## Meeting Overview The City of Bellingham Public Health, Safety, Justice and Equity Committee convened on November 17, 2025, with three council members present to address two routine but important agenda items. The committee, led by the chair with council members Skip Williams and Michael Lilliquist in attendance, handled matters essential to the city's emergency preparedness and firefighter training programs. The meeting was businesslike and efficient, lasting approximately 30 minutes. Both agenda items represented ongoing municipal functions rather than contentious policy debates — an interlocal agreement to continue paramedic training funding and the adoption of an updated comprehensive emergency management plan. The tone was collegial, with council members asking thoughtful questions about program mechanics and expressing appreciation for staff work. What made this meeting notable was not drama or controversy, but rather the window it provided into how local government maintains essential services through partnerships and planning. The discussions revealed both the collaborative nature of regional emergency services and the careful preparation required to protect public safety. ## Paramedic Training Partnership: Investing in Emergency Response The first item before the committee was an interlocal agreement with Whatcom County to fund paramedic training for 2026, continuing a well-established program that transforms firefighter-EMTs into fully certified paramedics. Assistant Chief Pathik and Chief Huitt presented the request, seeking approval for funding that would cover four Bellingham students plus supplies and preceptor costs for out-of-county participants. The program operates under a multi-year contract with Whatcom County (C2301522), but requires annual interlocal agreements to cover specific per-student costs. "I think we're all familiar with the paramedic training program and we're just looking for your support to go into this ILA," Assistant Chief Pathik explained, indicating the routine nature of this annual funding approval. Council Member Lilliquist dove into the financial details, noting the substantial costs for student wages and benefits. His questions revealed the comprehensive nature of the training program. "Is this considered their full-time job for 14 months? Are they doing other fire duties or EMS duties?" he asked. The response illuminated how the program functions as a true apprenticeship. "This is their full-time job," the assistant chief explained. Students begin with anatomy and physiology coursework in August, then transition into a combination of classroom learning and hands-on experience riding ambulances. "Starting in January they'll ride them full-time with about I think they average about three days of class a week for the first five months or so." The training model emerged as sophisticated and practical. Students work as a third person on medical units alongside two paramedic partners, receiving mentorship while gradually taking on more responsibility. "They're riding third person with two paramedic partners getting mentorship," the assistant chief noted, addressing Lilliquist's concern about losing their services during training. Chief Huitt provided crucial context about staffing implications. "We don't count them towards minimum staffing, but they're working and learning the skills," he said, reassuring the committee that while trainees don't contribute to required staffing levels, they remain active and contributing to operations. The committee chair asked for clarification on "preceptors" — a term that might confuse members of the public. The explanation revealed the mentorship structure underlying the program. "Each student is assigned a preceptor who is... there's a preceptor application process. So interested paramedics who've been a paramedic for a certain amount of time can apply, interview and then get supporting training in adult education and mentorship," the assistant chief explained. Chief Huitt expanded on this, emphasizing the apprenticeship model: "This really is an apprenticeship program like any other trade apprenticeship program. So they spend half of their time in a classroom learning the information but half of their time they're out on a rig shadowing or working alongside that preceptor. And then over the course of that year-long program they move away from shadowing that preceptor to being shadowed by the preceptor." This progression from student to practitioner represents a carefully structured transition. "That student and the preceptor really equate to one paramedic on the rig," Chief Huitt noted, explaining how the mentorship model maintains service levels while developing new paramedics. Council Member Williams made the motion to approve the interlocal agreement, and it passed unanimously with no further debate. The routine approval reflected confidence in a proven program that addresses critical staffing needs for emergency medical services. ## Emergency Management Plan: Preparing for the Unexpected The committee's second item was adoption of the 2025 Comprehensive Emergency Management Plan, presented by Jonas Stinson, the emergency management plans coordinator for the Bellingham Fire Department's Office of Emergency Management. This represented a significant update to the city's disaster preparedness framework, replacing a plan last adopted in 2018. Stinson provided a thorough overview of the plan's structure and purpose. "In Washington state, all jurisdictions are required to maintain a comprehensive emergency management plan, oftentimes referred to as CMPs," he explained. These plans serve as the backbone for coordinating emergency response across multiple agencies and jurisdictions. The plan's scope is comprehensive, designed to address "any scenario, emergency, or disaster that exceeds our daily capacities." Stinson emphasized the "all hazards" approach, meaning the plan prepares for everything "regardless of the scenario." This broad framework allows the city to respond flexibly to various types of emergencies, from natural disasters to public health crises. The 2025 plan consists of three main components: a basic plan providing high-level structure, appendices covering legal authorities and references, and annexes containing operational details. The annexes are organized into three functional areas covering population protection (including hazardous materials response, mass care, sheltering, and evacuation), resource management (logistics, planning, and government continuity), and critical infrastructure (transportation, communications, utilities, and public works). Updates to the plan reflect lessons learned and changing circumstances. "This new plan incorporates updated guidance from both Washington state and federal planning frameworks, resources, new legal requirements, and new census data," Stinson noted. The census data is particularly important for "communication and translation needs," reflecting Bellingham's evolving demographics. The plan includes new annexes addressing contemporary challenges, including "evacuation, spontaneous donation management, transportation amongst others." Perhaps most significantly, it "incorporated pandemic lessons learned," reflecting the extensive experience gained during the COVID-19 response. Council Member Lilliquist asked probing questions about the plan's practical application. "How often on what scale do we activate things in this level of plan?" he inquired, seeking to understand when these comprehensive emergency procedures actually get used. Stinson's response revealed that elements of the plan see regular use. "The city will utilize really elements of the plan for anything that is beyond our daily scope of response capacity," he explained. Even smaller incidents that bring "spontaneous volunteers" or require "donation management components" might trigger portions of the emergency framework. Lilliquist followed up with a question reflecting current political uncertainties: "What level of emergency or community event? How likely are we to need to rely upon federal aid and authorities because our federal government's becoming somewhat inconsistent and unreliable? And so I'm wondering about how independent we can be for moderate size situations." The response highlighted the city's continued dependence on higher levels of government for major disasters. "We are still heavily reliant on state and federal resources for large-scale scenarios," Stinson acknowledged. He noted that Whatcom County has experienced "over 10 federally declared emergencies" in the past decade, with federal funding flowing "directly to our citizens" for individual and public assistance. Council Member Williams moved to adopt the plan, prompting expressions of appreciation from colleagues. Council Member Anderson, drawing on her Forest Service experience, praised the work: "A good plan is more than prevention. It's kind of a lifeboat for us to be able to pull out and implement. And you did a fantastic job with this." The committee chair echoed this sentiment, noting that emergency management represents "low frequency but high impact" events. While incidents may be rare, "they're all impactful," citing examples like recent floods and the COVID pandemic. "Being prepared is very important," he emphasized. Chief Huitt provided additional context about the plan's regular application, expanding on Stinson's earlier remarks. "On a regular basis, we're using parts of these plans," he said, describing how the city operated an Emergency Operations Center "for over a year" during COVID with personnel from multiple departments and jurisdictions. The chief cited specific examples of smaller-scale plan activation: "Our response to Camp 210" utilized "different framework from these plans to help organize what our response is." Even establishing "the daytime emergency cold weather shelter" involved "portions of this plan to help with the logistical support." This practical perspective highlighted how emergency planning extends beyond major disasters to support various municipal responses. "It's not just the big ones," Chief Huitt emphasized. "There's also a lot of smaller things where it's not a full EOC deployment, but there's certainly a lot of help from either taking pieces out of our planning process and putting them into action." The plan passed unanimously, reflecting broad confidence in the emergency management team's work and the importance of maintaining current disaster preparedness capabilities. ## Routine Business with Strategic Importance Both agenda items represented routine municipal functions rather than policy innovations, yet they revealed important aspects of how local government maintains essential services. The paramedic training agreement demonstrates ongoing regional collaboration in developing emergency medical capabilities, while the emergency management plan adoption shows commitment to disaster preparedness and community resilience. The meeting's efficiency and collegiality reflected consensus around these public safety investments. Council members asked substantive questions about program mechanics and funding implications without challenging the underlying premise that these programs serve essential municipal functions. The discussion also highlighted the interconnected nature of emergency services, with training programs depending on multi-jurisdictional cooperation and emergency planning requiring coordination across local, state, and federal levels. These partnerships enable smaller jurisdictions like Bellingham to maintain capabilities that would be difficult to develop independently. ## Looking Ahead: Implementation and Continuous Improvement With both items approved, the focus shifts to implementation. The emergency management plan will be distributed to all city departments and posted online, ensuring broad access to emergency procedures. Staff will begin incorporating the plan into the 2026 natural hazards mitigation plan, maintaining the cycle of planning and preparation that keeps the city ready for various emergencies. The paramedic training program continues its proven model, with four Bellingham firefighters joining the 2026 cohort. This ongoing investment in human capital ensures the city maintains adequate emergency medical staffing while contributing to regional emergency response capabilities. Both items advance forward to the full City Council for final approval, with unanimous committee support suggesting smooth passage. The meeting concluded efficiently, with the chair noting these items would move forward that evening, maintaining the steady pace of municipal governance that keeps essential services functioning effectively. The meeting's tone throughout was one of professional competence and mutual respect, reflecting confidence in both the fire department's capabilities and the importance of maintaining robust emergency preparedness. While not generating headlines, this routine committee work represents the careful attention to public safety that forms the foundation of effective municipal government.

### Meeting Overview The Public Health, Safety, Justice and Equity Committee met on November 17, 2025, with council members including Skip Williams and Michael Lilliquist. The committee reviewed two key items: an interlocal agreement for paramedic training funding for 2026 and the adoption of the city's updated comprehensive emergency management plan. ### Key Terms and Concepts **Interlocal Agreement (ILA):** A formal contract between two or more local government jurisdictions to share costs, services, or resources for mutual benefit. **Preceptor:** An experienced paramedic who serves as a mentor and evaluator for paramedic students throughout their training program, providing one-on-one guidance and assessment on every call. **Comprehensive Emergency Management Plan (CMP):** A state-required document that outlines how the city will coordinate emergency response, from daily incidents to major disasters, covering mitigation, preparation, response, and recovery. **Emergency Operations Center (EOC):** A central command facility that coordinates emergency response activities across multiple departments and jurisdictions during major incidents or disasters. **All Hazards Approach:** Emergency planning that prepares for any type of disaster or emergency scenario, regardless of the specific cause or nature of the event. **Minimum Staffing:** The required number of qualified personnel needed to safely operate emergency services at any given time. **Backfill Costs:** Expenses for hiring temporary or overtime staff to cover the duties of employees who are in training programs. **Annexes:** Detailed operational sections of the emergency management plan that provide specific procedures for different types of emergency functions and scenarios. ### Key People at This Meeting | Name | Role / Affiliation | |---|---| | Skip Williams | Council Member, Committee Chair | | Michael Lilliquist | Council Member | | Assistant Chief Pathik | Bellingham Fire Department | | Chief Huitt | Bellingham Fire Department | | Jonas Stinson | Emergency Management Plans Coordinator, Bellingham Fire Department Office of Emergency Management | ### Background Context The paramedic training program represents a crucial investment in Bellingham's emergency medical services capacity. The city operates this program in partnership with Whatcom County under a multi-year contract, training current firefighters and EMTs to become paramedics through an apprenticeship-style program that combines classroom learning with hands-on field experience. This training is essential for maintaining adequate paramedic staffing levels as the community grows. The comprehensive emergency management plan update reflects lessons learned from recent emergencies, particularly the COVID-19 pandemic, which required the city to operate an emergency operations center for over a year. The plan incorporates new federal and state guidance, updated census data for translation needs, and expanded procedures for scenarios like evacuation and donation management. With Whatcom County experiencing over 10 federally declared emergencies in the past decade, having an updated emergency plan is critical for protecting residents and coordinating with state and federal resources. ### What Happened — The Short Version The committee unanimously approved both agenda items. For the paramedic training agreement, council members learned that the four students in the 2026 cohort will work full-time in the program for 14 months, spending time both in classrooms and riding on ambulances with experienced paramedic preceptors. The training follows an apprenticeship model where students gradually take on more responsibility throughout the program. For the emergency management plan, Emergency Management Coordinator Jonas Stinson explained that the updated plan replaces the 2018 version and incorporates pandemic lessons learned, new state and federal requirements, and updated census data. The plan covers three main areas: population protection (including mass care and evacuation), logistics and resource support, and critical infrastructure. Both items will move forward to the full city council for final approval. ### What to Watch Next • Final city council approval of both the paramedic training agreement and emergency management plan • Implementation of the emergency management plan across all city departments starting in January 2026 • Development of the 2026 natural hazards mitigation plan, which must incorporate elements from the new emergency management plan ---

**Q:** How long is the paramedic training program for the 2026 cohort? **A:** 14 months, starting with anatomy and physiology in August 2025 and running through the full training program. **Q:** How many Bellingham firefighters will participate in the 2026 paramedic training cohort? **A:** Four students from the Bellingham Fire Department will participate in the 2026 cohort. **Q:** What is a preceptor in the paramedic training program? **A:** An experienced paramedic who mentors and evaluates students throughout the program, riding with them on calls and providing guidance. **Q:** Do paramedic students count toward minimum staffing requirements? **A:** No, students don't count toward minimum staffing, but they do work and provide services while learning alongside preceptors. **Q:** What contract governs the ongoing costs of the paramedic training program? **A:** A multi-year contract with Whatcom County, contract number C2301522. **Q:** Who is Jonas Stinson? **A:** Emergency Management Plans Coordinator for the Bellingham Fire Department's Office of Emergency Management. **Q:** What does CMP stand for? **A:** Comprehensive Emergency Management Plan, which is required by Washington state for all local jurisdictions. **Q:** What plan does the 2025 emergency management plan replace? **A:** The previously adopted 2018 comprehensive emergency management plan. **Q:** How many federally declared emergencies has Whatcom County experienced in the past decade? **A:** Over 10 federally declared emergencies, according to Jonas Stinson. **Q:** What are the three main sections of the 2025 emergency management plan? **A:** A basic plan (high-level overview), appendices (authorities and references), and annexes (operational information). **Q:** What major emergency required the city to run an EOC for over a year? **A:** COVID-19 pandemic, which was the biggest emergency management effort the city has seen. **Q:** When will the new emergency management plan be distributed to departments? **A:** After adoption and formal promulgation, with distribution planned for January 2026. **Q:** What emergency scenario is most common in Whatcom County? **A:** Floods, though they don't affect the city of Bellingham as much as other areas of the county. **Q:** How often must the emergency management plan be reviewed? **A:** Annually, to address programmatic needs and legislative updates. **Q:** What upcoming plan must incorporate elements from the 2025 emergency management plan? **A:** The 2026 natural hazards mitigation plan, which needs to be written next calendar year. **Q:** What committee voted on these items? **A:** The Public Health, Safety, Justice and Equity Committee. **Q:** What happens to both items after committee approval? **A:** They move forward to the full city council for final consideration and approval. **Q:** What state agency reviewed and approved the emergency management plan? **A:** Washington State Military Department's Emergency Management Division. **Q:** What training model does the paramedic program follow? **A:** An apprenticeship program similar to other trades, combining classroom time with hands-on field experience. **Q:** What specific emergency response did Chief Huitt mention using emergency management plan elements? **A:** Camp 210 response and the daytime emergency cold weather shelter setup. ---