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Snohomish County Dept of Emergency Management 4/2/2020
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6 Years Then Destroy
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Snohomish County Dept of Emergency Management 4/2/2020
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Last modified
8/19/2020 11:12:38 AM
Creation date
5/13/2020 12:47:04 PM
Metadata
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Contracts
Contractor's Name
Snohomish County Dept of Emergency Management
Approval Date
4/2/2020
Council Approval Date
3/18/2020
End Date
12/31/2020
Department
Police
Department Project Manager
Tracey Landry
Subject / Project Title
FBI Hazardous Devices School E19-089 Grant
Tracking Number
0002308
Total Compensation
$0.00
Contract Type
Agreement
Contract Subtype
Interlocal
Retention Period
6 Years Then Destroy
Document Relationships
Snohomish County Dept of Emergency Mangement 7/22/2020 Amendment
(Contract)
Path:
\Records\City Clerk\Contracts\6 Years Then Destroy\2020
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All jurisdictions have targeted efforts related to Operational Coordination.The foremost gaps are: <br /> 1) PLANNING: Plans lack horizontal and vertical integration and need adjusting to be <br /> scalable for use during a catastrophic incident. Recovery needs to be incorporated. <br /> 2) ORGANIZATION: Response and recovery to catastrophic incidents will require additional trained personnel to <br /> support either large-scale or long-term activations. <br /> 3) EQUIPMENT:There is a lack of integration and interoperability of tools to form a Common Operating Picture for all <br /> stakeholders. Additionally,equipment continues to age,with subsequent degradation occurring with routine usage, <br /> and there is a lack of funding to sustain and/or replace. <br /> Resiliency is still an evolving concept without a formalized statewide,whole community approach to focus efforts. <br /> While the State is introducing initiatives to combat that reality,local jurisdictions still struggle with gaps related to <br /> Community Resilience: <br /> 1)TRAINING: Individuals and businesses need to move from awareness to action. <br /> 2) EXERCISE: Communities are dependent on volunteers to exercise this capability and do not have the tools or <br /> expertise to engage stakeholders. <br /> Related to Resilience,jurisdictions recognize the need to communicate with all stakeholders and continue to expand <br /> the reach of their messaging. Initiatives are ongoing to address the identified Public Information and Warning gap <br /> related to: <br /> 1) PLANNING: Plans do not fully address communicating with non-English speaking populations, immigrant groups,and <br /> individuals with disabilities. <br /> Regional Hazards and Risks- Reasons for the Work <br /> Terrorist targets include: <br /> • Four major oil refineries that produce gas,diesel,and jet fuel.The refineries feed the 300-mile long Olympic Pipeline <br /> running from Blaine,WA,to Portland, OR.Additionally, Bakken crude trains run daily through populated urban areas. <br /> • Naval Station Everett,which is the homeport for a number of Navy ships. <br /> • Each county within Region 1 has terminals that are part of the Washington State Ferry system,which has been <br /> named by the FBI as the number one target for maritime terrorism in the United States. <br /> • Major business(Boeing) <br /> • Utility suppliers of water,power,gas,and electricity <br /> •Agriculture—livestock and crops <br /> •Soft target public gathering attractions including shopping malls,State,County, Local fairs,festivals,and parades,etc. <br /> •Two international border entries:Whatcom and San Juan counties <br /> Primary all-hazard risks include: <br /> •Two volcanos:Glacier Peak,and Mount Baker <br /> • Earthquakes,especially the South Whidbey Island Fault,which is capable of a 7.5 magnitude earthquake <br /> • Landslide risks due to lahar or major flooding from rainfall <br /> •Tsunami risk from large earthquakes <br /> DHS-EMD-SnoCo.-SHSP-FFY18 Page 35 of 38 E19-089—Everett PD <br />
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