Repair) / COT IT &
Radio Comm (Manage
radio equipment)
Communications Networks
(phone, internet,
computers)
Daily Operations and emergency
communication; All departments
COT IT Incident
Response Team
Critical Applications (GIS,
Mail, SAP, File Services,
Web Services)
Daily Operations and access to information
useful in executing Emergency Management
efforts
COT IT Incident
Response Team
Limited English
Proficiency (LEP)
Alternate communication resources to access
residents in other languages and those with
hearing or sight impairments
EM & MCO / PCEM
800 MHz Radio
First responder communication
Fire IT / TPD IT
COT Website / Social
Media
Public Messaging MCO / COT IT
TacomaFirst 311
Receive public telephone calls and email
inquiries, distribute public information
COT IT
Pierce County Emergency Management
PC Alert
Emergency alerts and public messaging
PCEM
Public / Private Partners
911
Incoming emergency telephone and text
South Sound 911
Local Cable Television
Public Messaging
Rainier Connect
Broadcast Television/
Tacoma TV
Public Messaging Local Stations (List)
Cellular Telephone
Daily Operations and emergency
communication; All departments
Multiple Carriers
Landline Telephone
Daily Operations and emergency
communication; All departments
Multiple Carriers
Minor communication disruptions will be handled by the agencies or departments typically responsible for
such events. If the event is of a nature that three or more City departments are involved or communication
is disrupted throughout the City, the City ECC shall be activated and resource coordination of the incident
shall be managed by the City ECC.
If an event causes significant communication disruption, the City ECC shall be activated by the City of
Tacoma Emergency Management Duty Officer as authorized by the City of Tacoma Fire Chief.
Representatives from primary and support agencies for ESF 2 shall report to or maintain communication
with the City ECC to develop and implement a response plan for the event. Ordering of external resources
will be coordinated through the City ECC. As local resources and Mutual Aid is identified to be exhausted,
the City ECC will coordinate with the County and/or Washington State Emergency Operations Center
(EOC) to obtain needed resources.
When necessary, the use of existing City communication resources will be reprioritized to facilitate
emergency use. The City ECC maintains radio communication capability with other local agencies that
operate large radio systems, including South Sound 9-1-1, Police, Public Works, Environmental Services,
Tacoma Public Utilities, Washington State Department of Transportation, Washington State Patrol, and
Washington State EOC. These organizations may be utilized to support the emergency communications
needs of the City in times of disaster. The City will also partner with private communication agencies to
establish alternative resources for communication, when necessary.
EMERGENCY SUPPORT FUNCTION 2:
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Whole Community Involvement
Following a disaster or major emergency, effective response will require preparedness and the engagement
of the public and stakeholders throughout the region. Residents, businesses, and other public or private
agencies are encouraged through the form of public education outreach, to make plans and have the
necessary capabilities to communicate using alternative methods for hours, days, or even weeks until
primary infrastructure can be restored. Partnerships, memorandums of understanding (MOUs), and mutual
aid agreements are pre-established and will be utilized as applicable. The City of Tacoma will prioritize
restoration of critical infrastructure and communication systems without discrimination based on assessed
needs of the disaster response.
(Bus & Rail, Special Needs Transportation Services)Special Needs
5. Organization
The City of Tacoma follows the National Incident Management System (NIMS)/Incident Command
System (ICS):
Communitiy Groups
(CERT, Radio Club of
Tacoma, HAM
Operators)
Non-Governmental
Organizations
(American Red Cross,
RACES/ARES)
Private Stakeholders
(Local Businesses,
Cellular Carriers)
Individual
Preparedness
(Monitors news,
Redundant Comm
Systems)
Tacoma
ECC
Operations
ESF 2:
Communications
Planning Logistics
Finance &
Administration
EMERGENCY SUPPORT FUNCTION 2:
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6. Direction, Control, & Coordination
Horizontal and vertical information sharing ensures that all stakeholders are integrated and aware of the
needs at the state, tribal, territorial, and jurisdictional level.
• Horizontal Integration - ensures regional plans are coordinated and communicated between response
partners.
• Departmental Continuity of Operation Plans (COOPs) – Enables City departments essential
functions to continue with minimal interruption during local incidents or major disaster.
• Emergency Coordination Center (ECC) Operation Plan 2015 – The ECC is designated to
provide support and coordination to local operations in response to an emergency or disaster.
• Mutual Aid Agreements (MOUs) – Formal agreements between agencies, organizations, and
jurisdictions that provide a mechanism to quickly obtain assistance in the form of personnel,
equipment, materials, and other associated services.
• Radio Club of Tacoma Emergency Operations Plan – Sets forth policy and procedures,
organizational parameters, and operational boundaries for providing support to emergency
operations.
• Radio/TV Broadcast Agreements – City of Tacoma maintains multi-media partnerships that
may be utilized to disseminate public messaging.
• Fire Operations Policy 2008 – Mutual Aid and Response Manual – Establishes Tacoma Fire
Department’s policy on requesting and responding to calls for mutual and automatic aid.
• Tacoma Fire Department Communications Policies: 8000 Series – Defines policies applicable to
communication systems, training, operation, and dispatch.
• Vertical Integration - outlines ownership and responsibilities of communication systems between
partners.
• ARES/RACES Communication Plans – Provides authority and guidance for the participation of
all unpaid volunteers in providing essential communications and support during periods of
national, state, or local emergency or other public service need.
State/Federal
Plans
County/Regional
Plans
Private and Public
Partner Plans
COT Plans
ESF 2
•
Pierce County Emergency
Management ESF 2
• Pierce County Joint
Information Center Plan
• Pierce County Emergency
Operations Center Plan
• Radio Club of Tacoma Plan
• ARES/RACES Communication
Plans
• American Red Cross
• Departmental Continuity of
Operation Plans (COOPs)
• Emergency Coordination
Center (ECC) Operation Plan
2015
• Mutual Aid Agreements
(MOUs)
•
State ESF 2 Communications
Annex
• WA State Catastrophic
Incident Annex (TBD)
• Federal ESF 2
• Federal Response FIOP
Operational
Communications Annex
• Statewide Communications
Interoperability Plan (SCIP)
EMERGENCY SUPPORT FUNCTION 2:
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7/21/2020 Page | 7 City of Tacoma CEMP
• American Red Cross – Non-profit organization that maintains a deployable inventory of
communication equipment including portable radios, mobile units, and base stations.
• Pierce County Emergency Management ESF 2 – (1) Provides guidance for the organization,
establishment and maintenance of communications capabilities necessary to meet the
operational requirements of Pierce County as a result of an emergency or disaster. (2) Provides
guidance for the rapid alerting and warning to key officials, and dissemination of warning
information of an impending or occurring emergency or disaster.
• Pierce County Joint Information Center Plan – (1) Defines policies and procedures used in
emergencies to provide emergency public information to the media, general public and specific
populations who may be affected by an emergency. (2) The plan defines procedures for
coordinating information among various elements of the overall emergency response, and to
ensure that the information disseminated to the public is accurate, clear, concise and timely.
• Pierce County Emergency Operations Center Plan – Provides guidance and procedures for the
activation and operation of the Pierce County Emergency Operations Center (EOC).
• State ESF 2 Communications Annex - Coordinates government and industry efforts for the
reestablishment and provision of critical communications infrastructure and services, facilitates
the stabilization of systems and applications from malicious activity (e.g., cyber), and
coordinates communications support to response efforts (e.g., emergency communication
services and emergency alerts and telecommunications).
• WA State Catastrophic Incident Annex (TBD) – Addresses the re-establishment of
communications infrastructure/services to minimum levels following a catastrophic incident.
• Federal ESF 2 – (1) Supports the restoration of the communications infrastructure, facilitates the
recovery of systems and applications from cyber-attacks, and coordinates Federal
communications support to response efforts during incidents requiring a coordinated Federal
response (hereafter referred to as “incidents”). This ESF implements the provisions of the
Office of Science and Technology Policy (OSTP) National Plan for Telecommunications
Support in Non-Wartime Emergencies (NPTS). (2) Provides communications support to
Federal, State, tribal, and local governments and first responders when their systems have been
impacted, and provides communications and information technology (IT) support to the Joint
Field Office (JFO) and JFO field teams.
• Federal Response FIOP Operational Communications Annex - Describes the delivery of the
Operational Communications core capability within the Response mission area. The Operational
Communications core capability ensures the capacity for timely communications in support of
security, situational awareness, and operations by any and all means available, among and
between affected communities in the impact area and all response forces.
• Statewide Communications Interoperability Plan (SCIP) - Establishes a future vision for
communications interoperability and align emergency response agencies with that vision by
creating goals, objectives, and initiatives that achieve improved public safety communications.
7. Information Collection, Analysis, & Dissemination
Public/
Private
Partners
Tacoma
ECC
ESF 2
Ops
Section
Plans
Section
ESF 5
EMERGENCY SUPPORT FUNCTION 2:
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Information from field reports, data, social media monitoring, and other sources are collected, verified, and
approved by the ECC. The ECC ensures accurate and timely dissemination to stakeholders. City of Tacoma
ECC will request all departments and associated response partners to provide Essential Elements of
Information (EEI). The EEIs for the ESF will address the following, as applicable:
Level
Essential Element of Information
Federal EEI’s
• Status and content of a communications snapshot assessment
• The anticipated communications impact (on landlines and cellphones) based on
current models. In particular:
o Number of customers without service
o Identification of communities without communications capabilities
o Identification of critical facilities without communications capabilities
• Potential requirements for satellite and radio equipment
• Status of Public Safety Answering Points (911 Dispatch), including which, if any,
are inactive
• Status of the availability of communication resources. In particular, the number of
available Cell on Wheels
• Number of Public Safety Answering Points in the affected area
• Number and location of Mobile Emergency Operations Vehicles
• Number and location of available Radio Amateur Civil Emergency Service groups
• Number of Land Mobile Radio networks established
• Limiting factors or shortfalls
State EEI’s
Status (operational, damaged, destroyed, unknown) & Approximate restoration date
for the following transportation areas:
• Broadcasting Structures and Facilities
• Internet Structures and Facilities
• Satellite Communications Structures and Facilities
• Regulatory, Oversight, Industry Organization Facilities
• Telecomm Hotels
• Wireless Communications and Cellular Telephone Structures and Facilities
Disaster Impact Numbers related to:
• Number of people without internet connectivity
• Number of people without cell phone coverage
Public Safety Answering Points (PSAP) and Emergency Services IP Network:
• Status of all PSAPs
• Approximate restoration date
• Availability to handle other traffic
City EEI’s
• Status of telecommunications service
• Reliability of internet service
• Reliability of cellular service
• Requirements for radio/satellite communication capability
• Status of the emergency alert system (e.g., TV, radio, cable, cell)
• Status of public safety radio communications
•
Options for dissemination of information to the whole community
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• External affairs and media communication
• Status of phone infrastructure and emergency line
• Number of callers and availability of staff and facilities
• Status of responder communications
• Availability of communications equipment
• Status of EOC(s), dispatcher, and field responder communications
• Availability and status of first responder communications equipment
The Washington State Emergency Management Division (WA EMD) operates the Washington State Alert
and Warning Center and provides messages to the local RCW 38.52.070 designated emergency
management entities. City of Tacoma Emergency Management sends emergency messaging by means of
the Pierce County emergency notification system. Public alert and warning systems and processes are
coordinated through ESF 15.
8. Responsibilities
The City of Tacoma and coordinating agencies will take actions in accordance with FEMA’s guidelines in
the Response Mission Area. The following tables will outline the applicable Core Capabilities and
associated Critical Tasks that these actions in this ESF should support:
Operational Communications
Critical
Task I.D.
Critical Task Descriptions
1
Ensure the capacity to communicate with both the emergency response community and the
affected populations and establish interoperable voice and data communications between Federal,
tribal, state, and local first responders.
2
Re-establish sufficient communications infrastructure within the affected areas to support ongoing
life-sustaining activities, provide basic human needs, and a transition to recovery.
3
Re-establish critical information networks, including cybersecurity information sharing networks,
to inform situational awareness, enable incident response, and support the resilience of key
systems.
Infrastructure Systems
Critical
Task I.D.
Critical Task Descriptions
1
Restore and sustain essential services (public and private) to maintain community functionality.
2
Re-establish critical infrastructure within the affected areas to support ongoing emergency
response operations, life sustainment, community functionality, and a transition to recovery.
4
Formalize partnerships with governmental and private sector emergency response teams to accept,
triage, and collaboratively respond to cascading impacts in an efficient manner.
Public Information & Warning
Critical
Task I.D.
Critical Task Descriptions
1
Inform all affected segments of society by all means necessary, including accessible tools, of
critical lifesaving and life-sustaining information to expedite the delivery of emergency services
and the public to take protective actions.
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Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Operational
Communications
1
Assess for communication disruption to emergency
responders, facilities, and outside agencies; report any
disruptions to the City ECC
TFD - Tacoma Fire
Communication
Center (TFC)
TPD (Tacoma Police
Dispatch)
All Support Agencies
and external Support
Agencies
1, 2
Implement alternative communication methods, as
necessary
All Stakeholders
1, 2 Coordinate with Telecom carriers
Verizon, Sprint,
AT&T, etc.
1
Maintain primary frequency communications to
receive and relay emergency calls. Use alternate
methods of communications to relay emergency
information when services are disrupted
Public Safety
Answering Points
(TFC, SS-911)
3
Assess for communication disruptions within the
City’s radio, telecommunication, and corporate
network; report any disruptions to the City ECC
COT IT
(TFD IT, TPU IT,
GG IT)
Infrastructure
Systems
1, 2
2
Restore and maintain the City’s radio,
telecommunication, and corporate network, as well as
mission-critical software applications; prioritization of
restoration efforts may be directed by the City ECC
Restores and maintains City information systems and
technology
2, 4
Assess for television and broadband disruptions within
the Rainier Connect network; report any disruptions to
the City ECC
Tacoma Public
Utilities, Rainier
Connect
1, 2
Ensure the availability of 9-1-1 dispatch services
TFC, SS-911
Assist in providing communication support for
emergency responders
2
Ensure maintenance and restoration of the City
website, social media and television functionalities
Media
Communications
Office
Operational
Communications
1, 2
Facilitate an incident-specific call center Lead and
coordinate citywide Pubic Information Officers (LE,
FS, PW, etc.)
IT
MCO, TacomaFIRST
311, Tacoma ECC
Public
Information &
Warning
1
9. Resource Requirements
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Micro-level (ECC)
• The ECC is co-located with the FCC and shares the robust and redundant communications
infrastructure. The ECC houses and maintains several desktop computers, software, Internet, ham
radio, NOAA radio, 800 MHz radios, satellite telephone with data, landline telephones, broadcast
and cable television, a printer/scanner/fax machine, and offline capabilities.
• Copies of forms and plans, such as the CEMP, are available in hard-copy and electronic formats at
the ECC. ESF representatives should come with applicable COOPs and SOPs.
• Training requirements: All ECC staff will complete the following FEMA classes online or in a
classroom setting: ICS-100, ICS-200, ICS-700 and ICS-800. Selected management staff will be
required to also obtain ICS-300, ICS-400.
• Exercise requirements: All departments will conduct department specific drills as required by
industry specific mandates. All ECC Staff will participate in scheduled ECC Table Top Exercises
(TTX) and Functional or Full Scale Exercises provided by City Emergency Management.
• Access control to systems: Access to the ECC and many City of Tacoma facilities require a key
card, photo identification, or special permissions as applicable. Staff without pre-authorization will
be escorted by authorized staff.
• I.D. Process: All City of Tacoma staff are issued photo identification cards
• WA State Emergency Management Division WebEOC
Macro-level (Emergency-wide)
• City departments should develop and make available, when necessary, the requisite personnel and
equipment to fulfill roles and responsibilities identified in this ESF
• As a minimum, all departments should expect to sustain emergency operations for 72 hours and have
other resources programmed for use up to 14 days
• External Partner Liaisons to City ECC
10. References and Supporting Guidance
• Community Lifelines Implementation Toolkit Version 1.0
• National Preparedness Goal
• National Response Framework
11. Terms and Definitions
800 MHz Radio: Frequency spectrum designated for public safety radio systems.
Alternate Communication Systems: Equipment or processes used to supplement normal
communication when primary systems are down due to disaster or other disruption of service.
Broadband: A high-capacity transmission technique using a wide range of frequencies, which enables
a large number of messages to be communicated simultaneously.
Corporate Network: City of Tacoma Internet and communications network and associated equipment.
Essential Elements of Information: FEMA guidelines for information collection for lifesaving needs,
critical infrastructure, critical facilities, risk of damage, and individuals who have been displaced.
Ham Radio: Amateur radio network that can be used to communicate during a disaster when normal
network operations are down.
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Landline: Telecommunication connection by cable laid across land, typically either on poles or buried
underground.
Mission-Critical Software Applications: Software program or suite of related programs that must
function continuously in order for a business or department to maintain operations.
Offline Capabilities: Ability to maintain operations with limited or no access to the Internet and other
routinely used communication systems.
Public Safety Answering Point (PSAP): Call center responsible for answering calls to an emergency
telephone number for police, fire, and ambulance services.
Satellite Telephone: Telephone that connects to a satellite link for use when cellular service is
unavailable.
EMERGENCY SUPPORT FUNCTION 3:
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Primary Agency:
Public Works
Environmental Services
Support Agencies:
Planning and Development Services (PDS)
Safety Office
Tacoma Public Utilities - Water
Tacoma Information Technology Department (IT)
1. Purpose
Coordinates the capabilities and resources to facilitate the delivery of services, technical assistance,
engineering expertise, construction management, and other support to prepare for, respond to, and recover
from a disaster or an incident. To provide coordination and guidance for public works and engineering
services to include debris removal, inspection of facilities for structural safety, and to issue contracts for the
demolition of unsafe structures and the temporary repair of essential facilities. To coordinate and organize
the needs related to the continuity of wastewater services, storm water management and flood control. The
City of Tacoma will make every reasonable effort to respond effectively and efficiently based upon the
situation, information and resources available at the time and in accordance with federal Core Capabilities.
Primary Core Capabilities
Shared Response and Recovery Mission Areas
Infrastructure Systems
Stabilize critical infrastructure functions, minimize health and safety
threats, and efficiently restore and revitalize systems and services to
support a viable, resilient community.
Support Core Capabilities
Response Mission Area
Critical Transportation
Provide transportation (including infrastructure access and accessible
transportation services) for response priority objectives, including the
evacuation of people and animals, and the delivery of vital response
personnel, equipment, and services into the affected areas.
Environmental Response/Health &
Safety
Conduct appropriate measures to ensure the protection of the health
and safety of the public and workers, as well as the environment, from
all hazards in support of responder operations and the affected
communities.
Logistics & Supply Chain
Management
Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and
fuel support, as well as the coordination of access to community
staples. Synchronize logistics capabilities and enable the restoration of
impacted supply chains.
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Support Core Capabilities
Mass Care Services
Provide life-sustaining and human services to the affected population,
to include hydration, feeding, sheltering, temporary housing, evacuee
support, reunification, and distribution of emergency supplies.
Situational Assessment
Provide all decision makers with decision-relevant information
regarding the nature and extent of the hazard, any cascading effects,
and the status of the response.
2. Authorities and Policies
The following policies were used to develop this ESF and may be used in coordination for response
activities:
• RCW 38.52.110 -- The city council is directed to utilize the services, equipment and supplies of
existing departments and offices, and all other municipal corporations organized under the law of the
State of Washington. The officers and personnel of all such departments, offices and agencies are
directed to cooperate upon request, notwithstanding any other provisions of law.
• Tacoma Municipal Code Chapter 1.10.070 - The Director of Utilities shall have direct responsibility
for the emergency operations of the divisions of Tacoma Public Utilities
• State Environmental Policy Act (SEPA - Environmental Review) WAC 197-10-180 – Helps state
and local agencies identify environmental impacts as a result of issuance of building permits.
• Hydraulics Act (Hydraulics Permit) RCW 75.20.100
• Forest Practices Act (Application for Forest Practices) RCW 76.09.060(2)
• Shorelines Management Act (Shorelines Permit) WAC 173-14-040(2),(3)
• Flood Control Zones by State (Permit for Improvement) RCW 86.16.080
3. Situation Overview
A disaster or major emergency causes damage and hazardous conditions related to roads, bridges,
residences, public buildings, and utilities. The City of Tacoma Public Works Department will maintain city
roadways and bridges to include signage and postings, as well as provide inspections and permit functions.
Support will include construction management and inspection, emergency contracting, and technical advice
and evaluations. Environmental Services provides City sanitary sewer, storm drainage and solid waste
processing. Tacoma Public Utilities (Power, Water, and Rail) will maintain their respective utilities. If
resources required to resume or maintain operation of critical functions exceeds the existing capabilities of
the City, the Emergency Coordination Center (ECC) may activate existing MOUs/MOAs and request
additional county and state assistance.
4. Concept of Operations
General
If an event causes significant disruption to critical infrastructure, the City ECC shall be activated by the City
of Tacoma Emergency Management Duty Officer as authorized by the City of Tacoma Fire Chief.
Representatives from primary and support agencies for ESF 3 shall report to or maintain communication
with the City ECC to develop and implement a response and recovery plan for the event. External resources
shall be coordinated directly with providers or through the Pierce County and/or Washington State
Emergency Operations Center (EOC).
Functions include but are not limited to the following:
• Infrastructure protection and emergency repair
• Critical infrastructure reestablishment
EMERGENCY SUPPORT FUNCTION 3:
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• Engineering services and construction management
• Emergency contracting support for life-saving and life-sustaining services
It is the intention of the City of Tacoma:
• To provide public works services to land, facilities and utilities under City jurisdiction
• To respond to public works problems on private property only when City equipment or infrastructure
(ex., a culvert) is the cause of the problem or when life or public health is threatened
If an event occurs during non-working hours or the previously mentioned buildings are unusable, Tacoma
Public Works employees are instructed to follow their department’s internal plan for reporting to work.
When the immediate life safety needs of the employees are met, each Division will make an assessment of
the situation, determine what resources are needed and what capabilities exist relevant to their operations.
Field personnel are assigned designated locations for regroup and assessment/debriefing in the four sectors
of the City. Information regarding the status of employees, equipment and facilities will be forwarded to the
City ECC for appropriate action.
Restoration and repair of utilities, critical facilities, and transportation routes will be critical following a
large-scale emergency or disaster. Public Works, Environmental Services, and Tacoma Public Utilities shall
coordinate their efforts to provide the necessary personnel and equipment for service restoration.
The Public Works and Environmental Services departments will provide debris removal to open main
arterial transportation routes and conduct rapid damage assessments for primary roads and bridges, as well
as key facilities. These departments will also address the collection and disposal of garbage, as necessary.
Tacoma Public Utilities (Power, Water, and Rail) will ensure the restoration and maintenance of its utilities
and provide assistance to Public Works, as available.
Response outside the City by Tacoma Public Utilities will be dependent upon the location of the problem, as
some of the facilities/equipment under their control are located outside the city limits. Emergency related
projects may require an environmental impact study or permit before final project approval. In some
emergency situations, environmental review and permits may be waived or orally approved as per the
previously mentioned authorities.
Public Works personnel will coordinate with local engineering firms for additional assistance with
inspection of buildings. Public Works assistance may be requested through existing mutual aid channels or
through the ECC. Assistance may be obtained from the private sector at costs as outlined in Emergency
Contracts and as provided for by RCW 38.52.390. The Public Works Department has mutual aid
agreements with many cities, counties, and state agencies to acquire additional response resources.
Whole Community Involvement
Following a disaster or major emergency, effective response will require preparedness and the engagement
of the public and stakeholders throughout the region. Residents, businesses, and other public or private
agencies make plans and have the necessary capabilities to function for hours, days, or even weeks until
primary infrastructure can be restored. Necessary actions may include localized flood management, debris
removal, or other actions that individuals can safely accomplish. Partnerships, memorandums of
understanding (MOUs), and mutual aid agreements are pre-established and will be utilized as applicable.
The City of Tacoma will prioritize restoration of critical infrastructure without discrimination based on
assessed needs of the disaster response.
EMERGENCY SUPPORT FUNCTION 3:
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S
(Bus & Rail, Special Needs Transportation Services)Special Needs
5. Organization
The City of Tacoma follows the National Incident Management System (NIMS)/Incident Command System
(ICS):
Management personnel and designated support staff are instructed to report to their respective work
locations in accordance with each department’s emergency operations plans.
Department / Division
Command and Control Location
Tacoma Public Works
747 Market Street, Tacoma Municipal Building
Engineering, BLUS, and Construction Divisions
747 Market Street, Tacoma Municipal Building
Streets and Grounds Division
2324 South C Street
Solid Waste Utility
3510 South Mullen Street
Sewer Utility
2201 Portland Avenue
Community Groups
(CERT, HOA, Map Your
Neighborhood, Safe
Streets)
Private Stakeholders
(Contract Debris
Removal Agencies)
Individual Preparedness
(Utilities Safety,
Management, and
Backup Measures
Tacoma
ECC
Operations
ESF 3: Public
Works and
Engineering
Planning Logistics
Finance &
Administration
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6. Direction, Control, & Coordination
Horizontal and vertical information sharing ensures that all stakeholders are integrated and aware of the
needs at the state, tribal, territorial, and jurisdictional level.
• Horizontal Integration - ensures regional plans are coordinated and communicated between response
partners.
• City of Tacoma Debris Management Plan – Policy and procedures for emergency response
involving snow and ice removal, flood response, removing slides and downed trees, and
responding to other disaster assistance calls from Police, Fire, and citizens.
• Tacoma Public Utilities Emergency Operating and Staffing Plans – Establishes operational
policies, procedures, and staffing capabilities and expectations for emergency and disaster
situations.
• Vertical Integration - outlines ownership and responsibilities of communication systems between
partners.
• Pierce County ESF 3 Annex - Coordinates and organizes the public works and building
inspection activities and resources of Pierce County government for the delivery of services,
technical assistance, engineering expertise, construction management, and other support in
response to an emergency or disaster.
• State ESF 3 Annex – Coordinates the capabilities and resources to facilitate the delivery of
services, technical assistance, engineering expertise, construction management, and other support
to prepare for, respond to, and recover from a disaster or an incident.
• Federal ESF 3 Annex – Assists the Department of Homeland Security (DHS) by coordinating
and organizing the capabilities and resources of the Federal Government to facilitate the delivery
State/Federal
Plans
County/Regional
Plans
Private and Public
Partner Plans
COT Plans
ESF 3
• Pierce County ESF 3 Annex
• COT Debris Management Plan
• TPU Emergency Operating and
Staffing Plans
• State ESF 3 Annex
• Federal ESF 3
• Federal FIOP Infrastructure
Systems Annex
EMERGENCY SUPPORT FUNCTION 3:
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of services, technical assistance, engineering expertise, construction management, and other
support to prepare for, respond to, and/or recover from a disaster or an incident requiring a
coordinated Federal response.
• Federal Response FIOP Infrastructure Systems Annex – Discusses the Infrastructure Systems
core capability’s purpose to stabilizes critical infrastructure functions, minimizes health and
safety threats, and efficiently restores and revitalizes systems and services to support a viable,
resilient community.
7. Information Collection, Analysis, & Dissemination
Information from field reports, data, social media monitoring, and other sources are collected, verified, and
approved by the ECC. The ECC ensures accurate and timely dissemination to stakeholders. City of Tacoma
ECC will request all departments and associated response partners to provide Essential Elements of
Information (EEI). The EEIs for the ESF will address the following, as applicable:
Level
Essential Element of Information
Federal EEI’s
• Status and location of Public Works Planning and Response Teams
(PRT)
• Status of river gauge and levees
• Status of debris removal; in particular, estimated total and percentage
complete by county
• Status of public water supply, including potential issues with respect
to the restoration of non-operational systems and status of public
wastewater systems
• Status of critical public facilities, including the number of completed
assessments
• Status and location of the Local Government Liaison
• Status of mission assignment for ESF #3 Lead
• Limiting factors or shortfalls
• Number and names of public water services facilities that are
operational, non- operational, and out of contact
• Number and names of waste water treatment plants that are
operational, non- operational, and out of contact
State EEI’s
Status (operational, damaged, destroyed, unknown) & Approximate
restoration date for the following transportation areas:
• Raw Water Supply
o Quantity of Water available
• Raw Water Storage Systems and Facilities
o Quantity of Water available
• Raw Water Transmission Systems and Facilities
• Water Regulatory Oversight or Industry Organizations
• Treated (finished) Water Storage Systems and Facilities
Public/
Private
Partners
Tacoma
ECC
ESF 3
Ops
Section
Plans
Section
ESF 5
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o Quantity of Water available
• Treated Water Distribution Systems and Facilities
• Wastewater Facility
• Water Treatment Facility
City EEI’s
• Hazardous debris issues affecting the transportation system
• Reported or suspected hazardous material/toxic release incidents
8. Responsibilities
The City of Tacoma and coordinating agencies will take actions in accordance with FEMA’s guidelines in
the Response Mission Area. The following tables will outline the applicable Core Capabilities and
associated Critical Tasks that these actions in this ESF should support:
Infrastructure Systems
Critical
Task I.D.
Critical Task Descriptions
1
Decrease and stabilize immediate infrastructure threats to the affected population, to include
survivors in the heavily damaged zone, nearby communities that may be affected by cascading
effects, and mass care support facilities and evacuation processing centers with a focus on life-
sustainment and congregate care services.
2
Re-establish critical infrastructure within the affected areas to support ongoing emergency
response operations, life sustainment, community functionality, and a transition to recovery.
3
Provide for the clearance, removal, and disposal of debris.
Critical Transportation
Critical
Task I.D.
Critical Task Descriptions
1
Establish physical access through appropriate transportation corridors and deliver required
resources to save lives and to meet the needs of disaster survivors.
2
Ensure basic human needs are met, stabilize the incident, transition into recovery for an affected
area, and restore basic services and community functionality.
3
Clear debris from any route type (i.e., road, rail, airfield, port facility, waterway) to facilitate
response operations.
Environmental Response/Health & Safety
Critical
Task I.D.
Critical Task Descriptions
3
Detect, assess, stabilize, and clean up releases of oil and hazardous materials into the environment,
including buildings/structures, and properly manage waste.
Logistics & Supply Chain Management
Critical
Task I.D.
Critical Task Descriptions
2
Enhance public and private resource and services support for an affected area.
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Mass Care Service
Critical
Task I.D.
Critical Task Descriptions
1
Move and deliver resources and capabilities to meet the needs of disaster survivors, including
individuals with access and functional needs.
Situational Assessment
Critical
Task I.D.
Critical Task Descriptions
1
Deliver information sufficient to inform decision making regarding immediate lifesaving and life-
sustaining activities, and engage governmental, private, and civic sector resources within and
outside of the affected area to meet basic human needs and stabilize the incident.
Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Environmental
Response/Health
& Safety
3
Assist with small-scale removal and response
activities for hazardous waste situations
Environmental
Services – Solid
Waste
Critical
Transportation
3
Provide assistance with debris clearing
Infrastructure
Systems
3
Logistics and
Supply Chain
Management
2
Provide equipment and vehicles for emergency
response
Environmental
Services – Sewer
Utility
Provide skilled maintenance employees as needed
Provide use of tanker trucks for non-potable source of
firefighting water
Provide limited source of light duty equipment and
dump trucks
Provide technical advice and resources for emergency
sewage disposal
Provide skilled maintenance employees as needed
Assist with rapid assessment of damage to sewer
utility facilities when necessary
Provide and acquire light and heavy construction and
emergency equipment, supplies and personnel as
needed
Public Works –
Engineering
Critical
Transportation
3
Identify emergency routes in and out of the City and
provide maps of same for City vehicles
Infrastructure
Systems
1
Provide control of traffic signals and flashers under
City jurisdiction
Logistics and
Supply Chain
Management
2
Provide traffic control signs and barricades
Public Works-
Street Operations
Provide light and heavy equipment and operators as
available
EMERGENCY SUPPORT FUNCTION 3:
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Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Infrastructure
Systems
1
Assist in directing flood management operations
3
Provide assistance with debris clearing, emergency
protective measures, emergency and temporary repairs
and/or construction
Critical
Transportation
1
Assist in coordination of damage assessment for main
transportation routes
Mass Care
Services
1 Sanitation services and support to shelter operations
Public Works,
Environmental
Services,
TPU-Water
Infrastructure
Systems
2
Coordinate short and long-term water infrastructure
solutions
Tacoma Public
Utilities - Water
Logistics and
Supply Chain
Management
2
Coordinate procurement of incident specific resources
and services
Situational
Assessment
1
Provides GIS mapping services as requested by the
ECC for emergency management purposes
IT
Infrastructure
Systems
2
Conducts immediate damage assessments and
structural inspections of City facilities and key public
buildings
Planning and
Development
Services
Identifies the need for and coordinates the repair of
City facilities and key public buildings
Infrastructure
Systems
1
Provide hazard assessments for on-site workers,
including mitigations strategies, engineering controls,
and PPE recommendations
Safety Office
2
9. Resource Requirements
Micro-level (ECC)
• The ECC is co-located with the FCC and shares the robust and redundant communications
infrastructure. The ECC houses and maintains several desktop computers, software, Internet, ham
radio, NOAA radio, 800 MHz radios, satellite telephone with data, landline telephones, broadcast
and cable television, a printer/scanner/fax machine, and offline capabilities.
• Copies of forms and plans, such as the CEMP, are available in hard-copy and electronic formats at
the ECC. ESF representatives should come with applicable COOPs and SOPs.
• Training requirements: All ECC staff will complete the following FEMA classes online or in a
classroom setting: ICS-100, ICS-200, ICS-300, ICS-400, ICS-700, ICS-800. Staff will regularly
participate in additional exercises and trainings as coordinated by the Emergency Manager.
• Access control to systems: Access to the ECC and many City of Tacoma facilities require a key
card, photo identification, or special permissions as applicable. Staff without pre-authorization will
be escorted by authorized staff.
• I.D. Process: All City of Tacoma staff are issued photo identification cards
• WA State Emergency Management Division WebEOC
EMERGENCY SUPPORT FUNCTION 3:
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Macro-level (Emergency-wide)
• City departments should develop and make available, when necessary, the requisite personnel and
equipment to fulfill roles and responsibilities identified in this ESF
• As a minimum, all departments should expect to sustain emergency operations for 72 hours and have
other resources programmed for use up to 14 days
• External Partner Liaisons to City ECC
10. References and Supporting Guidance
• ATC (Applied Technology Council) -20 Post Earthquake Evaluation of Buildings
• Community Lifelines Implementation Toolkit Version 1.0
• Disaster Relief Act
• FEMA 154 Rapid Visual Screening for Buildings for Potential Seismic Hazards
• National Preparedness Goal
• National Response Framework
11. Terms and Definitions
Critical Infrastructure: Assets, systems, networks, and functions—physical or virtual—so vital that
their incapacitation or destruction would have a debilitating impact on security, economic security,
public health or safety, or any combination of those matters.
Response Priority Objectives: Planning and response activities will first address human and animal
life safety and procurement and transportation of critical resources.
Reunification: The process by which unaccompanied minors and adults are accounted for and reunited
with their parents, legal guardians, and families who have been displaced during a disaster.
EMERGENCY SUPPORT FUNCTION 4:
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Primary Agency:
Tacoma Fire Department
Support Agencies:
Tacoma Police Department
Tacoma Water
Environmental Services
External Agencies:
Pierce County Fire Districts/Departments
South Sound 911
1. Purpose
Coordinates the support for the detection and suppression of fires. To provide coordination and guidance for
firefighting operations in times of extreme emergency or disaster. The City of Tacoma will make every
reasonable effort to respond effectively and efficiently based upon the situation, information and resources
available at the time and in accordance with federal Core Capabilities.
Primary Core Capabilities
Response Mission Area
Fire Management & Suppression
Provide structural, wildland, and specialized firefighting capabilities
to manage and suppress fires of all types, kinds, and complexities
while protecting the lives, property, and environment in the affected
area.
Environmental Response/Health &
Safety
Conduct appropriate measures to ensure the protection of the health
and safety of the public and workers, as well as the environment, from
all hazards in support of responder operations and the affected
communities.
Support Core Capabilities
Response Mission Area
Infrastructure Systems
Stabilize critical infrastructure functions, minimize health and safety
threats, and efficiently restore and revitalize systems and services to
support a viable, resilient community.
Mass Search & Rescue Operations
Deliver traditional and atypical search and rescue capabilities,
including personnel, services, animals, and assets to survivors in need,
with the goal of saving the greatest number of endangered lives in the
shortest time possible.
On-scene Security, Protection, &
Law Enforcement
Ensure a safe and secure environment through law enforcement and
related security and protection operations for people and communities
located within affected areas and also for response personnel engaged
in lifesaving and life-sustaining operations.
Public Health, Healthcare, & EMS
Provide lifesaving medical treatment via Emergency Medical Services
and related operations, and avoid additional disease and injury by
EMERGENCY SUPPORT FUNCTION 4:
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Support Core Capabilities
providing targeted public health, medical, and behavioral health
support and products to all affected populations.
Situational Assessment
Provide all decision makers with decision-relevant information
regarding the nature and extent of the hazard, any cascading effects,
and the status of the response.
2. Authorities and Policies
The following policies were used to develop this ESF and may be used in coordination for response
activities:
• City of Tacoma Municipal Code Title 3 – Details the authorities, capabilities, and chain of command
for the City of Tacoma Fire Department.
3. Situation Overview
The departmental Continuity of Operation Plans (COOPs) outline the Situations that could tax the resources
of the Fire Department include a large fire where many lives are threatened, or multiple simultaneous fires
caused by a natural or manmade disaster. Damage may disrupt water service, making firefighting
challenging. Transportation routes may be damaged and/or blocked by debris, making access difficult. The
Fire Department utilizes engines, ladders, and telesquirts, each staffed with a minimum of three personnel,
to establish an effective response force for urban and suburban fire situations. A number of the
department’s engines include on-board class A and/or B foam capability to better address industrial and
transportation related fires. The department also operates a water tender and two fireboats.
4. Concept of Operations
General
Firefighting in Tacoma is handled by the Tacoma Fire Department. A typical fire response in Tacoma also
includes at least one medic unit staffed with two firefighters, a safety officer, and two battalion chiefs for
incident command. Functions include but are not limited to the following:
• Supporting wildland, rural, and urban firefighting operations.
Through existing mutual and automatic aid agreements, the firefighting resources of neighboring
jurisdictions are also available. Calls to 911 for fire-related emergencies are received by South Sound 911
and transferred to the Tacoma Fire Department’s communication (TFC). TFC then dispatches the closest,
most appropriate fire resources to the incident. The Fire Department predetermines the type and number of
units that are sent to various types of fires (i.e., residential, commercial, high-rise, etc.). The first arriving
unit establishes command, provides a verbal size-up of the incident over the radio, and makes initial
assignments for incident management. Upon arrival at the scene of an incident, the first arriving Battalion
Chief assumes command when the unit currently in command is needed for other incident management
tasks. For safety, all firefighters actively involved in fire attack operate in teams of at least two. Prior to the
first two firefighters entering the structure for fire attack, there must be two firefighters outside of the
structure fully equipped and capable of providing immediate rescue assistance to the initial two firefighters
(OSHA “Two In/Two Out”).
The Tacoma Fire Department is signatory to a county-wide mutual aid agreements with surrounding fire
departments/districts. The Fire Department also participates in the Pierce County Fire Service Emergency
Resource Plan and the South Puget Sound Regional Fire Defense Plan. These plans predetermine strike
team and task force identification and coordination.
EMERGENCY SUPPORT FUNCTION 4:
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In the event of a large fire (>1 alarm), the City ECC shall be activated. Representatives from primary and
support agencies for ESF 4 shall report to or maintain communication with the City ECC to develop and
implement a response and recovery plan for the event. External resources shall be coordinated directly with
providers or through the Pierce County and/or Washington State EOC.
Whole Community Involvement
Following a disaster or major emergency, effective response will require preparedness and the engagement
of the public and stakeholders throughout the region. Residents, businesses, and other public or private
agencies are encouraged through the form of public education outreach, to make plans and have the
necessary skills and resources for family preparedness and business continuity. Partnerships, memorandums
of understanding (MOUs), and mutual aid agreements are pre-established and will be utilized as applicable.
The City of Tacoma will prioritize restoration of essential services without discrimination based on assessed
needs of the disaster response.
S
(Bus & Rail, Special Needs Transportation Services)Special Needs
5. Organization
Any individual in the chain of command, when acting on behalf of the department/division director, has
the authority of the director in matters of operations and policy. The Chain of Command and
operational policies for external agencies may be found in each respective agency’s emergency plan and
procedures, published separately. The City of Tacoma follows the National Incident Management
System (NIMS)/Incident Command System (ICS):
Communitiy Groups
(Tacoma Fire Buffs,
CERT)
Non-Governmental
Organizations
(Red Cross, Tacoma
Pierce
County Chaplaincy)
Private Stakeholders
(Airgas, Sea Western)
Individual
Preparedness
(Safe Streets, Prepare
in a Year, Fire
Extinguishers)
EMERGENCY SUPPORT FUNCTION 4:
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6. Direction, Control, & Coordination
Horizontal and vertical information sharing ensures that all stakeholders are integrated and aware of the
needs at the state, tribal, territorial, and jurisdictional level.
• Horizontal Integration - ensures regional plans are coordinated and communicated between response
partners.
• Pierce County Fire Resource Plan – Developed for the purpose of deploying large numbers of
fire service personnel for disasters or significant fire or EMS incidents.
• South Puget Sound Regional Fire Defense Plan – For the purpose of requesting and coordinating
regional fire resources. Incident commanders are required to utilize their local mutual aid resources
and request local plan before requesting outside assistance.
• Vertical Integration - outlines ownership and responsibilities of communication systems between
partners.
Tacoma
ECC
Operations
ESF 4:
Firefighting
Planning Logistics
Finance &
Administration
State/Federal
Plans
County/Regional
Plans
Private and Public
Partner Plans
COT Plans
ESF 4
•
Pierce County ESF4/ESF10
• Pierce County Fire Resource
Plan
• South Puget Sound Regional
Fire Defense Plan
• US Oil Refinery Emergency
Plan
• Port of Tacoma Early
Warning System
•
State ESF 4 Annex
• State ESF 4 Appendix 1
• WA State Fire Mobilization
Plan
• Federal ESF 4
• Federal FIOP Fire
Suppression and
Management Annex
EMERGENCY SUPPORT FUNCTION 4:
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• State ESF 4 Annex – To establish policies for the effective coordination of the detection and
suppression of wildland, rural and urban fires resulting from natural, human caused or catastrophic
events requiring fire response.
• State ESF 4, Deployment of Local Fire Resources Using Interstate or International Mutual Aid
Appendix – Provides the guidelines and procedures for deployment of local jurisdiction fire
resources outside of Washington State under the auspices of the Emergency Management Assistance
Compact (EMAC) or the Pacific Northwest Emergency Management Arrangement (PNEMA).
• WA State Fire Services Resource Mobilization Plan – Provides a mechanism for fire service
mobilizations, updated policies, and interagency relationships.
• Federal ESF 4 Annex – Manages and coordinates firefighting activities, including the detection
and suppression of fires on Federal lands, and provides personnel, equipment, and supplies in
support of State, tribal, and local agencies involved in wildland, rural, and urban firefighting
operations.
• Federal FIOP, Fire Suppression and Management – Federal interagency partners will initiate and
conduct firefighting operations based on the requirements of local, state, tribal, territorial, and
insular area authorities.
• Port of Tacoma Early Warning System
• US Oil Refinery Emergency Plan
7. Information Collection, Analysis, & Dissemination
Information from field reports, data, social media monitoring, and other sources are collected, verified, and approved
by the ECC. The ECC ensures accurate and timely dissemination to stakeholders. City of Tacoma ECC will request
all departments and associated response partners to provide Essential Elements of Information (EEI).
The EEIs for the ESF will address the following, as applicable:
Level
Essential Element of Information
Federal EEI’s
• Number of ESF #4 staff deployed to the RRCC, EOC, JFO, and field
• Current or expected mission assignments
• Number, location, and role of pre-positioned ESF #4 resources
• Number, location, and role of deployed ESF #4 resources
• Limiting factors or shortfalls
City EEI’s
• Location of fire
• Percent of fire contained
• Fire’s rate and direction of spread
• Weather conditions
• Availability and resources of fire services
• Safety hazards affecting operations
• Requirements for Personal Protective Equipment (PPE)
• Security issues or concerns
• Reported or suspected hazardous material/toxic release incidents
TFD Field
Personnel
Tacoma
Fire DOC
ECC- ESF 4
LNO
Ops
Section
Plans
Section
ESF 5
EMERGENCY SUPPORT FUNCTION 4:
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8. Responsibilities
The City of Tacoma and coordinating agencies will take actions in accordance with FEMA’s guidelines in
the Response Mission Area. The following tables will outline the applicable Core Capabilities and
associated Critical Tasks that these actions in this ESF should support:
Fire management & Suppression
Critical
Task I.D.
Critical Task Descriptions
1
Provide traditional first response or initial attack firefighting services.
2
Conduct expanded or extended attack firefighting and support operations through coordinated
response of fire management and specialized fire suppression resources.
3
Ensure the coordinated deployment of appropriate local and regional fire management and fire
suppression resources to reinforce firefighting efforts and maintain an appropriate level of
protection for subsequent fires.
Environmental Response/Health & Safety
Critical
Task I.D.
Critical Task Descriptions
1
Identify, assess, and mitigate worker health and safety hazards, and disseminate health and safety
guidance and resources to response and recovery workers.
2
Minimize public exposure to environmental hazards through assessment of the hazards and
implementation of public protective actions.
3
Detect, assess, stabilize, and clean up releases of oil and hazardous materials into the environment,
including buildings/structures, and properly manage waste.
4
Identify, evaluate, and implement measures to prevent and minimize impacts to the environment,
natural and cultural resources, and historic properties from all-hazard emergencies and response
operations.
Infrastructure Systems
Critical
Task I.D.
Critical Task Descriptions
1
Re-establish critical infrastructure within the affected areas to support ongoing emergency
response operations, life sustainment, community functionality, and a transition to recovery.
Mass Search & Rescue Operations
Critical
Task I.D.
Critical Task Descriptions
1
Conduct search and rescue operations to locate and rescue persons in distress.
On-scene Security, Protection, & Law Enforcement
Critical
Task I.D.
Critical Task Descriptions
1
Establish a safe and secure environment in an affected area.
2
Provide and maintain on-scene security and meet the protection needs of the affected population
over a geographically dispersed area while eliminating or mitigating the risk of further damage to
persons, property, and the environment.
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Public Health, Healthcare, & Emergency Medical Services
Critical
Task I.D.
Critical Task Descriptions
2
Complete triage and initial stabilization of casualties, and begin definitive care for those likely to
survive their injuries and illnesses.
Situational Assessment
Critical
Task I.D.
Critical Task Descriptions
1
Deliver information sufficient to inform decision making regarding immediate lifesaving and life-
sustaining activities, and engage governmental, private, and civic sector resources within and
outside of the affected area to meet basic human needs and stabilize the incident.
2
Deliver enhanced information to reinforce ongoing lifesaving and life-sustaining activities, and
engage governmental, private, and civic sector resources within and outside of the affected area to
meet basic human needs, stabilize the incident, and transition to recovery.
Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Fire
Management &
Suppression
1, 2, 3
Provide suppression and control of fires
Fire
Provide incident command at firefighting incidents
Mass Search
and Rescue
Operations
1
Provide rescue operations and evacuation, when
necessary
Environmental
Response/Health
& Safety
2, 3, 4
Provide identification and mitigation of hazardous
materials associated with fire
3, 4
Limit property damage and/or loss
1
Provide constant monitoring for safety during
firefighting operations
Public Health,
Healthcare, &
Emergency
Medical
Services
2 Provide emergency medical services, as required
Situational
Assessment
1, 2
Provide and monitor emergency communications for
fire for firefighting incidents
Environmental
Response/Health
& Safety
1
Contributes to mitigation efforts through fire and
harbor code enforcement
On-scene
Security,
Protection, &
Law
Enforcement
1, 2
Provide assistance with traffic control and/or
evacuation at firefighting incidents
Police
Infrastructure
Systems
1 Maintain the City’s municipal hydrant system Tacoma Water
EMERGENCY SUPPORT FUNCTION 4:
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Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Fire
Management &
Suppression
3
Provides use of tanker trucks for source of non-
potable water for fire fighting
Environmental
Services
9. Resource Requirements
Micro-level (ECC)
• The ECC is co-located with the FCC and shares the robust and redundant communications
infrastructure. The ECC houses and maintains several desktop computers, software, Internet, ham
radio, NOAA radio, 800 MHz radios, satellite telephone with data, landline telephones, broadcast
and cable television, a printer/scanner/fax machine, and offline capabilities.
• Copies of forms and plans, such as the CEMP, are available in hard-copy and electronic formats at
the ECC. ESF representatives should come with applicable COOPs and SOPs.
• Training requirements: All ECC staff will complete the following FEMA classes online or in a
classroom setting: ICS-100, ICS-200, ICS-700 andICS-800. Selected management staff will be
required to also obtain ICS-300, ICS-400,
• Exercise requirements: All departments will conduct department specific drills as required by
industry specific mandates. All ECC Staff will participate in scheduled ECC Table Top Exercises
(TTX) and Functional or Full Scale Exercises provided by City Emergency Management.
• Access control to systems: Access to the ECC and many City of Tacoma facilities require a key
card, photo identification, or special permissions as applicable. Staff without pre-authorization will
be escorted by authorized staff.
• I.D. Process: All City of Tacoma staff are issued photo identification cards
• WA State Emergency Management Division WebEOC
Macro-level (Emergency-wide)
• City departments should develop and make available, when necessary, the requisite personnel and
equipment to fulfill roles and responsibilities identified in this ESF
• As a minimum, all departments should expect to sustain emergency operations for 72 hours and have
other resources programmed for use up to 14 days
• External Partner Liaisons to City ECC
10. References and Supporting Guidance
• Community Lifelines Implementation Toolkit Version 1.0
• National Preparedness Goal
• National Response Framework
11. Terms and Definitions
Telesquirts: Fire Engine with a 55 foot water-tower (aerial)
EMERGENCY SUPPORT FUNCTION 5:
INFORMATION & PLANNING
7/21/2020 Page | 1 City of Tacoma CEMP
Primary Agency:
Tacoma Fire Department
Support Agencies:
All City Departments
Pierce Transit
External Agencies:
All agencies offering operational support
Amateur Radio
National Weather Service (Seattle)
Non-Governmental Entities
Public and Private Sector
Public Health
US Environmental Protection Agency
Washington State Department of Ecology
Washington State Department of Health
Washington State Department of Natural Resources
Washington State Military Department
1. Purpose
Supports and facilitates multiagency planning and coordination for operations involving incidents requiring
federal coordination. To provide coordination and guidance for City of Tacoma efforts to prevent, mitigate,
prepare for, respond to, and recover from a disaster or major emergency. ESF 5 focuses on the shared
resources and coordination between City, County, Special Purpose Districts, State and Federal
Governments, as well as the partnerships between private businesses and the public. The City of Tacoma
will make every reasonable effort to respond effectively and efficiently based upon the situation,
information and resources available at the time and in accordance with federal Core Capabilities.
Primary Core Capabilities
Response Mission Area
Planning
Conduct a systematic process engaging the whole community as
appropriate in the development of executable strategic, operational,
and/or tactical-level approaches to meet defined objectives.
Operational Coordination
Establish and maintain a unified and coordinated operational structure
and process that appropriately integrates all critical stakeholders and
supports the execution of Core Capabilities.
Situational Assessment
Provide all decision makers with decision-relevant information
regarding the nature and extent of the hazard, any cascading effects,
and the status of the response.
Support Core Capabilities
Response Mission Area
Logistics and Supply Chain
Management
Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and
fuel support, as well as the coordination of access to community
EMERGENCY SUPPORT FUNCTION 5:
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Support Core Capabilities
staples. Synchronize logistics capabilities and enable the restoration of
impacted supply chains.
2. Authorities and Policies
The following policies were used to develop this ESF and may be used in coordination for response
activities:
• Tacoma Municipal Code, Chapter 1.10.030 – Outlines guidance for record management procedures
• Tacoma Municipal Code, Chapter 1.10.070 – The City Manager shall have direct responsibility for the
organization, administration, and operation of the City's emergency management program and for the
emergency operations of departments of General Government.
• Tacoma Municipal Code, Chapter 1.10.090 – In the event of a proclamation of a disaster, the Mayor
assumes the emergency powers.
3. Situation Overview
This plan considers the emergencies and disasters likely to impact the Tacoma area. These risks and
hazards have been assessed and identified by Pierce County and Washington State emergency management
organizations. A comprehensive examination of these natural and technological disasters can be found in
the Pierce County Hazard Identification and Risk Analysis (published separately by Pierce County
Emergency Management). This ESF covers emergency management roles and responsibilities in the City of
Tacoma, defines the City’s Emergency Management Team, and provides guidelines for activating and
operating the City of Tacoma Emergency Coordination Center (ECC). Any disaster or large-scale
emergency has the potential to cause serious damage to City of Tacoma infrastructure, making
communication and transportation difficult, and impacting essential services to the citizens, businesses, and
employees of Tacoma. Any of these types of disruptions may impact the delivery of emergency services,
including emergency management.
4. Concept of Operations
General
Emergency Management, a fundamental function of government, is responsible for coordinating and
supporting the overall activities of the City in relation to a large-scale emergency or disaster. The goal of
emergency management is to ensure that the efforts and resources committed to incidents occurring in or
impacting the City of Tacoma are coordinated, efficient and effective. Functions include but are not limited
to the following:
• Deliberate and crisis action planning; and
• Information collection, analysis, visualization and dissemination.
The City Manager requests the City Council to declare an emergency in the City of Tacoma, to proclaim the
existence, or threatened existence of a disaster and the termination thereof. If the City Council is not in
session, the City Manager may issue such proclamation, subject to confirmation by the Council at the
earliest practicable time. In the event of a disaster or large-scale emergency, the Administrator of
Emergency Management or designee(s), through interdepartmental coordination at the Emergency
Coordination Center, shall be responsible for:
• Notifying key personnel from other City departments or community agencies of the need for their
involvement or presence at the Emergency Coordination Center
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• Providing the link with the State of Washington Emergency Operations Center to identify situation
reports, request outside resources, notify of local disaster declarations and coordinate efforts on a
regional level
• Providing the link with other jurisdictions/agencies as needed, to ensure cooperation and coordination of
efforts.
Whole Community Involvement
Following a disaster or major emergency, effective response will require preparedness and the engagement
of the public and stakeholders throughout the region. Residents, businesses, and other public or private
agencies are encouraged through the form of public education outreach, to make plans and have the
necessary skills and resources for family preparedness and business continuity. Partnerships, memorandums
of understanding (MOUs), and mutual aid agreements are pre-established and will be utilized as applicable.
The City of Tacoma will prioritize restoration of essential services without discrimination based on assessed
needs of the disaster response.
S
(Bus & Rail, Special Needs Transportation Services)Special Needs
5. Organization
On a day-to-day basis, the Deputy Fire Chief of Administration or the Emergency Management Program
Manager shall be the primary point of contact for emergency planning and preparedness. All City
departments shall ensure continuity of government by designating individuals several levels down into
their organization who are capable of directing and controlling the resources of their department in times
of emergency. The City of Tacoma follows the National Incident Management System (NIMS)/Incident
Command System (ICS):
Communitiy Groups
Taocma Commision on
Disability
Non-Governmental
Organizations
Disaster Assistance
Council of Pierce County
Private Stakeholders
(Grocery Stores, Fuel
Station, Pharmacies)
Individual Preparedness
()
Tacoma
ECC
Operations
ESF 5:
Information &
Planning
Planning Logistics
Finance &
Administration
EMERGENCY SUPPORT FUNCTION 5:
INFORMATION & PLANNING
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6. Direction, Control, & Coordination
Horizontal and vertical information sharing ensures that all stakeholders are integrated and aware of the
needs at the state, tribal, territorial, and jurisdictional level.
• Horizontal Integration - ensures regional plans are coordinated and communicated between response
partners.
• Vertical Integration - outlines ownership and responsibilities of communication systems between
partners.
o State ESF 5 – ESF 5 serves as the coordination ESF for all state departments and agencies and
nongovernmental organizations across the spectrum of domestic incident management including prevention,
protection, response, recovery, and mitigation.
o Federal ESF 5 – Collects, analyzes, processes, and disseminates information about a potential or actual
incident, and conducts deliberate and crisis action planning activities to facilitate the overall activities in
providing assistance to the whole community.
o Federal FIOP – Describes how the Federal Government delivers core capabilities for the Response
mission area.
7. Information Collection, Analysis, & Dissemination
Information from field reports, data, social media monitoring, and other sources are collected, verified, and approved
by the ECC. The ECC ensures accurate and timely dissemination to stakeholders. City of Tacoma ECC will request
State/Federal
Plans
County/Regional
Plans
Private and Public
Partner Plans
COT Plans
ESF 5
Public/
Private
Partners
Tacoma ECC ESFs Ops Section
Plans
Section
ESF 5
•
Pierce County ESF
• State ESF Annex
• Federal ESF
• Federal FIOP
EMERGENCY SUPPORT FUNCTION 5:
INFORMATION & PLANNING
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all departments and associated response partners to provide Essential Elements of Information (EEI). The EEIs for
the ESF will address the following, as applicable:
Level
Essential Element of Information
Federal EEI’s
• Mission Assignments/Action Request Forms
• Status of evacuee operations by bus, air, and rail
• Situational awareness
• Division Coordinator Reports/Security, Water, Energy, Academia,
and Telephone Report
• ESFs activated or on alert
• Limiting factors or shortfalls
• Status of animal populations/facilities
• Animal impacts and risks to responders and the public
• Status of animal response organizations and unmet animal needs
• Preliminary Damage Assessment information and local impact
assessment is provided by American Red Cross and other NGOs
responding locally
City EEI’s
• Status of government offices and schools
• Status of continuity of government and continuity of operations
• Mandatory or voluntary evacuation orders
• Number of people to evacuate
• Evacuation routes
• Evacuation time frame
• Risk to responders and evacuees
• Food, water, shelter availability
8. Responsibilities
The City of Tacoma and coordinating agencies will take actions in accordance with FEMA’s guidelines in
the Response Mission Area. The following tables will outline the applicable Core Capabilities and
associated Critical Tasks that these actions in this ESF should support:
Planning
Critical
Task I.D.
Critical Task Descriptions
1
Develop operational plans that adequately identify critical objectives based on the planning
requirement, provide a complete and integrated picture of the sequence and scope of the tasks to
achieve the objectives, and are implementable within the timeframe contemplated in the plan
using available resources.
Operational Coordination
Critical
Task I.D.
Critical Task Descriptions
1
Mobilize all critical resources and establish command, control, and coordination structures within
the affected community, in other coordinating bodies in surrounding communities, and across the
Nation, and maintain as needed throughout the duration of an incident.
2
Enhance and maintain command, control, and coordination structures consistent with the National
Incident Management System (NIMS) to meet basic human needs, stabilize the incident, and
transition to recovery.
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Situational Assessment
Critical
Task I.D.
Critical Task Descriptions
1
Deliver information sufficient to inform decision making regarding immediate lifesaving and life-
sustaining activities, and engage governmental, private, and civic sector resources within and
outside of the affected area to meet basic human needs and stabilize the incident.
2
Deliver enhanced information to reinforce ongoing lifesaving and life-sustaining activities, and
engage governmental, private, and civic sector resources within and outside of the affected area to
meet basic human needs, stabilize the incident, and transition to recovery.
Logistics & Supply Chain Management
Critical
Task I.D.
Critical Task Descriptions
1
Mobilize and deliver governmental, nongovernmental, and private sector resources to save lives,
sustain lives, meet basic human needs, stabilize the incident, and transition to recovery, to include
moving and delivering resources and services to meet the needs of disaster survivors.
2
Enhance public and private resource and services support for an affected area.
Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Planning
1
Develop Emergency Coordination Center Action
Plans for incidents effecting the local jurisdiction
Fire
Operational
Coordination
2
Lead for coordinating preparedness, planning,
mitigation, training, exercises, public warning, ECC
activations and local, state and federal response and
recovery coordination by utilizing NIMS and ICS
Taking the lead in those functions which are critical
to support and facilitate multi-agency planning and
coordination for operations involving potential and
actual Incidents of National Significance
2
Train and maintain ECC Team (Liaison from each
City Department)
1, 2
Provide comprehensive decision making tools to the
Policy Group
Logistics and
Supply Chain
Management
1, 2
Coordinate and implement Mutual Aid Agreements
and associated documents
Situational
Assessment
1, 2
Develop and maintain situational awareness
2
Ensures departmental emergency responders utilize
current best practices and procedures for responding
to an incident where people with disabilities and
access/functional needs are present
Fire/Police
Operational
Coordination
1
Activate the ECC to the level appropriate for the
incident
City ECC
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Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
1, 2
Notify Emergency Management Team members of
ESF activation and which department representatives
need to report to or maintain communication with the
City ECC to develop and implement a response and
recovery plan for the event
2
Providing Tacoma's "Applicant's Agent," a staff
person who will coordinate requests for state and
local disaster reimbursement funding to the City
Logistics and
Supply Chain
Management
1, 2 Provide resource coordination for the incident
Operational
Coordination
1, 2
Respond in their Emergency Support Function
Capacity to the City ECC and provide response and
recovery support to the ECC Manager and Policy
Group
All Departments
Environmental
Response/Health
& Safety
1
Serves as the primary liaison with the State
Department of Labor and Industries in all matters
involving employees injuries, fatalities, inspections,
and citations
Human Resources
Reviews and advises on compliance with the State
Department of Labor and Industries regulations
Situational
Assessment
2
Provides situational assessment reports to the City
ECC from field observations of bus drives
Tacoma Public
Schools/Pierce
Transit
9. Resource Requirements
Micro-level (ECC)
• The ECC is co-located with the FCC and shares the robust and redundant communications
infrastructure. The ECC houses and maintains several desktop computers, software, Internet, ham
radio, NOAA radio, 800 MHz radios, satellite telephone with data, landline telephones, broadcast
and cable television, a printer/scanner/fax machine, and offline capabilities.
• Copies of forms and plans, such as the CEMP, are available in hard-copy and electronic formats at
the ECC. ESF representatives should come with applicable COOPs and SOPs.
• Training requirements: All ECC staff will complete the following FEMA classes online or in a
classroom setting: ICS-100, ICS-200, ICS-700 andICS-800. Selected management staff will be
required to also obtain ICS-300, ICS-400,
• Exercise requirements: All departments will conduct department specific drills as required by
industry specific mandates. All ECC Staff will participate in scheduled ECC Table Top Exercises
(TTX) and Functional or Full Scale Exercises provided by City Emergency Management.
• Access control to systems: Access to the ECC and many City of Tacoma facilities require a key
card, photo identification, or special permissions as applicable. Staff without pre-authorization will
be escorted by authorized staff.
• I.D. Process: All City of Tacoma staff are issued photo identification cards
• WA State Emergency Management Division WebEOC
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Macro-level (Emergency-wide)
• City departments should develop and make available, when necessary, the requisite personnel and
equipment to fulfill roles and responsibilities identified in this ESF
• As a minimum, all departments should expect to sustain emergency operations for 72 hours and have
other resources programmed for use up to 14 days
• External Partner Liaisons to City ECC
10. References and Supporting Guidance
• Community Lifelines Implementation Toolkit Version 1.0
• National Preparedness Goal
• National Response Framework
11. Terms and Definitions
None
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Primary Agency:
Tacoma Neighborhood and Community Services
Tacoma Equity and Human Rights
Support Agencies:
Metro Parks
Tacoma Environmental Services
Tacoma Fire – Emergency Management
Tacoma Media Communication Office
Tacoma Police
Tacoma Public Works
Tacoma Public Library
Tacoma Public Utilities
Tacoma Venues and Events
External Agencies:
* American Red Cross (Primary)
Associated Ministries
Catholic Community Services
Green Cross
Humane Society of Tacoma-Pierce County
Pierce County Emergency Management
Pierce County Transit
Tacoma Housing Authority
Tacoma-Pierce County Chaplaincy
Tacoma-Pierce County Health Department
The Salvation Army
United Way 211
Washington State Animal Response Team (WASART)
Washington State Department of Social and Health Services
Washington State Emergency Management Department
1. Purpose
Coordinates the delivery of mass care and emergency assistance. To provide guidance and coordination to
organizations for the provision of basic human needs and emotional/spiritual support to individuals
impacted by disaster or major emergency. The City of Tacoma will make every reasonable effort to respond
effectively and efficiently based upon the situation, information and resources available at the time and in
accordance with federal Core Capabilities.
Primary Core Capabilities
Response Mission Area
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Primary Core Capabilities
Mass Care Services
Provide life-sustaining and human services to the affected population,
to include hydration, feeding, sheltering, temporary housing, evacuee
support, reunification, and distribution of emergency supplies.
Support Core Capabilities
Response Mission Area
Public Information & Warning
Deliver coordinated, prompt, reliable, and actionable information to
the whole community through the use of clear, consistent, accessible,
and culturally and linguistically appropriate methods to effectively
relay information regarding any threat or hazard and, as appropriate,
the actions being taken and the assistance being made available.
Logistics & Supply Chain
Management
Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and
fuel support, as well as the coordination of access to community
staples. Synchronize logistics capabilities and enable the restoration of
impacted supply chains.
2. Authorities and Policies
The following policies were used to develop this ESF and may be used in coordination for response
activities:
• Title 49.60 RCW, Discrimination, Human Rights Commission – Mass care will be provided to all in
need without regard to race, creed, color, national origin, families with children, sex, marital status,
sexual orientation, age, honorably discharged veteran or military status, or the presence of any
sensory, mental, or physical disability or the use of a trained dog guide or service animal by a person
with a disability
• Title VI of the Americans with Disabilities Act, the Civil Rights Act, the Fair Housing Act, and
Senate Bill 5046 – Mass Care, Housing, and Human Services will be provided to the whole
community as needed during emergencies and disasters. The whole community includes individuals
with disabilities and others with access and functional needs, including those with Limited English
Proficiency (LEP).
• Public Law 109-308, The Pets Evacuation and Transportation Standards (PETS) Act – Congregate
shelters may allow the co-sheltering of pets. All companion animals and service animals (i.e.,
seeing-eye dogs) are allowed in shelters. Shelter arrangements will be made to provide for the care
of pets.
3. Situation Overview
Any major disaster or emergency occurring in Tacoma, whether natural or man-made, has the potential to
displace citizens and subsequently create a large-scale need for food, water, and/or shelter for at least 72
hours.
4. Concept of Operations
General
This ESF covers the provision of assistance and support to citizens requiring mass care and human services,
such as food, water, and shelter, after a disaster or major emergency. It also addresses the needs of
emergency workers, the provision of counseling and spiritual support, and sets the framework for
coordination with faith-based and non-profit organizations that provide disaster relief. This ESF promotes
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the delivery of services and the implementation of programs to assist individuals, households, and families
impacted by disasters in four primary functions: Mass care, emergency assistance, housing, and human
services.
Functions include but are not limited to the following:
• Mass care
• Emergency assistance
• Temporary housing
• Human services
If a disaster or major emergency creates significant human services needs, the City ECC shall be activated.
Representatives from primary and support agencies for ESF 6 shall report to or maintain communication
with the City ECC to develop and implement a response and recovery plan for the event. Pierce County
EOC, ESF 6 and/or Washington State EOC, ESF 6 shall be utilized to address all unmet resource needs for
providing temporary emergency related assistance to individuals in need.
In the event of a disaster or major emergency where there is a need for large-scale food, water, or shelter,
the American Red Cross shall be notified for assistance as early as possible. The City’s Neighborhood and
Community Services department shall work closely with American Red Cross to assist with disaster relief
efforts. Neighborhood and Community Services shall also facilitate emergency utilization of City
contracted and/or funded social service resources and ensure that temporary housing facilities include
reasonable accommodations for those with special needs.
The American Red Cross, in cooperation with other volunteer groups (i.e., the Salvation Army, etc.), is the
lead agency for managing the emergency shelter program in the City of Tacoma. This includes identification
and inventory of shelters (including those equipped for people with disabilities and other vulnerable
populations), opening and closing shelters, registration, medical care, feeding, reunification, and accounting
for people occupying shelters. American Red Cross policy is to provide emergency shelter for 72 hours to
all who have a need, including those with pets, service animals and other special needs. American Red
Cross personnel are trained to communicate with, assess needs for, and provide services to people who have
sensory, physical and cognitive impairments. The Tacoma-Pierce County Health Department will work
with the American Red Cross to maintain public health standards at shelter locations.
The American Red Cross and City agencies will ensure that household pets and service animals are safely
evacuated and sheltered. Accommodations may allow animals to shelter with their owners, in a separate
area within the shelter, or at another facility as space and permissions allow. The Human Society of Tacoma
– Pierce County and WASART may be utilized to assist evacuees with the care of pets. This may include
setting up temporary shelter for pets adjacent to or near American Red Cross shelters.
When necessary, the City’s public assembly facilities and libraries shall be utilized to provide temporary
shelter to those impacted by the disaster. Any use of public assembly facilities or libraries shall include
assistance, as necessary, from the City’s Police department to provide security and good order. The City’s
Environmental Services department will provide supplemental sanitation facilities. The City ECC shall
provide coordination for the use of private sector resources and volunteers. When the impact of a disaster or
major emergency extends beyond the city limits, coordination with Pierce County Emergency Management
shall be established to maximize utilization of available resources.
Spiritual support and counseling services for emergency workers shall be provided by the Tacoma-Pierce
County Chaplaincy (TPCC). Other individuals or organizations who offer assistance in this area will be
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referred to TPCC for screening and coordinated by Chaplaincy members. The Chaplaincy may establish a
liaison at the City ECC during disaster operations. Additional counseling needs for first responders and
City employees may be made available from City-contracted service providers (i.e., Employee Assistance
Program, etc.). Spiritual support and counseling services for citizens shall be coordinated by Associated
Ministries of Tacoma-Pierce County.
If a disaster or major emergency creates significant human services needs, the City ECC shall be activated.
Representatives from primary and support agencies for ESF 6 shall report to or maintain communication
with the City ECC to develop and implement a response and recovery plan for the event. Subsequent to a
disaster or major emergency resulting in a need for temporary shelter, Neighborhood and Community Services will
deploy its Assessment Team. Assessment Team officials are trained in ADA/AFN compliance and able to assist with
identifying accessible shelters and the needs of vulnerable populations. The Assessment Team will report its findings
to the Director of Neighborhood and Community Services who will make recommendations to the proper authority.
The Assessment
Team shall consist of the Human Rights Division Manager, Human Services Division Manager, City
ADA Coordinator, Child Care Supervisor, Administrative Assistant, and
Senior Center Supervisor. Pierce County
EOC, ESF 6 and/or Washington State EOC, ESF 6 shall be utilized to address all unmet resource needs for
providing temporary emergency related assistance to individuals in need.
Whole Community Involvement
Following a disaster or major emergency, effective response will require preparedness and the engagement
of the public and stakeholders throughout the region. Residents, businesses, and other public or private
agencies are encouraged through the form of public education outreach, to make plans and have the
necessary skills and resources for family preparedness and business continuity. Partnerships, memorandums
of understanding (MOUs), and mutual aid agreements are pre-established and will be utilized as applicable.
The City of Tacoma will prioritize restoration of essential services without discrimination based on assessed
needs of the disaster response.
S
(Bus & Rail, Special Needs Transportation Services)Special Needs
5. Organization
Any individual in the chain of command, when acting on behalf of the department/division director, has
the authority of the director in matters of operations and policy. The Chain of Command and
operational policies for external agencies may be found in each respective agency’s emergency plan and
Communitiy Groups
(CERT, WASART,
MYN)
Non-Governmental
Organizations
(American Red Cross,
Salvation Army)
Private Stakeholders
(Humane Society,
Mutual Aid Partners)
Individual
Preparedness
(2 Weeks Ready)
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procedures, published separately. The City of Tacoma follows the National Incident Management
System (NIMS)/Incident Command System (ICS):
6. Direction, Control, & Coordination
Horizontal and vertical information sharing ensures that all stakeholders are integrated and aware of the
needs at the state, tribal, territorial, and jurisdictional level.
• Horizontal Integration - ensures regional plans are coordinated and communicated between response
partners.
• Tacoma Municipal Code Chapter 8.96: Civil Emergency – Defines the role of the Mayor and
process by which a Proclamation of Disaster can be issued.
• Vertical Integration - outlines ownership and responsibilities of communication systems between
partners.
• American Red Cross Mass Care Strategy – Collection of procedures and forms used to mass care
operations including sheltering, family reunification, and emergency communication.
Tacoma
ECC
Operations
ESF 6: Mass
Care
Planning Logistics
Finance &
Administration
State/Federal
Plans
County/Regional
Plans
Private and Public
Partner Plans
COT Plans
ESF 6
•
Pierce County ESF 6
• Pierce County Community
Connections Disaster Plan
•
American Red Cross National
Mass Care Strategy
• Salvation Army
• Tacoma Municipal Code
Chapter 8.96: Civil Emergency
•
State ESF 6 Annex
• Federal ESF 6
• Federal FIOP Mass Care
Services
• Evacuation and Shelter-in-
Place: Guidance for State,
Local, Tribal, and Territorial
Partners
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• State ESF 6 – Reflects the actual combined capabilities of agencies and organizations that
cooperate at the state level to bring all available resources to provide life-sustaining support to
individuals and households who survive emergencies and disasters.
• Federal ESF 6 – Coordinates and provides life-sustaining resources, essential services, and
statutory programs when the needs of disaster survivors exceed local, state, tribal, territorial, and
insular area government capabilities.
• Federal FIOP, Mass Care Services – Federal interagency partners coordinate and provide life-
sustaining mass care resources, essential services, and statutory programs when the needs of all
disaster survivors exceed local, state, tribal, territorial, and insular area resources.
• Pierce County Community Connections Disaster Plan – Outlines the roles and capabilities of
regional partner agencies during disaster response and recovery.
• Planning Considerations – Evacuation and Shelter-in-Place: Guidance for State, Local, Tribal,
and Territorial Partners – Summarizes characteristics that jurisdictions should consider when
planning for evacuation and/or shelter-in-place operations.
7. Information Collection, Analysis, & Dissemination
Information from field reports, data, social media monitoring, and other sources are collected, verified, and approved
by the ECC. The ECC ensures accurate and timely dissemination to stakeholders. City of Tacoma ECC will request
all departments and associated response partners to provide Essential Elements of Information (EEI). The EEIs for
the ESF will address the following, as applicable:
Level
Essential Element of Information
Federal EEI’s
• Status of human and household pet shelters, people with disabilities
and others with access and functional needs and people with different
levels of LEP
• Status of distribution of emergency supplies and reunification services
• Status of feeding operations, including location, number of fixed sites
and mobile units and the number of meals prepared and served on a
daily basis
• Potential requirements for sheltering, feeding, distribution of
emergency supplies, reunification, access and functional needs
support, household pets and service and assistance animals and
evacuee support when these activities are occurring
• Names of voluntary agencies assisting and their shortfalls/resources
needed
• Status and impact of unsolicited donations and messaging to address
the problems
• Percent of rental resources available
• Number and status of Individual Assistance Preparedness actions
• Number of Preliminary Damage Assessment teams on alert and
deployed, the number of areas scheduled for assessment, and the
number of assessments completed
Public/
Private
Partners
Tacoma
ECC
ESF 6
Ops
Section
Plans
Section
ESF 5
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• Situational Awareness information reported by teams, including:
geographic areas sustaining damage; qualitative descriptions of types
of damage; and any reported social (e.g., looting), economic, and
political impacts (e.g., tribal)
• Limiting factors or shortfalls
• Availability of resources to ensure the functional needs of individuals
with disabilities, individuals with LEP, and others with access and
functional needs
City EEI’s
• Operating status of Points of Distribution (PODs)
• Operating status of supermarkets, neighborhood markets, and grocery
stores
• Operating status of restaurants
• Impacts to the food supply chain
• Operating status of public and private water supply systems
• Operating status of water control systems (e.g., dams, levees, storm
drains)
• Food/water health advisories
• Requirements for emergency shelter
• Number and location of open shelters
• Current population in shelters
• Transitional Sheltering Assistance options
• Potential future sheltering requirements
8. Responsibilities
The City of Tacoma and coordinating agencies will take actions in accordance with FEMA’s guidelines in
the Response Mission Area. The following tables will outline the applicable Core Capabilities and
associated Critical Tasks that these actions in this ESF should support:
Mass Care Services
Critical
Task I.D.
Critical Task Descriptions
1
Move and deliver resources and capabilities to meet the needs of disaster survivors, including
individuals with access and functional needs.
2
Establish, staff, and equip emergency shelters and other temporary housing options (including
accessible housing) for the affected population.
3
Move from congregate care to non-congregate care alternatives and provide relocation assistance
or interim housing solutions for families unable to return to their pre-disaster homes.
Public Information and Warning
Critical
Task I.D.
Critical Task Descriptions
1
Inform all affected segments of society of critical lifesaving and life-sustaining information by all
means necessary, including accessible tools, to expedite the delivery of emergency services and
aid the public to take protective actions.
2
Deliver credible and actionable messages to inform ongoing emergency services and the public
about protective measures and other life-sustaining actions, and facilitate the transition to
recovery.
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Logistics & Supply Chain Management
Critical
Task I.D.
Critical Task Descriptions
1
Mobilize and deliver governmental, nongovernmental, and private sector resources to save lives,
sustain lives, meet basic human needs, stabilize the incident, and transition to recovery, to include
moving and delivering resources and services to meet the needs of disaster survivors.
2
Enhance public and private resource and services support for an affected area.
Response Mission Area
Core
Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Mass Care
Services
1
Determine and assist the human services needs of the
incident, including the total number of citizens in need
Neighborhood and
Community
Services
1, 2
Coordinate with American Red Cross to provide
services and/or resources
2
Deploy Assessment Team to identify accessible
shelters and assist with meeting the needs of
vulnerable populations
1, 2, 3
Request assistance from City contracted and/or funded
social service resources
Coordinate with American Red Cross, Associated
Ministries, Tacoma-Pierce County Chaplaincy,
Humane Society, and/or Pierce County Emergency
Management ESF 6 as well as WA State EMD ESF 6
for the acquisition of food, water, and shelter, as
needed
Tacoma Fire – EM
Pierce Co DEM
TPU
Tacoma PW
2, 3
Coordinate shelter locations (opening, closing) with
Pierce County Emergency Management
1
Coordinate activation of Functional Assessment
Service Team to assist individuals with access and
functional needs
Public
Information &
Warning
1, 2
Coordinate assessment of effectiveness of operations
and communications for people with disabilities
through Pierce County FAST
Mass Care
Services
1, 3
Coordinate agreements with appropriate entities for
applicable services, including temporary housing.
Tacoma Equity and
Human Rights
Mass Care
Services
1, 2
Lead agency for sheltering (identify, plan, coordinate,
operate, staff and stock shelter operation facilities)
American
Red Cross
Deploy licensed mental health professionals in the
event of a disaster for shelters, reunification sites, and
distribution sites, in coordination with Neighborhood
and Community Services
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Provides emergency information and assistance that is
accessible to multiple languages and the hear/speech
impaired
Provides support for medical and mental health
services
Logistics &
Supply Chain
Management
1, 2
Assess shelter facilities and operations to meet ADA
requirements and the access and functional needs of
the population
Provide spiritual support to disaster survivors
Associated
Ministries
Provide care teams to aid disaster survivors in
emergency shelters, at other service sites, and through
the recovery process
Provide supplemental sanitation facilities for
temporary shelters, when necessary
Environmental
Services
Public
Information &
Warning
1, 2
Coordinate with ECC and ESF 15 to disseminate
public messaging
Media and
Communications
Office
Mass Care
Services
2
Upon request of the City ECC, provide access to and
staffing for public assembly facilities to be utilized for
temporary shelter
Tacoma Venue and
Events
Assist with the provision of temporary shelter
Tacoma Public
Library
Mass Care
Services
1
Coordinates and leverages resources to assist local
government to address housing-related disaster needs
Tacoma Housing
Authority
3
Support disaster housing needs by issuing housing
dollars via vouchers
Support existing housing and voucher programs
Support low-income housing options through Tacoma
Housing Development Group
1, 3
Provide support to clients in THA facilities to include
senior and disabled housing
Assess ATC-20 inspections of THA properties
Assess local housing needs and establish housing
priorities
1, 2
Upon request of the City ECC, provide staffing and
access to public library facilities to be utilized for
temporary shelter
Tacoma Public
Libraries
Makes park facilities available as relocation areas for
disaster operations, mass care, and temporary housing
as necessary and available
Tacoma Metro
Parks
Provides buses as a means of expedient, temporary
shelter
Pierce Transit
Provides emergency feeding and limited emergency
shelter for animals
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Resource Requirements
Micro-level (ECC)
• The ECC is co-located with the FCC and shares the robust and redundant communications
infrastructure. The ECC houses and maintains several desktop computers, software, Internet, ham
radio, NOAA radio, 800 MHz radios, satellite telephone with data, landline telephones, broadcast
and cable television, a printer/scanner/fax machine, and offline capabilities.
• Copies of forms and plans, such as the CEMP, are available in hard-copy and electronic formats at
the ECC. ESF representatives should come with applicable COOPs and SOPs.
• Training requirements: All ECC staff will complete the following FEMA classes online or in a
classroom setting: ICS-100, ICS-200, ICS-700 andICS-800. Selected management staff will be
required to also obtain ICS-300, ICS-400,
• Exercise requirements: All departments will conduct department specific drills as required by
industry specific mandates. All ECC Staff will participate in scheduled ECC Table Top Exercises
(TTX) and Functional or Full Scale Exercises provided by City Emergency Management.
• Access control to systems: Access to the ECC and many City of Tacoma facilities require a key
card, photo identification, or special permissions as applicable. Staff without pre-authorization will
be escorted by authorized staff.
• I.D. Process: All City of Tacoma staff are issued photo identification cards
• WA State Emergency Management Division WebEOC
Macro-level (Emergency-wide)
• City departments should develop and make available, when necessary, the requisite personnel and
equipment to fulfill roles and responsibilities identified in this ESF
• As a minimum, all departments should expect to sustain emergency operations for 72 hours and have
other resources programmed for use up to 14 days
• External Partner Liaisons to City ECC
9. References and Supporting Guidance
• Community Lifelines Implementation Toolkit Version 1.0
• National Preparedness Goal
• National Response Framework
10. Terms and Definitions
None
Provides limited emergency care to pets brought to
public shelters
Humane Society of
Tacoma-Pierce
County
EMERGENCY SUPPORT FUNCTION 7:
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Primary Agency:
Tacoma Fire
Support Agencies:
Tacoma Environmental Services
Tacoma Finance
Tacoma Human Resources
Tacoma Legal
Tacoma Public Schools
Tacoma Venues and Events
External Agencies:
American Red Cross
Tacoma Metro Parks
Pierce County Emergency Management
Pierce Transit
Washington State Emergency Management
1. Purpose
Coordinates comprehensive incident resource planning, management, and sustainment capability to meet the
needs of disaster survivors and responders. To provide coordination and guidance for emergency
acquisition, staging, distribution, conservation and use of essential resources, whether human, financial,
equipment or any other kind. The City of Tacoma will make every reasonable effort to respond effectively
and efficiently based upon the situation, information and resources available at the time and in accordance
with federal Core Capabilities.
Primary Core Capabilities
Response Mission Area
Logistics & Supply Chain
Management
Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and
fuel support, as well as the coordination of access to community
staples. Synchronize logistics capabilities and enable the restoration of
impacted supply chains.
Support Core Capabilities
Response Mission Area
Operational Coordination
Establish and maintain a unified and coordinated operational structure
and process that appropriately integrates all critical stakeholders and
supports the execution of Core Capabilities.
Mass Care Services
Provide life-sustaining and human services to the affected population,
to include hydration, feeding, sheltering, temporary housing, evacuee
support, reunification, and distribution of emergency supplies.
2. Authorities and Policies
The following policies were used to develop this ESF and may be used in coordination for response
activities:
EMERGENCY SUPPORT FUNCTION 7:
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• TMC 1.06.250 – 1.06.279: Establishes policy related to general purchasing procedures, competitive
solicitation requirements, governing body approval thresholds, and criteria for waiver of competitive
solicitation – including emergency contracting procedures.
3. Situation Overview
If an emergency or a major disaster should happen in the City of Tacoma, it should be considered that the
area surrounding may also be affected in an adverse manner. Whenever an area-wide disaster occurs, it is
important to have procedures for equitable distribution of limited resources. The City’s support and external
agency’s resources and capabilities will be severely impacted by a large-scale disaster. Every effort will be
made to coordinate resource requests with local, state and federal entities to maximize the utilization of
existing and requested resources.
4. Concept of Operations
General
When there has been a Proclamation of Emergency, the Mayor may invoke temporary controls on local
resources and establish priorities. These resources may include, but not be limited to, fuel, food, shelter and
other resources necessary for human needs. Any controls established will be in coordination with other
jurisdictions. Departments will use their personnel to the maximum extent possible including use of
personnel not assigned emergency responsibilities. City employees may be required to work either overtime
or "out of class" when responding to a disaster and shall be compensated in accordance with existing rules
and bargaining agreements. Requirements of the Fair Labor Standards Act (FLSA) shall apply.
Functions include but are not limited to the following:
• Comprehensive national incident logistics planning, management, and sustainment capability; and
• Resource support (e.g., facility space, office equipment and supplies, and contracting services).
It is the intention of the City of Tacoma:
• That when there has been a Proclamation of Emergency, the Mayor may invoke temporary controls
on local resources and establish priorities. These resources may include, but not be limited to, fuel,
food, shelter and other resources necessary for human needs. Any controls established will be in
coordination with other jurisdictions.
• That departments will use their personnel to the maximum extent possible including use of personnel
not assigned emergency responsibilities. City employees may be required to work either overtime or
"out of class" when responding to a disaster and shall be compensated in accordance with existing
rules and bargaining agreements. Requirements of the Fair Labor Standards Act (FLSA) shall apply.
• That when volunteers are used, initial coordination and supervision will be handled from the
Emergency Coordination Center (ECC) or from a field command post
• That the City of Tacoma will facilitate coordination with responding military units during disaster
operations by establishing liaison through the Emergency Coordination Center (ECC). Further,
military assistance to civil authority is supplemental to local efforts and may come from any military
base in the area, and military units responding to assist local authorities maintain their own chain of
command and supervision.
Purchasing — Finance/Purchasing is the lead agency for coordinating emergency purchases and contracts.
This may be done from the ECC or through normal purchasing procedures. Payment for such needs is the
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responsibility of the requesting agency. If funds are not available, purchases shall be made in accordance
with emergency purchasing policies.
Unrequested Resources — After a major disaster has occurred, it can be anticipated that unrequested
resources may be sent to the City of Tacoma from outside the city. Information should be disseminated by
the City ECC to send these resources to appropriate staging areas for sign in, assignment and distribution. It
can be anticipated that in any disaster, a large number of persons from the local community will volunteer to
assist. Staging areas may be designated and persons wishing to volunteer may be directed there for
registration and assignments. Volunteers will be assigned to City personnel acting as supervisors, for
assignment of tasks and supervision.
Human Resources — If an event occurs during non-working hours, designated essential Human Resources
employees are instructed to report to their work location as identified in the Human Resources Continuity of
Operations Plan. If, due to the circumstances, they cannot get to their normal work location, they should
report to the nearest City of Tacoma facility to offer assistance.
Trained Volunteers — Trained volunteers from organized Search and Rescue Units and Disaster Assistance
Council Members may provide initial additional emergency staffing resources for field operations. These
organized volunteers may be used as team leaders and untrained volunteers assigned to them for specific
task assignments.
Whole Community Involvement
Following a disaster or major emergency, effective response will require preparedness and the engagement
of the public and stakeholders throughout the region. Residents, businesses, and other public or private
agencies are encouraged through the form of public education outreach, to make plans and have the
necessary capabilities to sustain life and sustain essential functions. Partnerships, memorandums of
understanding (MOUs), and mutual aid agreements are pre-established and will be utilized as applicable.
The City of Tacoma will prioritize restoration of essential services without discrimination based on assessed
needs of the disaster response.
S
(Bus & Rail, Special Needs Transportation Services)Special Needs
5. Organization
Communitiy Groups
(Faith-based
organizations)
Non-Governmental
Organizations
(Salvation Army, Red
Cross)
Private Stakeholders
(Transportation
Companies, Retail
Stores)
Individual
Preparedness
(2-weeks ready
campaign)
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The City of Tacoma follows the National Incident Management System (NIMS)/Incident Command
System (ICS):
6. Direction, Control, & Coordination
Horizontal and vertical information sharing ensures that all stakeholders are integrated and aware of the
needs at the state, tribal, territorial, and jurisdictional level.
• Horizontal Integration - ensures regional plans are coordinated and communicated between response
partners.
• Vertical Integration - outlines ownership and responsibilities of communication systems between
partners.
• Pierce County ESF 7 - Provides coordinated logistic and resource support prior to, during,
and/or following an emergency or disaster.
• Puget Sound Catastrophic Disaster Coordination Plan - Resource Management and Logistics
Annex: presents a strategy that encourages resource sharing and optimizes resource acquisition,
allocation and deployment through increased communication, collaboration and standardization.
Tacoma
ECC
Operations
ESF 7: Logistics
Planning Logistics
Finance &
Administration
State/Federal
Plans
County/Regional
Plans
Private and Public
Partner Plans
COT Plans
ESF
•
Pierce County ESF 7 Annex
• Puget Sound Catastrophic
Disaster Coordination Plan -
Resource Management and
Logistics Annex
• State ESF 7 Annex
• WA State Catastrophic
Incident Annex (TBD)
• Federal ESF 7
• Federal Response FIOP Fire
Suppression and
Management Annex
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The recommendations are based on a gap analysis completed at the beginning of the project and
subsequent research on best practices to fill those gaps.
• State ESF 7 Annex - Provides resource support to state agencies, tribal and local jurisdictions
following an emergency or disaster.
• WA State Catastrophic Incident Annex – Addresses how Logistics and Supply Chain
Management is considered for Critical Transportation; Mass Care Services; Public Health,
Healthcare, EMS; Fatality Management Services; and Infrastructure Systems during a
catastrophic incident.
• Federal ESF 7 – Integrates whole community logistics incident planning and support for timely
and efficient delivery of supplies, equipment, services, and facilities. It also facilitates
comprehensive logistics planning, technical assistance, training, education, exercise, incident
response, and sustainment that leverage the capability and resources of Federal logistics
partners, public and private stakeholders, and nongovernmental organizations (NGOs) in
support of both responders and disaster survivors.
• Federal Response FIOP - Fire Suppression and Management Annex: Describes the delivery of
the Fire Management and Suppression core capability which outlines how structural, wildland,
and specialized firefighting capabilities are executed in order to manage and suppress fires of all
types, kinds, and complexities while protecting the lives, property, and environment in the
affected area.
• Washington State Mutual Aid Assistance System
7. Information Collection, Analysis, & Dissemination
Information from field reports, data, social media monitoring, and other sources are collected, verified, and
approved by the ECC. The ECC ensures accurate and timely dissemination to stakeholders. City of Tacoma
ECC will request all departments and associated response partners to provide Essential Elements of
Information (EEI). The EEIs for the ESF will address the following, as applicable:
Level
Essential Element of Information
Federal EEI’s
• Location of ISBs
• Location of Initial Operating Facility/Area Field Office
(AFO)/Proposed AFOs/Disaster Recovery Centers
• Identification of property leasing issues, if any, by General Services
Administration (GSA) leasing specialists
• Expected date of JFO/AFO opening
• Status of Responder Support Base leasing
• Identification of damages to Federal facilities and buildings
• Identification of critical resource needs
• Limiting factors or shortfalls
City EEI’s
• Status of major roads and highways
• Status of critical and noncritical bridges
Public/
Private
Partners
Tacoma
ECC
ESF 7
Ops
Section
Plans
Section
ESF 5
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8. Responsibilities
The City of Tacoma and coordinating agencies will take actions in accordance with FEMA’s guidelines in
the Response Mission Area. The following tables will outline the applicable Core Capabilities and
associated Critical Tasks that these actions in this ESF should support:
Operational Coordination
Critical
Task I.D.
Critical Task Descriptions
2
Enhance and maintain command, control, and coordination structures consistent with the National
Incident Management System (NIMS) to meet basic human needs, stabilize the incident, and
transition to recovery.
Logistics & Supply Chain Management
Critical
Task I.D.
Critical Task Descriptions
1
Mobilize and deliver governmental, nongovernmental, and private sector resources to save lives,
sustain lives, meet basic human needs, stabilize the incident, and transition to recovery, to include
moving and delivering resources and services to meet the needs of disaster survivors.
2
Enhance public and private resource and services support for an affected area.
Mass Care Services
Critical
Task I.D.
Critical Task Descriptions
1
Move and deliver resources and capabilities to meet the needs of disaster survivors, including
individuals with access and functional needs.
2
Establish, staff, and equip emergency shelters and other temporary housing options (including
accessible housing) for the affected population.
Response Mission Area
Core
Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Logistics and
Supply Chain
Management
2
Register Emergency Workers (volunteers, etc.)
ECC
Coordinate with internal and external partners, for the
acquisition of resources and services as needed
1
Provide resource coordination for the incident
Coordinate EMAC requests with State EMD
Operational
Coordination
2
Activate and provide adequate staffing for the City
ECC
Fire
Logistics and
Supply Chain
Management
1
Provide staffing, as available, for assistance with
resource allocation
1, 2
Track expenditures
Finance
1, 2
Coordinate emergency and long-term contracts,
procurements of supplies and equipment
Reviews emergency contract and documents for
liability exposure considerations
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Response Mission Area
Core
Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Clarifies and interprets contracts
Time accounting
Process and track claims
Utilize FEMA expenditure tracking forms
Assists with the compilation of disaster related
financial information
Coordinates emergency and disaster related purchases
and expenditures
Serves as the primary coordinator for the collection of
financial information necessary to apply for federal
disaster assistance
Establish long-term staffing pattern for City employees
Human Resources
and
Legal
Coordinate Payroll with Finance
Coordinate emergency hires or temporary personnel
Clarifies and interprets personnel rules
Assist in locating alternate facilities
Tacoma Venues
and Events
Provide availability of facilities which may be used as
temporary shelters
Mass Care
Services
2
Logistics and
Supply Chain
Management
2
Provides equipment and vehicles for emergency
response
Tacoma
Environmental
Services
Coordinates with other departments to act as a staging
area for response
Tacoma Venue and
Events
Serves as a Community Point of Distribution (CPOD)
for emergency response
Provides alternate facilities for City department
operations, as available
Logistics and
Supply Chain
Management
2
Approves the expenditure of funds to meet the needs of
the emergency
Tacoma General
Government and
TPU
Logistics and
Supply Chain
Management
& Mass Care
Services
2
Acts as a primary contact for volunteer organizations
active in disaster relief
American Red
Cross
Logistics and
Supply Chain
Management
2
Makes park facilities available as staging areas for
disaster operations as necessary and available
Tacoma Metro
Parks
Provides light duty emergency equipment
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Response Mission Area
Core
Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Logistics and
Supply Chain
Management
2
Provides transportation resources Pierce Transit
Provides busses, as needed and available, on a
temporary rental or lease basis
Tacoma Public
Schools
9. Resource Requirements
Micro-level (ECC)
• The ECC is co-located with the FCC and shares the robust and redundant communications
infrastructure. The ECC houses and maintains several desktop computers, software, Internet, ham
radio, NOAA radio, 800 MHz radios, satellite telephone with data, landline telephones, broadcast
and cable television, a printer/scanner/fax machine, and offline capabilities.
• Copies of forms and plans, such as the CEMP, are available in hard-copy and electronic formats at
the ECC. ESF representatives should come with applicable COOPs and SOPs.
• Training requirements: All ECC staff will complete the following FEMA classes online or in a
classroom setting: ICS-100, ICS-200, ICS-700 andICS-800. Selected management staff will be
required to also obtain ICS-300, ICS-400,
• Exercise requirements: All departments will conduct department specific drills as required by
industry specific mandates. All ECC Staff will participate in scheduled ECC Table Top Exercises
(TTX) and Functional or Full Scale Exercises provided by City Emergency Management.
• Access control to systems: Access to the ECC and many City of Tacoma facilities require a key
card, photo identification, or special permissions as applicable. Staff without pre-authorization will
be escorted by authorized staff.
• I.D. Process: All City of Tacoma staff are issued photo identification cards
• WA State Emergency Management Division WebEOC
Macro-level (Emergency-wide)
• City departments should develop and make available, when necessary, the requisite personnel and
equipment to fulfill roles and responsibilities identified in this ESF
• As a minimum, all departments should expect to sustain emergency operations for 72 hours and have
other resources programmed for use up to 14 days
• External Partner Liaisons to City ECC
10. References and Supporting Guidance
• Community Lifelines Implementation Toolkit Version 1.0
• Contractor/Corporate Resource Contact Form
• National Preparedness Goal
• National Response Framework
• Unsolicited/Volunteer Resources Form
• Washington State Donations Offer Form
• Washington State Request for Resources or Assistance Form
11. Terms and Definitions
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None
EMERGENCY SUPPORT FUNCTION 8:
PUBLIC HEALTH AND MEDICAL SERVICES
7/21/2020 Page | 1 City of Tacoma CEMP
Primary Agency:
Tacoma-Pierce County Health Department
Support Agencies:
Tacoma Fire
Tacoma Police
External Agencies:
American Red Cross
Disaster Medical Control Center
Franciscan Health System
Madigan Army Medical Center
MultiCare Health System
National Disaster Medical System
Pierce County Base Stations
Pierce County Fire Districts/Departments
Pierce County Medical Examiner
Pierce County Medical Society
Pierce Transit
Private Ambulance Services
Private Transportation Providers
South Sound 911
Tacoma-Pierce County Chaplaincy
Tacoma-Pierce County Humane Society
1. Purpose
Coordinates the mechanisms for assistance in response to an actual or potential public health and medical
disaster or incident. To provide coordination and guidance for the management and care of individuals
affected by public health hazards and to minimize the spread of disease or likelihood of injury. The City of
Tacoma will make every reasonable effort to respond effectively and efficiently based upon the situation,
information and resources available at the time and in accordance with federal Core Capabilities.
Primary Core Capabilities
Response Mission Area
Public Health, Healthcare, & EMS
Provide lifesaving medical treatment via Emergency Medical Services
and related operations, and avoid additional disease and injury by
providing targeted public health, medical, and behavioral health
support and products to all affected populations.
Fatality Management Services
Provide fatality management services, including decedent remains
recovery and victim identification, and work with local, state, tribal,
territorial, insular area, and Federal authorities to provide mortuary
processes, temporary storage or permanent internment solutions,
sharing information with mass care services for the purpose of
reunifying family members and caregivers with missing
persons/remains, and providing counseling to the bereaved.
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Support Core Capabilities
Response Mission Area
Public Information & Warning
Deliver coordinated, prompt, reliable, and actionable information to
the whole community through the use of clear, consistent, accessible,
and culturally and linguistically appropriate methods to effectively
relay information regarding any threat or hazard and, as appropriate,
the actions being taken and the assistance being made available.
Operational Coordination
Establish and maintain a unified and coordinated operational structure
and process that appropriately integrates all critical stakeholders and
supports the execution of Core Capabilities.
Critical Transportation
Provide transportation (including infrastructure access and accessible
transportation services) for response priority objectives, including the
evacuation of people and animals and the delivery of vital response
personnel, equipment, and services into the affected areas.
Environmental Response/Health &
Safety
Conduct appropriate measures to ensure the protection of the health
and safety of the public and workers, as well as the environment, from
all hazards in support of responder operations and the affected
communities.
Logistics & Supply Chain
Management
Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and
fuel support, as well as the coordination of access to community
staples. Synchronize logistics capabilities and enable the restoration of
impacted supply chains.
Mass Care Services
Provide life-sustaining and human services to the affected population,
to include hydration, feeding, sheltering, temporary housing, evacuee
support, reunification, and distribution of emergency supplies.
Operational Communications
Ensure the capacity for timely communications in support of security,
situational awareness, and operations, by any and all means available,
among and between affected communities in the impact area and all
response forces.
Situational Assessment
Provide all decision makers with decision-relevant information
regarding the nature and extent of the hazard, any cascading effects,
and the status of the response.
2. Authorities and Policies
The following policies were used to develop this ESF and may be used in coordination for response
activities:
• Pierce County EMS Patient Care Protocols – Procedures and associated administrative policies for
medical treatment of patients.
• TFD Policy 3510: Mass Casualty Incidents – Policy for Tacoma Fire Department and coordinating
agencies used for management of mass casualty incidents.
• RCW 68.50.010 – Notify the medical examiner of the existence and location of fatalities and will not
move or remove any remains without medical examiner authorization. Medical Examiner
jurisdiction may include some cases of suspected contagious disease that may be a public health
hazard.
EMERGENCY SUPPORT FUNCTION 8:
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• RCW 70.05 – The Director of Health or designee, as the county health officer, is authorized to
implement control measures as necessary to control communicable disease exposure or
contamination of food, water and environmental resources.
3. Situation Overview
The Pierce County Hazard Identification and Vulnerability Analysis (HIVA) and other assessments list the
natural, technological and social emergencies that are potential life safety threats to City of Tacoma
residents and the associated damage to property, the economy and the environment. The Threat Response
System website has additional information on possible Weapons of Mass Destructions (WMD) targets
within the City of Tacoma and surrounding Pierce County area. All listed hazards pose varying degrees of
risk to health and medical conditions and services within the City of Tacoma and Pierce County.
• Natural, technological, biological and social emergencies or disasters can overwhelm local health and
medical facilities and services, requiring emergency coordination of casualties
• Public health and medical facilities may be severely damaged, destroyed or rendered unusable
• Infrastructure (transportation, communication, utilities, etc.) may be damaged and impact the ability of
local health and medical services to be effective
• Infrastructure damage and disruption may increase the potential for disease and injury
• Disruption of sanitation services and facilities, loss of power and massing of people in shelters may
increase the potential for disease and injury
• Availability of medical care personnel may be limited due to injury, personal concerns/needs or limited
access to work locations
• Medical facilities still operational after the emergency or disaster will be overwhelmed by the “worried
well, walking wounded” and seriously injured victims in the aftermath of the occurrence
• Some forms of communicable disease may need ongoing tracking and identification before and during
medical intervention
• Hospitals, long-term care facilities and other inpatient and outpatient facilities and pharmacies will rely
on existing emergency service contracts with appropriate vendors for medical equipment,
pharmaceuticals, linens and day-to-day supplies. These facilities are expected to plan and stock for
seven days of self-sufficiency.
• The damage and destruction caused by an emergency or disaster will produce urgent needs for mental
health crisis counseling and spiritual supports for disaster victims and emergency response personnel
• Publicly supported emergency medical, health and related services will be restored to normal operations
during the recovery period as soon as possible and within the limitations and capabilities allowed by city
government following the emergency or disaster
• Contamination of food and water supplies may increase the potential for disease and injury
• Recovery operations will include a public health assessment of food, water, and sanitation systems prior
to approval for use by business or the public
Pierce County is divided into base station zones for day-to-day EMS operations, including trauma, with a
base station hospital in each zone providing online medical control for pre-hospital care. In addition, the
role of base station is assigned to a specific hospital for pediatric patients, as outlined below:
• Good Samaritan Hospital is the base station for the East Zone of Pierce County
• Madigan Army Medical Center is the base station for the West Zone of Pierce County
• Saint Anthony’s Hospital is the base station for the Peninsula Area
• Mary Bridge Children’s Hospital is the base station for all patients under 16 years of age
EMERGENCY SUPPORT FUNCTION 8:
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4. Concept of Operations
General
The TPCHD will be the primary lead in all health related emergencies. All other City of Tacoma response
entities will support the TPCHD in their efforts. In a large-scale disaster, the City of Tacoma ECC will be
activated and coordination between the City ECC and TPCHD EOC will occur.
Functions include but are not limited to the following:
• Public health
• Medical surge support, including patient movement
• Behavioral health services
• Mass fatality management
• Veterinary, medical, and public health services
The emergency management configuration within Pierce County provides for two primary emergency
operations/coordination centers (EOC/ECC). The magnitude of the emergency or disaster could create the
need for both EOCs/ECCs to open at a high operational capacity. If a mass casualty incident (MCI) occurs
in the City of Tacoma, the Tacoma Fire Department (TFD) is the first responder agency responsible for
establishing Incident Command. The Incident Commander will make the MCI determination and request
ECC activation as necessary and appropriate. City of Tacoma ECC activation is likely to occur in a
significant event that creates a large number of patients. If an MCI occurs in the greater Pierce County area,
the Incident Commander from the “in charge” first responder agency will make the MCI determination and
contact the Pierce County Department of Emergency Management (PCEM) for EOC activation as necessary
and appropriate. The Pierce County EOC is highly likely to be activated for all major MCIs within Pierce
County, regardless of jurisdiction. Identification of the lead EOC/ECC is dependent upon the incident
location:
• If it is located within the City of Tacoma, the City ECC will be the lead organization
• If the event occurs outside the City but within Pierce County, Pierce County EOC will be the lead
• If there are multiple locations associated with a single incident, the Pierce County EOC will be the
lead organization.
The role of the lead EOC/ECC is to facilitate:
• The overall coordination of emergency activities
• The establishment of overall incident priorities
• Coordination with other agencies and jurisdictions, including requests for state and federal resources
• Coordination of mutual aid and emergency medical transportation resource requests
• The collection, evaluation and dissemination of damage information and emergency public
information
• The implementation of policy as needed
The non-lead EOC/ECC will focus on operations within their jurisdictional boundaries, and coordinate with
and support the lead EOC/ECC operations. Representatives from support agencies will liaison with either
or both EOCs according to their role in the incident as well as the need for emergency support functions.
ESF 8 primary and support agencies will maintain workable emergency operations plans that identify
critical personnel and responsibilities, emergency Chain of Command, appropriate emergency notification
procedures, alternate work locations, etc. Critical personnel and supporting agencies will be informed of
their role prior to emergencies and disasters. ESF 8 agencies will coordinate emergency operations plans
EMERGENCY SUPPORT FUNCTION 8:
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with other ESF 8 agencies. ESF 8 agencies will establish Continuity of Operations Plans (COOP)
procedures and lines of succession which are updated regularly. ESF 8 agencies will establish Chain of
Command and mobilization procedures and update each regularly.
The Pierce County Medical Program Director (MPD) prospectively assigns each EMS agency to a base
station for medical control. The Chain of Command for direction and guidance related to EMS is the Pierce
County MPD, the TFD Medical Advisor, and the TFD Deputy Chief of Operations. Any one of these
individuals, when acting on behalf of the Pierce County MPD, has the authority of the Pierce County MPD
in matters of EMS coordination. Each base station and receiving center has a designated physician who is
responsible for medical control in the absence of the Pierce County MPD. EMS providers will contact their
assigned base station and/or the appropriate receiving center in accordance with the current Pierce County
EMS Patient Care Protocols.
Good Samaritan Hospital is the Disaster Medical Control Center (DMCC) for Tacoma and Pierce County.
Madigan Army Medical Center is the alternate. Hospitals within the Franciscan and MultiCare Health
Systems will operate as receiving centers. EMS personnel transport patients to these facilities based on
chief complaint and criticality, hospital specialty and/or hospital capability. Good Samaritan may under
certain circumstances (e.g., communications system failure) transfer its DMCC responsibilities to Madigan
Army Medical Center (Pierce County alternate), or in the absence of Madigan availability to the King
County DMCC
• After the decision to transfer is made, Good Samaritan shall as soon as possible notify the TPCHD
Medical Group of the decision. The TPCHD Medical Group shall then:
a) Notify the appropriate EOC
b) Notify all EMS agencies and area hospitals
c) Advise the appropriate EOC once all the notifications are complete
• Good Samaritan will maintain a current and operational methodology to carry out this notification
process
The Pierce County Medical Examiner has independent authority in all cities/towns and all unincorporated
areas of Pierce County, with the exclusive jurisdiction over human remains in all unnatural or unlawful
civilian deaths, individuals who come to their death suddenly when in apparent good health without medical
attendance within 36 hours preceding death, and all unclaimed bodies. The deaths of military reservists or
active duty military personnel are the shared jurisdiction of the military (and/or the Armed Forces Medical
Examiner) and the Pierce County Medical Examiner, defaulting to the Pierce County Medical Examiner if
military jurisdiction is not assumed. Madigan Army Medical Center (MAMC) is the military Western
Region Medical Command and Primary Patient Reception Center as identified in the National Disaster
Medical System (NDMS). MAMC ensures resources are available to provide medical services following a
disaster that overwhelms local health care resources, establishes a single, integrated national medical
response capability to assist state and local authorities in dealing with the medical and health effects of
major disasters, and requests for NDMS resources are coordinated through the TPCHD Medical Group and
communicated to the EOC.
Whole Community Involvement
Following a disaster or major emergency, effective response will require preparedness and the engagement
of the public and stakeholders throughout the region. Residents, businesses, and other public or private
agencies are encouraged through the form of public education outreach, to make plans and have the
necessary skills and resources for family preparedness and business continuity. Partnerships, memorandums
of understanding (MOUs), and mutual aid agreements are pre-established and will be utilized as applicable.
EMERGENCY SUPPORT FUNCTION 8:
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The City of Tacoma will prioritize restoration of essential services without discrimination based on assessed
needs of the disaster response.
S
(Bus & Rail, Special Needs Transportation Services)Special Needs
5. Organization
Any individual in the chain of command, when acting on behalf of the department/division director, has
the authority of the director in matters of operations and policy. The Chain of Command and
operational policies for external agencies may be found in each respective agency’s emergency plan and
procedures, published separately. The City of Tacoma follows the National Incident Management
System (NIMS)/Incident Command System (ICS):
6. Direction, Control, & Coordination
Horizontal and vertical information sharing ensures that all stakeholders are integrated and aware of the
needs at the state, tribal, territorial, and jurisdictional level.
Communitiy Groups
(Medical Reserve
Corps, CERT)
Non-Governmental
Organizations
(Northwest Healthcare
Network, DMCC)
Private Stakeholders
(AMR)
Individual
Preparedness (Good
hygeine & sanitation
practices, follow public
health warnings)
Tacoma
ECC
Operations
ESF 8: Public
Health & Medical
Services
Planning Logistics
Finance &
Administration
EMERGENCY SUPPORT FUNCTION 8:
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• Horizontal Integration - ensures regional plans are coordinated and communicated between response
partners.
• Vertical Integration - outlines ownership and responsibilities of communication systems between
partners.
• Metropolitan Medical Response System (MMRS) Plan – The Metropolitan Medical Response
System (MMRS) plan will be activated as needed to supplement field operational resources
when weapons of mass destruction cause the emergency or disaster.
• Federal ESF 8 – NDMS is a federally coordinated system that augments the nation’s emergency
medical response capabilities. The NDMS establishes a single, integrated national medical
response capability for assisting state and local authorities in dealing with the medical and health
effects of major peacetime disasters.
• Federal FIOP, Public Health/Healthcare/EMS and Fatality Management – Federal interagency
partners will be initiating and providing lifesaving medical treatment by completing triage and
initial stabilization of casualties and beginning definitive care for those likely to survive their
injuries following an incident, delivering medical countermeasures, completing health
assessments, identifying recovery processes, returning medical surge resources to pre-incident
levels, and establish and maintain requested recovery operations, morgue operations
(postmortem activities), Victim identification center Operations (ante mortem activities), and
release of human remains/final disposition and provide counseling for the bereaved..
• State ESF 8 – Delivers critical response capability when and where it is needed to save lives and
to minimize morbidity during a crisis.
• Pierce County Fire Chiefs Mass Casualty Incident Plan – The purpose of a county wide adopted
plan for mass casualty incidents is to achieve overall understanding of personnel assisting
neighboring departments.
• Regional Healthcare System Emergency Response Plan – Provides a concept of operations for a
coordinated healthcare response to a natural, technological, or human caused disaster in King,
Kitsap, and/or Pierce counties.
State/Federal
Plans
County/Regional
Plans
Private and Public
Partner Plans
COT Plans
ESF
•
Pierce County ESF 8
• Pierce County Mass Casualty
Incident Plan
• Regional Catastrophic
Disaster Coordination Plan
• Regional Healthcare System
Emergency Response Plan
(NWHRN)
• Multi-County Patient
Tracking Plan
•
State ESF 8 Annex
• Federal ESF 8
• Federal FIOP Public Health,
Healthcare & EMS/Fatality
Management
• Metropolitan Medical
Response System Plan
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• Regional Catastrophic Disaster Coordination Plan – Includes issue-specific Annexes and
Toolkits to assist coordination of planning, response, and recovery from regional catastrophic
incidents and disasters.
• Multi-County Patient Tracking Plan – Details process for patient identification, documentation of
location and conditions, and family reunification.
7. Information Collection, Analysis, & Dissemination
Information from field reports, data, social media monitoring, and other sources are collected, verified, and
approved by the ECC. The ECC ensures accurate and timely dissemination to stakeholders. City of Tacoma
ECC will request all departments and associated response partners to provide Essential Elements of
Information (EEI). The EEIs for the ESF will address the following, as applicable:
Level
Essential Element of Information
Federal EEI’s
• Number of total medical facilities in the impact zone
• Name and location of medical facilities operating on generator power
• Name and location of medical facilities evacuated
• Number and location of medical needs shelters operating
• Name and location of closed medical facilities (unable to provide
services)
• Location of medical evacuation airports
• Number of medical evacuations
• Location of ESF #8 resources (personnel/teams and equipment)
• Location of Department of Health and Human Services (HHS)
Incident Response Coordination Teams
• Location of Federal Medical Stations
• Number of ESF #8 patient encounters
• Number of State reported fatalities
• Location of temporary morgue facilities
• Limiting factors or shortfalls
City EEI’s
• Status of acute medical care facilities (e.g., level 1 trauma center)
• Status of chronic medical care facilities (e.g., long term care centers)
• Status of primary care and behavioral health facilities
• Status of home health agencies
• Status of VA Health System resources in the affected area
• Status of pharmaceutical supply chain
• Status of state and local EMS systems
• Active patient evacuations
• Future patient evacuations
• Status of state and local health departments
• Public health advisories
•
Availability of mortuary and post-mortuary services
Public/
Private
Partners
Tacoma
ECC
ESF 8
Ops
Section
Plans
Section
ESF 5
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• Availability of transportation, storage and disposal resources
• Status of body recovery and processing
• Descendant’s family assistance
Disaster Medical Control Center
Damage Assessment Information
• Patients
• Facilities
• Personnel
• Communications Capability
• Pharmaceuticals
• Supplies and Equipment
• Bed Space
• Resource Requirements
8. Responsibilities
The City of Tacoma and coordinating agencies will take actions in accordance with FEMA’s guidelines in
the Response Mission Area. The following tables will outline the applicable Core Capabilities and
associated Critical Tasks that these actions in this ESF should support:
Public Health, Healthcare, & EMS
Critical
Task I.D.
Critical Task Descriptions
1
Deliver medical countermeasures to exposed populations.
2
Complete triage and initial stabilization of casualties, and begin definitive care for those likely to
survive their injuries and illnesses.
3
Return medical surge resources to pre-incident levels, complete health assessments, and identify
recovery processes.
Fatality Management Services
Critical
Task I.D.
Critical Task Descriptions
1
Establish and maintain operations to recover a significant number of fatalities over a
geographically dispersed area.
2
Mitigate hazards from remains, facilitate care to survivors, and return remains for final
disposition.
Public Information & Warning
Critical
Task I.D.
Critical Task Descriptions
1
Inform all affected segments of society of critical lifesaving and life-sustaining information by all
means necessary, including accessible tools, to expedite the delivery of emergency services and
aid the public to take protective actions.
2
Deliver credible and actionable messages to inform ongoing emergency services and the public
about protective measures and other life-sustaining actions, and facilitate the transition to
recovery.
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Operational Coordination
Critical
Task I.D.
Critical Task Descriptions
1
Mobilize all critical resources and establish command, control, and coordination structures within
the affected community, in other coordinating bodies in surrounding communities, and across the
Nation, and maintain as needed throughout the duration of an incident.
2
Enhance and maintain command, control, and coordination structures consistent with the National
Incident Management System (NIMS) to meet basic human needs, stabilize the incident, and
transition to recovery.
Critical Transportation
Critical
Task I.D.
Critical Task Descriptions
1
Establish physical access through appropriate transportation corridors and deliver required
resources to save lives and to meet the needs of disaster survivors.
2
Ensure basic human needs are met, stabilize the incident, transition into recovery for an affected
area, and restore basic services and community functionality.
Environmental Response/Health & Safety
Critical
Task I.D.
Critical Task Descriptions
1
Identify, assess, and mitigate worker health and safety hazards, and disseminate health and safety
guidance and resources to response and recovery workers.
2
Minimize public exposure to environmental hazards through assessment of the hazards and
implementation of public protective actions.
Logistics & Supply Chain Management
Critical
Task I.D.
Critical Task Descriptions
1
Mobilize and deliver governmental, nongovernmental, and private sector resources to save lives,
sustain lives, meet basic human needs, stabilize the incident, and transition to recovery, to include
moving and delivering resources and services to meet the needs of disaster survivors.
2
Enhance public and private resource and services support for an affected area.
Mass Care Services
Critical
Task I.D.
Critical Task Descriptions
1
Move and deliver resources and capabilities to meet the needs of disaster survivors, including
individuals with access and functional needs.
Operational Communications
Critical
Task I.D.
Critical Task Descriptions
1
Ensure the capacity to communicate with both the emergency response community and the
affected populations and establish interoperable voice and data communications between Federal,
tribal, state, and local first responders.
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Situational Assessment
Critical
Task I.D.
Critical Task Descriptions
1
Deliver information sufficient to inform decision making regarding immediate lifesaving and life-
sustaining activities, and engage governmental, private, and civic sector resources within and
outside of the affected area to meet basic human needs and stabilize the incident.
2
Deliver enhanced information to reinforce ongoing lifesaving and life-sustaining activities, and
engage governmental, private, and civic sector resources within and outside of the affected area to
meet basic human needs, stabilize the incident, and transition to recovery.
Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Public Health,
Healthcare, &
EMS
1, 2
Disease control measures including examination,
testing, treatment, vaccination, decontamination,
isolation and /or quarantine
Tacoma-Pierce
County Health
Department
1
Implement quarantine policies as necessary to protect
public health
Control and prevent the spread of dangerous,
contagious or infectious diseases
Deliver medical countermeasures to exposed
populations
1, 2, 3
Prioritize and manage health and medical resources
during the incident to include Strategic National
Stockpile (SNS) assets
Activate community level health and medical surge
capacities
3
TPCHD will ensure all facilities operating under ESF
6 and ESF 8 meet public health standards
Coordinate emergency sanitation support
Monitor and assure safe food and drinking water
supply
Acts as advisor to Fire Department on personnel
protection, public health, assessments of the situation
and environmental impacts, and identification of
unknown products, in the event of a hazardous
materials incident
Operational
Communication
1
Provide 24-hour duty officer coverage in support of
public health and medical response activities
Operational
Coordination
1, 2
Establish an Area Medical Command to evaluate,
prioritize and coordinate emergency resource requests
Critical
Transportation
2
Coordinate patient evacuation from medical and long
term care facilities
2
Inter-facility transfer of inpatients to accommodate
incoming pre-hospital patients will be coordinated by
the TPCHD Medical Group
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Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Logistics &
Supply Chain
Management
1, 2
Receive and process registered emergency workers
for use as emergency response organization staff in
support of the Medical System response
Public
Information &
Warning
1
Disseminate emergency notification and additional
information to partners and public
1, 2
Inform the public as to the cause, nature and
prevention of disease and disability as well as the
preservation, promotion and improvement of health
Operational
Coordination
1 Establish incident command for on–scene operations
Tacoma Fire / EMS
Operational
Communication
1
Initiate contact with Disaster Medical Coordination
Center (DMCC)
Public Health,
Healthcare, &
EMS
1, 2
Provide BLS, ALS and/or field decontamination of
patients as necessary and appropriate
Personnel unable to report to designated work
location will report to the nearest operational TFD
fire station and offer assistance within the parameters
of license or certification
1, 2, 3
Identify and coordinate medical resources, including
mutual aid requests, deployment of MMRS resources
and/or regional and state pre-hospital patient care
resources
Mass Care
Services
1
Identify potential sites and support staff for
temporary emergency clinics, emergency care at
shelters and congregate care facilities
Critical
Transportation
2
Coordinate emergency Medical transportation
resources
Environmental
Response/Health
& Safety
1, 2
Conduct field decontamination as needed before
transport to area hospitals
Tacoma Fire
Department
1
Stress Management Awareness Response Team
(SMART) provides defusing and debriefings to TFD
personnel upon request
Environmental
Response/Health
& Safety
1
Provides stress management, and emotional and
spiritual support at the incident site to civilians and
emergency workers, and first responders
Tacoma-Pierce
County Chaplaincy
Coordinate on-scene interaction with family members
of victims and emergency response personnel
Environmental
Response/Health
& Safety
2
Enforce quarantine restrictions as requested by
TPCHD
Tacoma Police
Critical
Transportation
2
Assist in contacting and transporting critical hospital
personnel as requested and as resources allow
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Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Operational
Coordination
1, 2
Provide countywide hospital coordination in the
event of an all-hazards incident or a disaster
Disaster Medical
Control Center
Public Health,
Healthcare, &
EMS
2 Determine and coordinate patient disposition
Logistics &
Supply Chain
Management
1
Coordinate initial requests for resources from field
personnel until Area Command is established by the
TPCHD Medical Group which will coordinate with
the City ECC
1, 2
Determine allocation of MMRS pharmaceuticals and
equipment and coordinate with on-scene medical
officers in the event of a multiple site incident where
those resources are required
Operational
Communication
1
Act as the conduit for notification and coordinated
communication between the local health care
systems.
Situational
Assessment
1, 2
Monitor pre-hospital and emergency department
capacity, notifying the ECC when local capacity is
exceeded
Critical
Transportation
2
Determine need for forward movement of patients
and coordinate related activities accordingly
Public Health,
Healthcare, &
EMS
1, 2, 3
Manage “surge capacity” to accommodate a large
influx of patients in accordance with both established
hospital-specific and county-wide disaster
response/MCI protocols
Local Healthcare
Systems
(Franciscan,
MultiCare, Good
Samaritan)
1, 2
Perform patient triage to expedite access to
appropriate definitive treatment at system hospitals
and affiliated treatment facilities
Environmental
Response/Health
& Safety
1, 2
Provide a safe environment to include:
a) Decontamination
b) Secure ingress and egress (facility lockdown)
c) Adequate supplies and equipment
d) Coordination of care and resources with other
health care systems
e) Protection of staff
Logistics &
Supply Chain
Management
1, 2 Assist in blood procurement for community needs
1, 2
Re-supplies field responders and field treatment and
triage sites with consumable medical supplies when
no other supply sources are available
Operational
Coordination
1, 2
Each hospital will notify the TPCHD Medical Group
and the EOC when its command center is operational
and provide a liaison as requested
Operational
Communication
1
The Medical Group, via its hospital representative,
and hospital command centers will establish and
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Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
maintain direct communication throughout the
incident
Situational
Assessment
2
Monitor health care system treatment capacity over
the course of the incident and notify the TPCHD
Medical Group and the EOC if and when that
capacity is exceeded
1, 2
Assess internal damage assessment and report status
related to the EEIs in this ESF to the DMCC and/or
TPCHD Hospital representative and City ECC
Public Health,
Healthcare, &
EMS
1, 2
Provides emergency medical triage, treatment and
transport in coordination with the Incident
Commander, DMCC, and or the Field Care Unit in
the TPCHD Medical Group
Pierce County
Medical Examiner
Fatality
Management
1
Respond to incident scenes in accordance with the
Disaster Plan for a Multiple Fatality Incident to
include:
a) Location, safeguarding, recovery, transport and
examination of human remains
b) Identifying, safeguarding and documenting
physical and trace evidence
c) Transferring evidence with written
documentation of the chain of custody
d) Identifying, safeguarding, documenting and
transferring personal property of the deceased
Employ multiple methods of identifying the dead as
needed including, but not limited to, dental,
fingerprint and DNA
Coordinate necessary operations with the Washington
State Patrol Latent Print and Missing Persons Units,
area funeral directors, federal disaster mortuary
response team (DMORT), the Washington State
Dental Association and other associated agencies and
organizations
Establish temporary morgue site(s)
2 Establish a family assistance center
Public
Information &
Warning
2
Disseminate information to the media and the general
public
Public Health,
Healthcare, &
EMS
3
Notify county and state of employee fatalities Safety Office
Fatality
Management
2
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Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Fatality
Management
2
Provide hazard assessments for on-site workers,
including mitigations strategies, PPE
recommendations, and inform employee families of
benefit information
Environmental
Response/Health
& Safety
1
For employee safety aspect only: Collect worker
compensation information, provide accident
investigation for serious employee injuries, and
inform employee families of benefit information
Public
Information &
Warning
2
Advise on protective measures by researching CDC,
HHS, DOH, and L&I guidance
Logistics &
Supply Chain
Management
1, 2
Provides support for medical and mental health
services
American Red
Cross
Provides emergency medical transportation and
additional EMS resources
Private Ambulance
Services
Serves as an alternate supplier of consumable
medical supplies when no other supply resource is
available
Assists in procuring physician services
Pierce County
Medical Society
Provides information to member physicians on
current emergency response policy and procedures
Provides information and/or services for the disposal
of dead animals
Tacoma-Pierce
County Humane
Society
9. Resource Requirements
Micro-level (ECC)
• The ECC is co-located with the FCC and shares the robust and redundant communications
infrastructure. The ECC houses and maintains several desktop computers, software, Internet, ham
radio, NOAA radio, 800 MHz radios, satellite telephone with data, landline telephones, broadcast
and cable television, a printer/scanner/fax machine, and offline capabilities.
• Copies of forms and plans, such as the CEMP, are available in hard-copy and electronic formats at
the ECC. ESF representatives should come with applicable COOPs and SOPs.
• Training requirements: All ECC staff will complete the following FEMA classes online or in a
classroom setting: ICS-100, ICS-200, ICS-700 andICS-800. Selected management staff will be
required to also obtain ICS-300, ICS-400,
• Exercise requirements: All departments will conduct department specific drills as required by
industry specific mandates. All ECC Staff will participate in scheduled ECC Table Top Exercises
(TTX) and Functional or Full Scale Exercises provided by City Emergency Management.
• Access control to systems: Access to the ECC and many City of Tacoma facilities require a key
card, photo identification, or special permissions as applicable. Staff without pre-authorization will
be escorted by authorized staff.
• I.D. Process: All City of Tacoma staff are issued photo identification cards
• WA State Emergency Management Division WebEOC
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Macro-level (Emergency-wide)
• City departments should develop and make available, when necessary, the requisite personnel and
equipment to fulfill roles and responsibilities identified in this ESF
• As a minimum, all departments should expect to sustain emergency operations for 72 hours and have
other resources programmed for use up to 14 days
• External Partner Liaisons to City ECC
10. References and Supporting Guidance
• American Public Health Association Guidelines
• Centers for Disease Control Guidelines
• Community Lifelines Implementation Toolkit Version 1.0
• National Preparedness Goal
• National Response Framework
11. Terms and Definitions
None
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Primary Agency:
Police
Support Agencies:
Fire
Fire – Emergency Management
External Agencies:
Pierce County Search and Rescue Council
Tacoma-Pierce County Chaplaincy
1. Purpose
Coordinates the rapid deployment of search and rescue resources to provide specialized life-saving
assistance. The City of Tacoma will make every reasonable effort to respond effectively and efficiently
based upon the situation, information and resources available at the time and in accordance with federal
Core Capabilities.
Primary Core Capabilities
Response Mission Area
Mass Search and Rescue
Deliver traditional and atypical search and rescue capabilities,
including personnel, services, animals, and assets to survivors in need,
with the goal of saving the greatest number of endangered lives in the
shortest time possible.
Support Core Capabilities
Response Mission Area
Operational Coordination
Establish and maintain a unified and coordinated operational structure
and process that appropriately integrates all critical stakeholders and
supports the execution of Core Capabilities.
Situational Assessment
Provide all decision makers with decision-relevant information
regarding the nature and extent of the hazard, any cascading effects,
and the status of the response.
2. Authorities and Policies
The following policies were used to develop this ESF and may be used in coordination for response
activities:
• RCW 38.52.400 – Search and rescue activities – Powers and duties of local officials: Establishes that
the chief law enforcement officer of each political subdivision is responsible for local search and
rescue activities. Operations shall be in accordance with state and local operations plans adopted by
the elected governing body of each local political subdivision.
• RCW 68.50 – Human remains: When search and rescue activities result in the discovery of a
deceased person or search and rescue workers assist in the recovery of human remains, the chief law
enforcement officer of the political subdivision shall insure compliance with this RCW.
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• WAC 118-40: Emergency Worker Program – Outlines rules pertaining to the use, classes, scope,
conditions of duty and training of emergency workers and compensation of emergency workers'
claims.
3. Situation Overview
Search and rescue resources come into play in any type of emergency or disaster that requires finding and/or
removing people from danger or harm. Tacoma’s urban setting puts the city at risk of needing urban search
and rescue efforts following a major disaster, such as an earthquake. Additionally, the city’s largest park,
Point Defiance, includes a large wooded area with perilous cliffs along the surrounding waters edge. This
park is frequented by thousands of visitors each year, creating a high potential for children or adults to find
themselves in need of search and rescue resources. Search and rescue resources will be needed not only
during times of disaster, but on a day-to-day basis for recreational incidents, lost and missing persons, and
other types of search and rescue operations.
4. Concept of Operations
General
Search and rescue is defined by state law (RCW 38.52) as the act of searching for, and rescuing, any person
who is lost, injured or killed in the out of doors, or as a result of a man-made or natural disaster. Extensive
rescue operations shall be a team effort of law enforcement, fire services, volunteers, other agencies and the
private sector, with the Police Department providing overall command, control and coordination. Functions
include but are not limited to the following:
• Structural collapse (urban) search and rescue
• Maritime/coastal/waterborne search and rescue
• Land search and rescue
It is the intent of the City of Tacoma:
• To recognize and use Search and Rescue Standards adopted by Pierce County and Washington State
Department of Emergency Management.
Resources and expertise may be drawn from the capabilities of the Puget Sound Urban Search and Rescue
Task Force. Sponsored by Pierce County and made up of public agencies from Seattle, King and Pierce
Counties, and the City of Tacoma, this Task Force is one of FEMA’s 28 teams in the National Urban
Rescue System.
The primary source of support personnel for search and rescue comes from volunteers, particularly the
Pierce County Search and Rescue Council. Commissioned police officers trained in Search and Rescue
procedures coordinate and supervise the volunteers. The City may also use other special search and rescue
resources. Due to the specific training and equipment required for locating and extricating victims in
structure fires, collapse and marine search and rescue operations, these responsibilities may be shared or
delegated to the Tacoma Fire Department. The Public Works Department, Street Maintenance Division is
the lead agency to provide heavy equipment. The Public Works Buildings Division is the lead agency to
provide technical advice concerning structures.
If additional urban search and rescue resources are needed, they may be acquired through mutual aid from
neighboring jurisdictions. If neighboring jurisdiction resources are unavailable, a request can be made to
the WA State EOC for additional resources through the National Urban Search and Rescue Response
System. These assets would be brought into the nearest serviceable airfield and staged in Pierce County for
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assignment. Support for these Task Forces may be provided by the State Military Department under the
scope of the State Search and Rescue Plan.
Whole Community Involvement
Following a disaster or major emergency, effective response will require preparedness and the engagement
of the public and stakeholders throughout the region. Residents, businesses, and other public or private
agencies are encouraged through the form of public education outreach, to make plans and have the
necessary skills and resources for family preparedness and business continuity. Partnerships, memorandums
of understanding (MOUs), and mutual aid agreements are pre-established and will be utilized as applicable.
The City of Tacoma will prioritize restoration of essential services without discrimination based on assessed
needs of the disaster response.
(Bus & Rail, Special Needs Transportation Services)Special Needs
5. Organization
The City of Tacoma follows the National Incident Management System (NIMS)/Incident Command
System (ICS):
6. Direction, Control, & Coordination
Horizontal and vertical information sharing ensures that all stakeholders are integrated and aware of the
needs at the state, tribal, territorial, and jurisdictional level.
Tacoma
ECC
Operations
ESF 9: Search
and Rescue
Planning Logistics
Finance &
Administration
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• Horizontal Integration - ensures regional plans are coordinated and communicated between response
partners.
• Vertical Integration - outlines ownership and responsibilities of communication systems between
partners.
• Pierce County ESF 9 Annex – Provide guidance for search and rescue (SAR) operations.
• Puget Sound Regional Catastrophic Disaster Coordination Plan – Structural Collapse Rescue: A
comprehensive plan to facilitate an effective response to structural collapse incidents.
• State ESF 9 Annex – Provides for the coordination and effective utilization of all available
resources in the conduct of Search and Rescue (SAR) operations.
• Federal ESF 9 Annex – Rapidly deploys Federal SAR resources to provide lifesaving assistance
to State, tribal, and local authorities, to include local SAR Coordinators and Mission
Coordinators, when there is an actual or anticipated request for Federal SAR assistance.
• Federal Response FIOP – Describes the delivery of the Mass Search and Rescue (SAR)
Operations core capability to deliver SAR capabilities, including personnel, services, animals,
and assets to survivors in need, with the goal of saving the greatest number of endangered lives
in the shortest time possible.
7. Information Collection, Analysis, & Dissemination
Information from field reports, data, social media monitoring, and other sources are collected, verified, and
approved by the ECC. The ECC ensures accurate and timely dissemination to stakeholders. City of Tacoma
State/Federal
Plans
County/Regional
Plans
Private and Public
Partner Plans
COT Plans
ESF
Public/
Private
Partners
Tacoma
ECC
ESF 9
Ops
Section
Plans
Section
ESF 5
•
Pierce County ESF 9 Annex
• Puget Sound Regional
Catastrophic Disaster
Coordination Plan –
Structural Collapse Rescue
• State ESF 9 Annex
• Federal ESF 9 Annex
• Federal FIOP Mass Search
and Rescue Operations
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ECC will request all departments and associated response partners to provide Essential Elements of
Information (EEI).
The EEIs for the ESF will address the following, as applicable:
Level
Essential Element of Information
Federal EEI’s
• Type, assignment, resources, and status of Federal SAR
resources
• Status of SAR missions, including number of rescues, number of
areas completed, and number of current counties or areas of
operations
• Limiting factors or shortfalls
City EEI’s
• Number and location of missing survivors
• Life threatening hazards to responders and survivors
• Availability and resources of search and rescue teams
• Status of animal assists, structural assessments, and shelter in
place
8. Responsibilities
The City of Tacoma and coordinating agencies will take actions in accordance with FEMA’s guidelines in
the Response Mission Area. The following tables will outline the applicable Core Capabilities and
associated Critical Tasks that these actions in this ESF should support:
Mass Search and Rescue
Critical
Task I.D.
Critical Task Descriptions
1
Conduct search and rescue operations to locate and rescue persons in distress.
2
Initiate community-based search and rescue support operations across a wide, geographically
dispersed area.
3
Ensure the synchronized deployment of local and regional teams to reinforce ongoing search and
rescue efforts and transition to recovery.
Operational Coordination
Critical
Task I.D.
Critical Task Descriptions
1
Mobilize all critical resources and establish command, control, and coordination structures within
the affected community, in other coordinating bodies in surrounding communities, and across the
Nation, and maintain as needed throughout the duration of an incident.
2
Enhance and maintain command, control, and coordination structures consistent with the National
Incident Management System (NIMS) to meet basic human needs, stabilize the incident, and
transition to recovery.
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Response Mission Area
Core
Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Mass Search
and Rescue
Operations
1, 2
Provide command, control and coordination of search
and rescue operations
Police
Operational
Coordination
Mass Search
and Rescue
Operations
3
Provide resource coordination for the incident
Fire-EM
Operational
Coordination
2
Mass Search
and Rescue
Operations
1
Provide search and rescue resources for locating and
extricating victims in structure fires, collapse and
marine search and rescue operations
Fire
9. Resource Requirements
Micro-level (ECC)
• The ECC is co-located with the FCC and shares the robust and redundant communications
infrastructure. The ECC houses and maintains several desktop computers, software, Internet, ham
radio, NOAA radio, 800 MHz radios, satellite telephone with data, landline telephones, broadcast
and cable television, a printer/scanner/fax machine, and offline capabilities.
• Copies of forms and plans, such as the CEMP, are available in hard-copy and electronic formats at
the ECC. ESF representatives should come with applicable COOPs and SOPs.
• Training requirements: All ECC staff will complete the following FEMA classes online or in a
classroom setting: ICS-100, ICS-200, ICS-700 andICS-800. Selected management staff will be
required to also obtain ICS-300, ICS-400,
• Exercise requirements: All departments will conduct department specific drills as required by
industry specific mandates. All ECC Staff will participate in scheduled ECC Table Top Exercises
(TTX) and Functional or Full Scale Exercises provided by City Emergency Management.
• Access control to systems: Access to the ECC and many City of Tacoma facilities require a key
card, photo identification, or special permissions as applicable. Staff without pre-authorization will
be escorted by authorized staff.
• I.D. Process: All City of Tacoma staff are issued photo identification cards
• WA State Emergency Management Division WebEOC
Macro-level (Emergency-wide)
• City departments should develop and make available, when necessary, the requisite personnel and
equipment to fulfill roles and responsibilities identified in this ESF
• As a minimum, all departments should expect to sustain emergency operations for 72 hours and have
other resources programmed for use up to 14 days
• External Partner Liaisons to City ECC
10. References and Supporting Guidance
• Community Lifelines Implementation Toolkit Version 1.0
EMERGENCY SUPPORT FUNCTION 9:
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• National Preparedness Goal
• National Response Framework
11. Terms and Definitions
None
EMERGENCY SUPPORT FUNCTION 10:
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Primary Agency:
Fire
Support Agencies:
Police
Tacoma-Pierce County Health Department
Environmental Services
Safety Office
External Agencies:
BNSF
FBI
Pierce County Local Emergency Planning Committee
Private Hazardous Materials Clean Up Contractors
Regulated Facilities/Responsible Party
United States Environmental Protection Agency (EPA)
Washington State Department of Ecology
Washington State Military Department (10th CST)
Washington State Patrol
1. Purpose
Coordinates support in response to an actual or potential discharge and/or release of oil or hazardous
materials. The City of Tacoma will make every reasonable effort to respond effectively and efficiently based
upon the situation, information and resources available at the time and in accordance with federal Core
Capabilities.
Primary Core Capabilities
Response Mission Area
Environmental Response/Health
& Safety
Conduct appropriate measures to ensure the protection of the health
and safety of the public and workers, as well as the environment, from
all hazards in support of responder operations and the affected
communities.
Support Core Capabilities
Response Mission Area
On-Scene Security, Protection,
and Law Enforcement
Ensure a safe and secure environment through law enforcement and
related security and protection operations for people and communities
located within affected areas and also for response personnel engaged
in lifesaving and life-sustaining operations.
Operational Coordination
Establish and maintain a unified and coordinated operational structure
and process that appropriately integrates all critical stakeholders and
supports the execution of Core Capabilities.
Public Health, Healthcare, and
Emergency Medical Services
Provide lifesaving medical treatment via Emergency Medical Services
and related operations, and avoid additional disease and injury by
providing targeted public health, medical, and behavioral health
support and products to all affected populations.
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Support Core Capabilities
Mass Care Services
Provide life-sustaining and human services to the affected population,
to include hydration, feeding, sheltering, temporary housing, evacuee
support, reunification, and distribution of emergency supplies.
Logistics and Supply Chain
Management
Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and
fuel support, as well as the coordination of access to community
staples. Synchronize logistics capabilities and enable the restoration of
impacted supply chains.
Public Information and Warning
Deliver coordinated, prompt, reliable, and actionable information to
the whole community through the use of clear, consistent, accessible,
and culturally and linguistically appropriate methods to effectively
relay information regarding any threat or hazard and, as appropriate,
the actions being taken and the assistance being made available.
2. Authorities and Policies
The following policies were used to develop this ESF and may be used in coordination for response
activities:
• Chapter 118-40 WAC – Hazardous Chemical Emergency Response Planning
• Pierce County Hazard Identification and Risk Analysis (HIRA)
• Public Law 99-499 – Superfund Amendment and Reauthorization Act (SARA)
• SARA Title III – Emergency Planning and Community Right-to-Know Act (EPCRA
3. Situation Overview
Potentially disastrous hazardous materials situations in Tacoma are varied and numerous, but could include
such scenarios as an explosion or release from a chemical company, a transportation accident involving a
hazardous substance or an act of terrorism which threatens our population.
Hazardous materials incidents can occur anywhere at any time as identified in the Pierce County Hazard
Identification and Risk Assessment (HIRA). There are a large number of regulated hazardous materials
may be transported via road, rail lines, pipelines, waterways and through flight paths. Upon initial
assessment, some incidents may not have obvious impacts on life, property or the environment. However,
they may have subtle long-term consequences for human health and the environment. Hazardous materials
incidents may have different characteristics and require adaptable response due to the nature of their
volatility, complexity and size. Occupants of residences and businesses could be required to evacuate or
shelter in place. Hazardous materials incidents encompass a wide variety of potential situations and
hazards, some of which are fires, spills, transportation accidents, flammability, radioactivity, corrosiveness,
explosive ability, and reactivity. Each incident is unique and requires all emergency response personnel to
approach with caution.
Recognition, identification and stabilization of an incident are the primary goals. Recovery and cleanup are
the responsibility of the shipper, spiller and/or owner.
4. Concept of Operations
General
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The Tacoma Fire Department has been designated an Incident Command agency and is responsible for
incidents involving hazardous materials during the critical and containment stages. The Hazardous
Materials Response Team will provide technical expertise, equipment and assistance at the incident and
shall advise the Incident Commander. The Tacoma Police Department would be the lead agency if the
event involves terrorism.
Functions include but are not limited to the following:
• Environmental assessment of the nature and extent of oil and hazardous materials contamination; and
• Environmental decontamination and cleanup, including buildings/structures and management of
contaminated waste.
Whole Community Involvement
Following a disaster or major emergency, effective response will require preparedness and the engagement
of the public and stakeholders throughout the region. Residents, businesses, and other public or private
agencies are encouraged through the form of public education outreach, to make plans and have the
necessary skills and resources for family preparedness and business continuity. Partnerships, memorandums
of understanding (MOUs), and mutual aid agreements are pre-established and will be utilized as applicable.
The City of Tacoma will prioritize restoration of essential services without discrimination based on assessed
needs of the disaster response.
(Bus & Rail, Special Needs Transportation Services)Special Needs
5. Organization
The City of Tacoma follows the National Incident Management System (NIMS)/Incident Command
System (ICS):
6. Direction, Control, & Coordination
Horizontal and vertical information sharing ensures that all stakeholders are integrated and aware of the
needs at the state, tribal, territorial, and jurisdictional level.
Tacoma
ECC
Operations
ESF 10: Oil &
Hazardous
Materials Response
Planning Logistics
Finance &
Administration
EMERGENCY SUPPORT FUNCTION 10:
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• Horizontal Integration - ensures regional plans are coordinated and communicated between response
partners.
• Tacoma Fire Department Hazardous Materials Response Plan –
• Vertical Integration - outlines ownership and responsibilities of communication systems between
partners.
7. Information Collection, Analysis, & Dissemination
Information from field reports, data, social media monitoring, and other sources are collected, verified, and approved
by the ECC. The ECC ensures accurate and timely dissemination to stakeholders. City of Tacoma ECC will request
all departments and associated response partners to provide Essential Elements of Information (EEI). The EEIs for
the ESF will address the following, as applicable:
Level
Essential Element of Information
Federal EEI’s
• Type and status of ESF #10 resource deployments
• Status of significant oil or hazardous material releases
• Number of oil and hazardous materials leaks, spills, or releases or
threatened releases from facilities, vessels, pipelines, rail, and any
other sources
State/Federal
Plans
County/Regional
Plans
Private and Public
Partner Plans
COT Plans
ESF 10
Public/
Private
Partners
Tacoma
ECC
ESF 10
Ops
Section
Plans
Section
ESF 5
•
Pierce County ESF 10
• Tacoma Fire Department
Hazardous Materials
Response Plan
•
State ESF 10 Annex
• Federal ESF 10
• Federal FIOP Fire
Suppression and
Management Annex
EMERGENCY SUPPORT FUNCTION 10:
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• Extent of oil and hazardous materials facilities (includes offshore
facilities) or mobile facilities damaged, destroyed, or without power
• Nature and extent of actual or potential environmental contamination
and its environmental contamination and impacts, as appropriate
• Limiting factors or shortfalls
City EEI’s
• Weather conditions
• Status of hazardous material facilities
• Amount, type, and containment procedures of hazardous materials
• Reported or suspected hazardous material/toxic release incidents
• Status of hazardous material supply chain
• Debris issues affecting the transportation system
• Status of debris clearance operations
• Reported or suspected hazardous material/toxic release incidents
• Actual or potential radiological or nuclear incidents
• Monitoring actions planned or underway for HAZMAT incidents
8. Responsibilities
The City of Tacoma and support agencies will take actions in accordance with FEMA’s guidelines in the
Response Mission Area. The following tables will outline the applicable Core Capabilities and associated
Critical Tasks that these actions in this ESF should support:
Environmental Response / Health and Safety
Critical
Task I.D.
Critical Task Description
1
Identify, assess, and mitigate worker health and safety hazards, and disseminate health and safety
guidance and resources to response and recovery workers.
2
Minimize public exposure to environmental hazards through assessment of the hazards and
implementation of public protective actions.
3
Detect, assess, stabilize, and clean up releases of oil and hazardous materials into the environment,
including buildings/structures, and properly manage waste.
4
Identify, evaluate, and implement measures to prevent and minimize impacts to the environment,
natural and cultural resources, and historic properties from all-hazard emergencies and response
operations.
On-Scene Security, Protection, and Law Enforcement
Critical
Task I.D.
Critical Task Description
1
Establish a safe and secure environment in an affected area.
2
Provide and maintain on-scene security and meet the protection needs of the affected population
over a geographically dispersed area while eliminating or mitigating the risk of further damage to
persons, property, and the environment.
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Operational Coordination
Critical
Task I.D.
Critical Task Description
1
Mobilize all critical resources and establish command, control, and coordination structures within
the affected community, in other coordinating bodies in surrounding communities, and across the
Nation, and maintain as needed throughout the duration of an incident.
2
Enhance and maintain command, control, and coordination structures consistent with the National
Incident Management System (NIMS) to meet basic human needs, stabilize the incident, and
transition to recovery.
Public Health, Healthcare, and Emergency Medical Services
Critical
Task I.D.
Critical Task Description
1
Deliver medical countermeasures to exposed populations.
2
Complete triage and initial stabilization of casualties, and begin definitive care for those likely to
survive their injuries and illnesses.
3
Return medical surge resources to pre-incident levels, complete health assessments, and identify
recovery processes.
Mass Care Services
Critical
Task I.D.
Critical Task Description
2
Establish, staff, and equip emergency shelters and other temporary housing options (including
accessible housing) for the affected population.
Logistics and Supply Chain Management
Critical
Task I.D.
Critical Task Description
1
Mobilize and deliver governmental, nongovernmental, and private sector resources to save lives,
sustain lives, meet basic human needs, stabilize the incident, and transition to recovery, to include
moving and delivering resources and services to meet the needs of disaster survivors.
2
Enhance public and private resource and services support for an affected area.
Public Information and Warning
Critical
Task I.D.
Critical Task Description
1
Inform all affected segments of society of critical lifesaving and life-sustaining information by all
means necessary, including accessible tools, to expedite the delivery of emergency services and
aid the public to take protective actions.
2
Deliver credible and actionable messages to inform ongoing emergency services and the public
about protective measures and other life-sustaining actions, and facilitate the transition to
recovery.
Response Mission Area
Core
Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Environmental
Response /
3
Respond to hazardous materials incidents
Fire / Hazardous
Materials Team
1, 2, 3, 4
Provide technical expertise, equipment, and assistance
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Response Mission Area
Core
Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Health &
Safety
3 Conduct sampling of potential Hazardous Material
1
Implement Personal Protective Actions
Mass Care
Services
2
Coordinate evacuation or shelter in place measures as
needed based on hazard
On-Scene
Security,
Protection,
and Law
Enforcement
1, 2 Assist law enforcement in crime scene preservation
Operational
Coordination
1, 2
Coordinate with representatives from the impacted
jurisdiction’s Emergency Management Agency and/or
the Pierce County Emergency Management
On-Scene
Security,
Protection,
and Law
Enforcement
2
Coordinate with state and federal law enforcement on
crime scene investigation if substance is illegal or of
explosive nature
Tacoma Police
On-Scene
Security,
Protection,
and Law
Enforcement
2 Activate Bomb Squad if on-scene explosive hazard
On-Scene
Security,
Protection,
and Law
Enforcement
1
Provide road closure, crowd control and detours for
incident
Logistics and
Supply Chain
Management
2 Coordinate Sample transport with WSP
Operational
Coordination
1
Coordinate spill response for storm drain and sanitary
sewer system contamination
Environmental
Services
Environmental
Response /
Health &
Safety
1
For employee safety aspect only: Provide hazard
assessments for on-site workers, including mitigations
strategies, engineering controls, and PPE
recommendations related to chemicals
Safety Office
Environmental
Response /
Health &
Safety
1
For employee safety aspect only: Provide chemical
exposure analysis, air quality testing, worker negative
exposure assessments, and post-exposure medical
monitoring/surveillance activities
Public Health,
Healthcare,
and
2
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Response Mission Area
Core
Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Emergency
Medical
Services
Public
Information &
Warning
2
Advise on protective measures by researching CDC,
HHS, DOH, and L&I guidance
Public Health,
Healthcare,
and
Emergency
Medical
Services
1, 2, 3
Take such measures as the Health Officer deems
necessary to promote and protect the public’s health
Tacoma-Pierce
County Health
Department
Environmental
Response /
Health &
Safety
2 Direct the closure of contaminated sites, as necessary
Public
Information
and Warning
1, 2
Provide information to the public on the health effects
of, and how to avoid contamination from a hazardous
materials release as needed
Public Health,
Healthcare,
and
Emergency
Medical
Services
3
Make a final determination on when contamination no
longer poses a public health risk
Initiate actions to reopen sites once contaminated when
the threat is properly mitigated
Environmental
Response /
Health &
Safety
2, 3, 4
Assess the public health and property implications of a
hazardous materials incident and take appropriate
actions
Logistics and
Supply Chain
Management
2
In conjunction with the Washington State Departments
of Ecology and Health, assist water and sewer utilities
in the investigation and mitigation of impacts from the
effects of a hazardous materials incident
Assist the Fire Department to identify cleanup and
disposal contractors, in the event of a hazardous
materials incident
9. Resource Requirements
Micro-level (ECC)
• The ECC is co-located with the FCC and shares the robust and redundant communications
infrastructure. The ECC houses and maintains several desktop computers, software, Internet, ham
radio, NOAA radio, 800 MHz radios, satellite telephone with data, landline telephones, broadcast
and cable television, a printer/scanner/fax machine, and offline capabilities.
EMERGENCY SUPPORT FUNCTION 10:
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• Copies of forms and plans, such as the CEMP, are available in hard-copy and electronic formats at
the ECC. ESF representatives should come with applicable COOPs and SOPs.
• Training requirements: All ECC staff will complete the following FEMA classes online or in a
classroom setting: ICS-100, ICS-200, ICS-700 andICS-800. Selected management staff will be
required to also obtain ICS-300, ICS-400.
• Exercise requirements: All departments will conduct department specific drills as required by
industry specific mandates. All ECC Staff will participate in scheduled ECC Table Top Exercises
(TTX) and Functional or Full Scale Exercises provided by City Emergency Management.
• Access control to systems: Access to the ECC and many City of Tacoma facilities require a key
card, photo identification, or special permissions as applicable. Staff without pre-authorization will
be escorted by authorized staff.
• I.D. Process: All City of Tacoma staff are issued photo identification cards
• WA State Emergency Management Division WebEOC
Macro-level (Emergency-wide)
• City departments should develop and make available, when necessary, the requisite personnel and
equipment to fulfill roles and responsibilities identified in this ESF
• As a minimum, all departments should expect to sustain emergency operations for 72 hours and have
other resources programmed for use up to 14 days
• External Partner Liaisons to City ECC
10. References and Supporting Guidance
• Community Lifelines Implementation Toolkit Version 1.0
• National Preparedness Goal
• National Response Framework
11. Terms and Definitions
None
12. References and Supporting Plans
TFD Standard Operating Procedures
The following policies and documents contribute to the development and execution of this ESF:
• 40 CFR Part 355 - Emergency Planning and Notification
• 40 CFR Part 370 - Hazardous Chemical Report: Community Right-to-Know
• Chapter 118-40 WAC - Hazardous Chemical Emergency Response Planning and Community Right-to-
Know Reporting
• Chapter 173-340 WAC MTCA
• Chapter 296-305-03002 WAC – Safety Standards for Firefighters-Hazmat
• Chapter 296-824 WAC - Emergency Response-Hazmat Response
• NFPA 1081: Standard for Industrial Fire Brigade Member Professional Qualifications
• NFPA 1500: Standard on Fire Department Occupational Safety and Health Program
• NFPA 1982: Standard on Personal Alert Safety Systems (PASS)
• NFPA 472: Standard for Competence of Responders to Hazardous Materials/Weapons of Mass
Destruction Incidents
• NFPA 473: Standard for Competencies for EMS Personnel Responding to Hazardous
Materials/Weapons of Mass Destruction Incident
• Pierce County code 2.118.030: Powers and Duties
EMERGENCY SUPPORT FUNCTION 10:
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• RCW 70.05.070 - Powers and Duties of the Local Health Officer
• RCW 70.105D - Hazardous Waste Cleanup-Model Toxics Control Act
• RCW 70.119A - Public Water Systems
• RCW 70.136 - Hazardous materials incidents
• RCW 70.136.030 - Incident Command Agencies - Designation by Political Subdivisions
• RCW 90.56.020 - Director Responsible for Spill Response (Department of Ecology)
• RCW 38.52.070 - Local Organizations and Joint Local Organizations Authorized - Establishment,
Operation - Emergency Powers, Procedures
• SARA Title III (Public Law 99-499)
• U.S. Code: Title 42, Chapter 116, Section 11003a-g - Comprehensive Emergency Response Plans
EMERGENCY SUPPORT FUNCTION 11:
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Primary Agency:
Neighborhood and Community Services
Tacoma Water
Support Agencies:
Environmental Services
Finance
Metro Parks
Planning and Development Services
Safety Office
External Agencies:
American Red Cross
Food and Drug Administration (FDA)
Pierce County Emergency Management
Salvation Army
Tacoma-Pierce County Health Department
Tacoma-Pierce County Humane Society
United States Department of Agriculture (USDA)
Washington Department of Ecology (WDOE)
Washington State Animal Response Team (WASART)
Washington State Department of Agriculture (WSDA)
Washington State Department of Archaeology and Historical Preservation
Washington State Department of Social and Health Services (WSDSHS)
Washington State Emergency Management Division
1. Purpose
Coordinates a variety of functions designed to protect the Nation’s food supply, respond to pest and disease
incidents impacting agriculture, and protect natural and cultural resources. To provide coordination and
guidance for the emergency use and security of food and potable water, ensure the safety and well-being of
animals, and provide protection for natural and cultural resources and historic properties. The City of
Tacoma will make every reasonable effort to respond effectively and efficiently based upon the situation,
information and resources available at the time and in accordance with federal Core Capabilities.
Primary Core Capabilities
Response Mission Area
Environmental Response/Health &
Safety
Conduct appropriate measures to ensure the protection of the health
and safety of the public and workers, as well as the environment, from
all hazards in support of responder operations and the affected
communities.
Support Core Capabilities
Response Mission Area
Operational Coordination
Establish and maintain a unified and coordinated operational structure
and process that appropriately integrates all critical stakeholders and
supports the execution of Core Capabilities.
EMERGENCY SUPPORT FUNCTION 11:
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Support Core Capabilities
Logistics & Supply Chain
Management
Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and
fuel support, as well as the coordination of access to community
staples. Synchronize logistics capabilities and enable the restoration of
impacted supply chains.
Mass Care Services
Provide life-sustaining and human services to the affected population,
to include hydration, feeding, sheltering, temporary housing, evacuee
support, reunification, and distribution of emergency supplies.
Shared Response and Recovery Mission Areas
Infrastructure Systems
Stabilize critical infrastructure functions, minimize health and safety
threats, and efficiently restore and revitalize systems and services to
support a viable, resilient community.
2. Authorities and Policies
The following policies were used to develop this ESF and may be used in coordination for response
activities:
• National Historic Preservation Act, Section 106 - requires Federal agencies to take into account the
effects of their undertakings on historic properties and to provide the Advisory Council on Historic
Preservation (ACHP) with a reasonable opportunity to comment.
• RCW 16.36 Animal Health – These laws set forth the laws for importation and health requirements
of certain imported animals. It also allows the director to establish inspection procedures for the
transportation of animals. A section provides that it is unlawful for a person to bring an animal into
Washington state without first securing a certificate of veterinary inspection, reviewed by the state
veterinarian of the state of origin, verifying that the animal meets the Washington state animal health
• RCW 17.24 Insect Pests and Plant Diseases – This chapter provides a strong system for the
exclusion of plant and bee pests and diseases through regulation of movement and quarantines of
infested areas to protect the forest, agricultural, horticultural, floricultural, and apiary industries of
the state; plants and shrubs within the state; and the environment of the state from the impact of
insect pests, plant pathogens, noxious weeds, and bee pests and the public and private costs that
result when these infestations become established.
• RCW 43.23 Department of Agriculture – The Department of Agriculture carries out a broad
spectrum of activities that benefit the producers, distributors and consumers of food and agricultural
products. The department protects public health and safety through its regulation of food producers,
processors and distributors, and its regulation of pesticide and fertilizer use. The department seeks to
protect the state's natural resources, its agricultural industry and the public through surveillance,
control, and/or eradication of selected plant pests and diseases and animal diseases in Washington
state. The department works to facilitate the orderly movement of agricultural products in domestic
and international markets by providing timely and accurate official inspection and certification of
grain, fruits, vegetables, nursery stock, seeds, livestock and other agricultural commodities. The
department combats hunger and improves health among low-income individuals and families by
supporting nutritious food distribution, food banks and tribal food voucher programs. The
department assists with the development of agricultural markets and to guarantee marketplace equity
for businesses and consumers.
3. Situation Overview
During many types of hazardous conditions, it is difficult or impossible to move goods in and out of the
area. After a disaster, there may be a shortage of food and water and special provisions will need to be
EMERGENCY SUPPORT FUNCTION 11:
AGRICULTURE AND NATURAL RESOURCES
7/21/2020 Page | 3 City of Tacoma CEMP
made for health and safety. Businesses where animals are integral to operations (such as production
agriculture, zoos/exhibitors, research facilities, breeders, animal welfare agencies/sanctuaries, and veterinary
hospitals) should be encouraged to have contingency plans in place for animals housed in the facility, in the
event of a disaster or emergency. Nonprofit networks, such as the American Veterinary Medical
Association and the Association of Zoos and Aquariums/Zoo Animal Health Network, can provide
information on contingency planning for veterinary facilities, zoos, and other congregate animal facilities.
4. Concept of Operations
General
Disaster, combined with adverse weather or disease, may impact the availability food supply and disrupt
distribution networks. Should this condition exist, it would be necessary to work with the food commodity
industry to effectively manage the distribution of existing inventories of food and water.
Functions include but are not limited to the following:
• Nutrition assistance
• Agricultural disease and pest response
• Technical expertise, coordination, and support of animal and agricultural emergency management
• Meat, poultry, and processed egg products safety and defense
• Natural and cultural resources and historic properties protection
Most animal and agriculture emergency response resources and assets are owned or controlled by the
private sector and non-governmental organizations (NGOs). WSDA has a limited capacity of resources and
will rely heavily on NGO and private industry contribution. Animal and agricultural health responses will
be conducted in collaboration with county, state, and federal authorities and private industries. Local, state,
federal, and/or tribal, authorities will need to inspect agricultural production facilities and distributors
following a disaster to determine their capacity to operate safely and to ensure they do not pose a risk to
public health and the environment. Actions taken during an emergency threatening the environment or
cultural and historic resources will be done in collaboration with the appropriate local, state, and tribal
agencies.
Businesses where animals are integral to operations (such as production agriculture, zoos/exhibitors,
research facilities, breeders, animal welfare agencies/sanctuaries, and veterinary hospitals) should be
encouraged to have contingency plans in place for animals housed in the facility, in the event of a disaster or
emergency. Nonprofit networks, such as the American Veterinary Medical Association (AVMA) and the
Association of Zoos and Aquariums/Zoo Animal Health Network, can provide information on contingency
planning for veterinary facilities, zoos, and other congregate animal facilities.
The City ECC, in conjunction with representatives from the food supply industry will establish plans for this
function. The U.S. Department of Agriculture (USDA) is responsible for the distribution of the nation's
food supply and the preservation of agricultural resources in a national emergency.
The Tacoma-Pierce County Health Department is the lead agency for the coordination of public health
services which have a relationship with agriculture services (e.g. vector control; examination of food and
water supplies for contamination; inspection of food preparation vendors for adherence to health standards;
emergency sanitation standards).
EMERGENCY SUPPORT FUNCTION 11:
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Whole Community Involvement
Following a disaster or major emergency, effective response will require preparedness and the engagement
of the public and stakeholders throughout the region. Residents, businesses, and other public or private
agencies are encouraged through the form of public education outreach, to make plans and have the
necessary skills and resources for family preparedness and business continuity. Partnerships, memorandums
of understanding (MOUs), and mutual aid agreements are pre-established and will be utilized as applicable.
The City of Tacoma will prioritize restoration of essential services without discrimination based on assessed
needs of the disaster response.
(Bus & Rail, Special Needs Transportation Services)Special Needs
5. Organization
The City of Tacoma follows the National Incident Management System (NIMS)/Incident Command
System (ICS):
6. Direction, Control, & Coordination
Horizontal and vertical information sharing ensures that all stakeholders are integrated and aware of the
needs at the state, tribal, territorial, and jurisdictional level.
Tacoma
ECC
Operations
ESF 11:
Agriculture and
Natural Resources
Planning Logistics
Finance &
Administration
EMERGENCY SUPPORT FUNCTION 11:
AGRICULTURE AND NATURAL RESOURCES
7/21/2020 Page | 5 City of Tacoma CEMP
• Horizontal Integration - ensures regional plans are coordinated and communicated between response
partners.
• Vertical Integration - outlines ownership and responsibilities of communication systems between
partners.
• State ESF 11 – (1) Organizes and coordinates state support for the protection of the state’s
agriculture and natural and cultural resources during state-wide emergencies. (2) Works with
local, state, and tribal entities during actual and potential incidents to provide nutrition
assistance; respond to animal and agricultural health issues; ensure safety and defense of the
state’s food and feed supply; and ensure the protection of natural and cultural resources and
historic properties
• Federal ESF 11 – (1) Organizes and coordinates Federal support for the protection of the
Nation’s agricultural and natural and cultural resources during national emergencies. (2) Works
during actual and potential incidents to provide nutrition assistance; respond to animal and
agricultural health issues; provide technical expertise, coordination and support of animal and
agricultural emergency management; ensure the safety and defense of the Nation’s supply of
meat, poultry, and processed egg products; and ensure the protection of natural and cultural
resources and historic properties.
• Federal Response FIOP – Public Health, Healthcare, and Emergency Medical Services Annex – Outlines
the delivery of the Public Health, Healthcare, and Emergency Medical Services core capability.
Discusses how the federal ESF 11 is used to respond to health-related issues centered around animal and
plant diseases.
• Pierce County ESF 11 - Supports County, local and tribal authorities to address: (1) emergency
provision of nutritional assistance; (2) coordinate to control and eradicate an outbreak of a
highly contagious or economically devastating animal/zoonotic disease, highly infective exotic
plant disease, or economically devastating plant pest infestation; (3) assurance of food safety
and food security; (4) protection of natural and cultural resources and historic properties (NCH)
resources prior to, during, and/or after an Incident of National Significance.
State/Federal
Plans
County/Regional
Plans
Private and Public
Partner Plans
COT Plans
ESF
•
Pierce County ESF 11
• Tacoma-Pierce County Public
Health
• State ESF 11 Annex
• Federal ESF 11
• Federal Response FIOP –
Public Health, Healthcare,
and Emergency Medical
Services Annex
EMERGENCY SUPPORT FUNCTION 11:
AGRICULTURE AND NATURAL RESOURCES
7/21/2020 Page | 6 City of Tacoma CEMP
7. Information Collection, Analysis, & Dissemination
Information from field reports, data, social media monitoring, and other sources are collected, verified, and
approved by the ECC. The ECC ensures accurate and timely dissemination to stakeholders. City of Tacoma
ECC will request all departments and associated response partners to provide Essential Elements of
Information (EEI). The EEIs for the ESF will address the following, as applicable:
Level
Essential Element of Information
Federal EEI’s
• Status of distribution of U.S. Department of Agriculture (USDA)
Foods for congregate and/or household feeding
• Status of delivery of USDA Disaster Supplemental Nutrition
Assistance Program
• Status of procurement and delivery of infant formula and baby
food to supplement FEMA’s infant/toddler kits
• Status of response operations by USDA Food Safety and
Inspection Service
• Status of Department of the Interior natural and cultural
resources and historic properties response and/or preparation
efforts to assist states and/or FEMA
• Status of other ESF #11 operations in support of FEMA/state
response efforts
• Limiting factors or shortfalls
City EEI’s
• Status of area agriculture
• Status of food stock
• Food safety
8. Responsibilities
The City of Tacoma and coordinating agencies will take actions in accordance with FEMA’s guidelines in
the Response Mission Area. The following tables will outline the applicable Core Capabilities and
associated Critical Tasks that these actions in this ESF should support:
Environmental Response/Health & Safety
Critical
Task
I.D.
Critical Task Descriptions
1
Identify, assess, and mitigate worker health and safety hazards, and disseminate health and safety
guidance and resources to response and recovery workers.
2
Minimize public exposure to environmental hazards through assessment of the hazards and
implementation of public protective actions.
Public/
Private
Partners
Tacoma ECC ESF 11 Ops Section
Plans
Section
ESF 5
EMERGENCY SUPPORT FUNCTION 11:
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Environmental Response/Health & Safety
Critical
Task
I.D.
Critical Task Descriptions
3
Detect, assess, stabilize, and clean up releases of oil and hazardous materials into the environment,
including buildings/structures, and properly manage waste.
4
Identify, evaluate, and implement measures to prevent and minimize impacts to the environment,
natural and cultural resources, and historic properties from all-hazard emergencies and response
operations.
Operational Coordination
Critical
Task
I.D.
Critical Task Descriptions
2
Enhance and maintain command, control, and coordination structures consistent with the National
Incident Management System (NIMS) to meet basic human needs, stabilize the incident, and
transition to recovery.
Infrastructure Systems
Critical
Task
I.D.
Critical Task Descriptions
3
Provide for the clearance, removal, and disposal of debris.
Logistics & Supply Chain Management
Critical
Task
I.D.
Critical Task Descriptions
1
Mobilize and deliver governmental, nongovernmental, and private sector resources to save lives,
sustain lives, meet basic human needs, stabilize the incident, and transition to recovery, to include
moving and delivering resources and services to meet the needs of disaster survivors.
2
Enhance public and private resource and services support for an affected area.
Mass Care Services
Critical
Task
I.D.
Critical Task Descriptions
1
Move and deliver resources and capabilities to meet the needs of disaster survivors, including
individuals with access and functional needs.
Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Logistics &
Supply Chain
Management
1, 2
Coordinate the identification and utilization of
existing food and water resources
Fire/EM
Neighborhood and
EMERGENCY SUPPORT FUNCTION 11:
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7/21/2020 Page | 8 City of Tacoma CEMP
Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Acquire and secure food and water resources from
local, state and federal entities
Community
Services
Metro Parks
Provide facilities and/or space for Community Point
of Distribution Site set up in Tacoma Neighborhoods
Coordinate delivery of CPOD supplies from state
staging area to local jurisdiction
Environmental
Response/Health
& Safety
1, 2, 3, 4
Coordinate debris management plan and associated
contractors
Environmental
Services
Infrastructure
Systems
3
Operational
Coordination
2
Track and document resource hours and incident
expenditures
Finance
Environmental
Response/Health
& Safety
1
For employee safety aspect only: Provide hazard
assessments for on-site workers, including
mitigations strategies, engineering controls, and PPE
recommendations
Safety Office
4
Identify and coordinate emergency related activities
pertaining to cultural resources and historical
preservation
Planning and
Development
Services
2, 4
Manage, monitor, or provide technical assistance on
emergency stabilization of shorelines, riparian buffer
zones, and hillsides
4
Provides information and/or services for the disposal
of dead animals
Tacoma-Pierce
County Humane
Society
Logistics &
Supply Chain
Management
2
Act as advisor to Fire Department on personnel
protection, public health, assessments of the situation
and environmental impacts, and identification of
unknown products, in the event of a hazardous
materials incident
Tacoma-Pierce
County Health
Department
9. Resource Requirements
Micro-level (ECC)
• The ECC is co-located with the FCC and shares the robust and redundant communications
infrastructure. The ECC houses and maintains several desktop computers, software, Internet, ham
radio, NOAA radio, 800 MHz radios, satellite telephone with data, landline telephones, broadcast
and cable television, a printer/scanner/fax machine, and offline capabilities.
• Copies of forms and plans, such as the CEMP, are available in hard-copy and electronic formats at
the ECC. ESF representatives should come with applicable COOPs and SOPs.
• Training requirements: All ECC staff will complete the following FEMA classes online or in a
classroom setting: ICS-100, ICS-200, ICS-700 andICS-800. Selected management staff will be
required to also obtain ICS-300, ICS-400,
EMERGENCY SUPPORT FUNCTION 11:
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7/21/2020 Page | 9 City of Tacoma CEMP
• Exercise requirements: All departments will conduct department specific drills as required by
industry specific mandates. All ECC Staff will participate in scheduled ECC Table Top Exercises
(TTX) and Functional or Full Scale Exercises provided by City Emergency Management.
• Access control to systems: Access to the ECC and many City of Tacoma facilities require a key
card, photo identification, or special permissions as applicable. Staff without pre-authorization will
be escorted by authorized staff.
• I.D. Process: All City of Tacoma staff are issued photo identification cards
• WA State Emergency Management Division WebEOC
Macro-level (Emergency-wide)
• City departments should develop and make available, when necessary, the requisite personnel and
equipment to fulfill roles and responsibilities identified in this ESF
• As a minimum, all departments should expect to sustain emergency operations for 72 hours and have
other resources programmed for use up to 14 days
• External Partner Liaisons to City ECC
10. References and Supporting Guidance
• Community Lifelines Implementation Toolkit Version 1.0
• National Preparedness Goal
• National Response Framework
11. Terms and Definitions
None
EMERGENCY SUPPORT FUNCTION 12:
ENERGY
7/21/2020 Page | 1 City of Tacoma CEMP
Primary Agency:
Tacoma Public Utilities - Power
Puget Sound Energy
Support Agencies:
Tacoma Fire Department
Tacoma Police Department
External Agencies:
Other Energy/Utility Providers
1. Purpose
Facilitates the reestablishment of damaged energy systems and components, and provides technical expertise
during an incident involving radiological/nuclear materials. To provide for effective use of available electric
power and natural gas to meet essential needs, and to facilitate restoration of energy systems affected by an
emergency or disaster. The City of Tacoma will make every reasonable effort to respond effectively and
efficiently based upon the situation, information and resources available at the time and in accordance with
federal Core Capabilities.
Primary Core Capabilities
Shared Response and Recovery Mission Areas
Infrastructure Systems
Stabilize critical infrastructure functions, minimize health and safety
threats, and efficiently restore and revitalize systems and services to
support a viable, resilient community.
Support Core Capabilities
Response Mission Area
Logistics & Supply Chain
Management
Deliver essential commodities, equipment, and services in support of
impacted communities and survivors, to include emergency power and
fuel support, as well as the coordination of access to community
staples. Synchronize logistics capabilities and enable the restoration of
impacted supply chains.
Situational Assessment
Provide all decision makers with decision-relevant information
regarding the nature and extent of the hazard, any cascading effects,
and the status of the response.
2. Authorities and Policies
The following policies were used to develop this ESF and may be used in coordination for response
activities:
• City Resolution No 38804, adopted December 17, 2013; and
• Pierce County Code 2.118.040 B
3. Situation Overview
Any number of incidents can disrupt utility service in Tacoma. The most frequent cause of power outages is
vehicles hitting poles or transformers and animals such as rodents and birds making contact with
conductors. During inclement weather, wind, ice and snowstorms often cause downed branches, trees,
EMERGENCY SUPPORT FUNCTION 12:
ENERGY
7/21/2020 Page | 2 City of Tacoma CEMP
power and communication lines. Underground electrical and gas utilities can be damaged during
construction activities, causing disruption to service. A worst- case scenario might be a Cascadia-level
earthquake, causing serious damage to transportation and utility infrastructure. Damage to roads, access to
fuel, injuries and other issues will impact employee availability requiring creative use of available Tacoma
Power and Puget Sound Energy (PSE) Emergency Response Plan resources.
4. Concept of Operations
General
This ESF covers the maintenance and restoration of City of Tacoma energy capabilities, to include
electricity and natural gas. These systems are owned, operated, and serviced by City of Tacoma
departments, Puget Sound Energy, Tacoma Power, private agencies, and supporting governmental entities.
Functions include but are not limited to the following:
• Energy infrastructure assessment, repair, and reestablishment
• Energy industry utilities coordination
• Energy forecast
Tacoma Power and PSE plan for various scalable damage scenarios when determining their incident
response. Annual training exercises are held and are often based on worst-case scenarios. The
aforementioned “Hazards and Conditions” incidents enable the exercise of scalable plans on a daily/weekly
basis. Not all incidents require the activation of the Incident Command Structure (ICS). These incidents are
handled through the utilities control centers.
After safety needs are met, Tacoma Power prioritizes the work that will get the most customers back in
power the fastest.
• Perform initial assessment: We determine the location and nature of the outage. Based on those
factors, we send out appropriate crews and equipment.
• Protect public safety: We clear live power lines and repair equipment that poses a safety hazard.
Public health and safety facilities, such as hospitals, clinics and utilities (water, sewer, natural gas
and telephone) get first priority.
• Repair transmission lines: Transmission lines supply power from generating facilities, like dams,
to one or more substations. They rarely fail, but it is possible. Since trouble on a transmission line
affects thousands of customers, it gets attention first.
• Repair substations: We survey any substations involved in the outage to check for abnormalities.
If we can fix the issue at the substation, we can get power back on for a large number of customers.
Substations act as a distribution and switching station.
• Repair feeder lines: Feeders are like arterial streets. We patrol the individual lines, working our
way down the system from the substation. This is often how we find limbs and trees on
lines. Feeder lines serve 1,000 to 3,000 customers and are usually the lines affected when you hear
of a power outage on the news.
• Repair tap lines: Tap lines move power from feeder lines to individual streets. They feed pockets
of 20 to 30 homes each.
• Restore power to individual homes or businesses: This task takes the longest. Sometimes damage
can occur on the service line between your house and the transformer on the pole. This may be why
your neighbor has power but you do not. This is why we may need you to report your outage
multiple times through a multi-day restoration effort as we work our way through the system.
EMERGENCY SUPPORT FUNCTION 12:
ENERGY
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The City of Tacoma Emergency Coordination Center may establish liaison with such energy and utility
providers to coordinate disaster and emergency needs and services.
Tacoma Power restoration will be managed from the Tacoma Power Energy Control Center and the TPU
Emergency Operations Center (Formerly Click! Annex A).
When the immediate life safety needs of the employees are met, each Division will make an assessment of
what has happened, what can be done, and what is needed as it relates to their operations. Specific
information needed is the status of employees, equipment and facilities. This information is then reported to
the Director and the Executive Management Team.
In the event of a major event during working hours, the Emergency Response Team, under the general
direction of the Utilities Safety Officer, shall be responsible for the immediate needs of Tacoma Public
Utilities staff and the safe evacuation or relocation of employees.
If a catastrophic incident occurs during non-working hours, Tacoma Public Utilities employees are
instructed to check on their families and homes, ensure family is safe and their living situation secure, then
to report to their normal work location for assignment. If, due to the circumstances, they cannot get to their
normal work location at the North or South Service Center, they should report to the Service Center they
can reach or to the nearest fire station or other City of Tacoma facility to offer assistance.
Policy level coordination with the Mayor and the City Manager, as well as operational coordination of status
reports and needs assessments are accomplished through the City of Tacoma Emergency Coordination
Center (ECC). The Director, or his designee, is responsible for establishing liaison with the ECC for either
policy level, operations level, or public affairs coordination. The Power System Control Manager and the
Community/Media Services Manager, or their respective designees automatically report to the ECC to
initiate coordination. The ECC will coordinate resources, establish priorities, assess and document damages
and provide information to the public. The ECC may initiate information programs to keep the public
informed of utility status and any restrictions.
The Director of Emergency Management may advise Tacoma Public Utilities or other public or private
utilities operating in the City of Tacoma of federal or state restrictions, or any emergency restrictions or
operating policies established by City government. The ECC may also coordinate with the Emergency
Resources Management Organization if activated by the Governor.
Whole Community Involvement
Following a disaster or major emergency, effective response will require preparedness and the engagement
of the public and stakeholders throughout the region. Residents, businesses, and other public or private
agencies are encouraged through the form of public education outreach, to make plans and have the
necessary capabilities to alternative power sources including generators, batteries, and/or solar methods for
hours, days, or even weeks until primary infrastructure can be restored. Partnerships, memorandums of
understanding (MOUs), and mutual aid agreements are pre-established and will be utilized as applicable.
The City of Tacoma will prioritize restoration of critical infrastructure and energy systems without
discrimination based on assessed needs of the disaster response.
EMERGENCY SUPPORT FUNCTION 12:
ENERGY
7/21/2020 Page | 4 City of Tacoma CEMP
(Bus & Rail, Special Needs Transportation Services)Special Needs
5. Organization
The City of Tacoma follows the National Incident Management System (NIMS)/Incident Command
System (ICS):
6. Direction, Control, & Coordination
Horizontal and vertical information sharing ensures that all stakeholders are integrated and aware of the
needs at the state, tribal, territorial, and jurisdictional level.
Communitiy Groups
(CERT, Map Your
Neighborhood, HOA)
Private Stakeholders
(Energy and fuel
providers, tree and debris
removal)
Individual Preparedness
(Backup power supply,
Utilities safety awareness)
Tacoma
ECC
Operations
ESF 12: Energy
Planning Logistics
Finance &
Administration
EMERGENCY SUPPORT FUNCTION 12:
ENERGY
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• Horizontal Integration - ensures regional plans are coordinated and communicated between response
partners.
• Transmission and Distribution Emergency Response Plan - The T&D Emergency Response
Plan (ERP) is a formal document that identifies and defines specific roles and actions that would
be taken following an event to repair critical infrastructure and restore power as quickly as
possible to our customers
• Generation Emergency Action Plan (EAP) – The Generation Emergency Action Plan (EAP) is a
formal document that identifies potential emergency conditions at a dam and specifies
preplanned actions to be followed to minimize property damage and loss of life.
• Mutual Aid Agreements (MOUs): Formal agreements with other energy and utility partners that
allows Tacoma Power to acquire additional resources such as equipment and personnel to aid in
the response to an event
• TPU COOP – Establishes planning details and guidance for Tacoma Public Utilities to continue
Mission Essential Functions (MEF) and Essential Supporting Activities (ESA) under all threats
and conditions. While the severity and consequences of an emergency cannot be predicted,
effective contingency planning can minimize the impact on TPU’s mission, personnel,
resources, and facilities.
• Puget Sound Energy System Restoration Plan – Establishes a comprehensive framework for
responding to incidents. Provides regional response partners a summary of how PSE responds to
emergency incidents.
• Vertical Integration - outlines ownership and responsibilities of communication systems between
partners.
• Pierce County ESF 12 Annex - Provides for effective use of available electric power, natural gas
and petroleum products to meet essential needs, and to facilitate restoration of energy systems
affected by an emergency or disaster.
State/Federal
Plans
County/Regional
Plans
Private and Public
Partner Plans
COT Plans
ESF
• Pierce County ESF 12
• Region 5 Hazard Mitigation
Plan – City of Tacoma
Infrastructure Section
• Puget Sound Energy
Emergency Response Plan
• TPU COOP
• T&D Emergency Response
Plan
• Generation, Emergency
Action Plan (EAP)
• Mutual Aid Agreements
(MOUs)
•
State ESF 12 Annex
• Federal ESF 12 Annex
• Federal Response FIOP
EMERGENCY SUPPORT FUNCTION 12:
ENERGY
7/21/2020 Page | 6 City of Tacoma CEMP
• Region 5 Hazard Mitigation Plan 2013-2018 Update; City of Tacoma Infrastructure Section –
Describes vulnerability in terms of the types and numbers of existing and future buildings,
infrastructure, and critical facilities located in the identified hazard areas.
• State ESF 12 Annex - Provide for the effective use of available electric power, natural gas and
petroleum products required to meet essential needs and to facilitate restoration of energy
systems affected by an emergency or disaster.
• Federal ESF 12 Annex – (1) Facilitates the restoration of damaged energy systems and
components when activated by the Secretary of Homeland Security for incidents requiring a
coordinated Federal response. (2) Under Department of Energy (DOE) leadership, ESF #12 is
an integral part of the larger DOE responsibility of maintaining continuous and reliable energy
supplies for the United States through preventive measures and restoration and recovery actions.
• Federal Response FIOP - Describe the delivery of the Infrastructure Systems core capability to
stabilize critical infrastructure functions, minimizes health and safety threats, and efficiently
restores and revitalizes systems and services to support a viable, resilient community.
• Federal Energy Regulatory Commission
• NERC
7. Information Collection, Analysis, & Dissemination
Information from field reports, data, social media monitoring, and other sources are collected, verified, and
approved by the ECC. The ECC ensures accurate and timely dissemination to stakeholders. City of Tacoma
ECC will request all departments and associated response partners to provide Essential Elements of
Information (EEI). The EEIs for the ESF will address the following, as applicable:
Level
Essential Element of Information
Federal EEI’s
• Status of repair crews; number, type, location
• Current status of electrical power, including number and location
of customers without power
• Timetable for power restoration
• Limiting factors or shortfalls
• Provide infrastructure status, as applicable, to include refineries
offline, impacts to pumping stations, natural gas and petroleum
pipelines, platform status and evacuations, shut in production
numbers, and potential impacts to coal transport
State EEI’s
Disaster Impact Numbers related to:
• Number of customers without electricity
• Number of customers without natural gas
• Number of customers without access to petroleum
• Number of energy facilities/systems needing inspection
• Status of repair crews; number, type, location
Public/
Private
Partners
Tacoma
ECC
ESF 12
Ops
Section
Plans
Section
ESF 5
EMERGENCY SUPPORT FUNCTION 12:
ENERGY
7/21/2020 Page | 7 City of Tacoma CEMP
• Factors which will limit disaster response or repair
Status (operational, damaged, destroyed, unknown), Approximate
restoration date, and Limitations or obstacles to restoration related to:
• Electricity Generation Facilities
• Electricity Transmission Facilities
• Electricity Distribution Facilities
• Liquefied Natural Gas (LNG) Plants
• Natural Gas Processing Facilities
• Natural Gas Storage Facilities
o Quantity and location of natural gas available
• Natural Gas Transportation Systems/Facilities
• Natural Gas Distribution Facilities
o Location and status of new and/or temporary fuel
distribution points
• Crude Oil Storage Facilities
o Quantity of crude oil available
• Petroleum Processing Refineries
o Quantity of refined product available
• Petroleum Product Storage
o Quantity and location of refined product available
• Petroleum Product Transportation Systems/Facilities
o Location and Status of New and/or Temporary Fuel
Distribution Points
• Consumption and Distribution
o Consumption rate of natural gas and/or petroleum
product
o How much natural gas and/or petroleum product is being
requested by emergency response personnel?
City EEI’s
• Status of electrical power generation and distribution facilities
• Number of people and locations without power
• Estimated time to restoration of power
• Number of electrically dependent persons (e.g., medical
equipment) affected
• Status of nuclear power plants
• Status of nuclear power plants within 10 miles
• Status of natural gas and fuel pipelines in the affected area
• Status of critical facilities
• Availability of temporary power resources
• Status of commercial fuel stations
• Responder fuel availability
• Status of critical fuel facilities
• Status of fuel supply line
EMERGENCY SUPPORT FUNCTION 12:
ENERGY
7/21/2020 Page | 8 City of Tacoma CEMP
8. Responsibilities
The City of Tacoma and coordinating agencies will take actions in accordance with FEMA’s guidelines in
the Response Mission Area. The following tables will outline the applicable Core Capabilities and
associated Critical Tasks that these actions in this ESF should support:
Infrastructure Systems
Critical
Task
I.D.
Critical Task Descriptions
2
Re-establish critical infrastructure within the affected areas to support ongoing emergency response
operations, life sustainment, community functionality, and a transition to recovery.
4
Formalize partnerships with governmental and private sector cyber incident or emergency response
teams to accept, triage, and collaboratively respond to cascading impacts in an efficient manner.
Logistics & Supply Chain Management
Critical
Task
I.D.
Critical Task Descriptions
1
Mobilize and deliver governmental, nongovernmental, and private sector resources to save lives,
sustain lives, meet basic human needs, stabilize the incident, and transition to recovery, to include
moving and delivering resources and services to meet the needs of disaster survivors.
2
Enhance public and private resource and services support for an affected area.
Situational Assessment
Critical
Task
I.D.
Critical Task Descriptions
1
Deliver information sufficient to inform decision making regarding immediate lifesaving and life-
sustaining activities, and engage governmental, private, and civic sector resources within and outside
of the affected area to meet basic human needs and stabilize the incident.
2
Deliver enhanced information to reinforce ongoing lifesaving and life-sustaining activities, and
engage governmental, private, and civic sector resources within and outside of the affected area to
meet basic human needs, stabilize the incident, and transition to recovery.
Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Infrastructure
Systems
2
Distribution automation and feeder sectionalizing
Tacoma Public
Utilities - Power
Dispatch personnel and equipment to repair utility
infrastructure
Restore services
4
Coordinate with Mutual Aid Partners, other
Energy/Utility Partners for the acquisition of
additional resources
Logistics &
Supply Chain
1, 2
Provide emergency power and fuel support per TPU
Fuel Plan
EMERGENCY SUPPORT FUNCTION 12:
ENERGY
7/21/2020 Page | 9 City of Tacoma CEMP
Response Mission Area
Core Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Management
1
Assist in traffic control
Tacoma Police
Department
Provide detours
Respond to Fires
Tacoma Fire
Department
Assist in establishing safety zone perimeter
Infrastructure
Systems
4
Provide resources and services through Tacoma
Power’s MOUs
Other Energy /
Utilities Provides
Situational
Assessment
1, 2
Regularly report status updates to ECC for purposes
of response coordination, resource requests, and
distribution of situational reports
All Departments
9. Resource Requirements
Micro-level (ECC)
• The ECC is co-located with the FCC and shares the robust and redundant communications
infrastructure. The ECC houses and maintains several desktop computers, software, Internet, ham
radio, NOAA radio, 800 MHz radios, satellite telephone with data, landline telephones, broadcast
and cable television, a printer/scanner/fax machine, and offline capabilities.
• Copies of forms and plans, such as the CEMP, are available in hard-copy and electronic formats at
the ECC. ESF representatives should come with applicable COOPs and SOPs.
• Training requirements: All ECC staff will complete the following FEMA classes online or in a
classroom setting: ICS-100, ICS-200, ICS-700 andICS-800. Selected management staff will be
required to also obtain ICS-300, ICS-400,
• Exercise requirements: All departments will conduct department specific drills as required by
industry specific mandates. All ECC Staff will participate in scheduled ECC Table Top Exercises
(TTX) and Functional or Full Scale Exercises provided by City Emergency Management.
• Access control to systems: Access to the ECC and many City of Tacoma facilities require a key
card, photo identification, or special permissions as applicable. Staff without pre-authorization will
be escorted by authorized staff.
• I.D. Process: All City of Tacoma staff are issued photo identification cards
• WA State Emergency Management Division WebEOC
Macro-level (Emergency-wide)
• City departments should develop and make available, when necessary, the requisite personnel and
equipment to fulfill roles and responsibilities identified in this ESF
• As a minimum, all departments should expect to sustain emergency operations for 72 hours and have
other resources programmed for use up to 14 days
• External Partner Liaisons to City ECC
10. References and Supporting Guidance
• Community Lifelines Implementation Toolkit Version 1.0
• National Preparedness Goal
• National Response Framework
EMERGENCY SUPPORT FUNCTION 12:
ENERGY
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11. Terms and Definitions
DOC: Departmental Operations Center
Energy: Includes producing, refining, transporting, generating, transmitting, conserving, building,
distributing, and maintaining energy systems and system components.
EMERGENCY SUPPORT FUNCTION 13:
PUBLIC SAFETY AND SECURITY
7/21/2020 Page | 1 City of Tacoma CEMP
Primary Agency:
Tacoma Police Department
Support Agencies:
Tacoma Fire Department
External Agencies:
Pierce County Emergency Management
Pierce County Sheriff
Pierce Transit
Private Transportation Agencies
Sound Transit
South Sound 911
Tacoma Public Schools
US National Guard
Washington State Department of Transportation
Washington State Patrol
1. Purpose
Coordinates the integration of public safety and security capabilities and resources to support the full range
of incident management activities. To provide coordination and guidance for law enforcement in response
to large-scale emergencies and disasters. The City of Tacoma will make every reasonable effort to respond
effectively and efficiently based upon the situation, information and resources available at the time and in
accordance with federal Core Capabilities.
Primary Core Capabilities
Response Mission Area
On-scene Security, Protection, &
Law Enforcement
Ensure a safe and secure environment through law enforcement and
related security and protection operations for people and communities
located within affected areas and also for response personnel engaged
in lifesaving and life-sustaining operations.
Support Core Capabilities
Response Mission Area
Operational Coordination
Establish and maintain a unified and coordinated operational structure
and process that appropriately integrates all critical stakeholders and
supports the execution of Core Capabilities.
Mass Search & Rescue Operations
Deliver traditional and atypical search and rescue capabilities,
including personnel, services, animals, and assets to survivors in need,
with the goal of saving the greatest number of endangered lives in the
shortest time possible.
Situational Assessment
Provide all decision makers with decision-relevant information
regarding the nature and extent of the hazard, any cascading effects,
and the status of the response.
2. Authorities and Policies
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• Tacoma Municipal Code: Title 7
3. Situation Overview
Any large-scale emergency or disaster, natural or man-made, holds potential for causing disruption and the
need for control and coordination by law enforcement to ensure the safety and security of our citizens. This
document gives guidance for when an incident goes beyond the normal day to day field operations of law
enforcement. Such incidents could be stand-alone situations or the result of a larger disaster.
4. Concept of Operations
General
During an emergency or disaster, the need for public safety and security will increase. The Tacoma Police
Department (TPD) is the lead in public safety and security related response and recovery efforts. Such
disruptions can include the need for law enforcement, criminal investigation, crowd or traffic control,
Explosive Ordinance and Detection Team, Special Weapons and Tactics, evacuations and/or search and
rescue operations. Coordination between the Police Department and other law enforcement agencies is
facilitated by the State Mutual Aid Assistance Act. This allows law enforcement personnel respond to
another jurisdiction upon request and for jurisdictions to develop more specific agreements for special
circumstances. Functions include but are not limited to the following:
• Facility and resource security;
• Security planning and technical resource assistance;
• Public safety and security support; and
• Support to access, traffic, and crowd control.
It is the intention of the City of Tacoma:
• That upon the occurrence of a major disaster, field units will assess the incident and report to the
established Incident Command
• That appropriate Incident Command System (ICS) information will be communicated to the Police
liaison in the City of Tacoma Emergency Coordination Center (ECC)
• That Police Department personnel sent to assist other jurisdictions will integrate into the established
ICS as outlined in the National Incident Management System (NIMS) protocols
• That other jurisdiction's personnel who respond to requests for assistance from the City of Tacoma
will be interoperable
When the scope of an event requires going beyond normal field operations, the Tacoma Police Department
will respond in the following manner:
Incident Command will be established and the incident will be managed by identified objectives, based on
the priorities of life safety, scene stabilization, and property/environmental preservation.
Field information will be relayed by the Incident Commander, or designee, to the Police Liaison in the ECC
or to the ECC Manager depending on the established position at the time.
Policy level coordination may be accomplished with the City’s Policy Group at the City Emergency
Coordination Center (ECC)
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The Tacoma Police Command Duty Officer (CDO) or Shift Commander is responsible for establishing
liaison with the ECC to provide coordination of law enforcement activities with other response functions.
The CDO/Shift Commander may report to the ECC, or assign a designee, depending upon the situation.
Coordination may be required at the policy, supervisory, or operations level depending upon the size and
scope of the event and what level of city management personnel report to the ECC.
The Police Department Public Information Officer (PIO) is the lead for media and public information
services relating to the Police Department. This may be coordinated with the City Emergency Public
Information Officer from the ECC or Joint Information Center (JIC), if necessary.
If required, off-duty personnel will be recalled to duty through normal methods. If it is apparent that a
major incident has occurred that disrupts normal communications channels, off-duty personnel are
instructed to make contact with their supervisor for instructions. If they cannot make contact, they are
instructed to report to the nearest Police or City facility to offer assistance and receive instructions.
Requests for additional assistance beyond what Tacoma Public Utilities can handle shall be first
accomplished through existing mutual aid agreements with other providers. The City ECC shall be kept
informed of these requests and may help coordinate outside resources if needed.
Whole Community Involvement
Following a disaster or major emergency, effective response will require preparedness and the engagement
of the public and stakeholders throughout the region. Residents, businesses, and other public or private
agencies are encouraged through the form of public education outreach, to make plans and have the
necessary skills and resources for family preparedness and business continuity. Partnerships, memorandums
of understanding (MOUs), and mutual aid agreements are pre-established and will be utilized as applicable.
The City of Tacoma will prioritize restoration of essential services without discrimination based on assessed
needs of the disaster response.
S
(Bus & Rail, Special Needs Transportation Services)Special Needs
5. Organization
The City of Tacoma follows the National Incident Management System (NIMS)/Incident Command
System (ICS):
Communitiy Groups
(CERT)
Non-Governmental
Organizations
(WA Explorers)
Private Stakeholders
(Security Contracts)
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6. Direction, Control, & Coordination
Horizontal and vertical information sharing ensures that all stakeholders are integrated and aware of the
needs at the state, tribal, territorial, and jurisdictional level.
• Horizontal Integration - ensures regional plans are coordinated and communicated between response
partners.
• Tacoma Police Department Procedures Manual – The Tacoma Police Department has
established an all-hazards contingency plan to respond to man-made and natural disasters,
pandemics, civil disturbances, mass arrests, bomb threats, hostage/barricaded person situations,
acts of terrorism, and other unusual incidents. Police will coordinate with the Emergency
Coordination Center (ECC) as appropriate for the type and complexity of the incident.
• Vertical Integration - outlines ownership and responsibilities of communication systems between
partners.
Tacoma
ECC
Operations
ESF 13: Public
Safety and
Security
Planning Logistics
Finance &
Administration
State/Federal
Plans
County/Regional
Plans
Private and Public
Partner Plans
COT Plans
ESF 13
• Pierce County ESF 13
• Tacoma Police Department
Procedures Manual
• State ESF 13 Annex
• Federal ESF 13
• Federal Response FIOP – On-
scene Security, Protection,
and Law Enforcement Annex
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• Pierce County ESF 13 - Integrates county capabilities and resources to support a full range of
incident management activities associated with incidents having the potential or actual threat to
public safety and security.
• State ESF 13 – (1) Facilitates the integration of State-level public safety, law enforcement, and
security resources into incident management activities that require State-level assistance. (2) In
addition, ESF-13 interfaces with Federal ESF-13 counterparts when the situation warrants
Federal law enforcement assistance.
• Federal ESF 13 - Provides Federal public safety and security assistance to local, state, tribal,
territorial, and Federal organizations overwhelmed by the results of an actual or anticipated
natural/manmade disaster or an act of terrorism.
• Federal Response FIOP – Describes the delivery of the On-scene Security, Protection, and Law
Enforcement core capability which ensures a safe and secure environment through law
enforcement and related security and protection operations for people and communities located
within affected areas and also for all traditional and atypical response personnel engaged in
lifesaving and life-sustaining operations.
7. Information Collection, Analysis, & Dissemination
Information from field reports, data, social media monitoring, and other sources are collected, verified, and
approved by the ECC. The ECC ensures accurate and timely dissemination to stakeholders. City of Tacoma
ECC will request all departments and associated response partners to provide Essential Elements of
Information (EEI). The EEIs for the ESF will address the following, as applicable:
Level
Essential Element of Information
Federal EEI’s
• Number of officers, deputies, agents, or others assigned to public
safety and security duties
• Identification of agencies actively engaged and number of active
personnel from each
• Status of shelter security provided
• Status of responder support Base Camp Security, if provided
• Limiting factors or shortfalls
City EEI’s
• Evacuation routes
• Force protection and security for staff
• Security assessments at external facilities
• Damaged law enforcement or correctional facilities
• Curfew
8. Responsibilities
Public/
Private
Partners
Tacoma
ECC
ESF 13
Ops
Section
Plans
Section
ESF 5
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The City of Tacoma and coordinating agencies will take actions in accordance with FEMA’s guidelines in
the Response Mission Area. The following tables will outline the applicable Core Capabilities and
associated Critical Tasks that these actions in this ESF should support:
On-scene Security, Protection, & Law Enforcement
Critical
Task I.D.
Critical Task Descriptions
1
Establish a safe and secure environment in an affected area.
2
Provide and maintain on-scene security and meet the protection needs of the affected population
over a geographically dispersed area while eliminating or mitigating the risk of further damage to
persons, property, and the environment.
Operational Coordination
Critical
Task I.D.
Critical Task Descriptions
2
Enhance and maintain command, control, and coordination structures consistent with the National
Incident Management System (NIMS) to meet basic human needs, stabilize the incident, and
transition to recovery.
Mass Search & Rescue Operations
Critical
Task I.D.
Critical Task Descriptions
1
Conduct search and rescue operations to locate and rescue persons in distress.
2
Initiate community-based search and rescue support operations across a wide, geographically
dispersed area.
3
Ensure the synchronized deployment of local, regional, national, and international teams to reinforce
ongoing search and rescue efforts and transition to recovery.
Situational Assessment
Critical
Task I.D.
Critical Task Descriptions
1
Deliver information sufficient to inform decision making regarding immediate lifesaving and life-
sustaining activities, and engage governmental, private, and civic sector resources within and outside
of the affected area to meet basic human needs and stabilize the incident.
2
Deliver enhanced information to reinforce ongoing lifesaving and life-sustaining activities, and
engage governmental, private, and civic sector resources within and outside of the affected area to
meet basic human needs, stabilize the incident, and transition to recovery.
Response Mission Area
Core
Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
On-scene
Security,
Protection, &
Law
Enforcement
1, 2
Provide Law Enforcement Services
Tacoma Police
Take immediate steps towards life safety and
preservation of property
Upon request, provide security and maintenance of
good order in public assembly facilities, libraries, or
other facilities utilized for temporary shelter
Security support for local health care systems and
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Response Mission Area
Core
Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
affiliated clinics as resources allow
Provide security for temporary morgue sites
1
On scene crowd and traffic control, law enforcement
and crime scene investigations
2
Designate primary and secondary evacuation routes
1
Provide on-scene security for community and first
responders
Operational
Coordination
2
Coordinate with WA State Patrol and WA State DOT
to establish alternate routes when any disruption of
State or Interstate highways occurs within the City
Situational
Assessment
1, 2
Coordinate law enforcement incident-specific data and
situational assessment (report to Fusion Center and
ECC)
Mass Search
& Rescue
Operations
1, 2, 3 Deliver search and rescue capabilities
On-scene
Security,
Protection, &
Law
Enforcement
2
Provide assistance for other emergency management
activities, including evacuation and environmental
protection
Tacoma Fire
2 Coordinate crime scene protection
9. Resource Requirements
Micro-level (ECC)
• The ECC is co-located with the FCC and shares the robust and redundant communications
infrastructure. The ECC houses and maintains several desktop computers, software, Internet, ham
radio, NOAA radio, 800 MHz radios, satellite telephone with data, landline telephones, broadcast
and cable television, a printer/scanner/fax machine, and offline capabilities.
• Copies of forms and plans, such as the CEMP, are available in hard-copy and electronic formats at
the ECC. ESF representatives should come with applicable COOPs and SOPs.
• Training requirements: All ECC staff will complete the following FEMA classes online or in a
classroom setting: ICS-100, ICS-200, ICS-700 andICS-800. Selected management staff will be
required to also obtain ICS-300, ICS-400,
• Exercise requirements: All departments will conduct department specific drills as required by
industry specific mandates. All ECC Staff will participate in scheduled ECC Table Top Exercises
(TTX) and Functional or Full Scale Exercises provided by City Emergency Management.
• Access control to systems: Access to the ECC and many City of Tacoma facilities require a key
card, photo identification, or special permissions as applicable. Staff without pre-authorization will
be escorted by authorized staff.
• I.D. Process: All City of Tacoma staff are issued photo identification cards
• WA State Emergency Management Division WebEOC
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Macro-level (Emergency-wide)
• City departments should develop and make available, when necessary, the requisite personnel and
equipment to fulfill roles and responsibilities identified in this ESF
• As a minimum, all departments should expect to sustain emergency operations for 72 hours and have
other resources programmed for use up to 14 days
• External Partner Liaisons to City ECC
10. References and Supporting Guidance
• Community Lifelines Implementation Toolkit Version 1.0
• DHS Crisis Event Response and Recovery Access (CERRA) Framework
• FEMA Planning Considerations Evacuation and Shelter-in-Place
• National Preparedness Goal
• National Response Framework
11. Terms and Definitions
None
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Primary Agency:
Media and Communications Office
City Manager’s Office
Support Agencies:
Tacoma Fire Department
Tacoma Police Department
Tacoma Public Utilities
Tacoma-Pierce County Health Department
Safety Office
External Agencies:
Broadcast and Cable Television Networks
Other Agency Public Information Officers
Local Radio Stations
Pierce County Emergency Management
Washington State Emergency Management
1. Purpose
Coordinates the release of accurate, coordinated, timely, and accessible public information to affected
audiences, including the government, media, NGOs, and the private sector. Works closely with state and
local officials to ensure outreach to the whole community. To provide coordination and guidance for
accurate and timely dissemination of information to areas, citizens, first responders, government, media,
tribes, and the private sector impacted by emergency or disaster. The City of Tacoma will make every
reasonable effort to respond effectively and efficiently based upon the situation, information and resources
available at the time and in accordance with federal Core Capabilities.
Primary Core Capabilities
Response Mission Area
Public Information & Warning
Deliver coordinated, prompt, reliable, and actionable information to
the whole community through the use of clear, consistent, accessible,
and culturally and linguistically appropriate methods to effectively
relay information regarding any threat or hazard and, as appropriate,
the actions being taken and the assistance being made available.
Support Core Capabilities
Response Mission Area
Operational Coordination
Establish and maintain a unified and coordinated operational structure
and process that appropriately integrates all critical stakeholders and
supports the execution of Core Capabilities.
2. Authorities and Policies
The following policies were used to develop this ESF and may be used in coordination for response
activities:
• Senate Bill 5046, adapting RCW 38.52 – State agencies that are required to provide public notices
informing communities about public health, safety, and welfare risks must provide those notices in a
foreign language if at least five percent of residents, or 500 residents, whichever is fewer, in the city,
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town, or county speak that foreign language and are of limited English proficiency (LEP). Under a
state of emergency, state agencies must provide notices, information, and services in languages
represented by an affected area’s demographic data. The emergency management organization of
each Political Subdivision must maintain updated demographic data for its jurisdiction as well as
information on the languages represented within the community. During emergencies, emergency
management departments must provide written notices, verbal notices, and radio or television public
service announcements in languages, other than English, represented by their communities.
Agencies must implement these notice requirements within existing funds.
3. Situation Overview
Under normal circumstances, the City communicates with the public through TV Tacoma Channel 12 and
on City Post, which airs on Channel 77/Comcast and on Channel 21/Click and the City’s website. An
emergency or disaster has the potential to adversely impact the City’s ability to coordinate public
information through the above-mentioned systems. The City’s ability to provide health and safety
information to the citizens and communicate with first responders, governments, media, tribes, and the
private sector may be disrupted. Based on the size and duration of the emergency, alternate public
information methods may need to be implemented. Public Information to the community may become a
primary objective. Rumors or misinformation can cause unnecessary distress and provoke
counterproductive public actions, to include impediment of response and recovery efforts.
• Identify the “Significant Population Segments” (i.e. 5% or 1000 residents, whichever is less) that apply to this
plan
o Describe how you engaged those community members in the development of this communications
planning
• Discuss the frequency with which LEP individuals encounter the need for notifications of life-safety information
during an emergency
• Describe the nature and importance of the local emergency management program to provide life-safety
notifications
4. Concept of Operations
General
Public information sharing is of paramount importance. Timely and accurate public information releases
and updates help to protect people’s health and safety and will assist in managing expectations and
minimize the physiological impact on the community. The City’s Media and Communications Office
coordinates the City’s public information releases. The City of Tacoma will strive to provide accurate and
timeline information to the public and employees, including during a major emergency or disaster, and
communication that is equally effective for all citizens, including people with access and functional needs,
to the extent possible using normal communication systems as much as possible. Functions include but are
not limited to the following:
• Public affairs and the Joint Information Center;
• Intergovernmental (local, state, tribal, territorial, nongovernmental, and private sector) affairs; and
• Congressional affairs.
The City will issue warnings to citizens as necessary using available resources, which may include the
Emergency Alert System (EAS), NOAA Weather Radio, the National Warning System (NAWAS) and the
Everbridge Notification System, depending on the type and scale of emergency.
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Translated and recorded instructional messages for numerous emergency alert and warning scenarios are
available in English and translated into written and audio formats in the following languages per assessment
parameters of the State Office of Financial Management: Spanish, Cambodian (Khmer), Russian,
Ukrainian, Chinese (Traditional and Simplified), Vietnamese, German, Tagalog, and Samoan. These
messages are available in video for American Sign Language (ASL). Technological capabilities present
some challenges for the timely dissemination of messages in all available languages and formats. City and
county Emergency Management maintain lists of community partners and translation/interpreter services
that may be contacted to assist with dissemination of emergency messaging in multiple languages. The City
collaborates with county and state partners to ensure that Public Information policies and practices meet
state and federal requirements and serve the community to the extent possible.
The Media and Communications Office makes notification to City employees and citizens, through
appropriate media channels, of service interruptions and/or office closures. A list of pre-identified PIOs, by
city departments and divisions, is maintained by the Media and Communications Office. The Media and
Communications Office may also activate the Emergency Alert System (EAS), when necessary, which
allows audio messages to go out over all cable TV channels on both Comcast and Click cable systems.
Additionally, the Fire Department operates the City’s Public Emergency Warning System, which provides
an area-wide audible alert with emergency instructions to individuals in the tide flat area who are outdoors
or in loud industrial environments.
The City of Tacoma Emergency Coordination Center (ECC) maintains and updates coordinated and
approved messages on the City’s Emergency Management Hotline 253-896-2862 that provides disaster
information to citizens. The City ECC also establishes and maintains ESF 15 activation and makes the
determination if Joint Information Center (JIC) activation is required. The JIC serves as a central point for
the media to receive coordinated, verified and approved information, i.e. press releases, press conferences
etc. The Lead Public Information Officer (PIO) coordinates activities between the City ECC PIO section
and applicable City Department/Division PIOs, as well as county, state and federal PIOs. Public safety
agencies and volunteer organizations communicate with the City ECC PIO section as needed.
Whole Community Involvement
Following a disaster or major emergency, effective response will require preparedness and the engagement
of the public and stakeholders throughout the region. Residents, businesses, and other public or private
agencies are encouraged through the form of public education outreach, to make plans and have the
necessary skills and resources for family preparedness and business continuity. Partnerships, memorandums
of understanding (MOUs), and mutual aid agreements are pre-established and will be utilized as applicable.
The City of Tacoma will prioritize restoration of essential services without discrimination based on assessed
needs of the disaster response.
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(Bus & Rail, Special Needs Transportation Services)Special Needs
5. Organization
Any individual in the chain of command, when acting on behalf of the department/division director, has
the authority of the director in matters of operations and policy. The Chain of Command and
operational policies for external agencies may be found in each respective agency’s emergency plan and
procedures, published separately. The City of Tacoma follows the National Incident Management
System (NIMS)/Incident Command System (ICS):
6. Direction, Control, & Coordination
Horizontal and vertical information sharing ensures that all stakeholders are integrated and aware of the
needs at the state, tribal, territorial, and jurisdictional level.
Communitiy Groups
(CERT, Map Your
Neighborhood)
Non-Governmental
Organizations
(CIEP)
Private Stakeholders
(Media, Cellular
Carriers)
Individual
Preparedness
(PC Alert)
Tacoma
ECC
Operations
ESF 15: External
Affairs
Planning Logistics
Finance &
Administration
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• Horizontal Integration - ensures regional plans are coordinated and communicated between response
partners.
•
• Vertical Integration - outlines ownership and responsibilities of communication systems between
partners.
• Pierce County ESF 15 – (1) Ensures that sufficient assets are mobilized during emergencies or
disasters to provide accurate, coordinated and timely information to impacted communities and
populace, first responders, governments, media, tribes, and private sectors, including those with
alternate communication needs (e.g. limited English proficiency and deaf and hard of hearing).
(2) To provide resource support and mechanisms to implement the Pierce County Joint
Information Center (JIC) Plan and supplementing first responder public information officers’
operations with JIC resources.
• Puget Sound Regional Catastrophic Disaster Coordination Plan – This plan contains various
elements which should integrate with External Affairs during a large-scale or catastrophic
disaster.
• State ESF 15 – Describes how the State will communicate accurate, accessible, and timely
information to the public and various stakeholders during emergencies and declared disasters.
ESF 15 provides information about the incident, state response activities, and available recovery
programs. It also addresses information on state activities and programs that is incorrect or that
could potentially undermine confidence in state emergency efforts.
• Federal ESF 15 – Describes how federal agencies will provide accurate, coordinated, timely,
and accessible information to affected audiences, including governments, media, the private
sector, and the local populace, including children; those with disabilities and others with access
and functional needs, and individuals with limited English proficiency.
• Federal Response FIOP – Public Information and Warning Annex: Describes the Public
Information and Warning core capability which delivers coordinated, prompt, reliable, and
actionable information to the whole community through the use of clear, consistent, accessible,
and culturally and linguistically appropriate methods to effectively relay information regarding
State/Federal
Plans
County/Regional
Plans
Private and Public
Partner Plans
COT Plans
ESF 15
•
Pierce County ESF 15 Annex
• Puget Sound Regional
Catastrophic Disaster
Coordination Plan
• State ESF 15 Annex
• Federal ESF 15 Annex
• Federal Response FIOP –
Public Information and
Warning Annex
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any threat or hazard and, as appropriate, the actions being taken and the assistance made
available.
7. Information Collection, Analysis, & Dissemination
Information from field reports, data, social media monitoring, and other sources are collected, verified, and
approved by the ECC. The ECC ensures accurate and timely dissemination to stakeholders. City of Tacoma
ECC will request all departments and associated response partners to provide Essential Elements of
Information (EEI). The EEIs for the ESF will address the following, as applicable:
Level
Essential Element of Information
Federal EEI’s
• Media monitoring reports and situational awareness
• Advance notice and updates on relevant congressional hearings
and actions
• Updates from Disaster Survivor Assistance Teams (DSAT)
teams, including the status of teams, the areas of deployment,
and a summary of field reports, including common needs and
observations
• Limiting factors or shortfalls
• Status of communications infrastructure in impacted areas
City EEI’s
• Alerts, Warnings, and Messages
• Public health advisories
• Availability of communications equipment
• Status of the emergency alert system (e.g., TV, radio, cable, cell)
• Status of public safety radio communications
• Options for dissemination of information to the whole
community
• External affairs and media communication
8. Responsibilities
The City of Tacoma and coordinating agencies will take actions in accordance with FEMA’s guidelines in
the Response Mission Area. The following tables will outline the applicable Core Capabilities and
associated Critical Tasks that these actions in this ESF should support:
Public Information & Warning
Critical
Task I.D.
Critical Task Descriptions
1
Inform all affected segments of society of critical lifesaving and life-sustaining information by all
means necessary, including accessible tools, to expedite the delivery of emergency services and
aid the public to take protective actions.
Public/
Private
Partners
Tacoma
ECC
ESF 15
Ops
Section
Plans
Section
ESF 5
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Public Information & Warning
Critical
Task I.D.
Critical Task Descriptions
2
Deliver credible and actionable messages to inform ongoing emergency services and the public
about protective measures and other life-sustaining actions, and facilitate the transition to
recovery.
Operational Coordination
Critical
Task I.D.
Critical Task Descriptions
1
Mobilize all critical resources and establish command, control, and coordination structures within
the affected community, in other coordinating bodies in surrounding communities, and across the
Nation, and maintain as needed throughout the duration of an incident.
Response Mission Area
Core
Capability
Critical
Task I.D.
Activity/Action
Organization(s)
Name
Public
Information &
Warning
1, 2
Coordinate incoming and outgoing public information
data through the City ECC
Media and
Communications
Office
Develop, review, and coordinate approval process for
outgoing public information, to include press releases,
press conference material, etc.
Coordinate with local PIOs and local media outlets to
disseminate information and manage rumor control
Operational
Coordination
1 Coordinate and provide appropriate staff to the JIC
1
Maintain communication between the JIC and City
ECC
Operational
Coordination
1
Provide guidance and direction regarding the content
of messaging to the public
City Manager’s
Office
Public
Information &
Warning
1, 2
Activate the Public Emergency Warning System with
appropriate messaging, for emergencies or disaster
affect the tide flat area
Tacoma Fire-EM
Provide assistance with public information through
departmental PIO
Provide assistance with public information through
departmental PIO
Tacoma Police
Provide assistance with public information through
TPU PIO
Tacoma Public
Utilities
Coordination and dissemination of health and wellness
public alerts and messaging
Tacoma-Pierce
County Health
Department
Public
Information &
Warning
2
Provide accurate information related to protective
actions for emergency/response personnel to maintain
safety
Safety Office
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9. Resource Requirements
Micro-level (ECC)
• The ECC is co-located with the FCC and shares the robust and redundant communications
infrastructure. The ECC houses and maintains several desktop computers, software, Internet, ham
radio, NOAA radio, 800 MHz radios, satellite telephone with data, landline telephones, broadcast
and cable television, a printer/scanner/fax machine, and offline capabilities.
• Copies of forms and plans, such as the CEMP, are available in hard-copy and electronic formats at
the ECC. ESF representatives should come with applicable COOPs and SOPs.
• Training requirements: All ECC staff will complete the following FEMA classes online or in a
classroom setting: ICS-100, ICS-200, ICS-700 andICS-800. Selected management staff will be
required to also obtain ICS-300, ICS-400,
• Exercise requirements: All departments will conduct department specific drills as required by
industry specific mandates. All ECC Staff will participate in scheduled ECC Table Top Exercises
(TTX) and Functional or Full-Scale Exercises provided by City Emergency Management.
• Access control to systems: Access to the ECC and many City of Tacoma facilities require a key
card, photo identification, or special permissions as applicable. Staff without pre-authorization will
be escorted by authorized staff.
• I.D. Process: All City of Tacoma staff are issued photo identification cards
• WA State Emergency Management Division WebEOC
Macro-level (Emergency-wide)
• City departments should develop and make available, when necessary, the requisite personnel and
equipment to fulfill roles and responsibilities identified in this ESF
• As a minimum, all departments should expect to sustain emergency operations for 72 hours and have
other resources programmed for use up to 14 days
• External Partner Liaisons to City ECC
10. References and Supporting Guidance
• Community Lifelines Implementation Toolkit Version 1.0
• National Preparedness Goal
• National Response Framework
11. Terms and Definitions
CIEP: Coalition of Inclusive Emergency Planning
