HomeMy WebLinkAbout1999-01-11 City CouncilCity of Palo Alto
City Manager’s Report
10
REVISED
TO:HONORABLE CITY COUNCIL
FROM:CITY MANAGER DEPARTMENT: FIRE
DATE:
SUBJECT:
JANUARY 11, 1999 CMR: 379.’.98
REQUEST FOR COUNCIL APPROVAL OF THE EMERGENCY
MANAGEMENT PLAN AND A BUDGET AMENDMENT
ORDINANCE FOR ~ $308,500 FOR IMPLEMENTATION
AND AMENDMENT TO THE TABLE OF ORGANIZATION TO
ADD THREE POSITIONS FOR DISASTER PREPAREDNESS IN
THE FIRE DEPARTMENT.
REPORT IN BRIEF
This report forwards to the Finance Committee and City Council a request to approve the
revised Emergency Management Plan (Plan); and a Budget Amendment Ordinance for
associated staff resources and other costs to implement the Plan.
Staff evaluated the disaster preparedness and public education elements of the Emergency
Plan and has included priorities and program changes requested through community input
as directed by City Council. Staff also evaluated the current staffing of the Fire Department
based upon the need to carry out the duties and responsibilities of the Emergency Plan and
address the areas for improvement identified in the February 2-3 flood post-incident critique
(CMR: 232:98).
The Plan was reviewed and recommended for approval by the Policy and Services
Committee on July 14, 1998 (CMR: 270:98). This report recommends three positions be
addedto the Fire Department to implement .all of the elements of the Plan. In addition,
funding for disaster supplies, public education, staff training,, and associated program costs
are recommended.
The Finance Committee requested additional information regarding ongoing costs. These
changes are reflected in the resource impacts section. In addition, the BAO has been revised
to reflect less funding needed for salary costs in 1998-99.
CMR:379:98 Page 1 of 8
RECOMMENDATION_
Staff recommends that the City Council:
1.Approve the revised Emergency Management Plan (Plan).
Approve the attached Budget Amendment Ordinance which amends the Table of
Organization to add three positions within the Fire Department, and the associated
funding of $ 35~,900 $308,500 to the 1998-99 Fire Department budget. This includes
a pro-rated amount for salary and benefits for 6 months only. Of this, $200,000 will
come from the General Fund City Manager’s contingency account which has already
been appropriated as part of the 1998-99 Budget and the remaining~,~’1~", J,,,,,,,v"’~a
$108,500 will come from the General Fund Budget Stabilization Reserve.
BACKGROUND
Local, state and federal governments have the inherent responsibility for the preservation of
life and property before, during and after a disaster. Staffhas prepared this Plan in an effort
to ensure the most effective and efficient use of all resources (material and personnel) for the
maximum benefit and protection of the City’s population in time of emergency.
The current. Emergency Plan was adopted in 1987. It was written before the development
of the Standardized Emergency Management System (SEMS).
The City of Palo Alto has adopted the Standardized Emergency Management System
(SEMS) and has incorporated it into the Plan. SEMS is focused on standardizing the
organizational structure and terminology at all levels. It is the system used for coordinating
state and local emergency response in California. SEMS provides for a multiple level
response organization that facilitates the flow of emergency information and resources within
and between the organizational levels. Five management levels (field, local government,
operational area, regional, and state) are identified, along with the.responsibilities and
methods of operations. Development of the SEMS involved coordination with all interested
state and emergency management agencies. SEMS became effective in California on
December 1, 1996.
The basic tenets of emergency preparedness are self-help and mutual aid. The policies,
principles, concepts and procedures contained in the Plan are designed to provide the basis
for the City’s emergency organization, emergency operations, and community self-help. The
objectives of the plan are to incorporate and coordinate all City departments and personnel
and the Palo Alto community into an efficient organization capable of reacting effectively
in the event of a disaster either locally or in assisting other jurisdictions.
Currently, the Fire Department utilizes the battalion chief assigned to Stanford Linear
Accelerator Center (SLAC) to coordinate citywide disaster preparedness activities. Due to
CMR:379:98 Page 2 of 8
other responsibilities of that position, only 15 to 25 percent of his staff time is dedicated to
disaster preparedness. Funding from SLAC for this position is reduced by the amount of
time spent on citywide disaster preparedness activities and this will be reviewed with the
1998-99 billing to Stanford. The current resources are not adequate to carry out the
responsibilities of the revised Emergency ManagementPlan.
This proposed Plan was developed with input from a steering committee comprised of
members from each City department. The Plan was reviewed by a group of Palo Alto
residents representing approximately 15 homeowners’ associations, as well as undergoing
legal review by the City Attorney’s Office.
DISCUSSION
Public awareness and education prior to any emergency are crucial to successful public
information efforts during and after the emergency. The pre-disaster awareness and
education programs must be viewed as equal in importance to all other preparations for
emergencies and receive an adequate level of planning. These programs must be coordinated
among local, state, and federal officials to ensure their contribution to emergency
PreParedness and response operations.
The City’s disaster preparedness efforts include working with the community, through public
education for disaster response and recovery, to provide the training, guidance, organization
and structured information for communities to care for themselves, for a significant period
of time, with very little assistance from local governmental emergency response services.
The following list of objectives were formulated in cooperation with a steering committee
comprised of several neighborhood association representatives and have been included in the
Plan:
Determine and maintain a list of neighborhood organization representatives and hold
regular meetings to discuss community involvement in disaster preparedness.
Train approximately 100 residents a year through a 20-25 hour training program on
disaster awareness and preparedness. Train 60 residents a year in a "Train the
Trainer" program.
Prepare residents to be self sufficient for the first 72 hours after an emergency occurs
by providing information and literature regarding disaster preparedness and self-help.
Schedule local and city wide. emergency drills, as well as table-top emergency
exercises in individual neighborhoods.
CMR:379:98 Page 3 of 8
Publish monthly articles in local newspapers regarding community disaster
preparedness activities.
Provide public service announcements on the cable channel and other mediums.
Provide City representation at community meetings regarding disaster preparedness
approximately 50 times a year, with a minimum of one event a year for each
organization or group.
Develop a standing working relationship with members of a Steering committee
comprised of two representatives from each neighborhood organization for further
program development.
Develop a guidance sheet that neighborhoods can use to maintain a currentinventory
of neighborhood resources.
Conduct an inventory of special needs or conditions of neighborhood households
such as: elderly residents with limited mobility, handicapped residents, hearing
impaired, non-English speaking residents, residents on life sustaining equipment, etc.
Identify primary evacuation routes for different types of emergencies.
Develop a plan to provide neighborhoods with storage trailers that contain food,
water, medical supplies and other emergency necessities.
Acquire equipment, such as diesel/electric generators and hand tools, for use in
neighborhoods and for stocking disaster supply storage trailers.
Establish and maintain a mechanism for disaster alerting.
Establish an effective neighborhood communication system (i.e., phone tree, leaflet
distribution system).
Identify all potential sheltering facilities and locations, as well as the suitability of
those buildings. Evaluate the suitability of parks and schools to serve as
coordination centers during emergencies.
Coordinate neighborhood groups with all "helping agencies" such as the American
Red Cross.
CMR:379:98 Page 4 of 8
Space .for Disaster Preparedness Personnel
The new personnel will be temporarily placed at Mitchell Park Community Center in shared
space currently occupied by the Police Department until the Public Safety building decision
is made. Minor office space modifications will be made to accommodate this use. If a new
Public Safety building is built this staff would relocate to an area near the new Emergency
Operations Center.
RESOURCE IMPACTS
The total costs for the funding resources identified in this report includes ~-86;000 $14~I, 500
as ongoing costs and $164,000 as one-time costs for a total of*" ~" """,,.,..,,.,,,.,,.,,., $308,500 in 1998-
99. Of the total resources needed, $200,000 has already been appropriated as part of the
1998-99 budget and is in the City Manager’s contingency account. Theremaining’ ¯,,~1.-,,,,,,~,,,¢’~ ~,,~
$108, 500 will be funded from the General Fund Budget Stabilization Reserve.
A detailed breakdown of program costs in 1998-99 and 1999-00 are described below:
One Time Costs
Vehicles (2)
Office & computer
Emergency supplies
1998-99
$ 44,00O
20,000
100,000
$164,000
1999-00
Ongoing Costs
Salary and benefits
(pro-rated for 6 4 months)
Vehicle replacement costs
Vehicle maintenance costs
Training
Publishing and mailing
Emergency supplies
*Projected Additional Reimbursements
Net Projected Cost
83,500
6,000
5,000
5,000
20,000
25,000
$14~500
$25~765
~ooo
ooo
Looo
2~000
25 000
$ 61,000
$314,765
(21,000)
$293,765
Based on SLA C Battalion Chief reverting to full-time fire operations," this individual’s
time was previously charged to Emergency Preparedness Plan. The new Battalion Chief
will be responsible for Plan.
CMR:379:98 Page 7 of 8 ’
POLICY -IMPLICATIONS
The proposed Emergency Management Plan is consistent with existing City policies,
including those outlined in Section N-48 of the proposed Comprehensive Plan. Adoption of
the Emergency Management Plan will bring the City into more explicit compliance with state
and federal emergency management requirements.
T1MELINE
This item is scheduled for consideration by the Finance Committee on October 20, 1998 and
will be forwarded for City Councilconsideration on November 23, 1998. Staff will be
assigned and the City’s emergency management program will be established by the end of
the calendar year.
ENVIRONMENTAL REVIEW
Provision of staff support for the Emergency Management Plan utilizes existing facilities and
is therefore categorically exempt from environmental review and the California
Environmental Quality Act (CEQA).
ATTACHMENTS
Attachment A - Revised Emergency Management Plan (copies available for review in the
Fire Department Administration office)
Attachment B - Budget Amendment Ordinance
Attachment C - Budget Amendment Ordinances Impacting The General Fund Approved to.
Date in 1998-99
PREPARED BY:Mick McDonald, Battalion Chief
DEPARTMENT HEAD’ REVIEW:
Fire
CITY MANAGER APPROVAL:
City
Palo Alto Neighborhood Associations
Palo Alto Chamber of Commerce
CMR:379:98 Page 8 of 8
Identify alternate water supplies for use during emergencies, such as City-owned
wells and City water storage tanks. Ensure that all City-owned wells are up to
acceptable standards and accessible for use during emergencies.
Identify community-wide resources. Establish Memorandums of Understanding
(MOUs) with those resources. Establish a system of organizing supplies to be
available to the community.
The community partnership fostered by this program will help to identify tasks that can be
reasonably expected to be accomplished by the community prior to arrival of emergency
responders during an actual emergency. It would also develop a network for citizen
communication for securing appropriate assistance from the City before, during, and after
an event.
In addition to the above listed responsibilities identified in the revised Emergency
Management Plan, Fire Department responsibilities include the following:
Provide SEMS training to all current City employees who may be utilized in any
capacity during a response to a disaster, as well as all new employees on an ongoing
basis.
Provide incident command and operational training to all City employees who may
be assigned to theEmergency Operations Center (EOC) during an activation for an
emergency.
Provide support for the City Manager’s blue ribbon task force to advise City staff on
the development of an addendum to the Emergency Management Plan. This
addendum will provide greater detail on the implementation of various elements of
the Plan. It will outline the City’s response to floods, earthquakes, and other
potential emergencies and will address the areas for improvement identified in the
February 2-3 flood post-incident critique.
Provide support to all City departments with development and review of internal
response plans.
Establish a system for volunteer coordination during a disaster.
Staffing Requirements to Implement plan
In order to accomplish the new responsibilities identified, staff recommends the addition of
three positions in the Fire Department to address the implementation of the Emergency
Management Plan:
CMR:379:98 Page 5 of 8
A battalion chief for program management;
An executive assistant for community education and staff training, and
An office specialist for clerical support.
The battalion chief position will serve the program by providing administrative oversight for
day-to-day operations. Similar positions exist within several surrounding communities’
disaster prepar.edness programs. This position will assist in the following: Emergency
Operations Center (EOC) management, local and regional emergency planning, disaster and
¯ emergency scene management, provision of incident command and EOC training to City
employees, program budget preparation and administration~ staff support to the City
Manager’s blue ribbon task force, representation on the Countywide Emergency Managers
Association, contract oversight and personnel administration, records management, training,
and disaster related information technology support.
The executive, assistant position will assist the program manager in the following ways:
Emergency Operations Center (EOC) supervision, c.ommunity education and training,
provision of public information at community meetings, provision of SEMS training to City
employees, development of disaster preparedness training manuals, disaster and emergency
scene management, provision of disaster and emergency response training to businesses and
neighborhood groups, contract oversight and personnel support, records management,
training, and disaster related information technology support.
The office specialist position will support the clerical responsibilities of the program, which
include support to the City Manager’s blue ribbon task force, public assistance, data base
management, preparation of public education and training documents, correspondence,
maintenance of records, coordination of meetings and agendas, and Internet web site
maintenance.
The recommended is comparable to staffing for programs of this type in other jurisdictions
with simil.ar risks. Within Santa Clara County. the .highest staffmg level for disaster
preparedness programs is 7 full time employees (FTE’s)with an annual budget of $606,000.
The lowest staffing level, excluding Palo Alto, is .75 FTE’s with an annual budget of
$53,000. Not every jurisdiction in Santa Clara County face the same risks. While all
jurisdictions face the hazards associated with seismic activity, civil disobedience, and
terrorist activity, several jurisdictions do not have large wildland/urban interface areas, the
potential for flooding, or large industrial facilities as does Palo Alto.
Other program expenses will include training, office fumishings and computer equipment,
publishing and mailing expenses, and emergency supplies to be distributed throughout the
community. In addition, since many of the program responsibilities will require extensive
field work in the community, two additional vehicles will be required.
CMR:379:98 Page 6 of 8
ORDINANCE NO.
ORDINANCE OF THE COUNCIL OF THE CITY OF PALO ALTO
AMENDING THE BUDGET FOR THE FISCAL YEAR 1998-99 TO
PROVIDE AN ADDITIONAL APPROPRIATION OF $308,500 FOR THE
ADDITION OF THREE FULL-TIME POSITIONS AND ASSOCIATED
RESOURCES FOR THE IMPLEMENTATION OF THE EMERGENCY
MANAGEMENT PLAN
WHEREAS, pursuant to the provisions of Section 12 of Article
III of the Charter of the City of Palo Alto, the Council on’June
22, 1998 did adopt a budget for fiscal year 1998-99; and
WHEREAS, .the current emergency plan was adopted in 1987 prior
to the new Standardized Emergency Management System (SEMS) being
developed; and
WHEREAS, staff revised the emergency plan implementing SEMS
and program changes requested through community input as directed
by Council; and
WHEREAS, staff evaluated needs in the Fire Department and
determined that three additional full-time equivalen£ positions (as
shown on Exhibit A) are required at a prorated cost of $83,500 with
$61,000 in ongoing resources, along with $164,000 in one-time
expenses for a total of $308,500; and
WHEREAS, there is currently $200,000 in the General Fund
Contingent Account set aside for implementation of the Emergency
Management Plan; and
WHEREAS, the ongoing costs for a 1999-00 are approximately
$294,000 excluding salary adjustments not yet determined; and
WHEREAS, City Council authorization is needed to amend the
1998-99 budget as’hereinafter set forth; and
NOW, THEREFORE, the Council of the:City of Palo Alto does
ORDAIN as follows:
SECTION i. The sum of Three Hundred Eight Thousand Five
Hundred Dollars ($308,500) is hereby appropriated to salary and non-
salary expenses in the Emergency Response Functional Area of the
Fire Department. The General Fund Contingent Account is reduced by
$200,000 and the General Fund Budget Stabilization Reserve is
.reduced by $108,500.
¯ SECTION 2. This transaction will reduce the
Stabilization Reserve from $16,055,079 to $15,946,579.
Budget
SECTION 3. The attached Table of Organization as amended to
reflect changes shown in Exhibit A is hereby approved.
SECTION 4. As specified in Section 2.28.080(a) of the Palo
Alto Municipal Code, a two-thirds vote of the City Council is
required to approve the action set forth in section 1 of this
ordinance.
SECTION 5. As specified in Section 2.28.080(b) of the Palo
Alto Municipal Code, a majority vote of the City Council is required
to approve the action set forth in section 3 of this ordinance.
SECTION 6. The Council of the City of Palo Alto hereby finds
that this project is exempt from the provisions of the California
Environmental Quality Act and, therefore, no environmental impact
assessment is necessary.
SECTION 7. As provided in Section 2.04.350 of the Palo Alto
Municipal Code, this ordinance shall become effective upon adoption.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
ATTEST:APPROVED:
City Clerk.Mayor
APPROVED AS TO FORM:.City Manager
~enior Asst. City Attorney Director of
Services
Administrative
Fire Chief
Exhibit A
TABLE OF ORGANIZATION - GENERAL FUND
Actual Adopted Adopted
Budget Budget Budget
1996-97 1997=98 1998-99
Changes Adjusted
Budget
1998-99
FIRE DEPARTMENT
Battalion Chief
Chief Off- Emergency Operations
Control Account Specialist
Coordinator, Environmental Protection
Deputy Fire Chief
Executive Assistant
Executive Secretary
Fire Apparatus Operator
Fire Captain
Fire Chief
Fire Fighter
Fire Inspector
Fire Marshal
Hazardous Materials Inspector
Hazardous Materials Investigator
Hazardous Materials Specialist
Manager of Fire Protection
Office Specialist
TOTALS
4.00 4.00 4.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
2.00 2.00 2.00
0.00 0.00 0.00
1.00 1.00 1 .DO
30.00 30.00 30.00
26.00 27.00 27.00
1.00 1.00 1.00
46.00 45.00 45.00
4.00 4.00 4.00
1.00 1.00 1.00
0.00 0.00 1.00
1.00 1.00 0.00
1.00 1 ~00 1.00
1.00 1.00 1.00
2.00 2.00 3.00
123.00 123.00 124.00
1.00
1.00
1.00
The Fire Department is authorized two position slots to accommodate persons on a disability pay status.
5.00
1.00
1.00
1.00
2.00
1.00
1.00
30.00
27.00
1.00
45.00
4.00
1.00
1.00
0.00
1.00
1.00
4.00
127.00
429
Attachment C
Budget Amendment Ordinances Impacting General Fund Reserves Approved To Date in 1998-99
Estimated Beginning Budget Stablization Reserve (BSR)
Balance
Net Cost
Piaceholders
Already in the Impact on the Estimated Future
General Fund Year Ongoing1998-99 Adopted BSR CostsBudget
$19,050,000
Reduction in Rental Income from Utilities Due to Relocation of
Utilities Engineenng and Creation of Capital Improvement Project
19921, Relocation / Consolidation of Level A Storage
Increase in the City’s Annual Rental Payment to the Palo Alto
Unified School District for Lease and Covenant Not to Develop for
an Extended Day Care Center at the New Hoover School Site
Salary and Benefit Increases Retroactive to May 1, 1998 for
Classified Personnel (SEIU) *
Salary and Benefit Increase Retroactive to July 1, 1998 for Police
Personnel
Addition of Five Full-Time Positions and Associated Resources to
the Planning and Community Environment Department
Interim Historic Inventory Consultant
Interim Historic Regulations Administration
Phase 1 - San Francisquito Creek Bank Stabilization and
Revegitation Study
Reclassification of CDBG Position to Senior Planner Position
Acquire Leased Space and Cover Associated Support Costs for a
One-Stop Development Center at 285 Hamilton Avenue
Recruitment Assistance
Formation of Library Advisory Commission
Golf Course Clubhouse and Related Improvements
Salary and Benefit Increases Retroactive to July 1, 1998 for
Management and Confidential Employees
Emergency Repairs (Basements, Creek, Arastradero Pres.)
Council Chambers Refurbishing Capital Project Number 19625
Emergency Management Plan Impelmentation
Total
($231,700)
($34,792)
($260,000)
($182,200)
($488,364)
($437,400)
($269,600)
($112,500)
($7,400)
($507,0oo)
($60,000)
($22,500)
$33,430
$300,000
($334,000)
($142,895)
($238,000)
($308,500)$200,000
($3,603,421)$5001000
($231,700)($221,000)
($34,792)($36,000)
($260,000)($702,000)
($182,200)($265,000)
($188,364)
($437,400)
($269,600)
($112,500)
($7,400)
($410,743)
($507,000)
($60,000)
($22,500)
$33,430
($370,000)
($14,280)
($334,000)($624,900)
($142,895)
($238,000)
($108,500) $294,000
: ($3,103i421) ($2,349,923)
BSR Balance After BAO’s $15,946,579
* The estimated increase for the SEIU agreement in1999-2000 is the cumulative increase beyond the 1998-99 Adopted Budget.
12/23/98