03 Staff Report - Approving the Revised Town Emergency Operations Plan
DATE: TO: FROM: COU TCIL AGENDA REPORT March 30, 2009 MAYOR AND TOWN CO TCll GREG lARSON, To\VN MA TAGER 1EETING DATE: 4/20/09 ITEM NO: 3 SUBJECT: ADOPT RESOLUTION APPROVING THE REVISED
TOWN OF LOS GATOS EMERGENCY OPERATIONS PLAN Adopt resolution approving the revised Town of Los Gatos Emergency Operations Plan. BACKGROUND: The Town of Los Gatos implemented an Emergency
Operations Plan in 1999. A series of refinements have been made based on changes in the law, and feedback received during the planning and implementation of several Emergency Operations
Center (EOC) exercises and EOC section training. DISCUSSION: The revisions to the Emergency Operations Plan clarify roles and responsibilities; including adding Standardized Emergency
Management System (SEMS) and Tational1ncident 1anagement System (NIMS) language, the creation of EOC position checklists, enhanced volunteer coordination, establishing Town Hall evacuation
routes, clarifying EOC activation procedures and the addition of several internal and external resource documents. The Town of Los Gatos and the Los Gatos/Monte Sereno Police Department
work closely with all entities involved in disaster response within the Santa Clara County Operational Area. It also coordinates with representatives from other counties, state and federal
agencies to ensure that the Town of Los Gatos Emergency Operations Plan incorporates all aspects of the TTMS, with particular focus on multi-agency /inter-agency coordination resulting
in an effective and efficient response and recovery from disasters. CO TCLUSION: Staff recommends that the Town Council approve the revised Emergency Operations Plan. PREPARED BY: _
Seaman, Cyef of Police ___ U:\Emergcnc)' Management\Council ReportEOPR EV1S ION04.09.doc Reviewed by: _'__Assistant Town Manager -\:>1"'--own Attorney __ Clerk Administrator
---4Finance __ ommunity Development
PAGE 2 MAYOR AND TOWN COUNCIL SUBJECT: ADOPT RESOLUTION APPROVING REVISIONS TO THE TOWN OF LOS GATOS EMERGENCY OPERATIONS PLA 1 March 30, 2009 ENVIRONMENTAL ASSESSMENT: This is not a
project defined under CEQA, and no further action is required. FISCAL IMPACT: There is no anticipated fiscal impact. Santa Clara County Fire personnel assisted with the document preparation
and future staff training will be conducted as part of the regular duties of the Support Services Captain and Personnel and Community Services Sergeant in the Police Department. Failure
to comply with the Emergency Operations Plan as it relates to Incident Command System standards could affect the Town's ability to obtain future disaster relieffunding in the event ofa
natural disaster. Attachments: I. Resolution 2. Emergency Operations Plan Sections I and II (Appendices) Distribution: General
RESOLUTION 2009-006 RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF LOS GATOS APPROVING AND ADOPTING THE UPDATED EMERGENCY OPERATIONS PLAN 'WHEREAS, it is the intent of the Town Council
of the Town of Los Gatos to make all possible preparations in the event of a natural or man-made disaster in order to minimize the loss oflife and property in the Town of Los Gatos;
and WHEREAS, the Town adopted Chapter 8 of the Town of Los Gatos Municipal Code in 1968, establishing a Disaster Council and empowered said council to develop and recommend the adoption
by the Town Council those Emergency Mutual Aid Plans and Agreements necessary to handle an emergency or disaster; and \VHEREAS, the Town amended its Emergency Operations Plan to integrate
the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS); and WHEREAS, the current Emergency Operations Plan; adopted in 1999, is in need
of revision in order to achieve the total integration as required under the SEMSINIMS concept and as directed by State of California Executive Order 2; THEREFORE, BE IT RESOLVED, by
the Town Council of the Town of Los Gatos, County of Santa Clara, State of California, as follows: that the Town Council of the Town of Los Gatos does hereby approve and adopt the revised
Emergency Operations Plan and authorize the Mayor to sign the Letter of Promulgation, accepting the document. PASSED AND ADOPTED at a regular meeting of the Town Council of the Town
of Los Gatos, California, held on the 20th day of April, 2009 bv the following vote: Attachment 1
COUNCIL MEMBERS: AYES: NAYS: ABSENT: ABSTAIN: ATTEST: Is/Jackie D. Rose CLERK OF THE TOWN OF LOS GATOS LOS GATOS, CALIFORNIA SIGNED: /slMayor Mike Wasserman MAYOR OF THE TOWN OF LOS
GATOS LOS GATOS, CALIFORNIA
Town of Los Gatos Emergency Operations Plan SECTION I MARCH 2009
I. II. III. N. -2 -Town of Los Gatos Emergency Operations Plan Table of Contents Introduction 5 A. Philosophy 5 B. Purpose 5 C. Plan Structure 6 D. Plan Maintenance 6 E. Promulgation,
Approvals and References 6 I. Town Council Resolution 2. Relevant Town Municipal Codes 3. State Laws -SEMS 4. Federal Laws and Mandates -NIMS 5. References F. Agency Responsibilities
7 G. Distribution 8 Hazard Analysis -Likelihood of Occurrence Chart 9-11 A. Aviation Disaster B. Civil Disturbance C. Dam Failure D. Earthquake E. Extreme Weather/Storm, Floods, Landslide
F. HAZMAT G. Heat Wave H. Public Health Emergency I. Terrorism J. Wildfire/Forest Fire Prevention/Mitigation 12 A. Local Hazard Mitigation Plan 12 B. Hazard Specific Actions 12-13 I.
Earthquake 2. Wildfire 3. Flood 4. Dam Failure 5. HeatWave 6. Public Health Hazards 7. Hazardous Materials 8. TerrorisrnlWeapons of Mass Destruction Preparedness 14 A. Town Emergency
Organization 14 I. Municipal Leadership 2. Director of Emergency Services 3. Town Organization a. Field personnel •
b. EOC personnel c. DSW Status d. Town Volunteer Coordinator B. Santa Clara County Role 15 C. California Emergency Management. 16 D. Relationships With Federal Agencies 16 E. Town of
Los Gatos General Plan, Safety Element 16 F. Related Plans 16 G. Training 17 H. Cross Jurisdictional Preparedness Actions 17 I. Schools 2. Faith Based Organizations 3. Licensed Residential
Facilities 4. Chamber of Commerce 5. Utilities I. Preparing the Public 17-18 I. American Red Cross 2. Los Gatos CERT 3. Los Gatos Prepared 4. Santa Clara County Fire Department J. Vital
Records Protection 18 V. Response 19 A. EOP and/or EOC Activation and Notification 19 B. Levels of Emergency 19 C. otification 20 I. Earthquake 6.5 and above 2. All other disasters D.
Field Incident Command 20 E. Roles and Responsibilities -See EOC Position Guides/Checklists in the Appendices F. Lines of Succession 20 G. Alternate Seat ofGovernment. 20 H. Santa Clara
County Operational Area 21 1. Multi/lnter-Agency Coordination (MACS) 21 J. Mutual Aid 21 K. Special Districts 21 I. Schools 2. Utilities 3. Water L. Operations Centers 21 I. Emergency
Operations Center (EOC) a. Purpose and Functions b. Representation 2. Police Departmental Operations Center (DOC) 3. Backup Locations -3 -
-4 -VI. Recovery 22 A. Concept of Operations 1. Short Term 22 a. Electric Power b. Communications c. Water & Sewer d. High Impact Areas e. Vulnerable Populations f. Schools g. Hospitals
h. Economic & Social Systems 2. Long Term 23 a. Development of Recovery Teams b. Long Term Recovery Committee Formation c. Hazard Mitigation d. Economic Resource Stabilization e. Plan
Updates f. Post-Event Assessments B. SEMS Recovery Organization 23-25 I. Management Section 2. Operations Section 3. Planning Section 4. Logistics Section 5. Finance Section C. Damage
Assessment. : 25-26 D. Disaster Assistance 27 E. Disaster Field Office .30 F. Mitigation 30 VII. Emergency Operations Center A. EOC Staffing Positions 32 B. Generic Activation and Demobilization
Checklist.. .34 C. EOC Position Guides/Checklists 35-93
I. INTRODUCTION A. Philosophy Emergency planning is not about the document. It is about the relationships, roles. and responsibilities that people assume in any given social and/or jurisdictional
grouping, in an organized fashion, to effectively anticipate, prevent, mitigate, prepare, respond, and recover from emergencies. The document that you are reading is the product of many
hours of work that individuals have invested in order to make the Town of Los Gatos safer and better prepared for all contingencies. Emergency platming never ends. Nobody is ever prepared
-everybody is always in the process of preparing. Tllis does not mean that the level of preparedness cannot be high, or that people can never feel confident about their ability to respond
to disasters. It means that there will always be work to do. It means that emergency planning should always be thought ofas a work in progress. '0 emergency planner can ever experience
the day when all work is complete and there is nothing more to do. With tllis in mind, it is crucial to realize that complacency is potentially deadly. Disasters and emergencies will
happen and all Town personnel must be prepared to deal with them. It is not a question of whether an emergency will happen in Los Gatos. It is a question of when it will happen. B. Purpose
There are several purposes of tllis emergency plan: 1. To create a framework for Los Gatos response personnel that will make the continual planning process both very clear and relatively
easy. 2. To identify the hazards that exists in Los Gatos. 3. To enhance the creation of a Local Hazard Mitigation Plan. 4. To address the needs of all people located in Los Gatos atld
Monte Sereno when a disaster happens. 5. To support collaborative efforts with not only municipal staff, but external partners as well such as fue services, utilities, community groups,
volunteers, and the American Red Cross. This concept serves to enhance not only response and recovery activities, but also municipal preparedness and community education. 6. To outline
clearly tl1e strengths and weaknesses of the municipality in its preparedness activities. This plan will help Town leadership see where training is needed, and where needs exist for
other preparedness activities. 7. This plan will guide the Town through an effective and skillful response to any emergency. The Response Section is useful both in relation to the other
sections of the plan and as a separate document unto itself. As part of the larger document it provides continuity between the Preparedness and Recovery Sections, and must be kept up
to date in concert with those sections. It will also be useful and necessary to an Incident Commander and Director of Emergency Services during an emergency, which will be able to refer
to it at an Incident Command Post and direct response efforts with it. 8. To aid the recovery process of a disaster. -5 -
C. Plan Structure All emergency plans in the United States of America must be compliant with the National Incident Management System (NIMS), and all emergency plans in the state of California
must be compliant with the Standardized Emergency Management System (SEMS). NIMS and SEMS compliance is addressed both in the introduction and in the appendices. The plan follows the
following format: I. Introduction II. Hazard Assessment III. Prevention/Mitigation IV. Preparedness V. Response VI. Recovery VII. Appendices Also, the Response and Recovery sections
are based directly on the Incident Command System. D. Plan Maintenance Plans must be reviewed and revised frequently by the Town's Emergency Services Coordinator. New legal requirements
are enacted, personnel change, new concepts in training are created, and refresher training becomes necessary. At a minimum, this plan will be updated annually, with revisions recorded
on the appropriate form in the Appendices.' The Town Manager and/or designee will review and approve all updates. E. Promulgation, Approvals, and References I. Town Council resolution
approving this plan (pending after review and revision) 2. Town Municipal Code, Chapter 8 3. State laws a. California Emergency Services Act, Chapter 7 of Division I of Title 2 of the
Government Code b. California Code of Regulations Title 19, Chapter 2, Subchapter 3, §2620 et seq. c. Standardized Emergency Management System (SEMS) Regulations, Chapter I of Division
2 of Title 21 of the California Code of Regulations (CCR) d. California Government Code §8607 (a) 4. Federal laws and mandates -6 -
a. Federal Disaster Relief Act of 1974 (PL 93-288) b. Federal Civil Defense Act of 1950 (PL 920) c. Public Law 84-99 d. Homeland Security Presidential Directives 5 & 8 e. 1 ational Incident
Management System IMS) at the NIMS Integration Center, http://www.fema.gov/emergencv/nims/5. References a. 1 ational Response Framework, http://www.fema.gov/emergencv/nrf/b. NFPA 1600,
http://www.nfpa.org/assets/files/pdf/nfpaI600.pdf c. Emergency Management Accreditation Program, http://wwv./.emaponline.org/d. US Department of Homeland Security 1 ational Preparedness
Goal, Universal Task Lists, & Target Capabilities Lists, http://ww....v.ojp.usdoj.govlodp/assessments/hspd8.htm e. Homeland Security Exercise & Evaluation Program, https://hseep.dhs.gov/pages/lOOI
HSEEP7.aspx f. A Guide To Federal Aid & Disasters, http://www. fema. gov/assistance/process/guide.shtm. http://mun·av. senate. gov/preparedness/feddisasterhelp-?007.pdf g. California
Constitution h. California Master Mutual Aid Plan, http://www.oes.ca.gov/Operational/OESHome.nsf/PDF/Califoll1ia%20 Master%20Mutual%20Aid%20Agreement/Sfile/CAMasterMutAid.pdf 1. California
Emergency Plan, http://www.oes.ca.gov/Operational/OESHome.nsfIPDF/California%20 Emergency%20Plan/Sfile/CEP-05.pdf j. A Guide To Establishing Local Assistance Centers, http://www.oes.ca.
gov/Operational/OESHome.nsf/PDFIA%20Guide% 20for%?OEstablishing%20a%20Local%20Assistance%20CenterISfilel LACguide.pdf F. Agency Responsibilities During A Disaster I. Town of Los Gatos
-The Town will decide when this plan and the Emergency Operations Center (EOC) will be activated, coordinate volunteer response efforts, deploy personnel and resources to address disaster
caused needs, issue declarations of disaster when needed, and coordinate response and recovery efforts with the County EOC. 2. Santa Clara County Fire Department -The Fire Department
is responsible for firefighting, rescue, medical response, and hazardous materials (HAZMAT) response. During incidents in which these capabilities are the primary objectives the Fire
Department will act as Incident Command either solely or in a Unified Command as appropriate. 3. Los Gatos Parks & Public Works (PPW) -PPW has the equipment and the trained personnel
to clear debris, transport supplies and heavy materials, and interact professionally with utilities, water, and sewer contract agencies. -7 -
PPW will act as the Town's Incident Command when dealing with infrastructure damage to the town, either solely or in a Unified Command as is appropriate. 4. Los Gatos/Monte Sereno Police
Department -The Police Department is responsible for the maintenance oflaw and order during emergencies, search and rescue operations, town facility security, and the evacuations of
residents as needed. During incidents focused on criminal matters the Police Department will act as Incident Command either solely or in a Unified Command as appropriate. 5. Santa Clara
County -Santa Clara County is responsible for the support of the municipalities in the county, the coordination of resources countywide, and as the coordinating agency for the Santa
Clara County Operational Area communicates with the State of California regarding disasters in this county. 6. American Red Cross -The American Red Cross establishes facility agreements
with schools, churches, recreation halls and the like in order to shelter evacuees and provide mass mass care feeding and sheltering. It also provides casework services for those who
have suffered losses, and physical and mental health services for the victims of disasters. 7. School Districts -The schools are responsible for the custodial care of students on school
property during school hours when disaster strikes. They must be prepared to house and feed students for up to three days in order to release them to their parents as the parents arrive.
High schools in particular are frequently the locations ofRed Cross shelters. G. Distribution -Town of Los Gatos Department Heads and Management Staff City of Monte Sereno City Manager
Santa Clara County Fire Department Los Gatos/Monte Sereno Police Department Dispatch Emergency Operations Center Volunteer Staff Santa Clara County Office of Emergency Services American
Red Cross -8 -
II. Hazard Analysis Hazard Analysis Likelihood of Occurrence Chart Likelihood Severity Hazard Infrequent Sometimes Frequent Low Moderate High Aviation Disaster X X X X Civil Disturbance
X X Dam Failure X X Earthquake M<5 X X Earthquake M>5 X X X Extreme X X X WeatherlStonn Floods X X X Landslides X X HAZMAT X X Heat Wave X X X Public Health X X X X Emergency Tenorism
X X X X WildfirelForest Fire X X A. Aviation Disaster Commercial aircraft approaching the San Jose Lntemational Airport do fly over Los Gatos occasionally and are still fairly high,
thus mitigating their risk. (The likely lead incident command would be NTSBlFire/Law Unified Command). B. Civil Disturbance Socially and historically Los Gatos is not a community that
lends itself to civil unrest, hence this risk is low. (Likely IC -Law). C. Dam Failure The Lenihan Dam which holds the Lexington Reservoir behind it has never failed since it was built
in 1952. It is a 195' tall earthen darn that holds the third largest reservoir in the county with a 1000' width. The Santa Clara Valley Water District maintains that the dam has the
ability to withstand significant earthquakes in the ·9·
area, yet the potential inundation zone in the case of a failure is very significant to the Town. Town Hall along with its neighboring Library and Police Station are in the inundation
zone, along with Los Gatos High School, the Town's Corporation Yard, and many homes that line the west side of Los Gatos Creek. Furthermore, the small amount of time between a dam failure
at Lenihan and inundation in the Town is not enough to wam the public and conduct evacuations. In spite of the confidence placed in the dam's stability by the Water District, this is
a significant risk for the Town. (IC -LawlFireIWater District Unified Command) D. Earthquake Los Gatos is particularly prone to earthquakes and the risk is high. The Town is surrounded
by active fault lines: San Andreas to the south and west, Hayward and Calaveras to the north and east, and Monte Vista to the west. According to the Branched States Geological Survey
the Hayward Fault is ofparticular concern, as it has a history of7.0> earthquakes on an approximately 140 year cycle, the most recent of which was in 1868. Los Gatos suffered considerable
structural damage after the October 17, 1989 Lorna Prieta earthquake, which had a 6.7 to 6.8 magnitude. Many houses not bolted to their foundations moved significantly, and considerable
unreinforced masonry fell downtown into the streets and sidewalks. As a result ofpost earthquake mitigation after Lorna Prieta the vast majority of the unreinforced masonry in Los Gatos
has been removed but soft story construction (houses held up at least partially by stilts) has not been assessed. It is safe to say that any major earthquake in the Santa Clara County
area (including Los Gatos) will cause many injuries, loss of life, residential and commercial structural damage, and infrastructure damage to bridges, roads, utilities, and communications.
(IC -Law). E. Extreme Weather/Storm, Floods, Landslides Because Los Gatos is at the base of the Santa Cruz Mountains water flows rapidly through the Town's creeks and streams during
times of heavy rain. Ofparticular concern is Los Gatos Creek which flows down out of the mountains from Lexington Reservoir north alongside Highway 17 to Vasona Lake County Park between
the Highway and University Avenue. The Santa Cruz Mountains routinely collect five inches or rain or more in a day or less from winter storms off of the Pacific Ocean which causes a
great deal of water flow in Los Gatos Creek. This hazard does threaten developments along the west bank of the Creek alongside University Avenue. Furthermore, landslides in the often
unstable hills above the town do pose some risk, particularly along Highway 17. (ICLawIPPW). -10-
F. HazMat There are businesses in Los Gatos that manufacture products that pose a hazardous materials risk, but with frequent inspections and compliance the risk is considered moderate.
(IC -Fire). G. HeatWave The summer heat in Santa Clara County does reach levels that qualify for Heat Warnings from the ational Weather Service on occasion, and does occur in San Jose
and Los Gatos. At times the heat reaches oppressive levels, endangering the unprepared. For those without cooling systems in their homes and for those working outdoors, heat exhaustion
and heat stroke are real possibilities. The Town of Los Gatos Neighborhood Center is a designated Cooling Center. (ICLaw/Fire/Public Health). H. Public Health Emergency Los Gatos is
at neither greater nor lesser risk from a public health emergency than most other communities, hence the unpredictability of this risk. Occasional outbreaks of seasonal cold and flu
do occur, while all are at risk from serious threats such as pandemic flu. (IC -Law/Fire/Public Health) Health) I. Terrorism Although not considered a terrorist target in the category
of cities like New York or Washington D.C., Los Gatos shares the risks of the general public from indiscriminate threats such as cyberterrorism, agroterrorism, and biological warfare.
(IC -Law). J. Wildfire/Forest Fire The wildfIre risk in Los Gatos and in the Santa Cruz Mountains above it to the south and west is seasonal in nature. Because of the types of vegetation
and typically high moisture content tlus risk is usually small. However, during years of drought there are occasions when winds blowing east to west dry out the hillsides and cause wildfIre
concerns. The Lexington Fire in 1985 wluch burned 42 buildings and 13,000 acres, the 1997 Cats Fire that threatened downtown, the Stevens Canyon Fire in 2007 and the Summit Fire of June
2008 are examples of fIres that do threaten the area. (IC -Fire). -11 -
m. Prevention & Mitigation A. Local Hazard Mitigation Plan -under development with the Association of Bay Area Governments, which will also influence the Town's General Plan Safety Element
B. Hazard Specific Actions -(possible action to be pursued as resources allow) 1. Earthquake o Inspect all structures for non-structural hazards and mitigate them o Provide Disaster
Home Preparedness training to Town employees and volunteer responders o Continue community education efforts (CERT and Los Gatos Prepared) 2. Wildfire o Promote approved messages about
fire safety and vegetation management in vulnerable areas o Wildland-Urban Interface Fire Zones Ordinance (as adopted on 2-2-09 by Town Council) 3. Flood o Regularly inspect storm drains
and keep clean o Annual updates by Santa Clara Valley Water District 4. Dam Failure o Plan for continuity of government in the event of a failure and Town Hall is destroyed o Implement
a Public Warning System o Implement an Evacuation Plan o Inform residents in the inundation zone on methods of evacuation and communication S. Heat Wave o Supervisors ofTown employees
must ensure that employees receive sufficient breaks and water if working outdoors o Cooling centers are promoted to the public 6. Public Health Hazards o During outbreaks of contagious
disease follow directions from the County Public Health Department o Encourage social distancing and proper hygiene o III employees must be sent home or to medical care o Increase the
availability ofpublic education campaigns o Encourage school surveillance processes 7. Hazardous Materials o Encourage familiarity with MSDS binders in the workplace o Train staff to
store, use, and dispose of hazardous materials properly o Promote safe disposal of hazardous materials in the community -12 -
-13 -o Promote education in large population buildings, shopping centers and schools regarding the Shelter in Place protocol for hazardous materials emergency 8. Terrorism o Train staff
to recognize suspicious packages and/or boxes, particularly those who process the mail. o Train residents to be aware of the surroundings and to be willing to report suspicious activity
to the Police Department
IV. Preparedness A. Town Emergency Organization I. Municipal Leadership -Municipal Code provides for a Disaster COl/llcil to make recommendations to the Town Council regarding issues
of preparedness including approval of plans, mutual aid agreements, ordinances, resolutions, rules, and regulations. It is important to note that the Council does not have a response
role during times of disaster and that it acts solely in an advisory capacity. The Council is comprised of a. Council Chair -the Mayor b. Council Vice Chair -the Town Manager, who is
also the Director of Emergency Services c. Assistant Director of Emergency Services -The Police Chief d. Such other persons as may be appointed by the Director with the consent of the
Town Council 2. Director of Emergency Services -this position is filled by the Town Manager, who according to Municipal Code has the ability to make a variety of decisions and take a
variety of actions during an emergency on behalf of the Town in the absence of the Town Council. These include: a. Request the Town Council to issue a proclamation of a state of emergency
b. Issue such a proclamation in the absence of the Council c. Request the Governor to issue a state of emergency d. Develop emergency plans and manage emergency programs in the Town
e. Direct and control the emergency efforts of the Town during a disaster f. Represent the Town in all emergency related dealings, both public and private g. During an emergency, issue
rules and regulations related to the protection of life and property, to be confirmed later by the Town Council h. During an emergency, obtain vital equipment and supplies for the protection
of life and property, and if necessary commandeer such equipment and supplies for public use 1. During an emergency, demand the services of all Town officers and employees as needed,
and in the case of a County proclamation of emergency or in a state of war, command the aid of as many citizens as needed. All such people described in this clause are to be protected
by Disaster Service Worker protections, throu!!h proper registration and training. 3. Town Organization a. Field Personnel I. Los GatoslMonte Sereno Police Department 2. Parks & Public
Works 3. ARESIRACES amateur radio volunteers -14 -
4. Disaster Aid Response Team (DART) volunteers (Responsible for light rescue, grid searches, and traffic control) 5. Community Emergency Response Team (CERT) volunteers 6. Spontaneous
volunteers, while under proper supervision can be used in the field as well b. EOC Personnel I. All Town employees are available to' serve as needed in the EOC and are trained to do
so 2. ARESfRACES amateur radio volunteers 3. DART volunteers 4. CERT volunteers 5. Volunteers In Policing (VIP) will manage and assist in the EOC c. Disaster Service Worker (DSW) Status
-In the State of California all public employees are automatically classified as DSWs upon hire. This obligates these employees to serve as needed during a disaster when directed to
do so. Furthermore, volunteers including ARESfRACES, CERT, and DART are DSWs also if sworn. They can be activated as DSWs for both training and for real incidents and when activated
they are covered by workers compensation coverage by the State. Spontaneous volunteers must be sworn in before being deployed on any task so that they will also receive worker's compensation
protection. They must be registered, trained and supervised. d. The Town's Volunteer Coordinator will manage the activities of volunteers during a disaster, in particular the spontaneous
volunteers B. Santa Clara County Role -In the event that this EOP and the Town's EOC are activated, the County EOC will activate to support the Town, particularly if the disaster is
regional in nature. However, even if the disaster is strictly local the County will support Los Gatos. The County can provide support with the following methods: I. The County EOC can
be activated partially, in its entirety, or at any level in between as needed. This will provide the Los Gatos EOC immediate support with all emergency management needs, in particular
with resource requests. 2. The County Public Health Department can activate its Departmental Operations Center and support the Town in any public health crisis, and also coordinate
County Mental Health services. 3. The Sheriffs Office acts as the Area Law Coordinator and in that role coordinates law enforcement mutual aid. 4. The Santa Clara County Fire Department
serves locally as the fire department in Los Gatos, and regionally as the area fire coordinator as well which provides coordination of fire services mutual aid. -15 -
\ 5. The County Coroner, organizationally placed within the Sheriff's Office will handle all issues with the deceased caused by a disaster. 6. The County Department of Mental Health
will coordinate the mental health/grief counseling needs of the population. 7. The Valley Transportation Authority (VTA) will organize post disaster transportation services based on
need, infrastructure, and resources available. 8. The County EOC organizes mutual aid with law enforcement, fire services, public works, emergency communications, and emergency management,
all of which are available as needed. 9. The County acts as the link between municipalities and the State of California for all resource and mutual aid requests. C. California Emergency
Management -The State of California supports the Town of Los Gatos through the Regional Emergency Operations Center (REOC) in Oakland during a disaster, and through its State Operating
Center (SOC) in Mather. Contact with the State goes through the County Operational Area. D. Relationships With Federal Agencies -Refer to the Federal Agencies table in the appendices
E. Town of Los Gatos General Plan, Safety Element -This document is to be revised, and will be in coordination with the development of a Town Local Hazard Mitigation Plan to be done
at the same time. F. Related Plans -these are referenced in the Response Section, and also exist as separate, stand alone docwnents. Included are: 1. Evacuation Plans -there are two
main threats that will cause an evacuation: a. The Lenihan Dam which holds back the Lexington Reservoir is to the west and uphill from Los Gatos, and is also very near the San Andreas
Fault. Any damage to the dam that would compromise its ability to hold back the reservoir could cause an evacuation of the flood inundation zone not only in Los Gatos, but in Campbell,
San Jose, and Santa Clara too. b. The wildfire risk is in the hills to the south and west of Los Gatos. Most of the people in the Santa Cruz Mountains who are in greatest need live outside
the Town jurisdictional limits, but because the destination for many of these people during an evacuation will be the Town they must be considered in this plan. This plan must be designed
with the Sheriff's Office, the California Highway Patrol, California Fire, and the Santa Clara County Fire Department as partners. 2. Heat Wave Plan -This short document deals with the
locations of Cooling Centers and the Public Information Officer efforts needed to publicize them. 3. Local Hazard Mitigation Plan -this is under development with the Association ofBay
Area Governments. 4. Public Health Disaster Plan -this is under development with the County Office of Emergency Services and the County Public Health Department. -16 -
5. Points of Distribution (POD) plan -PODs are needed to distribute mass prophylaxis (medications) to the Town in the wake of a biological warfare attack. The agents that would most
likely cause the activation of PODs are anthrax, plague, small pox, and tularemia. In Los Gatos PODs have been established and planned at Los Gatos Calvary Church and at the Jewish Community
Center. 6. TerrorismIWMD Plan -this plan documents specific action for the Town in the event of a biological, nuclear, incendiary, chemical, or explosive incident caused by a terrorist.
In all cases assistance and involvement from County, State, and Federal agencies and personnel would be near instantaneous and involve multiple jurisdictions. 7. Volunteer Management
Plan -this plan details how the Town will manage its three organized volunteer groups (RACES, DART, and CERT), and more importantly how it will manage spontaneous, unaffiliated volunteers
during a disaster G. Training -Refer to the Training Log in the Appendices H. Cross Jurisdictional Preparedness Actions I. Schools -Emergency plaruling and training efforts with the
Los Gatos Union School District, the Los Gatos-Saratoga Union High School Dishict, Hillbrook School, St. Mary's and other private schools deemed appropriate, are active and continuous
so that these entities will be prepared and sel f sufficient during a disaster. They are all adopting ICS, SEMS, and NIMS. 2. Faith Based Organizations a. Los Gatos Calvary Church is
a POD site for the Town, a Red Cross shelter, Emergency Volunteer Center and a potential staging area b. The Jewish Community Center is a POD site, potential staging area and Emergency
Volunteer Center 3. Licensed Residential Facilities -Both The Terraces (800 Blossom Hill Road) and the Sacred Heart Jesuit Center (300 College Avenue) have improved their emergency plans
and have pursued ICS training. Efforts are underway in the West Valley area to produce MOUs between residential care facilities for the transfer of residents during disaster evacuations
from one one facility to another depending on availability and surge capaci ty. 4. Chamber of Commerce -The Chamber has been active in preparedness activities such as Los Gatos Prepared,
and disseminates disaster preparedness information to its members when needed 5. Utilities -On-going preparedness activities with these essential partners is critical to maintain over
the long term. l. Preparing the Public I. American Red Cross -The ARC is active in the West Valley area, with the West Valley Advisory Board a distinct and recognized section of the
larger Santa Clara Valley Chapter headquartered in San Jose. -17 -
2. Los Gatos Community Emergency Response Team (CERT) -Members of Los GatoslMonte Sereno CERT, a program managed by the Police Department, conduct neighborhood surveys to identify residents
with mobility issues in a disaster, and will attempt to assist them in the event of such disaster. Organized through the Los GatoslMonte Sereno Police Department, this group not only
prepares its own members internally, but also engages in community efforts to prepare its member's neighbors, in particular, the Los Gatos Prepared initiative. 3. Los Gatos Prepared
-This initiative commemorates the October 17, 1989 Lorna Prieta earthquake and serves as the largest and most publicized public education campaign in Los Gatos each year. Community events
and presentations on October 17 and the two weekends leading up to it inspire the public to be ready for the next earthquake. 4. Santa Clara County Fire Department -The Fire Department
has an extremely active Public Education Department that promotes fire safety as well as disaster preparedness to small groups in Los Gatos year round, and is particularly visible each
October during Fire Prevention Month in Los Gatos' elementary schools. J. Vital Records Protection -All electronic data and records in the Town's computer system are backed up continuously
on tape, which protects the Town's vital records such as contracts, payroll, police records, and all financial records in time of disaster. As technology improves, on-going efforts to
increase the survivability of these tapes which are currently stored at Town facilities in Los Gatos. Back up documentation would mitigate damage to these documents. -18 -
V. Response A. EOP and/or EOC Activation and Notification I. On the order of the following: a. Town Manager b. Assistant Town Manager c. Police Chief d. Community Development Director
e. In the absence of and inability to communicate with the above four officials, the highest ranking on duty police official 2. On the order of the official designated by local ordinance,
provided that the existence or threatened existence of a Local Emergency has been proclaimed in accordance with state and Town procedures. If a declaration has not been made, the official
designated by local ordinance, referred to above, should request assurances, or otherwise determine the need to activate the plan. 3. When the Governor has proclaimed a State Of Emergency
in an area including Los Gatos. 4. Automatically on the proclamation of a State Of War Emergency as defined in California Emergency Services Act (Chapter 7, Division I, Title 2, California
Govemment Code). 5. A Presidential declaration of a National Emergency in an area including Los Gatos. 6. Automatically on receipt of an attack warning or actual attack on the United
States. 7. The EOP and the Town EOC can be activated prior to and completely without an emergency proclamation. Both the EOP and the EOC are flexible instruments of disaster response
that can be used only in the parts needed for smaller responses, and can also be used to the fullest for major responses. Generally, there are three considerations when deciding to activate
an EOP, and EOC, or both. a. The ability of the Town government to function b. The ability of the people in the Town to go about their daily lives c. The status of infrastructure in
the Town including roads, electricity, gas, bridges, water, sewage, etc. E. Levels of Emergency 1. Level I -A minor to moderate incident characterized by adequate local response capability
and sufficient resources to favorably resolve the situation. A local emergency mayor may not be proclaimed. 2. Level II -A moderate to severe emergency characterized by a need for Mutual
Aid to ensure a favorable resolution of the situation. In most cases, a Local Emergency will be proclaimed. A State Of Emergency may be proclaimed by the Govemor. 3. Level III -A major
disaster, exemplified by depletion of resources and Mutual Aid response capability area-wide, necessitating extensive statewide and federal assistance. Generally, a Local Emergency and
a -19 -
State Of Emergency will be proclaimed. A Presidential declaration mayor may not be proclaimed. C. otification -this will occur based on one of two scenarios; a disaster such as an earthquake
that requires no notification, and a disaster such as a hazardous materials spill that might need a systematic notification process 1. Earthquakes 6.5 and above require an immediate
activation of the EOP and EOC. EOC staff are to report to the EOC immediately, Police Department personnel are to report to the Police Department's Departmental Operations Center either
in person or verbally immediately, and all other Town employees are to report to their supervisor immediately. DART personnel are to report to the Police Department Departmental Operations
Center immediately. RACES personnel are to report to the EOC immediately. CERT members are to check on their homes and families first, then their neighborhoods, and then report to their
staging areas. An earthquake of this size or bigger is the only disaster in which the above personnel should respond automatically without further notification. 2. In all other disasters,
once the appropriate Town leadership has decided to activate the EOP and EOC, the Police Department's Dispatch Center will make the appropriate notifications to Town EOC staff to report
to the EOC immediately. This includes EOC volunteers like RACES. Other volunteer groups (CERT & DART) will be called out as necessary. The SCCO County Community Notification System may
be used to notify all Town staff and volunteer groups. D. Field Incident Command Relationship With EOC Management -Field Incident Command will be led at Incident Command Posts by the
County Fire Department, the Parks & Public Works Department, the Police Department, or some combination of the three in a Unified Command. With the communications methods available to
them Incident Commanders will keep their respective disciplines located in the Operations Section of the EOC informed of response progress, and EOC personnel will assist field responders
with personnel, facilities, and material needed to accomplish tactical objectives. E. Roles and Responsibilities -See EOC Position Checklists in the Appendices F. Lines of Succession
I. Town Manager 2. Assistant Town Manager 3. Police Chief 4. Director of Community Development (By direction of the Town Manager, a Police Captain shall be in charge until one of the
above can respond) G. Alternate Seat of Government locations include: I. Jewish Community Center on Oka Road 2. Monte Sereno City Hall 3. Campbell City Hall 4. Middle and Elementary
Schools in Los Gatos as appropriate **Facilityagreements must be approved and in place before use -20-
H. Santa Clara County Operational Area -coordinated by the County EOC the Santa Clara County Operational Area, which consists of the County, all 15 municipalities, and the special districts
(school, water, etc.) stand by with available resources to support Incident COlmnand Posts in the field and the Town's EOC with personnel and material resources. Should the resources
of the Operational Area be exhausted the County EOC will communicate with the State for further mutual aid. I. Multi/Inter-Agency Coordination System (MACS) -Using the External Resources
information contained in the Appendices the Logistics Section Chief and the Liaison Officer will confer with the Los Gatos non-profits, faith based organizations, and Chamber of Commerce
when receiving and processing resource requests that fall outside of the Town's ability to satisfy. The Logistics Section will collect requests for resources and the Liaison will coordinate
with the external agencies to make the most efficient and beneficial use of agency resources. J. Mutual Aid -Mutual Aid resources will be made available through the Operational Area
coordinated at the County EOC, when appropriate. K. Special Districts -Special districts such as schools will send agency representatives to the Town EOC as needed, and will coordinate
with the Town response activities in their areas. Life safety and preservation of property are the top priorities for all, and the Town and the special districts will endeavor to assist
each other as much as possible. L. Operations Centers I. Emergency Operations Center (EOC) -Located in the eighborhood Center a. Purpose & Function -The EOC exists to support tactical
objectives in the field at Incident Command posts, and to manage response resources in the Town when multiple incidents need support b. Representation -See the EOC Staffing Roster in
the Appendices 2. Police Departmental Operations Center -Located in the Police Department or in the field as appropriate 3. Backup locations a. The parking lot areas at Town Hall/Neighborhood
Center b. Calvary Baptist Church c. Jewish Community Center d. Others -21 -
VI. Recovery Introduction Recovery refers to those measures undertaken by an entity following a disaster that will return all systems (utilities, phones, govemment offices, etc.) to
normal levels of service. Effective recovery consists of a complex array of interdependent and coordinated actions. Some jurisdictions may have recovery operations as a separate manual,
referenced in the EOP. A. Concept of Operations Recovery operations should begin as soon as possible after a disaster. Many think recovery operations generally are initiated after the
disaster response has been ongoing and appears to show some promise of diminishing. A successful recovery starts at the moment of impact. There is no clearly defined separation between
response and recovery. The tasks are different from response, but they should be carried out simultaneously. Establishing a recovery organization prior to a disaster has proven effective
in enabling a smooth and speedier recovery. Although SEMS is required for emergency response, it is not specifically required for recovery operations. However, emergency planners may
find it useful to continue using SEMS principles and procedures for recovery when personnel are already in a SEMS environment. 1. Short Term Recovery operations are divided into two
phases. The first phase is short term. This involves restoring the infrastructure that includes: • electric power; • communications; • water and sewer; • high impact areas and special
populations, schools, hospitals, etc.; and economic and social systems of the Community. Continued coordination from the response phase into the recovery phase is necessary to identify
high priority areas for resumption of utilities, liability concerns, financing, and recovery ordinances. Jurisdictional emergency managers should develop checklists for short-term recovery
to ensure governing boards are kept up-to-date, to identify potential areas of mitigation, and to improve preparedness and response planning. -22-
2. Long Term Long-term recovery consists of actions that will return the jurisdiction back to normal pre-disaster levels of service. Long-tenn considerations include: • development of
a recovery team; • economic and resource stabilization; • hazard mitigation; • updating plans based on lessons learned; and • post-event assessments. It is critical that the documentation
functions during response continue and expand into recovery. Checklists should be developed for recovery operations to ensure accountability. Failure to strictly account for damage documentation
and personnel costs can result in loss of possible reimbursement. B. SEMS Recovery Organization Recovery operations differ significantly from emergency response. SEMS is not required
for recovery operations, although it is used by State OES in recovery operations and may provide for greater efficiency at all levels. Response activity is greater in the SEMS Operations
and Logistics functions. Recovery activities see much more activity in the Finance/Administration function and less in the other SEMS functions. The Operational Area plays a different
role in recovery than in response. The Operational Area may act as an information and coordination point for its constituent jurisdiction. However, each local jurisdiction rather than
the Operational Area, works directly with state and federal recovery programs. Recovery plans utilizing SEMS functions may have the following tasking: 1. Management Section This section
is responsible for the jurisdiction's overall recovery. Tasks include: • activating, elevating, reducing, and tenninating emergency response protocols; • informing and briefing elected
officials; • providing lead for policy decisions; • issuing public information releases; and • ensuring safety of response activities. -23 -
2. Operations Section This section is responsible for operations that restore the jurisdiction back to normal dayto-day operations. Tasks include: • restoring medical facilities and
service; • restoring government facility functions; • removing debris; • demolishing buildings; • restoring utilities; and • providing building and public safety inspections. 3. Planning
Section This section documents and provides management with direction for recovery activities. Tasks include: • providing documentation of SEMS compliance for disaster assistance; •
providing after-action reports consistent with SEMS requirements • providing direction in land use and zoning issues; • issuing building permits; • developing alternative building regulations
and code enforcement; • reviewing the general plan; • providing an action plan for recovery operations; • developing redevelopment plans; • developing recovery situation reports; • documenting
recovery operations; and • creating mitigation plans. 4. Logistics Section Logistics section is responsible for obtaining resources necessary to carry out recovery operations. Tasks
include: • providing government operations and allocating office space; • providing recovery supplies and equipment; and • providing vehicles and personnel. • providing emergency housing;
and -24-
• providing application process for disaster assistance; 5. Finance!Administration Section Finance!Administration handles the jurisdiction's recovery financial transactions. Tasks include:
• managing public finance; • preparing and maintaining the budget; • developing and maintaining contracts; • processing accounting and claims; • collecting taxes; and • managing insurance
settlements. Organizations should be assigned appropriate SEMS functions to address the tasks listed above. C. DAMAGE ASSESSMENT DUling the early phase of a disaster, the initial damage
is only estimated. Plans should include procedures for conducting more detailed surveys to be used in disaster project applications. It is critical to understand that damage assessment,
especially after an earthquake, will be a continuous project almost on a daily basis for a month or more due to the high frequency of aftershocks. Structures that were not damaged initially
could become severely damaged after a minor aftershock. A significant number of building inspectors providing assessments will be key to state and federal reimbursement monies. The procedures
should include the following: 1. Safety Concerns Safety precautions that will contribute to recovery operations include: • ensuring gas, water, sewer leaks are identified; • ensuring
utilities are turned off in unsafe or damaged structures; • securing hazardous materials sites and preparing clean-up plan; • ensuring unsafe buildings are vacated, clearly marked and
access is restricted; and • identifying safety precautions to be undertaken by emergency workers. 2. Structural Damage Checklists and procedures for survey teams should include the following
tenns when describing damages: Destroyed -Cost ofrepair is more than 75% of value. -25 -
Major Damage -Cost of repair is greater than 10% of value. Minor Damage -Cost of repair is less than 10% of value. Note: Damages are limited to the structure and not contents. Structural
Categories The following are categories used for private structures applying for disaster assistance: l..:..l -Homes, includes Town Homes and Condominiums :[ -Mobile Homes 2 -Rental
Units Q-Farm Dwellings 1 -Businesses Recovery Activities Common terms for recovery activities are listed below: Category A: Debris Clearance Clearance of debris, wreckage, demolition,
and removal of buildings damaged beyond repair. Category B: Protective Measures Measures to eliminate or lessen immediate threats to life, and public health, and safety. Category C:
Roads & Bridges All non-emergency work and any that may require more time for decision-making, preparation of detailed design, construction plans, cost estimates, and schedules. Category
D: Water Control Facilities Includes flood control, drainage, levees, dams, dikes, irrigation works, works, seawalls, and bulkheads. Category E: Public Buildings and Equipment Buildings,
vehicles or other equipment, transportation systems, fire stations, supplies or inventory, higher education facilities, libraries, and schools. Category F: Utilities Water supply systems,
sanitary sewerage treatment plants, storm drainage, light/power. Category G: Other Park facilities, piers, boat ramps, public and private DOD-profit facilities, recreational facilities,
playground equipment. -26-
List of Damages Once a Presidential Disaster Declaration has been made, a "List of Damage" needs to be completed by each jurisdiction and transmitted to the Operational Area. The Operational
Area will transmit damages to the OES Region, who will in tum send them to the State and FEMA. It should include: Location of Action/Damage • Geographical location of damaged facility
or emergency work. Description of Action/Damages • j arrative description explaining the nature of the disaster-related problem (engineering details are not needed). Estimates of Cost
• A separate estimate for each facility or system affected. D. DISASTER ASSISTANCE Disaster assistance is divided into two forms: Individual and Public Assistance. Recovery plans should
address both types of assistance, methods of acquiring help, restrictions, and other pertinent infonnation. 1. Individual Assistance Government Assistance to Individuals Individual assistance
consists of services provided to individuals and businesses -the private sector. Effective recovery plans should have the following federal programs for individual assistance included:
2. Federal Programs Disaster Housing Assistance Program This is a federal program administered by FEMA that provides temporary housing to disaster victims during presidentially declared
disasters. Disaster Mortgage and Rental Assistance Program This program provides grants for home-related mortgage or rent payments to disaster victims, who as a result of a disaster,
have lost their job or business and face foreclosure or eviction from their homes. It is a federal program available under a presidentially declared disaster. -27 -
Housing and Urban Development (BUD) Program This program is offered to families with an income below $20,000. It provides up to 70% of the rental cost for a maximum of 18 months to disaster
victims. It is also available under a presidentially declared disaster. Small Business Administration (SBA) This program is automatically implemented following a presidential disaster
declaration for Individual Assistance, or may be implemented at the request of the governor. It provides low interest loans to businesses and Individuals who have suffered disaster losses.
Individual and Family Grant Program (lFGP) This is authorized only by a federal disaster declaration. It provides grants to disaster victims who are not eligible for SSA loans. Cora
Brown Fund This is authorized only by a federal disaster declaration. The fund provides disaster victims with assistance provided they are not eligible for any other disaster assistance
award from the government or other organizations. These are only a few federal programs that could be activated under a presidentially declared disaster. Disaster assistance may be altered
by legislation passed at the time of the event. Other types of assistance may also be available. EOPs should have all programs addressed either in the plan or in a supplement. 3. Non-profit
Volunteer Charitable Organizations Recovery plans should include all forms of assistance available, including volunteer charitable organizations such as the American Red Cross, Salvation
Army, and others. Plans should identifY what is available, conditions, and client focus. In developing a recovery plan that includes volunteer charitable organizations, local networks
of volunteer agencies should not be overlooked. Some communities have a "Community council" of local organizations that may be able to provide some level of relief or fund-raising experience.
This can be helpful in developing a local disaster victims fund or outreach. 4. Public Assistance Public assistance consists of various programs of disaster relief to the public sector.
Public sector includes state and local government (city, county, special district). Recovery plans should include the following forms of assistance and the application process: -28 -
State-Natural Disaster Assistance Act (NDAA) NDAA is available to counties, cities, and special districts to repair disaster-related damages to public buildings, levees, flood control
works, channels, irrigation works, city streets, county roads, bridges, and other public works except those facilities used solely for recreational purposes. This program offers up to
75% of the eligible cost to: repair, restore, reconstruct or replace public property or facilities; to cover direct and indirect costs of grant administration with the OES Director's
concurrence; and, to cover the cost of overtime and supplies used for response. Conditions for Implementation ofNDAA: • OES Director must concur with local emergency declaration for
permanent restoration assistance; • Govemor must proclaim a state of emergency (for disaster response and permanent restoration assistance); or • President must declare a major disaster
or emergency (for matching fund assistance for cost sharing required under federal public assistance programs). Federal-Robert T. Stafford Disaster Relief Act of 1974 The following is
a brief overview of tlus program. This information would be useful in a recovery plan because it is the primary source of public assistance. Recovery planners may choose to go into more
detail about tlus program._A Presidential Declaration of Major Disaster or Emergency is_required to activate the provisions of this law. Eligible applicants include the following: •
state agencies; • counties; • cities; • special districts; • schools K-12; • colleges and institutions of higher education; • private non-profit organizations organized under § 501(c)
3 of the Lntemal Revenue Code; • utilities; • emergency agencIes; • medical agencies; • custodial care
organizations; and • govemment services such as: cOIrununity centers, libraries, homeless shelters, senior citizen centers, and similar facilities open to the general public. To provide
efficiency in the recovery process the particulars of work and cost eligibility, wage information, and other pertinent infonnation should be included in the recovery -29 -
plan. This could be in the form of information sheets on each program, checklists, or written procedures. E. DISASTER FIELD OFFICE (DFO) Following a Presidential Declaration of a Major
Disaster or Emergency, a Disaster Field Office will be established in the proximity of the disaster area. The DFO provides the direction and coordination point for federal assistance.
Typical functions ofthe DFO include: • Management -Coordination of the overall federal assistance programs for both Individual and Public Assistance, as well as any existing emergency
work. • Public Information -Overall direction of public news releases on the progress of the emergency recovery actions, public notices on obtaining assistance, problems, and other pertinent
information. • Liaison -Provides coordination and cooperation with other federal and state agencies. • Operations -Responsible for damage survey teams, outreach activities, and program
implementation (i.e., Public Assistance, Individual Assistance, Hazard Mitigation, etc.) • Logistics -Provides materials and resources to perform the tasks associated with recovery.
• Finance/Administration -Tracks and monitors costs, approves purchases, audits activities as needed. • Plans/Intelligence -Develops action plans, identifies priorities, potential problems,
and documents the overall recovery actions. F. MITIGATION This aspect of recovery operations is critical in reducing or eliminating disaster related property damage and loss of lives
from reoccurring. The immediate post-disaster period presents a rare opportunity for mitigation. During this time, officials and citizens are more responsive to mitigation recommendations,
and unique opportunities to rebuild or redirect development may be available. Recovery plans would benefit from addressing mitigation planning as part of the recovery process. The following
represents some information that would be useful in recovery sections of emergency plans. -30 -
Fonns of Mitigation: • changes in building codes; • variances or set-backs in construction; • zoning, to reduce types of construction in high hazard areas; and • relocation or removal
of structures from high hazard zones. This could also be described in more detail in recovery plans as checklists, SOPs, or infonnation sheets. -31 -
Los Gatos/Monte Sereno EOC Staffing Positions **Note: Reviewed by Town Manger annually in June and December Mana2ement Position Primary Secondary Director of Emergency Greg Larson Chief
ofPolice* Services Legal Officer OrryKorb Kirsten Powell Liaison Officer Jenny Haruyama Patsy Garcia Public Information Officer Pamela Jacobs OPEN Safety & Security Officer Police Department
Designee Police Department Designee Agency Representatives TBA TBA • Los Gatos Union School District • Los Gatos-Saratoga High School District Operations Position Primary Secondary Operations
Section Chief Chief ofPolice*/Alana Alana Forrest/David Gravel Forrest/David Gravel Fire & Rescue Branch Santa Clara County Fire Santa Clara County Fire Coordinator Department Department
Law Enforcement Branch Police Sergeant/Captain Police Sergeant/Captain Public Works Coordinator Todd Capurso Kevin Rohani Care & Shelter Coordinator Jackie Rose Stefanie Angulo (for
rescuers) • Red Cross Rep Planning/Intelligence Position Primary Secondary Planning/Intelligence Wendie Rooney Anthony Ghiossi Section Chief Damage Assessment Suzanne Davis Sandy Baily
Branch Coordinator Documentation Branch Peggy Conaway Henry Bankhead Coordinator Situation Status Branch Linda Dydo Heidi Long Coordinator Demobilization Coordinator Tim Kawasaki Open
-32 -
Looistics Position Primary Secondary Logistics Section Chief Regina Falkner Rumi Portillo Communications/IT Cluis Gjerde John Zore Branch Coordinator Communications Branch • Public Safety
I ancyDawn Lead Dispatcher Radios • ARESIRACES • ARESIRACES • ARESIRACES • Dispatcher • Dispatcher Facilities Branch Bruce Smith Jeremi ah George Coordinator Personnel/Care and Shelter
Rumi Portillo Maxine Bennudez Branch Coordinator Supplies Branch Nicole Tram Maurine Dudley Coordinator Transportation Branch Steve Regan Dave Gray Coordinator Volunteer Branch Monica
Renn Linda Gallo Coordinator Finance/Administration Position Primary Secondarv Finance Section Chief Stephen Conway OPEN Purchasing Branch Glenda Cracknell CJ Moulton Coordinator Time
Keeping Branch Gayle Barr Linda Isherwood Coordinator EOC Manager -Joe Neely, Police VIP REV 3/31/2009 * The Police Chief represents system flexibility for the Town. The Chief can serve
as needed as EOC Director, Operations Section Chief or can lead the Police Department's operations or delegate that role to other PO leadership. Roles will be established upon EOC activation.
-33 -
Generic Checklist for All EOC Personnel Activation Phase: o Check in upon amval at the EOC. o Report to the EOC Director, Section Chief, Branch Coordinator, or other assigned Supervisor,
and provide your supervisor with your contact information. o Set up your workstation and review your position responsibilities. o Establish and maintain a position log that chronologically
describes your actions taken during your shift. o Determine your resource needs, such as a computer, phone, plan copies, and other reference documents. Demobilization Phase: o Deactivate
your assigned position and close out logs when authorized by the EOC Director. o Complete all required forms, reports, and other documentation. All forms should be submitted through
your supervisor to the PlanninglIntelligence Section, as appropriate, prior to your departure. o Be prepared to provide input to the after-action report. o If another person is relieving
you, ensure they are thoroughly briefed before you leave your workstation. Clean up your work area before you leave. Leave a forwarding phone number where you can be reached. -34-
EOC Position Specific Checklists Director of Emergency Services Checklist Responsibilities 1. Establish the appropliate staffing level for the EOC and continuously monitor organizational
effectiveness ensuring that appropriate modifications occur as required. 2. Exercise overall management responsibility for the coordination between emergency response agencies within
the jurisdictional area. 3. In conjunction with staff, set jurisdictional priorities for response efforts. Ensure that all department and agency actions are accomplished within the priorities
established at the EOC. 4. Ensure that inter-agency coordination is accomplished effectively. Activation Phase o Detennine appropriate level of activation based on situation as known.
o Mobilize appropriate personnel for the initial activation of the EOC. o Respond immediately to EOC site and determine operational status. o Obtain briefing from whatever sources are
available. o Ensure that the EOC is properly set up and ready for operations. o Ensure that an EOC check-in procedure is established immediately. o Ensure that an EOC organization and
staffing chart is posted and completed. o Detennine which sections are needed, assign Section Chiefs as appropriate and ensure they are staffing their sections as required. o Operations
Section Chief o Planning/Intelligence Section Chief o Logistics Section Chief o Finance/Administration Section Chief o Detennine which Management Staff positions are required and ensure
they are filled as soon as possible. -35 -
o Legal Officer o Liaison Officer o Public Information Officer o Safety Officer o Security Officer o Ensure that communications systems are established and functioning. o Schedule the
initial Action Planning meeting. o Confer with staff to determine what representation is needed at the EOC from other emergency response agencies. o Inform members of the Town Council
and develop appropriate policy decisions. Operational Phase: o Monitor general staff activities to ensure that all appropriate actions are being taken. o In conjunction with the Public
Information Officer, conduct news conferences and review media releases for final approval, following the established procedure for information releases and media briefings. o Ensure
that the Liaison Officer is providing for and maintaining effective interagency coordination. o Based on current status reports, establish initial strategic objectives for the EOe. o
In coordination with Management Staff, prepare EOC objectives for the initial Action Planning Meeting. o Convene the initial Action Planning meeting. Ensure that all Section Coordinators,
Management Staff, and other key agency representatives are in attendance. Ensure that appropriate Action Planning procedures are followed (refer to Planning/Intelligence Section, "Action
Planning Guidelines."). Ensure the meeting is facilitated appropriately by the Planning/Intelligence Section Chief. o Once the Action Plan is completed by the Planning/Intelligence Section,
review, approve and authorize its implementation. o Conduct periodic briefings with the general staff to ensure strategic objectives are current and appropriate. o Conduct periodic briefmgs
for elected officials or their representatives. -36 -
o Fonnally issue an Emergency Proclamation as necessary, and coordinate local govenunent proclamations with other emergency response agencies, as appropriate. o Blief your relief at
shift change, ensuring that ongoing activities are identified and follow-up requirements are known. Demobilization Phase: o Authorize demobilization of sections and branches when they
are no longer required. o Notify higher level EOC's and other appropriate organizations of the planned demobilization, as appropriate. o Ensure that any open actions not yet completed
will be handled after demobilization. o Ensure that all required fOnTIS or reports are completed prior to demobilization. o Be prepared to provide input to the after action report. o
Deactivate the EOC at the designated time, as appropriate. o Proclaim tennination of the emergency response and proceed with recovery operations. -37 -
Legal Officer Responsibilities: I. Ensure that proper legal procedures are followed in all phases of disaster response and recovery, including disaster declarations, posting Town Council
ratification, emergency power exercised by the Director of Emergency Services, and requests for mutual aid and other forms of outside assistance. 2. Provide legal advice to the EOC staff.
Activation Phase: o Follow the generic Activation Phase Checklist. o Check in with the Management Section Chief and determine the appropriate level of participation by the Legal Officer
at the EOC. Arrange for immediate notification capabilities (pagers, cell phone) if off-site. o Review special ordinances and laws that may govern a disaster. Ensure that appropriate
legal reference materials are ready and accessible to the Legal Officer at the EOC. o Provide legal advice, when you determine it is needed or when it is requested. Operational Phase:
o Respond to requests for legal advice and support. o Keep current on the general status of the disaster, and anticipate steps that could be taken to lessen potential Town liability.
Advise the Director of Emergency Services of the timing and implementation of such steps. o Provide legal advice to EOC staff, when you determine it is needed, or when it is requested.
o Advise on intergovernmental relations, including legal issues involved in notifications and requests for assistance or resources. o Maintain logs and files associated with your position,
keeping custody of all attorney/client documentation. -38 -
Demobilization Phase: o Follow generic Demobilization Phase Checklist. o Ensure that you complete all final reports, close out your activity log, and transfer any ongoing missions and/or
actions to the person assigned by the Director of Emergency Services. o Ensure copies ofall documentation generated during the operation are submitted to the Planning Section, except
for attorney/client matters that you will retain. -39 -
Liaison Officer Checklist Responsibilities: 1. Oversee all liaison activities, including coordinating outside agency representatives assigned to the EOC and handling requests from other
EOCs for EOC agency representatives. 2. Establish and maintain a central location for incoming agency representatives, providing workspace and support as needed. 3. Ensure that position
specific guidelines, policy directives, situation reports, and a copy of the EOC Action Plan is provided to Agency Representatives upon checkLn. 4. Provide orientations for VIPs and
other visitors to the EOC. 5. Ensure that demobilization is accomplished when directed by the Director of Emergency Services. Activation Phase: o Follow generic Activation Phase Checklist.
o Obtain assistance for your position through the Personnel Branch in Logistics, as required. Operational Phase: o Contact Agency Representatives "already on-site, ensuring that they:
o Have signed into the EOC o Understand their role in the EOC o Know their work locations o Understand the EOC organization and floor plan o Determine if additional representation is
required from: o Community based organizations o Private organizations o Utilities not already represented o Other agencies -40-
o In conjunction with the Director of Emergency Services establish and maintain an Inter-agency Coordination Group comprised of outside agency representatives and executives not assiQIled
to specific sections within the EOC. o Assist the Director of Emergency Services in conducting regular briefings for the lnter-agency Coordination Group and with distribution of the
current EOC Action Plan and Situation RepOli. o Request that Agency Representatives maintain conununications with their agencies and obtain situation status reports regularly. o With
the approval of the Director of Emergency Services, coordinate with the Safety & Security Branch EOC tours for visiting VIP's and other visitors. o With the approval of the Director
of Emergency Services, provide agency representatives from the EOC to other EOCs as required and requested. o Maintain a roster of agency representatives located at the EOC. Roster should
include assignment within the EOC (Section or lnter-agency Coordination Group). Roster should be distributed internally on a regular basis. Demobilization Phase: o Follow generic Demobilization
Phase Checklist. o Release agency representatives that are no longer required in the EOC when authorized by the Director of Emergency Services. -41 -
Public Information Officer (PIO) Checklist Responsibilities: 1. Serve as the central coordination point for the agency or jurisdiction for all media releases. 2. Ensure that the public
within the affected area receives complete, accurate, and consistent information about life safety procedures, public health advisories, relief and assistance programs and other vital
information. 3. Coordinate media releases with Public Information Officers at incidents or representing other affected emergency response agencies as required. 4. Develop the format
for press conferences, in conjunction with the Director of Emergency Services. 5. Maintain a positive relationship with the media representatives. 6. Provide staffing for rumor control
telephone bank. 7. Establish a "Disaster Hotline" with an up-to-date recorded message. 8. Ensure that all rumors are responded to in a timely manner and with factual information. 9.
Supervise the Public Information Branch. Activation Phase: o Follow generic Activation Phase Checklists. Checklists. o Determine staffing requirements and make required personnel assignments
for the Public Information function as necessary. Operational Phase: Public Communication o Provide appropriate staffing and telephones to efficiently handle incoming media and public
calls. -42 -
o Operate a telephone bank for receiving incoming inquiries from the general public. o Establish a "Disaster Hotline" recorded message and provide updated message infonnation periodically.
Media Relations o Establish a Media lnfonnation Center, as required, providing necessary space, materials, telephones and electrical power. o Maintain up-to-date status boards and other
references at the media info1l11ation center. Provide adequate staff to answer questions from members of the media. o Develop and publish a media-briefing schedule, to include location,
fonnat, and preparation and distribution of handout materials. o At the request of the Director of Emergency Services, prepare media briefings for members of the agencies or jurisdiction
policy groups and provide other assistance as necessary to facilitate their participation in media briefings and press conferences. o Refer inquiries from members of the media to the
lead Public Infonnation Officer or designated staff. o Keep the Director of Emergency Services advised of all unusual requests for infonnation and of all major critical or unfavorable
media comments. Recommend procedures or measures to improve media relations. o Ensure that adequate staff is available at the incident sites to coordinate and conduct tours of the affected
areas. Emergencv Infonnation Collection o Coordinate with the Situation Analysis Branch and identify the method of obtaining and verifying significant infoffi1ation as it is developed.
o Develop content for state Emergency Alert System (EAS) releases if available. Monitor EAS releases as necessary. o Prepare, update, and distribute to the public a Disaster Assistance
Infonnation Directory, which contains locations to obtain food, shelter, supplies, health services, etc. -43 -
o Ensure that announcements, emergency information and materials are translated and prepared for special populations (non-English speaking, hearing impaired etc.). o Ensure that a rumor
control function is established to correct false or erroneous information. o Interact with other EOC PIOs and obtain information relative to public information operations. Information
Dissemination o Obtain policy guidance from the Director of Emergency Services with regard to media releases. o Provide copies of all media releases to the Director of Emergency Services
o Implement and maintain an overall information release program. o Monitor broadcast media, using information to develop follow-up news releases and correct rumors by providing factual
information based on confirmed data. o Prepare final news releases and advise media representatives of points-of-contact for follow-up stories. o In coordination with other EOC sections
and as approved by the of Emergency Services, issue timely and consistent advisories and instructions for life safety, health, and assistance for the public. o Provide
appropriate staffing and telephones to efficiently handle incoming media and public calls. o Correct rumors by providing factual information based on confirmed data. o Ensure that file
copies are maintained of all information released. Demobilization Phase: o Follow generic Demobilization Phase Checklist. o Conduct shift change briefings in detail, ensuring that in-progress
activities are identified and follow-up requirements are known. -44-
Safety & Security Officer Responsibilities: I. Ensure that all buildings and other facilities used in support of the EOC are in a safe operating condition. 2. Monitor operational procedures
and activities in the EOC to ensure they are being conducted in a safe manner, considering the existing situation and conditions. 3. Stop or modify all unsafe operations outside the
scope of the EOC Action Plan, notifYing the Director of Emergency Services of actions taken. 4. Provide 24-hour security for the EOC. 5. Control personnel access to the EOC in accordance
with policies established by the Director of Emergency Services. 6. Handle any situation arising from inappropriate personnel actions within the EOC. Activation Phase: o Follow generic
Activation Phase Checklist. Operational Phase: o Tour the entire EOC facility and evaluate conditions; advise the Director of Emergency Services of any conditions and actions that might
result in liability, unsafe layout or equipment set-up, etc. o Study the EOC facility and document the locations of all fire extinguishers, emergency pull stations, and evacuation routes
and exits. o Be familiar with particularly hazardous conditions in the facility; take action when necessary. o Prepare and present safety briefings for the Director of Emergency Services
and staff at appropriate meetings. o If the event that caused activation was an earthquake, provide guidance regarding actions to be taken in preparation for aftershocks. -45 -
o Ensure that the EOC facility is free from any environmental threats -e.g., radiation exposure, air purity, water quality, etc. o Keep the Director of Emergency Services advised of
unsafe conditions; take action when necessary. o Coordinate with the Finance/Administration Section in preparing any personnel injury claims or records necessary for proper case evaluation
and closure. o Determine the current EOC security requirements and arrange for staffing as needed. o Determine needs for special access to EOC facilities. o Provide executive and VIP
security as appropriate and required. o Provide recommendations as appropriate to Director of Emergency Services. o Prepare and present security briefings for the Director of Emergency
Services and General Staff at appropriate meetings. Demobilization Phase: o Follow generic Demobilization Phase Checklist. -46-
Agency Representative Responsibilities: 1. Agency Representatives should be able to speak on behalf of their agencies, within established policy limits, acting as a liaison between their
agencies and the EOC. 2. Agency Representatives may facilitate requests to or from their agencies, but nonnally do not directly act on or process resource requests. 3. Agency Representatives
are responsible for obtaining situation status infonnation and response activities from their agencies for the EOC. Activation Phase: o Follow generic Activation Phase Checklist. o Check
in with the Liaison Officer and clarify any issues regarding your authority and assignment, including the functions of other representatives from your agency (if any) in the EOC. o Establish
communications with your home agency; noti fy the Logistics Section Conununications Branch and the Liaison Officer of any conununications problems. o Unpack any materials you may have
brought with you and set up your assigned station, requesting necessary materials and equipment through the Liaison Officer and/or Logistics Section. o Obtain an EOC organization chart,
floor plan, and telephone list from the Liaison Officer. o Contact the EOC sections or branches that are appropriate to your responsibility; advise them of your availability and assigned
work location in the EOC. Operational Phase: o Facilitate requests for support or infonnation that your agency can provide. o Keep current on the general status of resources and activity
associated with your agency. -47 -
o Provide appropriate situation information to the PlanninglIntelligence Section. o Represent your agency at planning meetings, as appropriate, providing update briefings about your
agency's activities and priorities. o Keep your agency executives informed and ensure that you can provide agency policy guidance and clarification for the Director of Emergency Services
as required. o On a regular basis, inform your agency of the EOC priorities and actions that may be of interest. o Maintain logs and files associated with your position. Demobilization
Phase: o Follow generic Demobilization Phase Checklist. o When demobilization is approved by the Director of Emergency Services, contact your agency and advise them of expected time
of demobilization and points of contact for the completion of ongoing actions or new requirements. o Ensure that you complete all final reports, close out your activity log, and transfer
any ongoing missions and/or actions to the Liaison Officer or other appropriate individual. o Ensure copies of all documentation generated during the operation are submitted to the PlanninglIntellige
nce Section. -48 -
Operations Section Chief Responsibilities: 1. Ensure that the Operations function is canied out including coordination of activities for all operational functions assigned to the EOC.
2. Ensure that operational objectives and assignments identified in the EOC Action Plan are canied out effectively. 3. Establish the appropriate level of branch and Branch organizations
within the Operations Section, continuously monitoring the effectiveness and modifying accordingly. 4. Exercise overall responsibility for the coordination of Branch activities within
the Operations Section. 5. Ensure that the Planning/Intelligence Section is provided with Status Reports and Major Incident Reports. 6. Conduct peliodic Operations briefings for the
Director of Emergency Services as required or requested. 7. Supervise the Operations Section. Activation Phase: o Follow generic Activation Phase Checklists. o Ensure that the Operations
Section is set up properly and that appropriate personnel, equipment, and supplies are in place including maps and status boards. o Meet with Planning/Intelligence Section Chief; obtain
a preliminary situation briefing. o Based on the situation, activate appropriate branches within the section. Designate Branch Coordinators as necessary. o Fire & Rescue Branch o Law
Enforcement Branch o Public Works Branch o Care & Shelter Branch o Communications Branch (ARESIRACES) -49 -
o Determine ifthere are mutual aid requests for these functional areas. Initiate coordination with appropriate mutual aid systems as required. o Request additional personnel for the
section as necessary for 24-hour operation. o Obtain a current communications status briefing from the Communications Branch Coordinator in Logistics. Ensure that there is adequate equipment
and radio frequencies available as necessary for the section. o Determine estimated times of arrival of section staff from the Personnel Branch in Logistics. o Confer with the Director
of Emergency Services to ensure that the PlanninglIntelligence and Logistics Sections are staffed at levels necessary to provide adequate information and support for operations. o Coordinate
with the Liaison Officer regarding the need for Agency Representatives in the Operations Section. o Coordinate with the Planning/Intelligence Section Chief to determine the need for
any Technical Specialists. o Establish radio or phone communications with Department Operations Centers (DOCs), and/or with Incident Commander(s) as directed, and coordinate accordingly.
o Based on the situation known or forecasted, determine likely future needs of the Operations Section. o Identify key issues currently affecting the Operations Section; meet with section
personnel and determine appropriate section objectives for the first operational period. o Review responsibilities of branches in section; develop an Operations Plan detailing strategies
for carrying out Operations objectives. o Adopt a pro-active attitude. Think ahead and anticipate situations and problems before they occur. Operational Phase: o Ensure Operations Section
position logs and other necessary files are maintained. -50 -
o Ensure that situation and resources infonnation is provided to the Plalming/Intelligence Section on a regular basis or as the situation requires, including Status Reports and Major
Incident Reports. o Ensure that all media contacts are referred to the Public Infonnation Officer. o Conduct periodic briefings and work to reach consensus among staff on objectives
for forthcoming operational periods. o Attend and participate in Director of Emergency Service's Action Planning meetings. o Provide the Planning/Intelligence Section Chief with Operations
Section's objectives prior to each Action Planning meeting. o Work closely with each Branch Coordinator to ensure that the Operations Section objectives, as defined in the current Action
Plan, are being addressed. o Ensure that the branches coordinate all resource needs through the Logistics Section. o Ensure that intelligence information from Branch Coordinators is
made available to the Planning/Intelligence Section in a timely manner. o Ensure that fiscal and administrative requirements are coordinated through the Finance/Administration Section
(notification of emergency expenditures and daily time sheets). o Brief the Director of Emergency Services on all major incidents. o Complete a Major Incident Report for all major incidents;
forward a copy to the Plamling/Intelligence Section. o Brief Branch Coordinators periodically on any updated information you may have received. o Share status information with other
sections as appropriate. Demobilization Phase: o Follow generic Demobilization Phase Checklist. -51 -
Fire and Rescue Branch Coordinator Responsibilities: 1. Coordinate fire, emergency medical, hazardous materials, and urban search and rescue operations in the jurisdictional area. 2.
Assist Fire & Rescue Mutual Aid System Coordinator in acquiring mutual aid resources, as necessary. 3. Coordinate the mobilization and transportation of all resources through the Logistics
Section. 4. Complete and maintain status reports for major incidents requiring or potentially requiring operational area, state and federal response, and maintains status of unassigned
fire and rescue resources. 5. Coordinate with the Law Enforcement Branch Coordinator on jurisdiction Search & Rescue activities. 6. Implement the objectives of the EOC Action Plan assigned
to the Fire & Rescue Branch. 7. Supervise the Fire & Rescue Branch. Activation Phase: o Follow the generic Activation Phase Checklist. o Based on the situation, activate the necessary
units within the Fire & Rescue Branch: o Fire & Rescue Branch o Emergency Medical Branch o HazMat Branch o If the mutual aid system is activated, coordinate use of fire resources with
the Operational Area Fire & Rescue Mutual Aid Coordinator. o Prepare and submit a preliminary status report and major incident reports as appropriate to the Operations Section Chief.
o Prepare objectives for the Fire & Rescue Branch; provide them to the Operations Section Chief prior to the first Action Planning meeting. -52 -
Operational Phase: o Ensure that Branch logs and other necessary files are maintained. o Obtain and maintain current status on Fire & Rescue missions being conducted in the jurisdictional
area. o Provide the Operations Section Chief and the Plalmingllntelligence Section with an overall summary of Fire & Rescue Branch operations periodically or as requested during the
operational period. o On a regular basis, complete and maintain the Fire & Rescue Status Report. o Refer all contacts with the media to the Public Information Officer. o Ensure that
all fiscal and administrative requirements are coordinated through the Finance/Administration Section (daily time sheets and notification of any emergency expenditures). o Prepare objectives
for the Fire & Rescue Branch for the subsequent operational period; provide them to the Operations Section Chief prior to the end of the shift and the next Action Planning meeting. o
Provide your relief with a briefmg at shift change; inform himlher of all ongoing activities. Branch objectives for the next operational period, and any other pertinent information.
Demobilization Phase: o Follow the generic Demobilization Phase Checklist. -53 -
Law Enforcement Branch Coordinator Responsibilities: I. Coordinate movement and evacuation operations during an emergency. 2. Alert and notify the public of the impending or existing
emergency. 3. Coordinate law enforcement, search and rescue, and traffic control operations during the emergency. 4. Coordinate site security at incidents. 5. Coordinate Law Enforcement
Mutual Aid requests from emergency response agencies through the Law Enforcement Mutual Aid Coordinator at the Operational Area EOC. 6. Supervise the Law Enforcement Branch. Activation
Phase: o Follow the generic Activation Phase Checklist. o Based on the situation, activate the necessary units within the Law Enforcement Branch: o Law Enforcement Operations Branch
o CoronerlFatalities Management Branch o Search and Rescue Branch o Contact and assist the Operational Area EOC Law Enforcement and Coroner's Mutual Aid Coordinators as required or requested.
o Provide an initial situation report to the Operations Section Chief. o Based on the initial EOC strategic objectives prepare objectives for the Law Enforcement Branch and provide them
to the Operations Section Chiefprior to the first Action Planning meeting. Operational Phase: o Ensure that Branch position logs and other necessary files are maintained. -54 -
o Maintain current status on Law Enforcement missions being conducted. o Provide the Operations Section Chief and the Planning/Intelligence Section with an overall sununary of Law Enforcement
Branch operations periodically or as requested during the operational period. o On a regular basis, complete and maintain the Law Enforcement Status Report. o Refer all contacts with
the media to the Public Information Officer. o Detennine need for Law Enforcement Mutual Aid. o Detetmine need for Coroner's Mutual Aid. o Ensure that all fiscal and administrative requirements
are coordinated through the Finance/Administration Section (daily time sheets and notification of any emergency expenditures). o Prepare objectives for the Law Enforcement Branch for
the subsequent Operational period; provide them to the Operations Section Chief prior to the end of the shift and the next Action Platming meeting. o Provide your relief with a briefing
at shift change, infonning himlher of all ongoing activities, branch objectives for the next operational period, and any . other pertinent information. Demobilization Phase: o Follow
the generic Demobilization Phase Checklist. -55 -
Public Works Branch Coordinator Responsibilities: 1. Survey all utility systems, and restore systems that have been disrupted, including coordinating with utility service providers in
the restoration of disrupted services. 2. Survey all public and private facilities, assessing the damage to such facilities, and coordinating the repair of damage to public facilities.
3. Survey all other infrastructure systems, such as streets and roads within the jurisdictional area. 4. Assist other sections and branches as needed. 5. Supervise the Public Works Branch.
Activation Phase: o Follow the generic Activation Phase Checklist. o Based on the situation, activate the necessary units within the Public Works Branch. o Contact and assist the Operational
Area Public Works Mutual Aid Coordinator with the coordination of mutual aid resources as necessary. o Provide an initial situation report to the Operations Section Chief. o Based on
initial EOC strategic objectives prepare objectives for the Public Works Branch and provide them to the Operations Section Chief prior to the first Action Planning meeting. Operational
Phase: o Ensure that Branch position logs and other necessary files are maintained. o Maintain current status on all public works activities being conducted. o Ensure that damage and
safety assessments are being carried out for both public and private facilities. -56 -
o Request mutual aid as required through the Operational Area Public Works Mutual Aid Coordinator. o Determine and document the status of transportation routes into and within affected
areas. o Coordinate debris removal services as required. o Provide the Operations Section Chief and the Planning/Intelligence Section with an overall summary of Public Works Branch activities
periodically during the operational period or as requested. o Ensure that all Utilities and Construction/Engineering Status Reports, as well as the Initial Damage Estimation are completed
and maintained. o Refer all contacts with the media to the Pubic Information Officer. o Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration
Section (daily time sheets and notification of any emergency expenditures). o Prepare objectives for the Public Works Branch for the subsequent operations period; provide them to the
Operations Section Chief prior to the end of the shift and the next Action Planning meeting. o Provide your relief with a briefing at shift change, informing him/her of all ongoing activities,
branch objectives for the next operational period, and any other pertinent information. Demobilization Phase: o Follow the generic Demobilization Phase Checklist. -57 -
Care & Shelter Branch Coordinator Responsibilities: 1. Coordinate directly with the American Red Cross and other volunteer agencies to provide food, potable water, clothing, shelter
and other basic needs as required to disaster victims within the Town. 2. Assist the American Red Cross with inquiries and registration services to reunite families or respond to inquiries
from relatives or friends. 3. Assist the American Red Cross with the transition from mass care to separate family/individual housing. 4. Supervise the Care & Shelter Branch. Activation
Phase: o Follow the generic Activation Phase Checklist. Operational Phase: o Establish and maintain your position log and other necessary files. o Coordinate with the Liaison Officer
to request an Agency Representative from the American Red Cross. Work with the Agency Representative to coordinate all . shelter and congregate care activity. o Establish communications
with other volunteer agencies to provide clothing and other basic life sustaining needs. o Ensure Ensure that each active shelter meets the requirements as described under the American
with Disabilities Act (ADA). o Assist the American Red Cross in staffing and managing the shelters to the extent possible. o Assist the American Red Cross with the transition from operating
shelters for displaced people to separate family/individual housing. o Complete and maintain the Care and Shelter Status Report Form. o Maintain a running tally of the number of displaced
people being sheltered. o Refer all contacts with the media to the Public lnformation Officer. -58 -
Demobilization Phase: o Follow the genelic Demobilization Phase Checklist. -59 -
PlanninglIntelligence Section Chief Responsibilities: I. Ensure that the following responsibilities of the Planningl1ntelligence Section are addressed as required: a. Collecting, analyzing,
and displaying situation information, b. Preparing periodic Situation Reports, c. Preparing and distributing the EOC Action Plan and facilitating the Action Planning meeting, d. Conducting
Advance Planning activities and report, e. Providing technical support services to the various EOC sections and branches, and documenting and maintaining files on all EOC activities.
2. Establish the appropriate level of organization for the Planningl1ntelligence Section. 3. Exercise overall responsibility for the coordination of Branch activities with the section.
4. Keep the Director of Emergency Services informed of significant issues affecting the Planning/Intelligence Section. 5. In coordination with the other section chiefs, ensure that Status
Reports are completed and utilized as a basis for situation reports, and the EOC Action Action Plan. 6. Supervise the Planning/Intelligence Section. Activation Phase: o Follow generic
Activation Phase Checklists. o Ensure that the Planning/Intelligence Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and
status boards. o Based on the situation, activate Branches within the section as needed and designate Branch Coordinators for each element: o Damage Assessment Branch o Documentation
Branch o Situation Status Branch -60-
o Request additional personnel for the section as necessary to maintain a 24-hour operation. o Establish contact with the Operational Area EOC when activated, and coordinate Situation
Reports with their Plalming/Intelligence Section. Meet with Operations Section Chief; obtain and review any major incident reports. o Review responsibilities of branches in the section;
develop plans for carrying out all responsibilities. o Make a list of key issues to be addressed by the Planning/Intelligence Section; in consultation with section staff, identify objectives
to be accomplished during the initial Operational Period. o Keep the Director of Emergency Services informed of significant events. o Adopt a proactive attitude, thinking ahead and anticipating
situations and problems before they occur. Operational Phase: o Ensure that Planning/Intelligence Section position logs and other necessary files are maintained. o Ensure that the Situation
Analysis Branch is maintaining current information for the situation report. o Ensure that major incidents reports and status reports are completed by the Operations Section and are
accessible by Planning/Intelligence. o Ensure that all status boards and other displays are kept current and that posted information is neat and legible. o Ensure that the Public Infonnation
Officer has immediate and unlimited access to all status reports and displays. o Conduct periodic briefings with section staff and work to reach consensus among staff on section objectives
for forthcoming operational periods. o Facilitate the Director of Emergency Service's Action Planning meetings approximately two hours before the end of each operational period. o Ensure
that objectives for each section are completed, collected and posted in preparation for the next Action Planning meeting. -61 -
o Ensure that the EOC Action Plan is completed and distributed prior to the start of the next operational period. o Work closely with each branch within the PlanninglIntelligence Section
to ensure the section objectives, as defined in the current EOC Action Plan are being addressed. o Ensure that the Situation Status Branch develops and distributes a report which highlights
forecasted events or conditions likely to occur beyond the forthcoming operational period; particularly those situations which may influence the overall strategic objectives of the EOC.
o Ensure that the Documentation Branch maintains files on all EOC activities and provides reproduction and archiving services for the EOC, as required. o Provide technical specialists
to all EOC sections as required. o Ensure that fiscal and administrative requirements are coordinated through the Finance/Administration Section. Demobilization Phase: o Follow generic
Demobilization Phase Checklist. -62-
Damage Assessment Branch Coordinator Responsibilities: l. Collect initial damage assessment information from other branches/units in the EOC. 2. If the emergency is stonn, flood, or
earthquake related, ensure that inspection teams have been dispatched to assess the condition of the dam. 3. Provide detailed damage assessment information to the rest of the Plarming
Section, with associated loss damage estimates. 4. Maintain detailed records on damaged areas and structures. 5. Initiate requests for engineers, to inspect structures and/or facilities.
6. Supervise the Damage Assessment Branch. Activation Phase: o Follow generic Activation Phase Checklist. Operational Phase: o Establish and maintain a position log and other necessary
files. o Obtain initial damage assessment information from the Fire & Rescue Branch, the Law Enforcement Branch, utilities, and other branches/units as necessary. o Coordinate with the
American Red Cross, utility service providers, and other sources for additional damage assessment information. o Prepare detailed damage assessment infom1ation, including estimate of
value of the losses, and provide to the rest of the Planning Section. o Clearly label each structure and/or facility inspected in accordance with ATC-20 standards and guidelines. o Maintain
a list of structures and facilities requiring inunediate inspection or engineering assessment. -63 -
o Initiate all requests for engineers and building inspectors through the Operational Area EOC. o Keep the Planning Section Chief informed of the inspection and engineering assessment
status. o Refer all contacts with the media to the Public Information Officer. Demobilization Phase: o Follow the generic Demobilization Phase Checklist. -64-
Documentation Branch Coordinator Responsibilities: I. Collect, organize and file all completed emergency related forms, to include: all EOC position logs, situation reports, EOC Action
Plans and any other related infonnation, just prior to the end of each operational period. 2. Provide document reproduction services to the EOC staff. 3. Distribute the EOC situation
reports, EOC Action Plan, and other documents, as required. 4. Maintain a pennanent electronic archive of all situation reports and Action Plans associated with the emergency. 5. Prepare
and distribute the After Action Report. 6. Supervise the Documentation Branch. Activation Phase: o Follow the generic Activation Phase Checklist. Operational Phase: o Establish and maintain
a position log and other necessary files. o Meet with the PlanningfIntelligence Section Chief to detennine what EOC materials should be maintained as official records. o Meet with the
Recovery Branch Leader to determine what EOC materials and documents are necessary to provide provide accurate records and documentation for recovery purposes. o Initiate and maintain
a roster of all activated EOC positions to ensure that position logs are accounted for and submitted to the Documentation Branch at the end of each shift. o Reproduce and distribute
the Situation Reports and Action Plans. Ensure distribution is made to the Operational Area EOC. -65 -
o Keep extra copies of reports and plans available for special distribution as required. o Set up and maintain document reproduction services for the EOC. Demobilization Phase: o Follow
the generic Demobilization Phase Checklist. -66 -
Situation Status Branch Coordinator Responsibilities I. Oversee the collection, organization, and analysis of situation information related to the emergency. 2. Ensure that information
collected from all sources is validated prior to posting on status boards. 3. Ensure that situation reports are developed for dissemination to EOC staff and also to other EOCs as required.
4. Ensure that an EOC Action Plan is developed for each operational period.. 5. Ensure that all maps, status boards and other displays contain current and accurate information. 6. Supervise
the Situation Status Branch. Activation Phase: o Follow the generic Activation Phase Checklist. o Make contact with local govemment EOCs in the operational area and establish a schedule
for obtaining situation reports. o Ensure there is adequate staff available to collect and analyze incoming information, maintain the Situation Report and facilitate the Action Planning
process. o Prepare the Situation Status Branch objectives for the initial Action Planning meeting. Operational Phase: o Establish and maintain a position log and other necessary files.
o Oversee the collection and analysis of all emergency related information. o Oversee the preparation and distribution of the Situation Report. Coordinate with the Documentation Branch
for manual distribution and reproduction as required. -67 -
o Ensure that each EOC Section provides the Situation Status Branch with status reports on a regular basis. o Meet with the PIO to determine the best method for ensuring access to current
information. o Prepare a situation summary for the EOC Action Planning meeting. o Ensure each section provides their objectives at least 30 minutes prior to each Action Planning meeting.
o In preparation for the Action Planning meeting, ensure that all EOC objectives are posted on chart paper, and that the meeting room is set up with appropriate equipment and materials
(easels, markers, situation reports, etc.). o Following the meeting, ensure that the Documentation Branch publishes and distributes the EOC Action Plan prior to the beginning of the
next operational period. .0 Ensure that adequate staff is assigned to maintain all maps, status boards and other displays. Demobilization Phase: o Follow the generic Demobilization Phase
Checklist. -68-
Demobilization Branch Coordinator Responsibilities: I. Develop a Demobilization Plan for the EOC based on a review of all pertinent planning documents, and status reports. 2. Supervise
the Demobilization Branch Activation Phase: o Follow the generic Activation Phase Checklist. Operational Phase: o Establish and maintain a position log and other necessary files. o Review
EOC persOlU1el roster to detetmine size and scope of any demobilization efforts. o Meet individually with the general staff to determine their need for assistance in any Demobilization
Planning. o Advise PlanninglIntelligence Section Chief on the need for a formal written Demobilization Plan. o If a Demobilization Plan is required, develop the plan using detailed specific
responsibilities, release priorities and procedures. o Establish with each Section Chief which branches/personnel should be demobilized first. o Establish time tables for deactivating
or downsizing branches. o Detennine ifany special needs exist for persOlU1el demobilization (e.g. transportation). o Develop a checkout procedure if necessary, to ensure all deactivated
personnel have cleared their operating position. o Submit any formalized Demobilization Plan to the Planning/Intelligence Section Chief for approval. -69 -
o Meet with each assigned Agency Representative and Technical Specialist to determine what assistance may be required for their demobilization from the EOe. o Monitor the implementation
of the Demobilization Plan and be prepared to handle any demobilization issues as they occur. -70-
Logistics Section Chief Responsibilities: I. Ensure the Logistics function is carried out in support of the EOC. This function includes providing communication services, resource tracking;
acquiring equipment, supplies, personnel, facilities, and transportation services; as well as arranging for food, lodging, and other support services as required. 2. Establish the appropriate
level of branch and/or Branch staffmg within the Logistics Section, continuously monitoring the effectiveness of the organization and modifYing as required. 3. Ensure section objectives
as stated in the EOC Action Plan are accomplished within the operational period or with the estimated time frame. 4. Coordinate closely with the Operations Section Chief to establish
priorities for resource allocation to activated Incident COl1llnands within the affected area. 5. Keep the Director of Emergency Services infonned of all significant issues relating
to the Logistics Section. 6. Supervise the Logistics Section. Activation Phase: o Follow generic Activation Phase Checklists. o Ensure the Logistics Section is set up properly and that
appropriate perS0Ill1el, equipment, and supplies are in place, including maps, status boards, vendor references, and other resource directories. o Based on the situation, activate branches
within the section as needed and designate Branch Coordinators for each element: o CommunicationslIT Branch o Facilities Branch o Perso11l1ellVolunteer Branch o Supplies Branch o Transportation
Branch o Mobilize sufficient section staffing for 24 hour operations. -71 -
o Establish communications with the Logistics Section at the Operational Area EOC if activated. o Advise Branches within the section to coordinate with appropriate branches in the Operations
Section to prioritize and validate resource requests from DOCs or Incident Command Posts in the field. This should be done prior to acting on the request. o Meet with the Director of
Emergency Services and staff and identif'y immediate resource needs. o Meet with the Finance/Administration Section Chief and determine level of purchasing authority for the Logistics
Section. o Assist Branch Coordinators in developing objectives for the section as well as plans to accomplish their objectives within the first operational period, or in accordance with
the Action Plan. o Provide periodic Section Status reports to the Director of Emergency Services. o Adopt a proactive attitude, thinking ahead and anticipating situations and problems
before they occur. Operational Phase: o Ensure that Logistics Section position logs and other necessary files are maintained. o Meet regularly with section staff and work to reach consensus
on section objectives for forthcoming operational periods. o Provide the Planning/Intelligence Section Coordinator with the Logistics Section objectives at least 30 minutes prior to
each Action Planning meeting. o Attend and participate in EOC Action Planning meetings. o Ensure that the Supplies Branch coordinates closely with the Purchasing Branch in the Finance/Administration
Section, and that all required documents and procedures are completed and followed. o Ensure that transportation requirements, in support of response operations, are met. o Ensure that
all requests for facilities and facility support are addressed. -72 -
o Ensure that all resources are tracked and accounted for, as well as resources ordered through Mutual Aid. o Provide section staff with information updates as required. Demobilization
Phase: o Follow generic Demobilization Phase Checklist. -73 -
Information Technology Branch Coordinator Responsibilities: I. Ensure computer resources and services are provided to EOC staff as required. 2. Oversee the installation of information
technology resources within the Town EOC. Ensure that information technology links are established with the Operational Area EOC. 3. Determine specific computer requirements for all
EOC positions. 4. Implement GroupWise, for internal e-mail. If GroupWise is unavailable implement the Los Gatos/Monte Sereno EOC Yahoo backup system. 5. Supervise the Information Technology
Branch. Activation Phase: o Follow the generic Activation Phase Checklist. o Based on the situation, activate Information Systems personnel. o Prepare objectives for the Information
Technology Branch; provide them to the Logistics Section Chief prior to the initial Action Planning meeting. Operational Phase: o Ensure that Information Technology Branch position logs
and other necessary files are maintained. o Keep all sections informed of the status of information technology systems, particularly those that are being restored. o Coordinate with
all EOC sectionslbranches/units regarding the use of all information technology systems. o Ensure that adequate information technology specialists are mobilized to accommodate each discipline
on a 24-hour basis or as required. Ensure that links are established with the Operational Area EOC. o Ensure that e-mail links are established with activated EOCs within the Operational
Area, as appropriate. -74-
o Continually monitor the operational effectiveness of EOC infonnation technology systems. Provide additional equipment as required. o Ensure that teclmical persOlmel are available for
communications equipment maintenance and repair. o Keep the Logistics Section Chief informed of the status of information technology systems. o Prepare objectives for the Infonnation
Technology Branch; provide them to the Logistics Section Chief prior to the next Action Planning meeting. Demobilization Phase: o Follow the generic Demobilization Phase Checklist. -75
-
Communications Branch Coordinator Responsibilities: I. Ensure radio and telephone resources and services are provided to EOC staff as required. 2. Oversee the installation of communications
resources within the Town EOC. Ensure that a communications link is established with the Operational Area EOC. 3. Ensure that the EOC Communications Center is established to include
sufficient frequencies to facilitate operations. 4. Develop and distribute a Communications Plan which identifies all systems in use and lists specific frequencies allotted for the event
or disaster. 5. Supervise the Communications Branch. Activation Phase: o Follow the generic Activation Phase Checklist. o Based on the situation, activate Communications Systems personnel.
o Prepare objectives for the Communications Branch; provide them to the Logistics Section Chief prior to the initial Action Planning meeting. Operational Phase: o Ensure that Communication
Branch position logs and other necessary files are maintained. o Keep all sections informed of the status of communications systems, particularly those that are being restored. o Coordinate
with all EOC sectionslbranches/units regarding the use of all communications systems. o Provide communications resources and services as needed to external Town operated sites such as
Points of Distribution (POD) and/or Emergency Volunteer Centers (EVC's) as needed. -76-
o Ensure that the EOC Communications Center is activated to receive and direct all event or disaster related communications to appropriate destinations within the EOC. o Ensure that
adequate conununications
operators are mobilized to accommodate each discipline on a 24-hour basis or as required. Ensure that communications are established with the Operational Area EOC. o Ensure that cOlmnunications
links are established with activated EOCs within the Operational Area, as appropriate. o Continually monitor the operational effectiveness of EOC conununications systems. Provide additional
equipment as required. o Ensure that technical personnel are available for communications equipment maintenance and repair. o Mobilize and coordinate amateur radio resources to augment
ptimary conununications systems as required. o Keep the Logistics Section Chief infonned of the status of conununications systems. o Prepare objectives for the Communications Branch;
provide them to the Logistics Section Chiefprior to the next Action Plmming meeting. o Refer all contacts with the media to the Public Infonnation Branch. Demobilization Phase: o Follow
the generic Demobilization Phase Checklist. -77 -
Facilities Branch Coordinator Responsibilities: 1. Ensure that adequate essential facilities are provided for the response effort, including securing access to the facilities and providing
staff, furniture, supplies, and materials necessary to configure the facilities in a maimer adequate to accomplish the mission. 2. Ensure acquired building, building floors, and or workspaces
are returned to their original state when no longer needed. 3. Supervise the Facilities Branch. Activation Phase: o Follow the generic Activation Phase Checklist. Operational Phase:
o Establish and maintain a position log and other necessary files. o Work closely with all sections in determining facilities and furnishings required for effective operation of the
EOC. o Coordinate with branches in the Operations Section to determine if assistance with facility acquisition and support is needed at the field level. o AlTange for continuous malntenance
of acquired facilities, to include ensuring that utilities and restrooms are operating properly. o If facilities are acquired away from the EOC, coordlnate with assigned personnel and
designate a Facility Manager. o Develop and maintain a status board or other reference which depicts the location of each facility; a general description of furnishings, supplies and
equipment at the site; hours of operation, and the name and phone number of the Facility Manager. o Ensure all structures are safe for occupancy and that they comply with ADA requirements.
-78 -
o As facilities are vacated, coordinate with the facility manager to retum the location to its original state. Tllis includes removing and retuming fumishings and equipment, arranging
for janitorial services, and locking or otherwise securing the facility. o Keep the Logistics Section Chief informed of significant issues affecting the facilities branch. Demobilization
Phase: o Follow the generic Demobilization Phase Checklist. -79 -
Personnel/Care and Shelter Branch Coordinator Responsibilities: I. Provide personnel resources as requested in support of the EOC and Field Operations. 2. Develop an EOe organization
chart. 3. Ensure that workers' compensation claims resulting from the response are processed within a reasonable time, given the nature of the situation. 4. Supervise the Personnel Branch.
Activation Phase: o Follow the genetic Activation Phase Checklist Operational Phase o Establish and maintain personnel log and other necessary files. o In conjunction with the Documentation
Branch, develop a large poster size EOC organization chart depicting each activated position. Upon check in, indicate the name of the person occupying each position on the chart. The
chart should be posted in a conspicuous place, accessible to all EOC personnel. o Coordinate with the Liaison Officer and Safety Officer to ensure that all EOe staff to include volunteers,
receives a cunent situation and safety briefing upon check-in. o Coordinate with the Santa Clara County Operational Area EOe to activate the Emergency Management Mutual Aid System (EMMA),
if required. o Process all incoming requests for persOlmel support. Identify the number of persOlmel, special qualifications or training, where they are needed and the person or branch
they should repOli to upon arrival. Detemline the estimated time of anival of responding personnel, and advise the requesting parties accordingly. o Maintain a status board or other
reference to keep track of incoming personnel resources. -80 -
o Coordinate with the Liaison Officer and Security Officer to ensure access, badging or identification, and proper direction for responding personnel upon arrival at the EOC. o Assist
the Fire Rescue Branch and Law Enforcement Branch with ordering of mutual aid resources as required. o To minimize redundancy, coordinate all requests for persOlUlel resources from the
field level tlu·ough the EOC Operations Section prior to acting on the reguest. o Ensure that all workers' compensation claims, resulting from the emergency, are processed in a reasonable
time-frame, given the nature of the situation. o In coordination with the Safety Officer, determine the need for crisis counseling for emergency workers; acquire mental health specialists
as needed. o Arrange for child care services for EOC personnel as required. o Keep the Logistics Section Chief infonned of significant issues affecting the Personnel Branch. Demobilization
Phase: o Follow the generic Demobilization Phase Checklist. -81 -
Supplies Branch Coordinator Responsibilities: 1. Oversee the procurement and allocation of supplies and material not normally provided through mutual aid charmels. 2. Coordinate procurement
actions with the Finance Section. 3. Coordinate delivery of supplies and material as required. 4. Supervise the Supply Branch. Activation Phase: o Follow the generic Activation Phase
Checklist. Operational Phase: o Establish and maintain a position log and other necessary files. o Detennine ifrequested types and quantities of supplies and material are available in
Town inventory. o Determine procurement spending limits with the Purchasing Branch in the Finance Section. Obtain a list ofpre-designated emergency purchase orders as required. o Whenever
possible, meet personally with the requesting party to clarify types and amount of supplies and material, and also veri fy that the request has not been previously filled through another
source. o In conjunction with the Plmming Section Chief, maintain a status board or other reference depicting procurement actions in progress and their current status. o Detennine if
the procurement item can be provided without cost from another jurisdiction or through the Operational Area. o Determine Branch costs of supplies and materials, from suppliers and vendors
and if they will accept purchase orders as payment, prior to completing the order. o Orders exceeding the purchase order limit must be approved by the Finance Section before the order
can be completed. -82 -
o If vendor contracts are required for procurement of specific resources or services, refer the request to the Finance Section for development of necessary agreements. o Determine if
the vendor or provider will deliver the ordered items. If delivery services are not available, coordinate pick up and delivery through the Transportation Branch. o In coordination with
the Personnel Branch, provide food and lodging for EOC staff and volunteers as required. Assist field level with food services at camp locations as requested. o Coordinate donated goods
and services from community groups and private organizations. Set up procedures for collecting, inventorying, and distributing usable donations. Keep the Logistics Section Chief informed
of significant issues affecting the Supply Branch. Demobilization Phase: o Follow the generic Demobilization Phase Checklist. -83 -
Transportation Branch Coordinator Responsibilities: I. In coordination with the Public Works Branch Coordinator and the Situation Status Branch, develop a transpottation plan to support
EOC operations. 2. Arrange for the acquisition or use of required transportation resources. 3. Supervise the Transportation Branch. Activation Phase: o Follow the generic Activation
Phase Checklist. Operational Phase: o Establish and maintain a position log and other necessary files. o Routinely coordinate with the Situation Status Branch to detennine the status
of transportation routes in and around the Town. o Routinely coordinate with the Publics Works Branch Coordinator to detennine progress of route recovery operations. o Develop a Transportation
Plan which identifies routes of ingress and egress; thus facilitating the movement of response personnel, the affected population, and shipment of resources and materials. o Establish
contact with local transpoltation agencies and schools to establish availability of equipment and transportation resources for use in evacuation and other operations as needed. o Keep
the Logistics Section Chief infonned of significant issues affecting the Transportation Branch. Demobilization Phase: o Follow the generic Demobilization Phase Checklist. -84-
Volunteer Branch Coordinator Responsibilities: I. The Volunteer Branch Coordinator is responsible for overseeing all functions of the Emergency Volunteer Center (EVC) and coordinating
all communications with the EOC. 2. The main role of the Volunteer Branch Coordinator (may also be referred to as the EVC Manager) is to oversee operations of the EVC. 3. The Volunteer
Branch Coordinator should constantly assess needs for the Center and obtain needed supplies and resources from the EOC to sustain EVC operations. 4. The Volunteer Branch Coordinator
is also responsible for handling press inquiries and working with the Town's Public Infonnation Officer. Activation Phase: o Follow the generic Activation Phase Checklist o In consultation
with the Logistics Section Chief, decide whether a Town EVC or Regional EVC in Campbell will be utilized. o If a Town EVC is to be set up, decide in consultation with the Logistics Section
Chief on the facility to be used. o If a Regional EVC in Campbell is to be used, decide in consultation with the Logistics Section Chief which Los Gatos paid and volunteer staff will
report to that EVe. All portions of this checklist that follow assume a Town EVC is to be used. o Make contact with the EVC facility representative, and conduct a walkthrough of the
facility with that representative to establish the facility's condition prior to use o Secure and open the facility for the EVC o Request staffing and other resources for EVC operations
o Assign and supervise lead EVC staff -85 -
o Review set-up and layout procedures and assign staff to set up the EVC. Operational Phase: o Identify yoursel f as the Volunteer Branch Coordinator by putting on a nametag or vest
with your title. o Initiate an event log of activities, beginning with notification of the emergency. o In a major incident designate an Assistant Volunteer Branch CoordinatorfEVC Manager.
o Designate yourself or an EVC staff member as PIO to handle press inquiries. o Work closely with the Communications Branch Coordinator to establish mode(s) of communication with the
EOC. o Detennine staffIng levels. Ifpossible assign at least two people to each station and more if necessary. When assigning more than one person to a station, designate a lead staff
person to be in charge. o Forecast personnel needs and request extra staff if needed. o Assign early volunteers to provide refreslunents and support in the waiting area near the Reception
Station. o In consultation with the Logistics Section Chief, detennine the hours of operation for the public. o Set staffing shifts. The recommended maximum shift for any employee or
volunteer is eight hours. Decisions regarding overtime work (beyond eight hours a day or 40 hours per week) for Town employees should be coordinated with the Personnel Branch Coordinator.
o Plan breaks for all staff. o Ensure that staffIng and operations cost tracking are communicated to the Logistics and Finance Section Chiefs, and follow State and FEMA guidelines. o
Schedule brief meetings at the beginning and end of the day before and/or after opening the doors to the public to address operational issues and update the staff on the disaster situation.
o Overlap shifts to help with the transition of infonnation and updates at each station. -86 -
o Frequently rotate staff through the most stressful positions. o Designate a break/rest area away from the public to provide a resting area for staff, with water and healthy foods if
possible. o Encourage EVC staff to monitor stress levels, watch for bUl110ut and promote breaks among one another whenever possible. o If needed, obtain security resources for the EVe.
o Maintain all required records and documentation to support the history of the emergency. Demobilization Phase: o Follow generic Demobilization Phase Checklist. o Start planning for
demobilization when beginning EVC operations. o Detennine if and when to transition intake and placement activities to another entity. o Set a day and time for demobilization and announce
to all staff and volunteers. o If needed, provide critical incident stress debriefmg services from professional mental health counselors for EVC staff and volunteers. o Prepare a brief
report on intake and placement statistics for the EOC and your own records. o Detennine where to transition remaining volunteer activities, either to countywide operations at the Volunteer
Center of Silicon Valley, to the Regional EVC in Campbell (if it is operating), or to nonnal Town volunteer processes. o Working with the Town PIO, notify local media, emergency services
officials, and conununity regarding the deactivation ofthe EVe. o Thank volunteers who contributed to EVC operations and/or response efforts in the community. Prepare volunteer recognition
efforts after the incident. -87 -
Finance/Administration Section Chief Responsibilities: I. Ensure that all financial records are maintained throughout the emergency. ) 2. Ensure that all on-duty time is recorded for
all emergency response personnel. 3. Ensure that all on-duty time sheets are collected from EOC assigned personnel and that departments are collecting this information from Field Level
Supervisors or Incident Commanders and their staff. 4. Ensure there is a continuum of the payroll process for all employees responding to the emergency. 5. Detennine purchase order limits
for the procurement function in Logistics. 6. Ensure that all travel and expense claims are processed within a reasonable time, given the nature of the situation. 7. Provide administrative
support to all EOC Sections as required, in coordination with the Personnel Branch. 8. Activate branches within the Finance/Administration Section as required; monitor section activities
continuously and modify the organization as needed. 9. Ensure that all recovery documentation is accurately maintained during the response and submitted on the appropriate forms to the
Federal Emergency Management Agency (FEMA) and/or the Governor's Office of Emergency Services. 10. Supervise the Finance/Administration Section. Activation Phase: o Follow generic Activation
Phase Checklists. o Ensure that the Finance/Administration Section is set up properly and that appropriate personnel, equipment, and supplies are in place. o Based on the situation,
activate branches within the section as needed and designate Branch Coordinators for each element: -88 -
o Purchasing Branch o Time Keeping Branch o Ensure that sufficient staff are available for a 24-hour schedule, or as required. o Meet with the Logistics Section Chief and review financial
and administrative support requirements and procedures; detennine the level of purchasing authority to be delegated to the Logistics Section. o Meet with all Branch Coordinators and
ensure that responsibilities are clearly understood. o In conjunction with Branch Coordinators, detennine the initial Action PlaIming objectives for the first operational period. o Notify
the Director of Emergency Services when the Finance/Administration Section is operational. o Adopt a proactive attitude, thinking ahead and anticipating situations and problems before
they occur. Operational Phase: o Ensure that Finance/Administration Section position logs and other necessary files are maintained. o Ensure that displays associated with the Finance/Administrative
Section are current, and that information is posted in a legible and concise maimer. o Participate in all Action Planning meetings. o Brief all Branch Coordinators and ensure they are
aware of the EOC objectives as defined in the Action Plan. o Keep the Director of Emergency Services, staff, and elected/other officials aware of the current fiscal situation and other
related matters, on an on-going basis. o Ensure that the all financial records are maintained throughout the emergency for recovery purposes. o Ensure that the Time Keeping Branch tracks
and records all agency staff time. o In coordination with the Logistics Section, ensure that the Purchasing Branch processes purchase orders and develops contracts in a timely manner.
-89 -
o Ensure that the Time Keeping Branch processes all time-sheets and travel expense claims promptly. o Ensure that the Finance/Administration Section provides administrative suppol1 to
other EOC Sections as required. o Ensure that Accounts Payable tracks travel claims. Demobilization Phase: o Follow generic Demobilization Phase Checklist. -90-
Purchasing Branch Coordinator Responsibilities: 1. Coordinate vendor contracts not previously addressed by existing approved vendor lists. 2. Coordinate with the Supplies Branch on all
matters involving the need to exceed established purchase order limits. 3. Supervise the Purchasing Branch. Activation Phase: o Follow the generic Activation Phase Checklist. Operational
Phase: o Establish and maintain position logs and other necessary files. o Review the Town's emergency purchasing procedures. o Prepare and sign contracts as needed; obtain concurrence
from the Finance Section Chief. o Ensure that all contracts identify the scope of work and specific site locations. o egotiate rental rates not already established, or purchase price
with vendors as required. o Admonish vendors as necessary, regarding unethical business practices, such as inflating prices or rental rates for their merchandise or equipment during
disasters. o Finalize all agreements and contracts, as required. o Complete fmal processing and send send documents to Budget and Payroll for payment. o Verify costs data in the pre-established
vendor contracts and/or agreements. o In coordination with the Logistics Section, ensure that the Purchasing Branch processes purchase orders and develops contracts in a timely manner.
-91 -
o Keep the Finance Section Chief infonned of all significant issues involving the Purchasing Branch. Demobilization Phase: o Follow the generic Demobilization Phase Checklist. -92 -
Time Keeping Branch Coordinator Responsibilities: I. Track, record, and report all on-duty time for personnel working during the event or disaster. 2. Ensure that personnel time records,
travel expense claims and other related forms are prepared and submitted to the Town budget and payroll office. 3. Supervise the Time Keeping Branch. Activation Phase: o Follow the generic
Activation Phase Checklist. Operational Phase: o Establish and maintain position logs and other necessary files. o Initiate, gather, or update time reports Ii'om all personnel, to include
volunteers assigned to each shift; ensure that time records are accurate and prepared in compliance with Town policy. o Obtain complete personnel rosters from the Personnel Branch. Rosters
must include all EOC Personnel as well as personnel assigned to the field level. o Provide instructions for all supervisors to ensure that time sheets and travel expense claims are completed
properly and signed by each employee prior to submitting them. o Establish a file for each employee or volunteer within the first operational period; to maintain a fiscal record for
as long as the employee is assigned to the response. o Keep the Finance/Administration Section Chiefinfom1ed ofsigrlificant issues affecting the Time-Keeping Branch. Demobilization Phase:
o Follow the generic Demobilization Phase Checklist. -93 -
THIS PAGE LEFT BLANK FOR FUTURE USE -94-
Town of Los Gatos Emergency Operations Plan Section II Appendices March 2009
TABLE OF CONTE TS APPENDICES -SECTION II A. Santa Clara Operational Area EOC List. 3 B. Media Contacts 5 C. IMS Resolution 7 D. American Red Cross Shelter Locations 9 E. DrilllExercise
Record 11 F. Plan Revision Log 12 G. External Resources 13 H. Internal Resources 20 I. Letter of Promulgation 23 J. Authorities and References 24 K. Plan Concurrences 29 L. Critical
Hazardous Materials Locations 31 M. Volunteer Management. 32 N. Town Hall Evacuation Plan Attachment 2
APPENDIX A Santa Clara County Operational Area EOCs Information Operations Plannina Looistics Finance PIO Fax Sat. Phone American Red 408-577-NA NA NA NA NA NA
Cross, Santa 1000 Clara Valley Chapter City of 408-364-408-364-408-364-408-364-408-364-NA 408-378-Campbell 2566 2564 PD 2568 2567 2565 4639 408-364-408-364-2563 FD 2562 City of 408-777-NA
NA NA NA NA 408-777-Cupertino 3340 3333 408-777-3366 City of Gilroy 408-847-408-846-408-842-408-842-408-847-408-842-408-847-1691 8244 9523 0900 4003 0432 0059 City of los 650-947-650-947-650-947-650-
947-650-947-NA 650-947-Altos 2867 2868 2866 2866 2865 2705 City of Milpitas 408-586-408-586-408-586-408-586-NA 408-586-408-586-2550 2565 FD 2561 2552 2580 2581 408-586-2554 PD 408-586-2570
PW 408-586-2575 CS City of Morgan 408-776-408-776-408-776-408-776-408-776-408-776-408-779-Hill 7390 7387 7383 7384 7382 7380 3117 City of 650-903-650-903-650-903-650-903-650-903-650-903-650-903-Mount
ain View 6450 6113 6114 6115 6761 6813 6122 650-903-650-903-6116 6116 6820 City of Palo 650-329-650-329-650-329-650-329-650-329-650-617-650-617-Alto 2653 2137 2263 2419 2419 3133 3166
City of San Jose 408-277-408-277-408-277-408-277-408-277-408-277-NA 2941 2914 2912 2945 4735 5131 W 408-921-1172C 888-379-3112 P City of Santa 408-615-408-615-408-615-408-615-408-615-408-615-408-727-
Clara 5580 5580 5580 5580 5580 5580 8541 Cityof 408-867-408-867-408-867-408-867-408-867-408-867-408-867-877-214-Saratoga 8960 8967 8966 8963 8964 8960 8965 4618 :Management Operations
Planni.ng logistics Finance PIO Fax Sat. Phone 3
Cityo[ 408-730-408-730-408-737-408-730-408-730-408-730-408-749-Sunnyvale 7794 7792 4904 7796 7798 7157 0166 San Jose Watet 408-298-408-298-408-298-408-298-408-298-408-298-408-292-Company
0994 0367 0365 0364 3158 3158 5812 Santa Clara 408-808-408-808-408-808-408-808-408-808-408-808-408-294-County 7890 7890 7760 7770 7780 7867 4786 Main #: 408-808-7800 SCVWD x2671 x2086
x2086 x2086 x2086 x2086 408-265-408-265-0899 2607... 408-279-4736 Town of Los 650-947-650-941-650-941-650-947-650-947-NA 650-947-254-378-Altos Hills 9672 4857 7249 0918 9672 0918 4282
254-378-4295 Town of Los x21 xII FD x25 xl7 x28 x24 408-395-Gatos xl2 PW 2128 City of Mome x13 PD Sereno 408-399-9977. .. 4
APPENDlXB MEDIA CONTACTS Los Gatos Weekly Times 354-3110 Mark Gomez 920-5869 Dermis Akizuki 920-5916 /Vewspapel's Los Gatos Observer San Jose Mercury Telephone 395-6767 920-5444 Fax
354-3917 493-4625 288-8060 E-mail jpelerson@conununity-newspapers.com dsparrer(aJ,conununitv-newspapers.com editor@losgatosobserver.com local@mercurynews.com mgomez@mercurynews.com dakizuki@mercuryne
ws.com San Francisco Chronicle 415-777-7102 415-896-1107 metro@sfchronicle.com Campbell Express Campbell Times Metro 374-9700 494-7078 298-8000 374-0813 298-0602 news@campbellexpress.com
julie(aJ,timesmediainc.com candy@timesmediainc.com 1etters({Qmetronews.com Radia Telephone Fax KCBS 415-765-4112 415 764-4080 KGO 415-954-8142 415 954-8686 San Jose Bureau 293-4616 KUV
289-8864 (24 hr) or 995-0823 Telel/ision Telephone Fax KTVU (2) 510451-0182 510 874-0242 South Bay Bureau 383-0220 383-0550 KNTV (11) 432-4780 432-4425 KPIX (5) 415 765-8610 415765-8916
KRON (4) 415 561-8905 415561-8136 KGO (7) 415 954-7926 415 956-6402 KSTS (Telemundo Telemundo 48) 435-0327 434-1046 KDTV (Univision 14) 415538-8014 415 538-8002 5 E-mail kcbsnewsdesk@cbs.com
producers@abc-sf.com 287-1329 klivnews@earthJink.net E-mail newstips@ktvu.com lloyd.lacuesta@ktvu.com newslips@nbcbayarea.com newsdesk@kpix.com 4listens@kron4.com kgotv.desk@abc.com
noticias 14@univison.net
KCAT 408-395-5228 QeorQelaJ,kcat.org Wire Telephone Fax E-mail Bay City News Service 415 552-8900 San Jose Bureau 287-3639 Shadow Broadcast Services 415777-2181 Associated Press San
Jose Bureau 293-2324 San Francisco Bureau 415-495-1708 Revised: 12117/08 6 415 552-8912 baycitynews@pacbell.net 294-7745 bcnsj2@pacbell.net 415777-2175 or415 777-2151 (KCBS Traffic)
293-2005 415 495-4967 sanfranciscolaJ,ap.org
APPENDIXC i\'IMS RESOL nON RESOLUTION 2007-079 RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF LOS GATOS ADOPTING THE USE OF THE NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) WHEREAS, the
Town Council of the Town of Los Gatos finds that the potential exists for a major catastrophe due to an earthquake, flood, fire, terrorism, other natural or technological disaster, and
WHEREAS, the Town Council has adopted the Standardized Emergency Management System in accordance with Govemment Code Section 8607 (e) and established a single operational area pursuant
to California Code of Regulations, Title 19, Section 2409 (b) and (d), and WHEREAS, the President of the Branched States of America, in Homeland Security Presidential Directives 5 and
8, has directed the Secretary of the Department of Homeland Security to enhance the ability of state and local goverrunents to respond to disasters, to improve abilities to deliver assistance,
and to establish a single comprehensive national incident management system, and WHEREAS, the State of California, through Executive Order S-2-05, has identified that California state
and local emergency management professionals have contributed their expertise to the development of new National Incident Management System and has stated that the Standardized Emergency
Management System substantially meets the objectives of the National Incident Management System, and WHEREAS, it is essential for responding to disasters and securing the homeland that
federal, state, and local organizations utilize standardized tennirlOlogy, standardized organizational struchtres, interoperable communications, consolidated action plans, unified command
structures, uniform personnel qualification standards, unifonn standards for plarming, training and exercising, comprehensive resource management, and designated incident facilities
during emergencies or disasters; RESOLVED, by the Town Council of the Town of Los Gatos, County of Santa Clara, State of California that the Town of Los Gatos does authorize the adoption
of of the ational Incident Management System (NIMS) as the official regulatory guidance for emergency response, preparedness, mitigation, prevention and recovery within the Town of Los
Gatos. 7
PASSED ADOPTED at a regular meeting of the Town Council of the Town of Los Gatos, California, held on the 18th day of June, 2007, hy the following vOle: AYES: Steve Glickman,
Diane Mc lutt, Barbara Spector, Mike Wasserman, and Mayor Joe Pirzyllski lAYS: None ABSE T: ABSTAIN: SIGNED: /5/Mayor Joe Pirzynski MAYOR OF THE TOWN OF LOS GATOS LOS GATOS, CALIFORNIA
ATTEST: /5/Jackie D. Rose CLERK OF THE TOWN OF LOS GATOS LOS GATOS, CALIFORl IA 8
AppendhD American Red Cross Shelters -Campbell, Cupertino, Los Gatos & Saratoga Area Facility Address City Zip pac Phone Code Campbell Middle School 295 Cherry Lane Campbell 95008 Zimmer,
408-364-4222 Susan Westmont High School 4805 Westmont Campbell 95008 Espinoza, 408-626-3406 Avenue Louis Cupertino High School 10100 Finch Cupertino 95014 Perry, Leonard 408-366-7300
Avenue De Anza College 21250 Stevens Cupertino 95014 Schulze, John 408-864-5678 Creek Boulevard Homestead High School 21370 Homestead Cupertino 95014 Dunn, Carl 408-522-2500 Road Hyde
Middle School 19325 Bollinger Cupertino 95014 Parker, 408-252-6290 Avenue Stephen Kewledy Middle School 821 Bubb Road Cupertino 95014 Shurr, Sonia 408-?53-1525 Monte Vista High School
21840 McClellan Cupel1ino 95014 Amoral, 408-366-7600 Road Manual Quinlan Community Center 10185 N. Stelling Cupertino 95014 Walters, Tom 408-777-3120 Road Calvary Baptist Church 16330
Los Gatos Los Gatos 95032 Turner, Matt 408-356-5126 Boulevard Lakeside Elementary School
19621 Black Road Los Gatos 95033 Chrisman, 408-354-2372 Bob The Church of Jesus Christ of 15955 Rose Ave Los Gatos 95030 Latter-Day Saints Loma Prieta Community Center 23800 Summit Los
Gatos 95033 Castaniada, 408-353-9999 Road Henry Loma Prieta School 23800 Summit Los Gatos 95033 Castaniada, 408-353-1123 Road Heruy Los Gatos High School 20 High School Los Gatos 95030
Guerra, John 408-354-2730 Court Los Gatos Neighborhood Center 208 E. Main Los Gatos 95030 Falkner, 408-354-6820 Street Recina R.J. Fisher Middle School 19195 Fisher Los Gatos 95032 aids,
Ken 408-335-2385 Avenue Rolling Hills Middle School 1585 More Los Gatos 95032 Gihbs, 408-364-4235 Avenue KatWeen Prospect High School 18900 Prospect Saratoga 95070 Matthews, 408-626-3408
Avenue Rita Redwood Middle School 13925 Fruitvale Saratoga 95070 Green, Kelly 408-867-3042 Avenue Saratoga Community Center 19655 Allendale Saratoga 95070 Taylor, 408-868-1249 Avenue
Michael Saratoga High School 20300 Herriman Saratoga 95070 Anderson, Jeff 408-867-3411 Avenue Southwest YMCA 13500 Quito Road Saratoga 95070 408-370-1877 9
West Valley College 10 14000 Fruitvale Avenue Saratoga Hartley, Phil 408-867-2200
APPENDIXE Los Gatos Emergency Drill/Exercise Record Date Name of Type of External Date Drill/Exercise Drill/Exercise Partners Evaluations (Tabletop, Participating Completed Functional,
Full with Lessons Scale, etc.) Learned 11/14/07 Golden Full Scale California Office January 25, Guardian of Homeland 2008 Security, Santa Clara County OES, Santa Clara County Public
Health and Calvary Church LGMS Tabletop/Functional American Red July 1, 2008 6/6/08 Exercise Cross 11
APPENDIXF Town of Los Gatos Emergency Plan Revision Log Material/Sections Revised 12 Revised By Whom Date Revised
APPENDIXG EXTERNAL RESOURCES PUBLIC SAFETY Service Agency Phone Website Fire Services Cal Fire -Santa 408-779-2121 www.fire.ca.gov Clara Unit HQ Santa Clara County 408-378-4010 www.sccfd.org
Fire HQ San Jose Fire 408-277-4444 www.sjfd.org Los Gatos Station 408-354-0004 306 University 408-354-5504 Los Gatos Station 408-395-6005 14850 Winchester 408-395-3673 Los Gatos Station
408-356-1715 16565 Shalmon 408-356-3561 Law Enforcement Campbell Police 408-866-2121 www.ci.campbell.ca.uslPolice Department California Highway 408-467-5400 www.chp.ca.gov Patrol Los
Gatos/Monte 408-354-8600 www.losgatosca.gov Sereno Police Department San Jose Police 408-277-8900 wViw.sjpd.org Department Santa Clara County 408-808-4900 www.sccsheriff.org Sheriffs
Office Animal Control San Jose Animal 408-578-7297 'Nviw.sanjoseanimals.com Control Poison Control California Poison 800-222-1222 www.calpoison.org Action Line GOVERNMENT Jurisdiction
Agency Phone Website Santa Clara County Coroner's Office 408-793 -1900 www.sCcgov.org/oortal/site/coroner County 408-299-3144 Communications 408-299-2507 Emergency Medical 408-885-4250
www.sCcgov.orgiportal/site/ems Services Mental Health 408-885-5770 www.sccmhd.org Services Office of Emergency 408-808-7800 www.sCcgov.org/portal/site/oes Services (OES) Public Health
408-792-5163 w'Nw.sCcgov.orp/nOlial/site/ohd Regional Agencies Association of Bay 510-464-5163 www.abag.ca.gov 13
Area Governments (ABAG) Bay Area Air Quality 415-771-6000 www.baagmd.gov Management District State of California Cal Fire -Santa 408-779-2121 www.fire.ca.gov Clara Unit HQ Caltrans 510-286-4444
www.dot.ca.gov Insurance 800-927-4357 WW\'1.lnsurance.ca. gov Commissioner's Office Office of Emergency 916-845-8510 www.oes.ca.gOv Services Regional Emergency 510-286-0895 ""Resource
requests to the REOC need to be Operations Center-routed through the OpArea EOC. Oakland State Operations 916-845-8911 ··Resource requests to the SOC need to be Center -Mather routed
through the OpArea EOC. United States of Federal Emergency 800-621-3362 w\vw. felna. gOY America Management Agency (FEMA) hotline Internal Revenue 408-817-6747 WWW.lrs.gOV Service (IRS)
Small Business 800-659-2955 www.sba.gov Adrninistration (SBA) United States 650-329-4002 wwW.USgs.gov Geological Survey (USGS) -Menlo Park SCHOOLS District School Phone Website Los Gatos
Union 408-335-2000 www.lgusd.k12.ca.us School District 170 I0 Roberts Road Los Gatos, California 95032 Blossom Hill 408-335-2100 www.bh.lgusd.kI2.ca.us Elementary School 16400 Blossom
Hill Road Los Gatos, California 95032 Daves Avenue 408-335-2200 www.daves.lgusd.kI2.ca.us Elementary School 14
17770 Daves Avenue Los Gatos, Califol11ia 95030 Alta Vista 408-356-6146 www.altavista.unionsd.org Elementary School 408-356-3679 200 Blossom Valley Dr. Los Gatos, CA 95032 VanMeter 408-335-2250
www.lvm.llWsd.kI2.ca.us Elementary School 16445 Los Gatos Boulevard Los Gatos, Califomia 95032 Raymond J. Fisher 408-335-2300 www.rjfisher.llWsd.kI2.ca.us Middle School 19195 Fisher
Avenue Los Gatos, Califol11ia 95032 Los Gatos-Saratoga 408-354-2520 w\vw.lgsuhsd.org Union High School DistJict 17421 Farley Road West Los Gatos, Califol11ia 95132 Los Gatos High 408-354-2730
www.lQ:hs.net School 20 High School Court Los Gatos, California 95030 Other Schools Hillbrook School 408-356-6116 www.hillbrook.orQ: 300 Marchmont Drive Los Gatos, California 95032 Los
Gatos Christian 408-997-4623 www.lQ:cschooLcom 16845 Hicks Road Los Gatos, California 95032 Mulberry School 408-358-9080 www.mulberry.org 220 Belgatos Road Los Gatos, Califol11ia 95032
SI. Mary's School 408-354-3944 www.edline.netloaQ:esfSt Marvs Scho 15
30 Lyndon Avenue 01 Los Gatos, California 95030 Stratford School 408-371-3020 www.stratfordschools.com 220 Kensington Way Los Gatos, California 95032 Yavneh Day School 408-358-3413 www.yavnehdayschoo
l.org 14855 Oka Road Los Gatos, California 95032 LOCAL FAITH BASED ORGANIZATIONS Name Phone Website Addison Penzak Jewish Community Center 408-358-3636 WWW.Svlcc.org 14855 Oka Road Los
Gatos, CA 95032 Calvary Baptist Church 408-356-5126 www.calvarylos!!atos.or!! 16330 Los Gatos Boulevard Los Gatos, California 95032 Church of Jesus Christ of Latter Day Saints 408-395-6433
15985 Rose Ave Los Gatos, California 95030 Congregation Shir Hadash-Reform 408-358-1751 www.shirhadash.org 20 Cherry Blossom Lane Los Gatos, California 95032 First Church of Christ Scientist-Los
Gatos 408-354-3844 238 E. Main Street Los Gatos, California 95030 Fountain of Life Apostolic Church 408-356-1191 www.fountainoflife.com 16735 Lark Avenue Los Gatos, California 95032
Kingdom Hall Jehovah's Witness 408-356-6277 16769 Farley Road Los Gatos, Gatos, California 95032 Lone Hill Church 408-266-4501 www.lonehillchurch.org 5055 Lone Hill Road Los Gatos, California
95032 Los Gatos United Methodist Church 408-395-3736 www.lgumc.or!! III Church Street Los Gatos, California 95030 Presbyterian Church of Los Gatos 408-356-6156 www.pd!!.org 16575 Shannon
Road Los Gatos, California 95032 St. Luke's Episcopal Church 408-354-2195 www.stlukesl!!.org 20 University Avenue 16
Los Gatos, California 95030 51. Mary's Catholic Church 408-354-9798 \V'.vw.stmarvsjg.orglparish 219 Bean Avenue Los Gatos, California 95030 Venture Christian Church 408-997-4600 w\v'.v.
venturechristian.org 16845 Hicks Road Los Gatos CA 95032 LOCAL NON-PROFIT AGENCIES Name Phone Website American Red Cross, Santa Clara Valley 408-577-1000 www.scv-redcross.org Chapter
Collaborative Agencies Disaster Relief Effort 408-247-1126 www.vcsv.us/cadre.shtml (CADRE) x302 Council On Aging Silicon Valley 408-296-8290 \V'.V'.v. careaccess.oro Humane Society Silicon
Valley 408-727-3383 w\V'.v.hssv.oro Second Harvest Food Bank of Santa Clara & 408-266-8866 \V'.V\'I.2ndharvest. net San Mateo Counties United Way Silicon Valley 408-345-4300 \V\vw.U\vsv.org
Volunteer Center of Silicon Valley 408-247-5805 www.vcsv.us NATIONAL NON-PROFITSNOLUNTARY ORGANIZATIONS ACTIVE IN DISASTER (VOAD) Aoency Website Adventist Community Services \V'.V'.v.communitvservice
s.org American Legion I www.lecion.org American Red Cross www.redcross.org Boy Scouts of America W\\'\v.scouting.org Catholic Charities W\V'.V. cathoIicchari ties.oro Church of the Brethren
\V'.vw. brethren.orgfgenbd/BDM Church World Service w\vw.churchworldservice.oro Civil Air Patrol www.can.gov Habitat For Humanity www.habitat.orq/disaster/default.asnx Humane Society
of the United States \V'.vw.hsus.oro Jewish Family Services www.ifcs.org Latter Day Charities w\vw.lds.org Lutheran Disaster Response www.ldr.org Mennonite Disaster Services I \V'.V',v.mds.
merUloniteonet Noah's Wish www.noahswish.org Salvation Army www.salvationannvusa.org Southern Baptist Disaster Relief www.namb.net Tzu Chi Foundation \V'.vw.tzuchi.org United Methodist
Committee On Relief www.umcor.org Voluntary Organizations Active In Disaster \V'.V'.v.nvoad.org 17
MISCELLAJ'I'EOUS Service Al!.ency Phone Website Automobile AAA 800-400-4222 www.csaa.com Assistance Alamo 800-462-5266 www.alamo.com Avis 800-331-1212 www.avlS.com Budget 800-527-0700
www.budget.com Enterprise 800-261-7331 www.enterorise.com Hertz 800-654-3131 www.hertz.com National 800-227-7368 www.nationalcar.com Hospitals Community Hospital of 408-378-6131 www.communityhospital
lg.com Los Gatos 815 Pollard Road Los Gatos, California 95030 Good Samaritan 408-559-2011 www.goodsamsj.org 2425 Samaritan Drive San Jose, California 95124 Mission Oaks 408-356-4111
www.goodsamsj.org 15400 National Avenue Los Gatos, California 95032 Valley Medical Center 408-885-5000 www.svmed.org 751 S. Bascom Avenue San Jose, California 95128 lnfonnation & 211
211 www.21Iscc.org Referral Sewer West Valley Sanitation 408-378-2407 www.westvallevsan.org District business hours 408-299-2507 non business hours Telephone Services AT&T ,vww.alt.com
Sprint www.snrint.com T-Mobile www.tmobile.com Verizon www.venzon.com Towing Services Aaron Emergency 408-335-0308 Towing Courtesy Tow of Los 408-399-9714 Gatos South Bay Towing 408-354-4838
Utilities PG&E 408-823-5267 www.oge.com 18
(local representative) Waste Disposal West Valley Collection 408-283-9250 www.westvallevrecycles.com & Recycling 1333 Oakland Road San Jose, Califomia 95112 Water Services San Jose
Water 408-298-0994 www.sjwateLcom Company Santa Clara Valley 408-808-7800 "'''''''.vallevwateLorg Water District 19
APPE 'DLX H RESOURCES Cor oration Yard -Public \;Yorks Resources Item Ouantity Comments CAT 928G Four-Inch I 23,000 lbs. capacity Wheel Loader Ford Dump Truck 2
10 Wheel Ford -3 Axle each -58,000 lbs (GVWR) 10/12 Cubic Yard Capacity John Deere 310SG 4x4 I 15,955 lbs., + Loader @25,834 lbs. Backhoe Loader Scraper 4x4 I Fermac Wheel Loader Ziman
Tiltbed Trailer I Tow behind trailer -23,000 Ibs. maximum capacity Town-Wide Emergency Supply Inyentory Item Quantity Location(s) Comments Canopies -easy up 6 1 -Belgatos CERT type NICP
1-Rinconada CERT NICP 4 -Corp Yard CERT Trailer Canopies/Shelter 2 Corp Yard Shipping IOx20 fully enclosed Structures Container collapsible structures DART ATV's 2 Corp Yard 1985 Yamaha
4 wheel drive DART Response 1 Corp Yard 1999 Chevy Suburban, Vehicle code 3 equipped DART Technical 1 Corp Yard Unit RI5 -has litters, rope, Rescue Van backboards, chain saIVS, cribbing
material, prybars, & climbing equipment Emergency 5 1-Belgatos CERT 25 person kits Medical Kits NICP I -Rinconada CERT NICP I -Corp Yard CERT trailer 2 -Neighborhood Center Room Six
Emergency Trash 6 2 -Employee Break Each can has four hard Can Supplies Room hats, plus one of the I -Neighborhood following: 20
Center upstairs • Prybar I -Town Hall Copy • Sledgehammer Room • Push broom 1 -Library • Work gloves pair Flower/Computer • AJV1IFM radio with Room batteries 1 -Parks & Public • Duct
tape roll Works • First aid bag • Bolt cutters Generators 6 1 -Corp Yard CERT 3500 watts Trailer -assigned 1-Rinconada CERT NICP -assigned 1 -Belgatos CERT NICP -assigned 3-DART storage/office
@Corp Yard -unassigned GMRS Radios 13 EOC Cabinet CI GMRS Radios 20 Corp Yard CERT Trailer GMRS Radios 8 Belgatos CERT NICP GMRS Radios 8 Rinconada CERT NICP Ham Radio 4 1 -Corp Yard
CERT Base station, coax cable, Equipment trailer -assigned antelma, stand assembled as 1 -Belgatos CERT parts of a single unit NICP -assigned 1 -Rinconada CERT NICP -assigned 1 -Corp
Yard CERT trailer -available Mobile iJlcident I Corp Yard 24" travel trailer w/many Command Post radios Portable Lighting 7 I -Corp Yard CERT 1200 watt dual halogen Trailer towers 2
-Belgatos CERT lCP I -Rinconada CERT NICP 2 -Corp Yard Shipping Container 1 -DART supplies @Corp Yard Portable PA system I Police Department 21
SWAT locker Rescue Litter I Corp Yard Trailer Triage tarp and tag 6 1-Belgatos CERT sets rcp I -Rinconada CERT NICP I -Corp Yard CERT trailer 3 -Corp Yard Shipping Container UHF radios
5 Police Department Mutual Aid radios -Dispatch Sheriff, Fire, & PPW capable VHF radios 5 Police Department Mutual Aid Law Dispatch Enforcement Radios -talks to most every law enforcement
agency in the County Water 3 cases@35 EOC cabinet D4 bottles per case Water 15 five Council Chambers gallon bottles main hallway 22
APPE DIXI Letter of Promulgation Approval Date: To: Officials, Employees, and Citizens of the Town of Los Gatos The preservation of life, property, and the environment is an inherent
responsibility of local, state, and federal government. The Town of Los Gatos has prepared tins emergency operations plan to ensure the most effective and economical allocation of resources
for the maximum benefit and protection of the Community in time of emergency. While no plan can completely prevent death and destruction, good plans carried out by knowledgeable and
well-trained personnel can and will nlinimize losses. TIns plan establishes the emergency organization, assigns tasks, specifies policies, and general procedures, and provides for coordination
of planning efforts of the various emergency staff and service elements utilizing the Standardized Emergency Management System (SEMS), and the National Incident Management System (NIMS).
The objective of this plan is to incorporate and coordinate all the facilities and personnel of the city into an efficient organization capable of responding to any emergency. This emergency
operations plan is an extension of the California Emergency Plan. It will be reviewed, exercised periodically, and revised as necessary to meet changing conditions. The Town Council
gives its full support to this plan and urges all officials, employees, and citizens, individually and collectively, to do their share in the total emergency effort of the Town of Los
Gatos. Concurrence of this promulgation letter constitutes the adoption of the Standardized Emergency Management System and the National Incident Management System by the Town of Los
Gatos. This emergency operations plan will become effective on approval by the Town Council. Mayor, Town of Los Gatos ?'
APPENDIXJ Town of Los Gatos Local Authorities and References Municipal Code -Chapter 8 Sections: 8,10,010-Purposes 8,10,015 -Definitions 8,10.020 -Disaster Council-Composition 8, I0.025
-Same -Powers and Duties 8,10.030 -Director of Emergency Services -Office Created 8,10,035 -Same -Powers and Duties 8,10,040 -Emergency Organization -Generally 8.10,045 -Same -Structure,
Duties, Functions 8,10,050 -Mutual Aid 8.10,055 -Expenditures 8, I0.060 -Violations 8.10.010 -Purposes The declared purposes tltis chapter are to provide for the preparation and carrying
out of plans for the protection of persons and propelty witltin the Town in the event of an emergency, the direction of the emergency organization, and the coordination of the emergency
functions of this Town with all other public agencies, corporations, organizations, and affected private persons, 8.10.015 -Defmitions As used in this chapter: Local emergency means
the duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property witltin the territorial limits of the Town caused by such conditions
as air pollution, fire, flood, storm, epidemic, liot, drought, sudden and severe energy shortage, plant or animal infestation or disease, the Governor's warning of an emthquake or volcanic
prediction, or an earthquake, or other conditions, other than conditions resulting from a labor controversy, wltich conditions are or are likely to be beyond the control of the services,
personnel, equipment, and facilities of the Town and require the combined forces of other political subdivisions to combat, or with respect to regulated energy utilities, a sudden and
severe energy shortage requires extraordinary measures beyond the authority vested in the State Public Utilities Commission, 24
STATE OF EMERGENCY means the duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the State caused by such conditions
as air pollution, fire, flood, stonn, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestation or disease, the Governor's warning of an earthquake or volcanic
prediction or an earthquake, or other conditions, other than conditions resulting from a labor controversy or conditions causing a state of war emergency, which conditions, by reason
of their magnitude, are or are likely to be beyond the control of the services, persOlmel, equipment, and facilities of any single county, city and county, or city and require the combined
forces of a mutual aid region or regions to combat, or with respect to regulated energy utilities, a sudden and severe energy shortage requires extraordinary measures beyond the authority
vested in the State Public Utilities Commission. "State of War Emergency" means the conditions which exists immediately, with or without a proclamation thereof by the Governor, whenever
this state or nation is attacked by an enemy of the Branched States, or upon receipt by the state of a warning from the federal government indicating that such an enemy attack is probable
or inuninent. (Code 1968, section 8-2) State law reference -Similar provision, Government Code 8558 8.10.020 -Disaster Council-Composition The Los Gatos Disaster Council is hereby created
and shall consist of the following: A. The Mayor, who shall be Chair B. The Director of Emergency Services, who shall be the Vice-Chair C. The Assistant Director of Emergency Services
D. Such other persons as may be appointed by the Director with the advise and consent of the Town Council (Code 1968, section 8-3) 8.10.025 -Same -Powers and Duties It shall be the duty
of the Disaster Council, and it is empowered to develop and recommend for adoption by the Town Council, emergency and mutual aid plans and agreements, and such ordinances, resolutions,
rules, and regulations as are necessary to implement such plans and agreements. The Disaster Council shall meet upon call of the Chair or in the Chair's absence from the Town or inability
to call such meeting, upon the call of the Vice-Chair. 8.10.030 -Director of Emergency Services -Office Created There is hereby created the office of Director of Emergency Services.
The Town Manager shall be the Director of Emergency Services. There is hereby created the Office of Assistant Director of Emergency Services who shall be the Town Chief of Police. 25
8.10.035 -Same -Powers and Duties (a) The Director is hereby empowered to: (I) Request the Town Council to proclaim the existence of threatened existence ofa local emergency if the Town
Council is in session, or to issue such proclamation if the Town Council is not in session. Whenever a local emergency is proclaimed by the Director, the Town Council shall take action
to ratify the proclamation within seven (7) days thereafter or the proclamation shall have no further force or effect. (2) Request the Governor to proclaim a state of emergency when
in the opinion of the Director, the locally available resources are inadequate to cope with the emergency. (3) Develop emergency plans with the assistance of emergency service chiefs
for consideration by the Disaster Council and manage the emergency programs of this Town. (4) Control and direct the effort of the emergency organization of this Town for the accomplishment
of the purposes of this chapter. (5) Direct cooperation between and coordination of services and and staffofthe emergency organization of this Town; and resolve questions of authority
and responsibility that may arise between them. (6) Represent the Town in all dealings with public or private agencies on matters pertaining to emergencies as defined herein. (b) [n
the event of the proclamation ofa local emergency, the proclamation ofa state of emergency by the Governor or the Director of the State Office of Emergency Services, or the existence
of a state of war emergency, the Director is empowered to: (I) Make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by
such emergency; provided, however, such rules and regulations must be confirmed at the earliest practicable time by the Town Council. (2) Obtain vital supplies, equipment, and such other
properties found lacking and needed for the protection oflife and property and to bind the Town for the fair value thereof and, if required immediately, to commandeer the same for public
use. 26
(3) Require emergency services of any town officer or employee and, in the event of the proclamation of a state of emergency in the county in which this Town is located or the existence
of a state of war emergency, to command the aid of as many citizens of this Community as the director deems necessary in the execution of the Director's duties; such persons shall be
entitled to all privileges, benefits, and immunities as are provided by state law for registered disaster service workers. (4) Requisition necessary personnel or material of any town
department or agency. (5) Execute all of his ordinary power as Town Manager, all of the special powers conferred upon the Director by this chapter or by resolution or emergency plan
pursuant to this chapter adopted by the Town Council, all powers conferred upon him by statute, by any agreement approved by the Town Council, and by any other lawful authority. (Code
1968, section 8-6) 8.10.040 -Emergency Organization -Generally All officers and employees of this Town, together with those volunteer forces enrolled to aid them during an emergency,
and all groups, organizations, and persons who may, by agreement or operation of law, including persons impressed into service under the provisions of section 8.10.35(b)(3), be charged
with duties incident to the protection of life and property in this Town during such emergency, shall constitute the emergency organization of the Town. 8.10.045 -Same -Structure, Duties,
Functions The structure, duties and functions of the emergency organization and the order of emergency succession to the position of Director of Emergency Services in the event of the
absence or incapacitation of the Assistant Director of Emergency Services, shall be adopted by resolution of the Town Council. Neither the status of volunteers nor plans and agreements,
rules and regulations or resolutions adopted pursuant to prior ordinances which are not in conflict with the provisions of this chapter shall be affected by the provisions of this chapter
until they are specifically amended, modified or superseded. 8.10.050 -Mutual Aid It is the purpose of the Town Council in enacting this chapter to facilitate the rendering of mutual
aid to and for the people of this Town. Emergency plans adopted and approved by the Town Council shall provide for the interchange of mutual aid and for coordination with the emergency
plans of the County Operational Area. (Code 1968, section 8-9) 27
8.10.055 -Expenditures Any expenditures made in connection with emergency activities, including mutual aid activities, shall be deemed conclusively to be for the direct protection and
benefit of the inhabitants and property of the Town. (Code 1968, section 8-10) 8.10.060 -Violations It shall be unlawful and a misdemeanor for any person during an emergency to: (I)
Willfully obstruct, or hinder or delay any member of the emergency organization in the enforcement of any lawful rule of regulation issued pursuant to this chapter, or in the perfonnance
of any duty imposed upon the member by virtue of this chapter. (2) Do any act forbidden by any lawful rule or regulation issued pursuant to this chapter. (3) Wear, carry or display,
without authority, any means of identification specified by the emergency agency of the State. (Code 1968, section 8-11) 28
APPENDIXK Plan Concurrences The following list of signatures documents each department's concurrence with this emergency operations plan. The Town Manager concurs with the Town of Los
Gatos' Emergency Operations Plan. As needed, revisions will be submitted to the Emergency Services Coordinator. Signed _ (Town Manager's Signature) The Finance Department concurs with
the Town of Los Gatos' Emergency Operations Plan. As needed, revisions will be submitted to the Emergency Services Coordinator. Signed. --=,-----_---::-,-----_-,----::-:-__-,----_ (Finance
Director's Signature) The Police Depm1ment concurs with the Town of Los Gatos' Emergency Operations Plan. As needed, revisions will be submitted to the Emergency Services Coordinator.
Signed --=---:-:-_:;:::-c,.---;;:----;::-,----_-----, _ (Police Chiefs Signature) The Fire Department concurs with the Town of Los Gatos' Emergency Operations Plan. As needed, revisions
will be submitted to the Emergency Services Coordinator. Signed, -----,=-:------,:::-:---=--=-,----_-----, _ (Fire Chiefs Signature) The Parks & Public Works Department concurs with
the Town of Los Gatos' Emergency Operations Plan. As needed, revisions will be submitted to the Emergency Services Coordinator. Signed -----,--,------,---::----,--_-,----,-----,-----__----,-,-----_
(Parks & Public Works Director's Signature) 29
The Community Development Department concurs with the Town of Los Gatos' Emergency Operations Plan. As needed, revisions will he submitted to the Emergency Services Coordinator. Signed
---:-::=--_-----,-----:=------=-__----::...,-_---:--:::-c__--,-_ (Community Development Director's Signature) The Human Resources Department concurs with the Town of Los Gatos' Emergency
Operations Plan. As needed, revisions will he submitted to the Emergency Services Coordinator. Signed -=__::-__---=-.,-------,------=---c;:-:---,---------,,-----_ (Human Resources Director's
Signature) The Community Services Department concurs with the Town of Los Gatos' Emergency Operations Plan. As needed, revisions will be submitted to the Emergency Services Coordinator.
Signed --,--=--__,---=----,--_-=-__,-----,,--_-----, _ (Community Services Director's Signature) The Library concurs with the Town of Los Gatos' Emergency Operations Plan. As needed,
revisions will be submitted to the Emergency Services Coordinator. Signed, --::-::--_-=----,--_=:-_,--,-----,::-_-----, _ (Library Services Director's Signature) The Town Clerk concurs
with the Town of Los Gatos' Emergency Operations Plan. As needed, revisions will be submitted to the Emergency Services Coordinator. Signed ----==--_=:---:-:-_ (Town Clerk) 30
APPENDIXL LOS GATOS CRITICAL HAZ MAT LOCATIONS Business Name Address Facility TypefHazard Contact Phone Name Compugraphics 120 Computer Board Ron 408-341-Albright
Corrosive liquids & flammable Almaguer 1600 Way gas Los Gatos Town 41 Miles Fuel Storage & Maintenance-Bruce 408-399-Corporation Yard Road Assorted Maintenance Chemicals Smith 5770 Peninsula
160 Laboratory -Flammable Liquid Mike 408-866-Histopathology Albright Storage Pangaruban 8377 Way Rinconada Golf 17445 Fuel & Chemical Storage -Keith 408-395-Maintenance Yard Zena Assorted
Maintenance Chemicals Beamer 6305 Avenue -Fertilizers & Pesticides Rinconada Water 400 More Potable Water Bulk Chemical Paul 408-265-Treatment Plant Avenue Storage Thomas 2607 Town Plaza
Vault 15 Pool Chemical Storage Vault-Bruce 408-399-Montebello Confined Space Smith 5770 Way 31
32 APPE TDIX M VOLU TEER MAt"lAGEMENT LEFT BLANK FOR FUTURE USE
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