Staff ReportOWN OF
`OS vCATOS..
DATE:
TO:
FROM:
SUBJECT:
MEETING DATE: 08/04/15
ITEM NO: 7-
COUNCIL AGENDA REPORT
JULY 20, 2015
MAYOR AND TOWN COUNCIL
0`
LES WHITE, INTERIM TOWN MANA ,'
APPROVE REVISED 2015 TOWN OF LOS GATOS EMERGENCY OPERATIONS
PLAN (EOP)
RECOMMENDATION:
Approve revised 2015 Town of Los Gatos Emergency Operations Plan (EOP).
BACKGROUND:
The Town of Los Gatos implemented an EOP in 1999 and was last updated in 2010 by Town Council.
Santa Clara County Fire Department has reviewed our 2010 EOP and has submitted a revised 2015 EOP
with the minor changes and updates based on current practices and changes in terminology. The 2015
Town of Los Gatos EOP is more consistent in terminology and practice to the EOPs of other West
Valley cities that are part of our Operational Area.
DISCUSSION:
The revisions to the Emergency Operations Plan for 2015 include the following:
PAGE 11
National Planning Frameworks — updated terminology.
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. 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. — Moved up on the page for a more logical Town to County progression.
PREPARED BY MATT FRISBY
Chief of Police
Reviewed by:
Town Manager ``Town Attorney
N:ToliceTouncil Repor s\2015\Aug \eopeouncilreportLRP.doc
PAGE
MAYOR AND TOWN COUNCIL
SUBJECT: 2015 LOS GATOS EMERGENCY OPERATIONS PLAN
JULY 20, 2015
PAGE 11
Los Gatos /Monte Sereno Police Department — The Police Department is responsible for the
maintenance of law 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. —Moved up on the page for a more logical Town to County
progression.
PAGE 12
Town of Los Gatos Public Website —Added to the originallist.
PAGE 19
Relationships With Federal Agencies
The Federal Emergency Management Agency (FEMA) is the main federal agency that has an
influence on emergency management in the Town of Los Gatos. FEMA authors the National
Planning Frameworks, and other similar plans. The National Planning Frameworks include
separate guidance documents on mitigation, prevention, protection, response and recovery.
FEMA provides a wealth of training both online and at its Emergency Management Institute that
Los Gatos employees can attend. During a disaster response large enough to cause a Presidential
Disaster Declaration FEMA will organize and coordinate national response personnel and
resources and during the recovery phase FEMA will manage and support Disaster Field Offices
in collaboration with the State of California. — Updated with more accurate wording in the
paragraph.
PAGE 20
Whole Community Preparedness Actions — Changed the paragraph title to be compatible with
FEMA language.
PAGE 23 AND 24
Notification — Rewrote the entire notification section so that it is clearer how notifications will
be made and to improve the organization of the section.
• Notifying The Public
o In the case of a serious earthquake there is no need to notify the public that an earthquake has
occurred; everybody in Los Gatos will have felt it. However, the Town will need to
communicate with the public so that residents know what the Town is doing and so that
residents will receive instructions from the Town. The Town has multiple methods of
communicating with the public at its disposal that are listed on page 26 under
PAGE
MAYOR AND TOWN COUNCIL
SUBJECT: 2015 LOS GATOS EMERGENCY OPERATIONS PLAN
JULY 20, 2015
"Communications ". The alert and warning systems listed below may or may not be available
depending on the infrastructure damage caused by the earthquake.
o The Town will need to notify the public in circumstances where people may be unaware that
an incident has happened. Examples include hazardous materials spills, transportation
incidents, fire, or a criminal incident. In these situations the Town will use the Alert SCC
system. This is an alert and warning system available to the Town and the Santa Clara
County Fire Department. Both agencies have the ability to use this system to send out public
messages via text, voice, and e -mail on behalf of the Town of Los Gatos.
Notifying Employees & Volunteers
Business Hours
o Employees — It will be easier to notify employees during business hours because most
of them will at work in the Town and available. When an incident happens during
these hours the Town can use the Alert SCC system to send out a message to all
employees, it can utilize a phone tree system in which department heads contact their
staff with pre - determined messages, or both. In a serious earthquake notifications will
not be necessary, but instructions will need to be sent and received amongst the
employees.
o Volunteers — it will be harder to notify volunteers during business hours. Some
volunteers will be available at this time but many will be at their places of
employment which in many cases will be outside of Santa Clara County. The Alert
SCC system will be used in these circumstances. Note that the Los Gatos CERT,
RACES, and DART organizations have their own operating protocols that prompt
volunteers into action during a major earthquake.
Non - Business Hours
o Employees — It will be harder to notify employees and give them instructions during
non - business hours. Some live outside of Santa Clara County and on weekends some
will be away from the Bay
o Area entirely. The Alert SCC system will be used in these situations to notify
employees of an incident and to give them instructions. In a serious earthquake
notification will not be necessary, but instructions will need to be sent and received
amongst the employees.
o Volunteers — Most will be in Los Gatos during the week which will make
notifications via the Alert SCC system easier. However, on weekends it is safe to
expect that while some will be in the Town others will not which will make for
unknown success when notified. The Alert SCC system will be used in these
situations. Note that the Los Gatos CERT, RACES, and DART organizations have
their own operating protocols that prompt volunteers into action during a major
earthquake.
PAGE 36
In Santa Clara County, the Collaborating Agencies' Disaster Relief Effort (CADRE) is the
umbrella organization for these organizations, and serves formally as the local Voluntary
PAGE
MAYOR AND TOWN COUNCIL
SUBJECT: 2015 LOS GATOS EMERGENCY OPERATIONS PLAN
JULY 20, 2015
Organization Active in Disaster. In the wake of major disasters VOADs set up "Unmet Needs
Committees" that provide a method for their constituent agencies to connect with disaster
victims and make their resources available. CADRE is prepared to provide this service in
Cupertino when the need arises. —Rewrote this paragraph to include the CADRE resources
available in Santa Clara County.
PAGE 38
California Disaster Assistance Act (CDAA) — Corrected the name
Conditions for Implementation of CDAA - Corrected the acronym
CONCLUSION:
The Police Department is primarily responsible for maintaining and updating the EOP and may
periodically provide Council with updates as appropriate.
ALTERNATIVES:
As an alternative to the staff recommendation, Council may consider additional modifications to the
Emergency Operations Plan for 2015
COORDINATION:
The preparation of this report was coordinated with the Town Manager's Office.
FISCAL IMPACT:
There is no direct fiscal impact associated with accepting the Emergency Operations Plan for 2015.
Future revisions of the EOP, in addition to staff training will be conducted as part of the regular duties of
the Support Service Lieutenant and Administrative 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 relief funding in the event of a natural disaster.
ENVIRONMENTAL ASSESSMENT:
This action is not a project defined under CEQA, and no further action is required.
Attachment:
1. Town of Los Gatos 2015 Emergency Operations Plan with edits and annotations
ATTACHMENT
Foreword
The Emergency Operational Plan for the Town of Los Gatos is a joint effort between
the Town of Los Gatos and the Santa Clara County Fire Department. The Santa
Clara County Fire Department promotes a regional approach to the service provided.
Emergency management staff from the Santa Clara County Fire Department has
developed the Emergency Operations Plans for the cities of Campbell, Cupertino,
Monte Sereno, Saratoga, and the Town of Los Gatos. By doing so all of the
emergency plans of the West Valley cities have a common format and inasmuch as
possible standardized procedures and protocols. This approach ensures compliance
with planning requirements and mandates. By planning this way the West Valley
cities are able to participate in joint training programs, conduct joint exercises, and
manage disasters with the same approach. The goal of the Santa Clara County Fire
Department in this effort is to provide the highest level of service and expertise to the
West Valley cities.
a
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Table of Contents
Introduction................................................................................ ............................... 7
TownHistory & Description .................................................................... ..............................7
PlanPhilosophy ...................................................................................... ..............................7
Purpose& Scope ................................................................................... ..............................8
PlanStructure ........................................................................................ ..............................9
PlanMaintenance .................................................................................. ..............................9
Promulgation, Authorities, Approvals, & References ............................ .............................10
Homeland Security Exercise & Evaluation Program ( HSEEP) .............. .............................10
References........................................................................................... .............................10
Agency Responsibilities ........................................................................ .............................11
Distribution............................................................................................ .............................12
BasicPlan: ...............................................................................................................
13
BasicPlan .............................................................................................. .............................13
Annexes................................................................................................. .............................13
Appendices............................................................................................ .............................13
HazardAnalysis .................................................................................... .............................14
Mitigation.............................................................................................. .............................18
Preparedness....................................................................................... .............................18
Town Emergency Organization ............................................................... ...............................
18
Town General Plan, Safety Element .......................................................... .............................19
VitalRecords Protection ............................................................................ .............................19
SantaClara County Role ......................................................................... ...............................
19
Stateof California Role .............................................................................. .............................19
Relationships with Federal Agencies ....................................................... ...............................
19
Homeland Security Exercise & Evaluation Program ( HSEEP) ................ ...............................
20
Cross - Jurisdictional Preparedness Actions ............................................. ...............................
20
Preparingthe Public ................................................................................. ...............................
20
Response............................................................................................. .............................22
Activation..................................................................................................... .............................22
Levelsof Emergency .................................................................................. ...............................
22
Notification................................................................................................. ...............................
23
TownStaff Protocols .................................................................................. ...............................
24
Field Incident Command Relationship With EOC Incident Management .. ...............................
26
Linesof Succession .................................................................................. ...............................
27
Alternate Seat of Government locations ................................................... ...............................
27
Santa Clara County Operational Area ........................................................ .............................27
MutualAid ................................................................................................. ...............................
27
SpecialDistricts ........................................................................................... .............................27
OperationsCenters ................................................................................... ...............................
27
Communications........................................................................................ ...............................
28
EOCStaffing Pattern ................................................................................... .............................28
EOCUnified Command ............................................................................... .............................29
WebEOC .................................................................................................. ...............................
29
3
Recovery................................................................................................
.............................30
Conceptof Operations ..............................................................................
............................... 30
SEMS Recovery Organization ..................................................................
............................... 31
DamageAssessment ................................................................................
............................... 33
RecoveryActivities .....................................................................................
............................... 34
Disaster Assistance ...................................................................................
............................... 35
M'Y f
40
iga ion ............................................................................................. ...............................
Appendices............................................................................... ...............................
42
Municipal Codes, Administrative Policies and Procedures ................... .............................42
Town of Los Gatos Municipal Code (Emergency Services) ..................... ...............................
44
Proclamations........................................................................................ .............................50
Emergency Services Director Proclamation ............................................. ...............................
52
Town Council Concurring Proclamation ...................................................... .............................53
Emergency Operation Plan Records ..................................................... .............................54
Drill /Exercise Record ................................................................................. ...............................
56
Emergency Operations Plan Revision Log ............................................... ...............................
57
ExternalResources ........................................................................................... .............................58
PublicSafety ............................................................................................. ...............................
60
Governments.............................................................................................. ...............................
61
Schools....................................................................................................... .............................63
TraumaCenters ........................................................................................... .............................66
LocalHospitals ............................................................................................. .............................66
Utilities......................................................................................................... .............................67
Transportation............................................................................................. .............................68
AmericanRed Cross Shelters ................................................................... ...............................
69
LocalNon - Profit Agencies ......................................................................... ...............................
70
National Non- profits/Voluntary Organizations Active in a Disaster ........... ...............................
71
Placesof Worship ...................................................................................... ...............................
72
Emergency Operation Center Position Checklists ................................. .............................74
Generic Checklist for All EOC Personnel .................................................. ...............................
76
Director of Emergency Services (EOC Director) ...................................... ...............................
78
LegalOfficer .............................................................................................. ...............................
82
AgencyRepresentative ............................................................................. ...............................
84
LiaisonOfficer ........................................................................................... ...............................
86
Public Information Officer (PIO) .................................................................. .............................88
Safety& Security Officer ........................................................................... ...............................
92
EOCReception / Switchboard ................................................................... ...............................
94
OperationsSection Chief .......................................................................... ...............................
96
Care & Shelter Branch Coordinator ........................................................ ...............................
100
Fire and Rescue Branch Coordinator ......................... ............................... ............................102
Law Enforcement Branch Coordinator .................................................... ...............................
104
Public Works Branch Coordinator ........................................................... ...............................
106
Planning /Intelligence Section Chief ........................................................ ...............................
108
Damage Assessment Branch Coordinator ............................................... ...............................
112
Documentation Branch Coordinator ........................................................ ...............................
114
Situation Status Branch Coordinator ....................................................... ...............................
116
LogisticsSection Chief ................................................ ............................... ............................118
Communications Branch Coordinator ......................... ............................... ............................122
Information Technology Branch Coordinator .......................................... ...............................
124
FacilitiesBranch Coordinator .................................................................. ...............................
126
4
ig,
PersonnelNolunteer Branch Coordinator ................................................ ...............................
128
Supplies Branch Coordinator ...................................... ...............................
............................132
Transportation Branch Coordinator .......................................................... ...............................
134
Finance /Administration Section Chief ..................................................... ...............................
136
Purchasing Branch Coordinator .............................................................. ...............................
140
Time Keeping Branch Coordinator .......................................................... ...............................
142
Emergency Operation Center Unified Command .. ............................... ............................144
Description of Unified Command ................................. ...............................
............................146
Elements to Consider in Applying Unified Command .............................. ...............................
146
Advantage of Using Unified Command .................................................... ...............................
146
Primary Features of a Unified Command Organization ..............................
............................147
Single Integrated Incident Organization .......... ...............................
............................147
Collocated (Shared) Facilities ..................................................... ...............................
147
Single Planning Process and EOC Action Plan .............................
............................148
IntegratedStaff ................................................ ...............................
............................149
Coordinated Process for Resource Ordering .............................. ...............................
149
GuidelinesUnified Command .................................................................. ...............................
150
Functioning in Unified Command ............................................................. ...............................
151
Unified Command Participant Responsibilities ............ ...............................
............................151
Acronyms............................................................... ............................... ............................156
5
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n
Introduction
Town History & Description
The Town of Los Gatos is one of the oldest communities of Santa Clara County
having been founded in 1840 as a 6,600 acre land grant from the Mexican
government to Sebastian Peralta and Jose Hernandez. The Town was incorporated
in 1887 and it has grown from slightly over one thousand residents to approximately
30,000 today. It is bordered by San Jose to the north and east, Campbell to the north,
Monte Sereno and Saratoga to the west, and unincorporated Santa Clara County and
Santa Cruz County to the south. Los Gatos has two school districts as well as a
number of private schools, numerous parks and a major shopping district stretching
along Santa Cruz Avenue and University Avenue, access to area freeways, mass
transit systems, and the San Jose International Airport, and close proximity to major
employers in the county.
Plan 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 planning never ends. Nobody is ever prepared — everybody is always in
the process of preparing. This 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 of as a work in progress. No emergency planner
can ever experience the day when all work is complete and there is nothing more to
do. With this 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.
This plan is written with certain fundamentals that are universally accepted:
• Planning must be community- based, representing the whole population and its
needs.
• Planning must include participation from all stakeholders in the community.
• Planning uses a logical and analytical problem solving process to help address
the complexity and uncertainty inherent in potential hazards and threats.
• Planning considers all hazards and threats.
• Planning should be flexible enough to address both traditional and
catastrophic incidents.
• Plans must clearly identify the mission and supporting goals (with desired
results).
• Planning depicts the anticipated environment for action.
• Planning identifies tasks, allocates resources to accomplish those tasks, and
establishes accountability.
• Planning includes senior officials throughout the process to ensure both
understanding and approval.
• Time, uncertainty, risk, and experience influence planning.
• Effective plans tell those with operational responsibilities what to do and why
to do it, and they instruct those outside the jurisdiction in how to provide
support and what to expect.
• Planning is fundamentally a process to manage risk.
• Planning is one of the key components of the preparedness cycle, in which it is
followed by: organizing and equipping, training, exercising, evaluating and
improving.
Purpose & Scope
The purposes of this emergency plan:
• To create a framework for Los Gatos response personnel that will make the
continual planning process both very clear and relatively easy.
• To identify the hazards that exist in Los Gatos.
• To enhance the development of Local Hazard Mitigation Planning on an
ongoing basis.
• To address the needs of all people located in Los Gatos when a disaster
happens.
• To support collaborative efforts with not only Town staff, but also external
partners such as fire 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.
• To outline clearly the strengths and weaknesses of the Town in its
preparedness activities. This plan will help Town leadership see where training
is needed, and where needs exist for other preparedness activities.
• 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 in the Emergency Operations Center
during an emergency, where staff will be able to refer to it at and direct
response efforts with it.
E
fl >i4
• To aid the recovery process of a disaster.
The scope of this plan primarily is to address the needs and actions of Town
personnel before, during, after a disaster, and is to address the activities of all people
and organizations in the Town of Los Gatos to develop and ensure communication,
cooperation, coordination, and collaboration in all disaster related work.
Plan Structure
This plan is organized into three main parts. They are:
A. The Basic Plan section describes in detail and in order hazard analysis of the
Town, plans and actions that will either prevent particular disasters from
happening or mitigate the consequences of disasters that cannot be prevented,
describe the preparedness activities of the Town, describe the steps the Town
will take to respond to a disaster, and lastly describe the methods of recovering
from disasters that will be used in Los Gatos.
B. The Annexes comprises plans that supplement the Basic Plan by going into
greater detail on specific subjects. Plans that fit naturally after the Basic Plan
are present here as annexes, but there will be others that logically exist as
separate documents and these will be referenced in the Appendices.
C. The Appendices contain useful information on a variety of subjects that will
assist people using this plan. Lists, tables, and references to other documents
containing valuable information will be found in the appendices.
Plan Maintenance
Ongoing & Continuous Planning Work — As described in the Introduction to this plan,
the planning process is a never ending one that includes organizing and equipping
people, training people, exercising plans, policies, and capabilities, and lastly
evaluating and improving all of those things. This plan will be maintained on a regular
basis by the Santa Clara County Fire Department and the Town of Los Gatos.
SEMS & NIMS Compliance & Updates — The State of California has regular planning
updates and revisions through the Standardized Emergency Management System
(SEMS) Technical Committee and the SEMS Advisory Group that will influence this
document. The United States of America through the Department of Homeland
Security and the Federal Emergency Management Agency do the same with annual
National Incident Management System Compliance Assistance Support Tool
(NIMSCAST) evaluations and modifications to the National Preparedness Goal, the
National Response Framework, and annual National Incident Management System
(NIMS) requirements that will force this plan to be a living document.
A Plan Revision Log will be maintained in the appendices of this document.
Mgt at ..
Promulgation, Authorities, Approvals, & References
1. Town Council resolution approving this plan
2. Town Municipal Code — Chapter 8
3. State Law
• California Emergency Services Act, Chapter 7 of Division 1 of Title 2 of the
Government Code
• California Code of Regulations Title 19, Chapter 2, Subchapter 3, §2620
et seq.
• Standardized Emergency Management System (SEMS) Regulations,
Chapter 1 of Division 2 of Title 21 of the California Code of Regulations
(CCR)
• California Government Code §8607 (a)
4. Federal Laws & Mandates
• Federal Disaster Relief Act of 1974 (PL 93 -288)
• Federal Civil Defense Act of 1950 (PL 920)
• Public Law 84 -99
• Homeland Security Presidential Directives 5 & 8
• National Incident Management System (NIMS) at the NIMS Integration
Center, htta: / /www.fema.gov /emergency /nims/
Homeland Security Exercise & Evaluation Program
(HSEEP)
HSEEP is one of the US Department of Homeland Security's methods of
standardizing and guiding training and exercise activity in the United States, and all
disaster exercises must be planned using it. It contains the National Exercise
Schedule (NEXS), which will include Los Gatos's exercise activities, the Design and
Development System (DDS), and the Corrective Action Program (CAP). By using
these HSEEP tools Los Gatos's training and exercise program will be consistent with
national standards and will systematically improve the Town's capabilities to handle
crises.
References
1. Town of Los Gatos General Plan, Safety Element
2. Town of Los Gatos Local Hazard Mitigation Plan
3. Santa Clara County Emergency Operations Plan
4. Santa Clara County Local Hazard Mitigation Plan
5. State of California Emergency Plan
6. California Emergency Services Act
7. California Disaster Assistance Act
8. California Master Mutual Aid Agreement
9. California Emergency Management Mutual Aid Plan
10
10. National Planning Frameworks —updated wording
11. National Incident Management System
12. National Preparedness Goal
13. FEMA, Developing and Maintaining Emergency Operations Plans — CPG
101
Agency Responsibilities
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 emergency
proclamations when needed, and coordinate response and recovery efforts with the
County EOC. Town Council members will approve emergency proclamations,
maintain public contact, conduct interviews in conjunction with the PIO, and utilize
political connections with their counterparts at the State and Federal levels to ensure
response and recovery processes are followed and sustained.
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. 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. — Moved up on the page for
a more logical Town- County progression
Los Gatos /Monte Sereno Police Department — The Police Department is
responsible for the maintenance of law 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. — Moved up
on the page for a more logical Town - County progression.
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.
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.
11
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 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.
School Districts — The schools are responsible for the custodial care of students on
school property during school hours when disaster strikes. In case the
parent/guardian is unable to pick up a student due to the disaster, the school must be
prepared to house and feed students for up to three days. High schools in particular
are frequently the locations of Red Cross shelters.
Distribution
• American Red Cross, Silicon Valley Chapter
• Los Gatos — Saratoga Joint Union High School District
• Los Gatos Radio Amateur Civil Emergency Service (RACES)
• Los Gatos Union School District
• Santa Clara County Fire Department
• Santa Clara County Office of Emergency Services
• Town of Los Gatos Department Heads
• Town of Los Gatos Public Website — added to the original list
• Town of Los Gatos Town Council Members
12
Basic Plan
There are three parts to the Town of Los Gatos Emergency Operational Plan: The
Basic Plan, Annexes and Appendices.
Basic Plan:
The basic plan describes the fundamental systems, strategies, policies, assumptions,
responsibilities and operational priorities that the Town of Los Gatos will utilize to
guide and support emergency management efforts. Essential elements of the basic
plan include:
• A description of the emergency services that are provided by governmental
agencies and how resources are mobilized,
• An outline of the methods for carrying out emergency operations and the
process for rendering mutual aid,
• An overview of the system for providing public information and
• Emphasis on the need for continuity planning to ensure uninterrupted
government operations.
These elements culminate with a comprehensive emergency management concept of
operations that outlines the relationships and responsibilities for state government
and its political subdivisions.
Annexes:
This plan uses emergency working groups, which will develop annexes that follow an
established format to describe discipline- specific goals, objectives, operational
concepts, capabilities, organizational structures and related policies and procedures.
The annexes will be developed separately from the basic plan and will make
reference to existing agency and department plans and procedures. Supporting plans
and documents should be listed in an attachment to each annex.
Appendices:
Subsequent plans, procedures and Emergency Operation Center (EOC) Position
Checklists, that are developed in support of the Town of Los Gatos Emergency
Operation Plan, such as mutual aid plans, hazard - specific plans, catastrophic plans
and related procedures will be incorporated by reference and maintained separate
from the basic plan. Some of these supporting plans may be appended to the end of
the basic plan as deemed appropriate.
13
7
Hazard Analysis
Hazard Analysis Likelihood of Occurrence Chart
Likelihood
Hazard Infrequent Sometimes Frequent
Aviation Disaster
Civil Disturbance
Dam Failure
Earthquake M <5
Earthquake M >5
Extreme
Weather /Storm
Fire
Floods
Landslides
HAZMAT
Heat Wave
Public Health
Emergency
Terrorism
Transportation —
Highway
Wildland Fire
Low I Moderate Severity
Aviation Disaster
Commercial aircraft approaching the San Jose International Airport do fly over Los
Gatos occasionally and are still fairly high, thus mitigating their risk.
14
Aviation Disaster
Commercial aircraft approaching the San Jose International Airport do fly over Los
Gatos occasionally and are still fairly high, thus mitigating their risk.
14
Civil Disturbance
Socially and historically Los Gatos is not a community that lends itself to civil unrest,
hence this risk is low.
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 dam 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 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 Headquarters are in the
inundation zone, along with Los Gatos High School, the Town's Corporation Yard,
and many homes that line on both sides 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 warn 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.
Earthquake
Los Gatos is particularly prone to earthquakes and the risk is high. Active fault lines
surround the town: 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 of particular concern, as it has a history of
7.0> 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 Loma
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 of post earthquake mitigation
after Loma 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.
Note: In the past there have been earthquakes on the different fault lines
within the area that have caused significant shaking in Los Gatos. 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.
15
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. Of particular
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.
Fire
Structural development in Los Gatos encompasses multiple building styles from
multiple eras which cause the relative fire risk in Los Gatos to vary from
neighborhood to neighborhood. However, considered broadly, the Town is mostly
made up of wood framed homes and apartment buildings which pose fire risks
neither higher nor lower than typical communities in the area, that in a worst case
scenario could spread fire from structure to structure in a wind driven incident. Newer
structures with modern building codes mitigate the risk posed by older neighborhoods.
Older neighborhoods have many residences with wooden shake shingle roofs, which
pose a significant threat, particularly when a strong wind is blowing.
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.
Heat Wave
The summer heat in Santa Clara County does reach levels that qualify for Heat
Warnings from the National Weather Service on occasion, and does occur in 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.
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.
16
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 cyber- terrorism, agro- terrorism, and biological warfare.
Transportation — Highway
Risks from the presence of a heavily travelled highway do exist in Los Gatos because
of Highway 17 and Highway 85 bisects the Town. Commercial traffic is restricted on
Highway 85 in that no tractor semi - trucks over 4.5 tons are allowed which mitigates
most traffic that would contain any hazardous materials, such as heavy tanker trucks.
However, the traffic on Highway 17 has no such restrictions and heavy commercial
traffic passes through the Town on this route on a regular and routine basis.
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 this 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, which 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.
17
Mitigation
Mitigation is the phase where action is taken to reduce or eliminate the long -term risk
to human life and property from natural and human - caused hazards. Mitigation efforts
occur both before and after an event.
In 2012 Los Gatos completed a Local Hazard Mitigation Plan (LHMP), which serves
as an annex to the County's LHMP and to a similar plan with the Association of Bay
Area Governments (ABAG). The plan assesses in detail Los Gatos's emergency
capabilities, vulnerabilities, and mitigation strategies. Completion of this plan also
makes Los Gatos eligible for mitigation grant funds from the Federal Emergency
Management Agency (FEMA).
Preparedness
Preparedness in emergency management has two essential parts, planning and
training, both of which must be viewed as ongoing and continuous efforts that never
end. This document will continue to be analyzed and edited during its lifespan. New
annexes will be added, out of date items will be replaced, and procedures and
protocols will change. Other plans related to this EOP will be written. Training
subjects like the Incident Command System, Standardized Emergency Management
System (SEMS) and EOC operations must be kept current for long -term employees
through refresher training, and new staff will need introductory training on these and
other subjects.
Town Emergency Organization
Los Gatos is staffed with all of the departments that are typically found in a Town of
its size with the exception of fire services, which are provided under a contract with
the Santa Clara County Fire Department. Town staff are housed for the most part at
Town Hall Civic Center with two main exceptions: Parks & Public Works staff are
located at that department's facility on Miles Avenue, and most of the Police
Department is housed at the Police Operations Building on Los Gatos Boulevard. The
Town Manager is both the Director of Emergency Services during a disaster
response and sits on the Town's Disaster Council during times of preparedness.
Department Directors and EOC Section Chiefs all report to the Town
Manager /Director of Emergency Services and that person has the ability to limit or
expand staff activated during a disaster and adjust personnel assignments as he or
she sees fit. The Town provides for a line of succession if the Town Manager is
unavailable or incapacitated.
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/OtAi..
Town General Plan, Safety Element
The Health & Safety Element of the Los Gatos General Plan describes hazard
analysis in great detail, and sets Town goals in enhancing health and safety in the
Town.
Vital Records Protection
The Information Technology Department backs up all of the Town's records on a two -
part schedule:
Daily backups are made of incremental files, e-mail, and laser fiche.
Weekly backups are made of everything in the Town's computer system.
Santa Clara County Role
The Santa Clara County Office of Emergency Services (OES) is a key preparedness
partner for the Town in that it convenes Operational Area meetings, manages and
makes available to the cities various grants, organizes and hosts trainings, and
provides planning guidance. OES also manages the Santa Clara County Operational
Area during both response and recovery operations.
State of California Role
The California Emergency Management Agency (Cal EMA) is also a key partner for
the Town for many of the same reasons as the County. It is part of the grant
management system, it provides training through the California Specialized Training
Institute, hosts major exercises (Golden Guardian), gives guidance on SEMS and
NIMS compliance, and assists with plan development. Cal EMA organizes and
delivers State of California personnel and resources during response and recovery
operations.
Relationships With Federal Agencies
The Federal Emergency Management Agency (FEMA) is the main federal agency
that has an influence on emergency management in the Town of Los Gatos. FEMA
authors the National Planning Frameworks, and other similar plans. The National
Planning Frameworks include separate guidance documents on mitigation,
prevention, protection, response and recovery. FEMA provides a wealth of training
both online and at its Emergency Management Institute that Los Gatos employees
can attend. During a disaster response large enough to cause a Presidential Disaster
Declaration FEMA will organize and coordinate national response personnel and
resources and during the recovery phase FEMA will manage and support Disaster
Field Offices in collaboration with the State of California. — Updated and with more
accurate wording in the paragraph.
W
The US Department of Homeland Security maintains the HSEEP program, which
provides a system to guide training and exercises nationwide. All disaster exercise
activity in the Town of Los Gatos must be directed by HSEEP including meetings,
conferences, goal setting, the use of partner agencies, and after action planning.
Adherence to HSEEP processes provides management practice as well that will be of
benefit before, during, and after real world disaster activations, particularly in the after
action planning process. A formal After Action Conference with the requisite
Improvement Plans and Corrective Action Plans must follow all disaster drills,
exercises, and real world activations.
Whole Community Preparedness Actions — changed the paragraph
title to be compatible with FEMA language
As part of the plan writing process for this EOP and following FEMA directions for the
"Whole Community" approach to emergency planning, the Los Gatos community is
being brought into the planning process. This provides an environment where Town
institutions improve their planning efforts, and also ensures that those institutions
have familiarity with emergency planning at Town Hall and vice versa as well. In
particular, the town institutions involved in the planning process are:
• The Los Gatos Chamber of Commerce /Business Community
• Faith Based Organizations /Congregations
• Licensed Residential Facilities
• Schools
• Utilities
Preparing The Public
Public disaster education is delivered in the town in four ways:
• The Santa Clara County Fire Department regularly hosts Personal Emergency
Preparedness (PEP) classes in Los Gatos and throughout the West Valley
Region. In these classes participants learn what risks they face, how to plan
for those risks, and what supplies they should have ready in their homes.
• The Santa Clara County Fire Department and the Town collaborate on Los
Gatos's Community Emergency Response Team (CERT). This is a twenty -
hour class in which participants learn disaster preparedness, small fire fighting,
disaster medical operations, light search and rescue methods, disaster
psychology, team organization, and terrorism facts. Upon graduation
participants become volunteers for the Town, organizing them selves
systematically so that they are ready to respond within their capabilities in the
Town during a disaster.
• The American Red Cross, Silicon Valley Chapter frequently hosts Community
Disaster Education classes throughout the County, which are of the same
nature as the PEP classes mentioned above.
20
9 �.:.,A W
Los Gatos Prepared, a community -base program, which goal is to have every
resident and business in Los Gatos have the awareness, skills and resources
necessary to be self - sufficient in the event of an disaster.
21
I4:i 1 �
l
Response
Activation
EOC activation can be done under the following circumstances:
1. On the order of the following:
a. Town Manager
b. Assistant Town Manager
c. Police Chief
2. When the Governor has proclaimed a State Of Emergency in an area including
Los Gatos.
3. Automatically on the proclamation of a State Of War Emergency as defined in
California Emergency Services Act (Chapter 7, Division 1, Title 2, California
Government Code).
4. A Presidential declaration of a National Emergency in an area including Los
Gatos.
5. Automatically on receipt of an attack warning or actual attack on the United
States.
6. 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 the EOC:
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.
Levels of Emergency
• Level I — A minor to moderate incident characterized by adequate local
response capability and sufficient resources to favorably resolve the situation.
A local emergency may or may not be proclaimed.
• 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. The Governor may proclaim a State Of
Emergency.
• 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 State Of Emergency
will be proclaimed. A Presidential declaration may or may not be proclaimed.
22
D
Notification — The entire notification section has been re- written so that
it is clearer how notifications will be made and to make the section more
organized
• Notifying The Public
• In the case of a serious earthquake there is no need to notify the public that
an earthquake has occurred; everybody in Los Gatos will have felt it.
However, the Town will need to communicate with the public so that
residents know what the Town is doing and so that residents will receive
instructions from the Town. The Town has multiple methods of
communicating with the public at its disposal that are listed on page 26
under "Communications ". The alert and warning systems listed below may
or may not be available depending on the infrastructure damage caused by
the earthquake.
• The Town will need to notify the public in circumstances where people may
be unaware that an incident has happened. Examples include hazardous
materials spills, transportation incidents, fire, or a criminal incident. In these
situations the Town will use the Alert SCC system. This is an alert and
warning system available to the Town and the Santa Clara County Fire
Department. Both agencies have the ability to use this system to send out
public messages via text, voice, and e-mail on behalf of the Town of Los
Gatos.
• Notifying Employees & Volunteers
• Business Hours
• Employees — It will be easier to notify employees during business
hours because most of them will at work in the Town and available.
When an incident happens during these hours the Town can use the
Alert SCC system to send out a message to all employees, it can
utilize a phone tree system in which department heads contact their
staff with pre- determined messages, or both. In a serious
earthquake notifications will not be necessary, but instructions will
need to be sent and received amongst the employees.
• Volunteers — it will be harder to notify volunteers during business
hours. Some volunteers will be available at this time but many will
be at their places of employment which in many cases will be
outside of Santa Clara County. The Alert SCC system will be used in
these circumstances. Note that the Los Gatos CERT, RACES, and
DART organizations have their own operating protocols that prompt
volunteers into action during a major earthquake.
• Non - Business Hours
o Employees —It will be harder to notify employees and give them
instructions during non - business hours. Some live outside of Santa
Clara County and on weekends some will be away from the Bay
23
E'�,D
Area entirely. The Alert SCC system will be used in these situations
to notify employees of an incident and to give them instructions. In a
serious earthquake notification will not be necessary, but
instructions will need to be sent and received amongst the
employees.
o Volunteers — Most will be in Los Gatos during the week which will
make notifications via the Alert SCC system easier. However, on
weekends it is safe to expect that while some will be in the Town
others will not which will make for unknown success when notified.
The Alert SCC system will be used in these situations. Note that the
Los Gatos CERT, RACES, and DART organizations have their own
operating protocols that prompt volunteers into action during a major
earthquake.
Town Staff Protocols:
1. Earthquakes 6.5 and above, within a 60 mile radius of the Town of Los Gatos,
Town Management should consider immediate activation of the EOC. Off duty
EOC staff, Town employees and volunteer should use all communications
methods available to contact their supervisors or other Town leadership. If
paid and volunteer personnel are successful in their communications efforts
they are to follow the directions given to them. If communications efforts fail,
EOC personnel are to report to the EOC immediately and Town employees
are to report to their supervisor immediately. Town Radio Amateur Civil
Emergency Service (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 probably the only disaster in which the above personnel may
respond automatically without further notification.
2. In all other disasters, once the appropriate Town leadership has decided to
activate the EOC, the Director of Emergency Services and /or his designees
will make the appropriate notifications to Town EOC staff to report to the EOC
immediately. This includes EOC volunteers like RACES and CERT.
3. Some notes on activation and notification: Chaos to one degree or another is
to be expected in the opening minutes and hours of a major disaster. Crucial
factors will be the time of day and the day of the week. Activations that happen
Monday through Friday during business hours will have the advantage of most
if not all Town staff present, but will have the disadvantage of many volunteers
being scattered across the Bay Area at their places of employment. Activations
during non - business hours and weekends will have the advantage of many
volunteers present at their homes, but Town staff will be slow to assemble at
their posts and some may not even be able to travel to Los Gatos because of
infrastructure damage. Communications will also be a difficult issue for many if
power and phone lines are down. In this environment amateur radio
24
a
communications, radio stations, and KCAT (http: / /www.kcat.oro) television
channels 15 (Comcast) will become important sources of public information as
soon as possible.
25
4 , ^l
Field Incident Command Relationship With EOC Incident
Management
Field Incident Command will be led at Incident Command Posts by the Police
Department, County Fire Department, the Public Works 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.
Comparison of Field and EOC SEMS Functions
PRIMARY
FIELD RESPONSE LEVEL
EOC LEVEL
SEMS FUNCTION
Command / Management
Command is responsible for
Management is responsible
the directing, ordering, and /or
for facilitation of overall
controlling of resources.
policy, coordination and
support of the incident.
Operations
The coordinated tactical
The coordination of all
response of all field
jurisdictional operations in
operations in accordance
support of the response to
with the Incident Action Plan.
the emergency in
accordance with the EOC
Action Plan.
Planning / Intelligence
The collection, evaluation,
Collecting, evaluating and
documentation and use of
disseminating information
intelligence related to the
and maintaining
incident.
documentation relative to all
jurisdiction activities.
Logistics
Providing facilities, services,
Providing facilities, services,
personnel, equipment and
personnel, equipment and
materials in support of the
materials in support of all
incident.
jurisdiction activities as
required.
Finance / Administration
Financial and cost analysis
Responsible for coordinating
and administrative aspects
and supporting administrative
not handled by the other
and fiscal consideration
functions.
surrounding an emergency
incident.
26
Lines of Succession
1. Town Manager
2. Assistant Town Manager
3. Police Chief
Alternate Seat of Government locations include the:
1. Town of Los Gatos Library at 100 Villa Avenue
2. Jewish Community Center at 14855 Oka Road
3. Monte Sereno City Hall at 18041 Saratoga Los Gatos Road
4. Schools in Los Gatos as appropriate
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.), will support Incident Command Posts in the field and the Los Gatos EOC with
personnel and material resources. Should the resources of the Operational Area be
exhausted the County EOC will communicate with the Coastal Region and the State
for further mutual aid.
Mutual Aid
Mutual Aid resources will be made available through the Operational Area
coordinated at the County EOC, only after internal logistical supplies and the
purchasing ability of the Town have been exhausted. This does not apply to law
enforcement and fire services mutual aid, which have their own county and statewide
mutual aid systems as described in the California Master Mutual Aid Agreement and
other related documents.
Special Districts
Special districts such as School Districts 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.
Operations Centers
Emergency Operations Center (EOC) — Located at the Police Operation
Building, 15300 Los Gatos Boulevard.
• 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.
• Representation — See the EOC Staffing Roster in the Appendices.
27
o Backup Location: Parking lot areas at Town Hall, 110 East Main Street;
Calvary Baptist Church, 16330 Los Gatos Boulevard; and the Jewish
Community Center, 14855 Oka Road.
• Los Gatos Union School District — Located at the District Office
• Los Gatos — Saratoga Joint Union High School District — Located at the District
Office
Communications
During a disaster response the Town will use multiple communications methods that
will serve different groups of people with different objectives:
• The Los Gatos /Monte Sereno Police Department dispatchers will be placed in
the Operations Section of the EOC and will provide communications in the
service of their department.
• The Town will use different radio station to broadcast emergency information
to the Los Gatos area.
• The Town cable channel KCAT (Comcast 15) will also broadcast emergency
information to the Los Gatos area.
Los Gatos amateur radio operators will serve in the Logistics Section of the
EOC and will provide communications to all who need their services. Their
primary tasks will be to provide communications to CERT volunteers in the
field, other amateur radio operators in the field, and provide communications if
needed between the Town and the Operational Area EOC. They will operate
as described by the Federal Communications Commission in their Radio
Amateur Civil Emergency Service capacity.
EOC Staffing Pattern
The Town EOC is staffed with an EOC Roster that lists two shifts over a 24 -hour
period of Town personnel to the Section Chief and Branch Coordinator level for most
EOC positions in all of the ICS sections. It is important to note that an EOC can be
staffed partially or fully depending on need and Director of Emergency Services has
the flexibility to staff the EOC partially or fully.
Town of Los Gatos and the City of Monte Sereno, have agreed to work together in
one EOC using Unified Command.
Position checklists for each of the EOC positions are located in the appendices.
Broken down into each of its sections and branches, the EOC staff at its fullest would
exist as follows:
• Management
• Director of Emergency Services
• Legal Officer
28
C R�1
o Liaison Officer
o Public Information Officer
o Safety & Security Officer
Operations
o Fire & Rescue
o Law Enforcement
Dispatch
o Care and Shelter
o Community Emergency Response Team (CERT)
o Public Works
• Planning
c Damage Assessment
o Documentation
o Resource Status
o Situation Status
Logistics
o Information Technology
o Communications
o Donations Management
o Facilities
o Personnel
o Spontaneous Volunteers
o Supplies
o Transportation
• Finance
o Purchasing
o Time Keeping
EOC Unified Command
During an area disaster that affects both Town of Los Gatos and the City of Monte
Sereno; to be more efficient and have larger pool of EOC staff, the two Director of
Emergency Services have agreed to work together under the concept of Unified
Command (Appendix: Emergency Operation Center Unified Command).
Web EOC
Web EOC is an emergency management software tool used by all of the Santa Clara
County Operational Area to share information, make resource requests, provide
situation status reports, and organize disaster responses in general. If during the
initial hours or days of a response power and the internet are not available the Los
Gatos /Monte Sereno EOC is prepared to manage a response within its borders using
paper, handwritten forms, but when power and the internet are available this work will
be done using Web EOC.
29
t
Recovery
Recovery refers to those measures undertaken by an entity following a disaster that
will return all systems (utilities, phones, government 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.
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.
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.
• 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.
30
Long Term
Long -term recovery consists of actions that will return the jurisdiction back to normal
pre- disaster levels of service. Long -term considerations include:
• Development of a recovery team.
• Economic and resource stabilization.
• Hazard mitigation.
• Updating plans based on lessons learned.
• 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.
SEMS Recovery Organization
Recovery operations differ significantly from emergency response. SEMS is not
required for recovery operations, although it is used by the California Office of
Emergency Service (Cal 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:
Management Section
This section is responsible for the jurisdiction's overall recovery.
Tasks include:
• Informing and brief elected officials.
• Providing lead for policy decisions.
• Issuing public information releases.
• Ensuring safety of response activities.
31
Operations Section
This section is responsible for operations that restore the jurisdiction back to normal
day -to -day operations.
Tasks include:
• Restoring medical facilities and service.
• Restoring government facility functions.
• Removing debris.
Demolishing buildings.
Restoring utilities.
• Providing emergency housing.
• Providing application process for disaster assistance.
Providing building and public safety inspections.
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.
• Creating mitigation plans.
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.
• Providing vehicles and personnel.
KYA
OR-!
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.
• Managing insurance settlements.
• FEMA reimbursement
Personnel should be assigned appropriate SEMS functions to address the tasks
listed above.
Damage Assessment
During 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:
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 cleanup plan.
Ensuring unsafe buildings are vacated, clearly marked and access is restricted.
Identifying safety precautions to be undertaken by emergency workers.
Structural Damage
Checklists and procedures for survey teams should include the following terms when
describing damages:
• Destroyed: Building /item is a total loss or is damaged to the extent that it is not
usable and not economically repairable. No longer is existence, or sustaining
greater than 75% uninsured damage.
• Major Damage: Building /item is damaged to the extent that it is no longer
usable and may be returned to service only with extensive repairs. Not
habitable, unsafe, or sustaining between 40 and 75% uninsured damages.
33
1111
9�
• Minor Damage: Building /item is damaged and may only be used under limited
conditions, but may be restored with minor repairs.
Note: Damages are limited to the structure and not contents.
Structural Categories
The following are categories used for private structures applying for disaster
assistance:
• Homes, includes Town Homes and Condominiums
• Mobile Homes
• Rental Units
• Farm Dwellings
• 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 to eliminate or lessen immediate
Measures
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
Includes flood control, drainage, levees,
Facilities
dams, dikes, irrigation works, seawalls, and
bulkheads.
Category E
Public Buildings
Buildings, vehicles or other equipment,
and 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 non - profit facilities, recreational
facilities, playground equipment.
34
+ 4
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 Cal EMA Region, who will in turn send
them to the State and FEMA.
It should include:
Location of Action /Damage
• Geographical location of damaged facility or emergency work.
2. Description of Action /Damages
• Narrative description explaining the nature of the disaster - related
problem (engineering details are not needed).
3. Estimates of Cost
• A separate estimate for each facility or system affected.
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 information.
Individual Assistance
Individual assistance consists of services provided to individuals and businesses - the
private sector.
Government Assistance to Individuals
Effective recovery plans should have the following federal programs for individual
assistance included:
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
35
{ !a
and face foreclosure or eviction from their homes. It is a federal program
available under a presidentially declared disaster.
• Housing and Urban Development (HUD) 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 (IFGP)
This is authorized only by a federal disaster declaration. It provides grants to
disaster victims who are not eligible for SBA 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.
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 Santa Clara County, the Collaborating Agencies' Disaster Relief Effort (CADRE) is
the umbrella organization for these organizations, and serves formally as the local
Voluntary Organization Active in Disaster. In the wake of major disasters VOADs set
up "Unmet Needs Committees" that provide a method for their constituent agencies
to connect with disaster victims and make their resources available. CADRE is
prepared to provide this service in Cupertino when the need arises. — This paragraph
was re- written to include the CADRE resources available in Santa Clara County.
Public Assistance
Public assistance consists of various programs of disaster relief to the public sector.
Public sector includes state and local government (Town, county, special district).
41
Recovery plans should include the following forms of assistance and the application
process:
37
Wit.
California Disaster Assistance Act (CDAA) — Corrected the name
CDAA is available to counties, cities, and special districts to repair disaster -
related damages to public buildings, levees, flood control works, channels,
irrigation works, Town 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 Cal OES Director's concurrence; and, to cover the cost
of overtime and supplies used for response.
Conditions for Implementation of CDAA: - Corrected the acronym
• Cal OES Director must concur with local emergency declaration for
permanent restoration assistance.
• Governor must proclaim a state of emergency (for disaster response
and permanent restoration assistance).
• 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 this 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 this 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
Internal Revenue Code
• Utilities
• Emergency agencies.
• Medical agencies
• Custodial care organizations
38
o Government services such as: community 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 information should be included
in the recovery plan. This could be in the form of information sheets on each
program, checklists or written procedures.
® 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 of the DFO include:
• Management - Coordination of the overall federal assistance programs
for 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, and audits activities as needed.
• Plans /Intelligence - Develops action plans, identifies priorities, potential
problems, and documents the overall recovery actions.
39
�II�I fu
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.
Forms of Mitigation:
• Changes in building codes
• Variances or set -backs in construction
Zoning to reduce types of construction in high hazard areas
Relocation or removal of structures from high hazard zones
40
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41
(ISM41
Appendices
Municipal Codes,
Administrative Policies
and Procedures
El
,mil
This Page Intentionally Left Blank
43
Town of Los Gatos Municipal Code — Chapter 8
Sections:
8.10.010
—Purposes
8.10.015
— Definitions
8.10.020
— Disaster Council — Composition
8.10.025
— 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
8.10.060 — Violations
8.10.010 — Purposes
The declared purposes of this chapter are to provide for the preparation and carrying out of
plans for the protection of persons and property within 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 — Definitions
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 within the territorial limits of the Town caused by
such conditions as air pollution, fire, flood, storm, epidemic, riot, drought, sudden and severe
energy shortage, plant or animal infestation or disease, the Govemor's warning of an
earthquake or volcanic prediction, or an earthquake, or other conditions, other than conditions
resulting from a labor controversy, which 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.
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, storm, epidemic, riot, drought, sudden and severe
energy shortage, plant or animal infestation or disease, the Governor's warning of an
44
M)
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, personnel, 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 exist immediately, with or without a
proclamation thereof by the Governor, whenever this state or nation is attacked by an enemy
of the United States, or upon receipt by the state of a warning from the federal government
indicating that such an enemy attack is probable or imminent.
(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.
46
8.10.035 — Same — Powers and Duties
(a) The Director is hereby empowered to:
(1) Request the Town Council to proclaim the existence of threatened existence of
a 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 staff of the
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) In the event of the proclamation of a local emergency, the proclamation of a 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:
(1) 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 of life and property and to bind the Town for the fair
value thereof and, if required immediately, to commandeer the same for public
use.
46
0.
(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/her 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.
47
D
(Code 1968, section 8 -9)
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:
(1) 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 performance of any duty imposed upon the member by virtue of this
chapter.
(2) Perform any act, which is 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)
48
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49
ai
Proclamations
50
4
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51
Proclamation by the Director or the Assistant Director of
Emergency Services of the Existence of a Local Emergency
WHEREAS, Ordinance No. 8.10.035, Article A -1 of the Los Gatos Municipal Code
empowers the Director of Emergency Services, or in the Director's absence the Acting
Director to proclaim the existence or threatened existence of a local emergency when the
Town of Los Gatos is affected or likely to be affected by a public calamity and the Town
Council is not in session, and;
WHEREAS, the Director of Emergency Services of the Town of Los Gatos does hereby find;
That conditions of extreme peril to the safety of people and property have arisen within the
Town of Los Gatos, caused by (fire, flood, storm,
mudslides, torrential rain, wind, earthquake, drought, or other causes); which began on the
th day of 120 and;
That these conditions are or are likely to be beyond the control of the services, personnel,
equipment, and facilities of the Town of Los Gatos, and;
That the Town Council of the Town of Los Gatos is not in session and cannot immediately be
called into session:
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency now exists
throughout the Town of Los Gatos, and;
IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said local
emergency the powers, functions, and duties of the emergency organization of the Town of
Los Gatos shall be those prescribed by state law, by ordinances, and resolutions of this Town,
and; That this emergency proclamation shall expire in 7 days after issuance unless confirmed
and ratified by the Town Council of the Town of Los Gatos.
Dated:
M
Print Name
Address
52
•.�iIL
i ..
Proclamation by the Town Council Confirming the Existence of a
Local Emergency that was proclaimed by the Director or the
Acting Director of Emergency Services
WHEREAS, Ordinance No. 8.10.035, Article A -1 of the Los Gatos Municipal Code
empowers the Director of Emergency Services or the Acting Director to proclaim the
existence or threatened existence of a local emergency when the Town of Los Gatos is
affected or likely to be affected by a public calamity and the Town Council is not in session,
subject to ratification by the Town Council within seven days; and,
WHEREAS, conditions of extreme peril to the safety of people and property have arisen
within the Town of Los Gatos caused by (fire, flood,
storm, mudslides, torrential rain, wind, earthquake, drought, or other causes)
Commencing on or about _.m., on the day of
20 , at which time the Town Council was not in session; and
WHEREAS, the Los Gatos Town Council does hereby find that the aforesaid conditions of
extreme peril did warrant and necessitate the proclamation of the existence of a local
emergency; and
WHEREAS, the Director of Emergency Services of the Town of Los Gatos, or the Acting
Director, did proclaim the existence of a local emergency with the Town of Los Gatos on the
day of , 20 ;
NOW, THEREFORE, IT IS HEREBY PROCLAIMED AND ORDERED that said local
emergency shall be deemed to continue to exist until its termination is proclaimed by the
Town Council of the Town of Los Gatos, State of California.
Dated: Town Council, Town of Los Gatos
Attest:
Town Clerk
53
(Mayor)
Emergency Operation
Plan
Records
54
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55
Al
Town of Los Gatos Emergency Drill / Exercise Record
Name of Type of Drill /Exercise External Partners After Action
Date Drill /Exercise (Tabletop, Functional, Participating Report
Full Scale, etc.) Completed
56
,sit,
L �h
Town of Los Gatos Emergency Plan Revision Log
11 Material /Sections Revised I Revised By Whom I Date Revised 11
57
EXTERNAL
RESOURCES
58
A
This Page Intentionally Left Blank
59
S�,
PUBLIC SAFETY
Service
Agency
Phone
Website
Fire Services
Santa Clara
408 - 378 -4010
www.sccfd.org
County Fire
Santa Clara
408 - 378 -4010
www.sccfd.org
County Mutual Aid
SCCFD
California State
408 - 378 -4010
www.sccfd.om
Mutual Aid
SCCFD
Law Enforcement
Santa Clara
408 - 808 -4900
www.sccsheriff.org
County Sheriff's
Office
Campbell Police
408 - 866 -2121
www.ci.campbell.ca.us /Police
Department
California Highway
408 - 467 -5400
www.chp.ca.gov
Patrol
San Jose Police
408 - 277 -8900
www.s'pd.org
Department
Santa Clara Police
408 - 615 -4700
hftp: / /scpd.org
Department
Sunnyvale
408 - 730 -7100
http: / /sunnyvale.ca.gov /Depa
rtments /PublicSafety. asp x
Department of
Public Safety
Animal Control
Silicon Valley
408 - 764 -0344
www.svaca.com
Animal Control
Authority
Poison Control
California Poison
800 - 222 -1222
www.calpoison.org
Control Center
60
GOVERNMENTS
Jurisdiction
A enc
Phone
Website
Santa Clara County
Coroner's Office
408 - 793 -1900
www.sccqov.orq /portal /sit
e /coroner
County
Communications
408 - 299 -3144
408 - 299 -2507
Emergency Medical
Services
408 - 885 -4250
www.sccgov.org /portal /sit
a /ems
Mental Health
Services
408 - 885 -5770
www.sccmhd.org
Office of Emergency
Services (OES)
408 - 808 -7800
www.sccclov.org /portal /sit
a /oes
Public Health
408 - 792 -5163
www.sccgov.orq /portal /sit
e/ hd
Regional Agencies
Association of Bay
Area Governments
ABAG
510 - 464 -5163
www.abaci.ca.gov
Bay Area Air Quality
Management District
415 - 771 -6000
www.baagmd.gov
State of California
Cal Fire — Santa
Clara Unit HQ
408 - 779 -2121
www.fire.ca.gov
Caltrans
510 - 286 -4444
www.dot.ca. ov
Insurance
Commissioner's
Office
800 - 927 -4357
www.insurance.ca.gov
California Emergency
Management Agency
916- 845 -8510
www.oes.ca.gov
Regional Emergency
Operations Center —
Mather
916- 845 -8911
"Resource requests to
the REOC need to be
routed through the Op
Area EOC.
State Operations
Center - Mather
916- 845 -8911
"Resource requests to
the SOC need to be
routed through the
OpArea EOC.
61
Jurisdiction
Agency
Phone
Website
United States of
Federal Emergency
800 - 621 -3362
www.fema.gov
America
Management Agency
FEMA hotline
Internal Revenue
408 - 817 -6747
www.irs.00v
Service IRS
Small Business
800 - 659 -2955
www.sba.aov
Administration SBA
United States
650 - 329 -4002
www.usgs.Qov
Geological Survey
(USGS) — Menlo
Park
62
SCHOOLS
District / Schools
Phone
Website
Los Gatos Union School District
408 - 335 -2000
www.lgusd.k12.ca.us
17010 Roberts Road
Los Gatos, California 95032
Blossom Hill Elementary
408 - 335 -2100
www.bh.lgusd.k12.ca.us
16400 Blossom Hill Road
Los Gatos, California 95032
Daves Avenue Elementary
408 - 335 -2200
www.daves.lgusd.k12.ca.us
17770 Daves Avenue
Los Gatos, California 95030
Alta Vista Elementary
408 - 356 -6146
www.altavista.unionsd.orq
200 Blossom Valley Dr.
408 - 356 -3679
Los Gatos, CA 95032
Van Meter Elementary
408 - 335 -2250
www.lvm.lausd.k12.ca.us
16445 Los Gatos Boulevard
Los Gatos, California 95032
Raymond J. Fisher Middle
408 - 335 -2300
www.rifisher.lgusd.k12.ca.us
19195 Fisher Avenue
Los Gatos, California 95032
Los Gatos - Saratoga Union High
408 - 354 -2520
www.lgsuhsd.org
School District
17421 Farley Road West
Los Gatos, California 95132
Los Gatos High
408 - 354 -2730
www.lghs.net
20 High School Court
Los Gatos, California 95030
Campbell Union School District
408 - 364 -4200
www.cami)bellusd.org
155 N. Third Street
Campbell, CA 95008
Capri Elementary
408 - 364 -4260
htti): / /www.rai)ri.cami)bellusd.o
850 Chapman Drive
Campbell, CA 95008
Rolling Hills Middle
408 - 364 -4235
www.campbellusd.org /rollinohill
s
295 Cherry Lane
Campbell, CA 95008
63
District / Schools
Phone
Website
Campbell Union High School
408 - 371 -0960
www.cuhsd.org
District
3235 Union Avenue
San Jose, CA 95124
Leigh High
408 - 626 -3404
www.leigh.cuhsd.org
5210 Leigh Avenue
San Jose, CA 95124
Westmont High
408 - 626 -3406
www.westmont.cuhsd.org
4805 Westmont Avenue
Cam bell, CA 95008
Union School District
408 - 377 -8010
www.unionsd.org
5175 Union Avenue
San Jose, CA 95124
Carlton Avenue Elementary
408 - 356 -1141
www.unionsd.org /site /Default.a
spx ?PageID =570
2421 Carlton Avenue
San Jose, 95123
Dartmouth Middle
408 - 264 -1122
www.unionsd.orq /Domain /258
5575 Dartmouth Drive
San Jose, CA 95118
Noddin Elementary
408 - 356 -2126
www.unionsd.org /site /Default.a
spx ?PageID =1961
1755 Gilda Way
San Jose, CA 95124
Union Middle
408 - 371 -0366
www.unionsd.org /site /Default.a
spx ?PageID =2290
2130 Los Gatos - Almaden Road
San Jose, CA 95124
64
Other Schools
Hillbrook School
408- 356 -6116
www.hillbrook.ora
300 Marchmont Drive
Los Gatos, California 95032
Los Gatos Christian
408 - 997 - 4682;
www.losgatoschristianschool.com
16845 Hicks Road
4680
Los Gatos, California 95032
Mulberry School
408- 358 -9080
www.mulberry.ora
220 Belgatos Road
Los Gatos, California 95032
St. Mary's School
408 - 354 -3944
www.edline.net/i)aaes /stmarys sch
ool
30 Lyndon Avenue
Los Gatos, California 95030
Stratford School
408- 371 -3020
www.stratfordschools.com
220 Kensington Way
Los Gatos, California 95032
Yavneh Day School
408 - 984 -6700
www.vavnehdayschool.ora
14855 Oka Road
Los Gatos, California 95032
65
Q0
14`haroty ^a
6 s� FS�
TRAUMA CENTERS
LOCAL HOSPITALS
Hos ital
Phone
Website
Santa Clara County
Valley Medical Center
751 S. Bascom Avenue
San Jose, California 95128
408- 885 -5000
www.svmed.org
Regional Medical Center San Jose
225 North Jackson Ave
San Jose, CA 951116
408 - 259 -5000
http: / /regionalmedicalsanios
e.com/
Stanford Hospital
300 Pasteur Drive
Stanford, CA 94304
650 - 723 -7570
http: / /stanfordhospital.org
http: / /goodsamsaniose.com/
Kaiser Medical Center Santa Clara
700 Lawrence Expressway
Santa Clara, CA 95051
408 851 -1000
LOCAL HOSPITALS
66
Hospital
Phone
Website
El Camino Hospital of Los Gatos
815 Pollard Road
Los Gatos, California 95030
408 - 378 -6131
http: / /www.elcaminohospital
org
El Camino Hospital of Mountain View
2500 Grant Road
Mountain View, CA 94040
650 - 940 -7000
http: / /www.elcaminohospital
orq
Good Samaritan
2425 Samaritan Drive
San Jose, California 95124
408 - 559 -2011
http: / /goodsamsaniose.com/
Kaiser Medical Center Santa Clara
700 Lawrence Expressway
Santa Clara, CA 95051
408 851 -1000
https: / /healthy.kaiserperman
ente.org
Kaiser Medical Center San Jose
250 Hospital Parkway
San Jose, CA 95119
408 - 972 -3000
https: / /healthy.kaiserDerman
ente.orq
O'Connor Hospital
2105 Forest Ave
San Jose, CA 95128
408 - 947 -2500
http: / /oconnor.dochs.org/
66
UTILITIES
67
Service
Name
Phone
Website
Gas and Elect
PG &E
408 - 823 -5267
(local
representative
www.pge.com
Communication
AT &T
www.att.com
Sprint
www.sl2rin.com
T- Mobile
www.tmobile.com
Verizon
www.verizon.com
Comcast
(800) 945 -2288
http://www.comcast.com
Sewer
West Valley
Sanitation District
408 - 378 -2407
business hours
408 - 299 -2507
non business
hours
www.westvalleysan.org
Waste Disposal
West Valley
Collection &
Recycling
408 - 283 -9250
www.westvallevrecvcles.com
Water Services
San Jose Water
Company
408 - 298 -0994
www.siwater.com
Santa Clara Valley
Water District
408 - 808 -7800
www.valleywater.org
67
(a
TRANSPORTATION
68
Service
Name
Phone
Website
Public Mass
Transit
Outreach
408 - 436 -2865
www.outreachl.org
Valley
Transportation
Authority
408 - 321 -2300
www.vta.org
Taxi &
Limousine
Services
Airport Taxi Cab
650 - 593 -1234
Yellow Cab
408 - 666 -1051
www.yellowacab.com
Rental Car
Alamo
800 - 462 -5266
www.alamo.com
Avis
800 - 331 -1212
www.avis.com
Budget
800 - 527 -0700
www.bud et.com
Enterprise
800 - 261 -7331
www.enterprise.com
Hertz
800 - 654 -3131
www.hertz.com
National
800 - 227 -7368
www.nationalcar.com
68
0
AMERICAN RED CROSS - SHELTERS
CAMPBELL, CUPERTINO, LOS GATOS, & SARATOGA AREA
69
Facili
Address
City/Town
Zi
POC
Phone
Campbell Community
Center
1 W. Campbell
Avenue
Campbell
95008
Booth, Misty
408 - 866 -2105
Cam bell Middle School
295 Cher Lane
Cam bell
95008
Zimmer, Susan
408 - 364 -4222
Westmont High School
4805 Westmont
Avenue
Campbell
95008
Espinoza, Louis
408 - 626 -3406
Cupertino High School
10100 Finch
Avenue
Cupertino
95014
Perry, Leonard
408 - 366 -7300
De Anza College
21250 Stevens
Creek Boulevard
Cupertino
95014
Schulze, John
408 - 864 -5678
Homestead High School
21370 Homestead
Road
Cupertino
95014
Dunn, Carl
408 - 522 -2500
Hyde Middle School
19325 Bollinger
Avenue
Cupertino
95014
Parker,
Ste hen
408 - 252 -6290
Kenned Middle School
821 Bubb Road
Cu ertino
95014
Shurr, Sonia
408 - 253 -1525
Monte Vista High School
21840 McClellan
Road
Cupertino
95014
Amoral, Manual
408 - 366 -7600
Quinlan Community
Center
10185 N. Stelling
Road
Cupertino
95014
Walters, Tom
408 - 777 -3120
Addison - Penzak Jewish
Communit Center
14855 Oka Road
Los Gatos
95032
Len Connolly
408 358 -3636
Lakeside Elementary
School
19621 Black Road
Los Gatos
95033
Chrisman, Bob
408 - 354 -2372
The Church of Jesus
Christ of Latter -Da Saints
15955 Rose Ave
Los Gatos
95030
Los Gatos High School
20 High School
Court
Los Gatos
95030
Guerra, John
408 - 354 -2730
R.J. Fisher Middle School
19195 Fisher
Avenue
Los Gatos
95032
Olds, Ken
408 - 335 -2385
Rollin Hills Middle School
1585 More Avenue
Los Gatos
95032
Gibbs, Kathleen
408 - 364 -4235
Prospect High School
18900 Prospect
Avenue
Saratoga
95070
Matthews, Rita
408 - 626 -3408
Redwood Middle School
13925 Fruitvale
Avenue
Saratoga
95070
Green, Kelly
408 - 867 -3042
Saratoga Community
Center
19655 Allendale
Avenue
Saratoga
95070
Cauthorn,
Claudia
408 -868 -1249
Saratoga High School
20300 Harriman
Avenue
Saratoga
95070
Anderson, Jeff
408 - 867 -3411
Southwest YMCA
13500 Quito Road
Sarato a
95070
408 - 370 -1877
West Valley College
14000 Fruitvale
Avenue
Saratoga
95070
Hartley, Phil
408 - 867 -2200
69
ntl }I�ti�b
LOCAL NON - PROFIT AGENCIES
70
Name
I Phone
Website
American Red Cross, Silicon Valley
Chapter
408 - 577 -1000
www.siliconvallev- redcross.org
Collaborative Agencies Disaster
Relief Effort (CADRE)
408 - 247 -1126
x302
www.vcsv.us /cadre.shtml
Council On Aging Silicon Valle
408 - 296 -8290
www.careaccess.or
Humane Society Silicon Valle
408 - 727 -3383
www.hssv.or
Los Gatos Chamber of Commerce
408 - 354 -9300
http://www.losgatoschamber.com
Second Harvest Food Bank of
Santa Clara & San Mateo Counties
408 - 266 -8866
www.2ndharvest.net
United Way Silicon Valle
408 - 345 -4300
www.uwsv.or
70
4�
NATIONAL NON- PROFITS/VOLUNTARY ORGANIZATIONS
ACTIVE IN DISASTER (VOAD)
Agency
Website
Adventist Community Services
www.communit services.or
American Legion
www.le ion.or
American Red Cross
www.redcross.or
Boy Scouts of America
www.scoutin .or
Catholic Charities
www.catholiccharities.or
Church of the Brethren
www.brethren.org /genbd /BDM
Church World Service
www.churchworidservice.or
Civil Air Patrol
www.cap.gov
Habitat For Humanity
www.habitat.ora/disaster/ x
Humane Society of the United States
www.hsus.or
Jewish Family Services
mmmf—cs—ofrg.
Latter Day Charities
wvvw.lds.or
Lutheran Disaster Response
www.ldr.or
Mennonite Disaster Services
www.mds.mennonite.net
Noah's Wish
www.noahswish.or
Salvation Army
www.salvationarmyusa.org
Southern Baptist Disaster Relief
www.namb.net
Tzu Chi Foundation
www.tzuchi.or
United Methodist Committee On Relief
www.umcor.or
Voluntary Organizations Active In
Disaster
www.nvoad.org
71
PLACE OF WORSHIP'
' Places of worship are highly important to the communities they serve during all phases of emergency management work.
During the preparedness phase they are common locations for public education program delivery. They are often used as
shelters during response operations, and can serve in other capacities as well with tasks ranging from staging areas to
Emergency Volunteer Centers. During recovery operations they often are places where communities and neighborhoods can
gather for town hall meetings, donations centers, and daycare providers.
72
Name
Phone
Website
Addison - Penzak Jewish Community Center
408 - 358 -3636
www.svicc.org
14855 Oka Road
Los Gatos, CA 95032
Calvary Church
408 - 356 -5126
www.caIvarylosgatos.org
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
Legacy Community Church
408 - 356 -1191
www.fountainoflife.com
16735 Lark Avenue
Los Gatos, California 95032
Kingdom Hall Jehovah's Witness
408 - 356 -8906
16769 Farley Road
Los 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.igumc.org
111 Church Street
Los Gatos, California 95030
Presbyterian Church of Los Gatos
408 - 356 -6156
www.pclq.org
16575 Shannon Road
Los Gatos, California 95032
' Places of worship are highly important to the communities they serve during all phases of emergency management work.
During the preparedness phase they are common locations for public education program delivery. They are often used as
shelters during response operations, and can serve in other capacities as well with tasks ranging from staging areas to
Emergency Volunteer Centers. During recovery operations they often are places where communities and neighborhoods can
gather for town hall meetings, donations centers, and daycare providers.
72
9
St. Luke's Episcopal Church
20 University Avenue
Los Gatos, California 95030
408 - 354 -2195
www.stlukeslg.ora
St. Mary's Catholic Church
219 Bean Avenue
Los Gatos, California 95030
408 - 354 -3726
www.stmarvslq.org /parish
Venture Christian Church
16845 Hicks Road
Los Gatos CA 95032
408 - 997 -4600
www.venturechristian.org
73
Emergency Operation
Center
Position
Checklists
FZ!
fa�`6
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75
;n
Generic Checklist for All EOC Personnel
Activation Phase:
❑ Check in upon arrival at the EOC.
❑ Report to the EOC Director, Section Chief, Branch Coordinator, or other
assigned Supervisor, and provide your supervisor with your contact
information.
❑ Set up your workstation and review your position responsibilities.
❑ Monitor EOC information pertinent to your position (E -mail, Web EOC).
Respond or take action as appropriate to all pertinent information.
❑ Monitor the EOC telephone /voice mail for your position. Respond or take
action as appropriate to all messaging.
❑ Establish and maintain a position log that chronologically describes your
actions taken during your shift.
❑ Determine your resource needs, such as a computer, phone, plan copies, and
other reference documents.
Demobilization Phase:
❑ Deactivate your assigned position and close out logs when authorized by the
EOC Director.
❑ Complete all required forms, reports, and other documentation. All forms
should be submitted through your supervisor to the Planning /Intelligence
Section, as appropriate, prior to your departure.
❑ Be prepared to provide input to the after - action report.
❑ 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.
76
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77
@:Y
Director of Emergency Services (EOC Director) Checklist
Responsibilities
1. Establish the appropriate 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 Determine appropriate level of activation based on situation as known.
O Mobilize appropriate personnel for the initial activation of the EOC.
• Respond immediately to EOC site and determine operational status.
• Obtain briefing from whatever sources are available.
• Ensure that the EOC is properly set up and ready for operations.
• Ensure that an EOC check -in procedure is established immediately.
• Ensure that an EOC organization and staffing chart is posted and completed.
• Determine which sections are needed, assign Section Chiefs as appropriate
and ensure they are staffing their sections as required.
• Operations Section Chief
• Planning /Intelligence Section Chief
• Logistics Section Chief
• Finance /Administration Section Chief
78
O Determine which Management Staff positions are required and ensure they
are filled as soon as possible.
o Legal Officer
o Liaison Officer
o Public Information Officer
o Safety & Security Officer
O Ensure that communications systems are established and functioning.
O Schedule the initial Action Planning meeting.
0 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 inter-
agency coordination.
O Based on current status reports, establish initial strategic objectives for the
EOC.
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.
79
® Once the Action Plan is completed by the Planning /Intelligence Section, review,
approve and authorize its implementation.
• Conduct periodic briefings with the general staff to ensure strategic objectives
are current and appropriate.
• Conduct periodic briefings for elected officials or their representatives.
• Formally issue an Emergency Proclamation as necessary, and coordinate
local government proclamations with other emergency response agencies, as
appropriate.
• Brief 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 forms 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.
0 Proclaim termination of the emergency response and proceed with recovery
operations.
80
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81
ff// ro�ot:{
gee
Legal Officer
Responsibilities:
1. 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:
❑ Follow the generic Activation Phase Checklist.
❑ 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.
❑ 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.
❑ Provide legal advice, when you determine it is needed or when it is requested.
Operational Phase:
❑ Respond to requests for legal advice and support.
• 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.
• Provide legal advice to EOC staff, when you determine it is needed, or when it
is requested.
• Advise on intergovernmental relations, including legal issues involved in
notifications and requests for assistance or resources.
• Maintain logs and files associated with your position, keeping custody of all
attorney /client documentation.
82
sew
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 of all documentation generated during the operation are
submitted to the Planning Section, except for attorney /client matters that you
will retain.
83
Agency Representative
Responsibilities:
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.
Agency Representatives may facilitate requests to or from their agencies, but
normally do not directly act on or process resource requests.
Agency Representatives are responsible for obtaining situation status
information 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; notify the Logistics Section
Communications Branch and the Liaison Officer of any communications
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.
84
Operational Phase:
O Facilitate requests for support or information that your agency can provide.
13 Keep current on the general status of resources and activity associated with
your agency.
O Provide appropriate situation information to the Planning /Intelligence 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.
® When the Director of Emergency Services approves demobilization, contact
your agency and advise them of expected time of demobilization and points of
contact for the completion of ongoing actions or new requirements.
d 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 Planning /Intelligence Section.
85
Cj
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
check -in.
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
® Determine if additional representation is required from:
• Community based organizations
• Private organizations
• Utilities not already represented
• Other agencies
86
♦ Y
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 assigned to specific sections within the
EOC.
O Assist the Director of Emergency Services in conducting regular briefings for
the Inter - agency Coordination Group and with distribution of the current EOC
Action Plan and Situation Report.
O Request that Agency Representatives maintain communications 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 Inter - 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.
87
666666,',
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.
10. Participate in a Santa Clara County Joint Information Center (JIC) as needed,
or delegate others to that duty.
Activation Phase:
O Follow generic Activation Phase Checklists.
O Determine staffing requirements and make required personnel assignments for
the Public Information function as necessary.
88
Operational Phase:
Public Communication
O Provide appropriate staffing and telephones to efficiently handle incoming
media and public calls.
O Operate a telephone bank for receiving incoming inquiries from the general
public.
O Establish a "Disaster Hotline" recorded message and provide updated
message information periodically.
O Provide situation updates / public information to your City /Town websites,
neighborhood websites (i.e. Nextdoor), and through the use of social media as
appropriate.
Media Relations
O Establish a Media Information Center, as required, providing necessary space,
materials, telephones and electrical power.
O Maintain up -to -date status boards and other references at the media
information center. Provide adequate staff to answer questions from members
of the media.
O Develop and publish a media- briefing schedule, to include location, format,
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 Information
Officer or designated staff.
O Keep the Director of Emergency Services advised of all unusual requests for
information 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.
89
r,
Emergency Information Collection
O Coordinate with the Situation Status Branch and identify the method of
obtaining and verifying significant information 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 Information
Directory, which contains locations to obtain food, shelter, supplies, health
services, etc.
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.
• Prepare final news releases and advise media representatives of points -of-
contact for follow -up stories.
• In coordination with other EOC sections and as approved by the Director of
Emergency Services, issue timely and consistent advisories and instructions
for life safety, health, and assistance for the public.
90
❑ Provide appropriate staffing and telephones to efficiently handle incoming
media and public calls.
❑ Correct rumors by providing factual information based on confirmed data.
❑ Ensure that file copies are maintained of all information released.
Demobilization Phase:
O Follow generic Demobilization Phase Checklist.
❑ Conduct shift change briefings in detail, ensuring that in- progress activities are
identified and follow -up requirements are known.
91
�19%f
Safety & Security Officer
Responsibilities:
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.
92
L if
M Ensure that the EOC facility is free from any environmental threats — e.g.,
radiation exposure, air purity, water quality, etc.
® Keep the Director of Emergency Services advised of unsafe conditions; take
action when necessary.
O Determine the current EOC security requirements and arrange for staffing as
needed.
• Determine needs for special access to EOC facilities.
• Provide executive and VIP security as appropriate and required.
• Provide recommendations as appropriate to Director of Emergency Services.
• 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.
93
EOC Reception /Switchboard
Responsibilities:
O Maintain sign -in /sign -out roster of EOC staff, including contact information for
on -duty EOC staff
O Staff the main EOC telephone switchboard, transferring telephone calls as
appropriate.
O Evaluate the criticality of telephone messages routed to unstaffed positions to
ensure that important information is acted upon in a timely manner
Activation Phase:
O Follow generic Activation Phase Checklist.
• Create sign -in /sign -out roster for the designated Operational Period
• Test the EOC main telephone /switchboard to ensure that messages can be
transferred to each EOC extension
Operational Phase:
O Answer, transfer, or take messages for all incoming calls to the EOC
O Maintain a sign -in /sign -out roster for all EOC staff
O For on -duty EOC staff who are leaving the EOC, ensure that contact
information is listed
Demobilization Phase:
O Follow generic Demobilization Phase Checklist.
94
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95
�1
Operations Section Chief
Responsibilities:
1. Ensure that the Operations function is carried 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 carried 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 periodic 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.
• Ensure that the Operations Section is set up properly and that appropriate
personnel, equipment, and supplies are in place including maps and status
boards.
• 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:
• Fire & Rescue Branch
• Law Enforcement Branch
96
• Public Works Branch
• Care & Shelter Branch
• Communications Branch (RACES)
• CERT Branch
O Determine if there 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
Planning /Intelligence 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.
• Based on the situation known or forecasted, determine likely future needs of
the Operations Section.
• Identify key issues currently affecting the Operations Section; meet with
section personnel and determine appropriate section objectives for the first
operational period.
• Review responsibilities of branches in section; develop an Operations Plan
detailing strategies for carrying out Operations objectives.
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O Adopt a pro- active attitude. Think ahead and anticipate situations and
problems before they occur.
Operational Phase:
❑ Ensure Operations Section position logs and other necessary files are
maintained.
O Ensure that situation and resources information is provided to the
Planning /Intelligence Section on a regular basis or as the situation requires,
including Status Reports and Major Incident Reports.
• Ensure that all media contacts are referred to the Public Information Officer.
• Conduct periodic briefings and work to reach consensus among staff on
objectives for forthcoming operational periods.
• 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.
❑ Work closely with each Branch Coordinator to ensure that the Operations
Section objectives, as defined in the current Action Plan, are being addressed.
❑ Ensure that the branches coordinate all resource needs through the Logistics
Section.
❑ Ensure that intelligence information from Branch Coordinators is made
available to the Planning /Intelligence Section in a timely manner.
❑ 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
Planning /Intelligence Section.
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O Brief Branch Coordinators periodically on any updated information you may
have received.
0 Share status information with other sections as appropriate.
Demobilization Phase:
O Follow generic Demobilization Phase Checklist.
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Care & Shelter Branch Coordinator
Responsibilities:
1. Coordinate directly with the American Red Cross and other 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:
• Establish and maintain your position log and other necessary files.
• 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.
• Establish communications with other volunteer agencies to provide clothing
and other basic life sustaining needs.
O 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.
• Assist the American Red Cross with the transition from operating shelters for
displaced people to separate family /individual housing.
• Complete and maintain the Care and Shelter Status Report Form.
• Maintain a running tally of the number of displaced people being sheltered,
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O Refer all contacts with the media to the Public Information Officer.
Demobilization Phase:
O Follow the generic Demobilization Phase Checklist.
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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 Unit
o Emergency Medical Unit
o HazMat Unit
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.
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fates
O Prepare objectives for the Fire & Rescue Branch; provide them to the
Operations Section Chief prior to the first Action Planning meeting.
Operational Phase:
O Ensure that Branch logs and other necessary files are maintained.
• Obtain and maintain current status on Fire & Rescue missions being
conducted in the jurisdictional area.
• Provide the Operations Section Chief and the Planning /Intelligence Section
with an overall summary of Fire & Rescue Branch operations periodically or as
requested during the operational period.
• On a regular basis, complete and maintain the Fire & Rescue Status Report.
• 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 briefing at shift change; inform 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.
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Law Enforcement Branch Coordinator
Responsibilities:
1. 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:
• Law Enforcement Operations Unit
• Coroner /Fatalities Management Unit
• Search and Rescue Unit
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 Chief prior to
the first Action Planning meeting.
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Operational Phase:
❑ Ensure that Branch position logs and other necessary files are maintained.
❑ Maintain current status on Law Enforcement missions being conducted.
❑ Provide the Operations Section Chief and the Planning /Intelligence Section
with an overall summary of Law Enforcement Branch operations periodically or
as requested during the operational period.
❑ On a regular basis, complete and maintain the Law Enforcement Status
Report.
❑ Refer all contacts with the media to the Public Information Officer.
❑ Determine need for Law Enforcement Mutual Aid.
❑ Determine need for Coroner's Mutual Aid.
❑ Ensure that all fiscal and administrative requirements are coordinated through
the Finance /Administration Section (daily time sheets and notification of any
emergency expenditures).
❑ 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 Planning meeting.
❑ 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:
❑ Follow the generic Demobilization Phase Checklist.
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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.
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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.
0 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.
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Planning /Intelligence Section Chief
Responsibilities:
Ensure that the following responsibilities of the Planning /Intelligence 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 Planning /Intelligence
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.
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
Plan.
6. Develop a Demobilization Plan for the EOC based on a review of all pertinent
planning documents, and status reports.
7. 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.
1111:3
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
O Request additional personnel for the section as necessary to maintain a 24-
hour operation.
0 Establish contact with the Operational Area EOC when activated, and
coordinate Situation Reports with their Planning /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 Information Officer has immediate and unlimited access
to all status reports and displays.
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• Conduct periodic briefings with section staff and work to reach consensus
among staff on section objectives for forthcoming operational periods.
• Facilitate the Director of Emergency Service's Action Planning meetings
approximately two hours before the end of each operational period.
❑ Ensure that objectives for each section are completed, collected and posted in
preparation for the next Action Planning meeting.
• Ensure that the EOC Action Plan is completed and distributed prior to the start
of the next operational period.
• Work closely with each branch within the Planning /Intelligence Section to
ensure the section objectives, as defined in the current EOC Action Plan are
being addressed.
❑ 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.
❑ Ensure that the Documentation Branch maintains files on all EOC activities
and provides reproduction and archiving services for the EOC, as required.
❑ Provide technical specialists to all EOC sections as required.
❑ Ensure that fiscal and administrative requirements are coordinated through the
Finance /Administration Section.
❑ Review EOC personnel roster to determine size and scope of any
demobilization efforts.
❑ Meet individually with the general staff to determine their need for assistance
in any Demobilization Planning.
❑ Decide on the need for a formal written Demobilization Plan.
❑ If a Demobilization Plan is required, develop the plan using detailed specific
responsibilities, release priorities and procedures.
❑ Establish with each Section Chief which branches /personnel should be
demobilized first.
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• Establish timetables for deactivating or downsizing branches.
• Determine if any special needs exist for personnel demobilization (e.g.
transportation).
O Develop a checkout procedure if necessary, to ensure all deactivated
personnel have cleared their operating position.
O Meet with each assigned Agency Representative and Technical Specialist to
determine what assistance may be required for their demobilization from the
EOC.
O Monitor the implementation of the Demobilization Plan and be prepared to
handle any demobilization issues as they occur.
Demobilization Phase:
O Follow generic Demobilization Phase Checklist.
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Damage Assessment Branch Coordinator
Responsibilities:
1. Collect initial damage assessment information from other branches /units in the
EOC.
2. If the emergency is storm, 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 Planning
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.
r7l 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.
r7l Prepare detailed damage assessment information, 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 immediate inspection or
engineering assessment.
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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.
MCI
Documentation Branch Coordinator
Responsibilities:
1. Collect, organize and file all completed emergency related forms, to include: all
EOC position logs, situation reports, EOC Action Plans and any other related
information, 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 permanent 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 Planning /Intelligence Section Chief to determine 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 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.
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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.
115
�e
Situation Status Branch Coordinator
Responsibilities
1. 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 government 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.
® Oversee the preparation and distribution of the Situation Report. Coordinate
with the Documentation Branch for manual distribution and reproduction as
required.
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® 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.
• Ensure each section provides their objectives at least 30 minutes prior to each
Action Planning meeting.
• 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.).
• Following the meeting, ensure that the Documentation Branch publishes and
distributes the EOC Action Plan prior to the beginning of the next operational
period.
O Ensure that adequate staff is assigned to maintain all maps, status boards and
other displays.
Demobilization Phase:
O Follow the generic Demobilization Phase Checklist.
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f \'1
Logistics Section Chief
Responsibilities:
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 staffing 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 Commands within the affected area.
5. Keep the Director of Emergency Services informed 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 personnel,
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:
• Communications Branch
• IT Branch
• Facilities Branch
o Personnel /Volunteer Branch
• Supplies Branch
• Transportation Branch
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® Mobilize sufficient section staffing for 24 -hour operations.
Q 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 identify 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.
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O Ensure that transportation requirements, in support of response operations,
are met.
O Ensure that all requests for facilities and facility support are addressed.
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.
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Communications Branch Coordinator
Responsibilities:
1. Ensure radio resources and services are provided to EOC staff as required.
2. 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 sections /branches /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 (Eva's) as needed.
122
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 communications 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.
® Ensure that communications links are established with activated EOCs within
the Operational Area, as appropriate.
• Continually monitor the operational effectiveness of EOC communications
systems. Provide additional equipment as required.
• Ensure that technical personnel are available for communications equipment
maintenance and repair.
O Mobilize and coordinate amateur radio resources as required.
O Keep the Logistics Section Chief informed of the status of communications
systems.
O Prepare objectives for the Communications Branch; provide them to the
Logistics Section Chief prior to the next Action Planning meeting.
O Refer all contacts with the media to the Public Information Branch.
Demobilization Phase:
O Follow the generic Demobilization Phase Checklist.
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Information Technology Branch Coordinator
Responsibilities:
1. 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. Ensure that all EOC messaging is displayed.
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.
0 Coordinate with all EOC sections /branches /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.
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4.2 ,
O Ensure that e-mail links are established with activated EOCs within the
Operational Area, as appropriate.
O Ensure that the EOC information and messaging is displayed.
® Assist EOC staff in creating and projecting EOC display boards
• Continually monitor the operational effectiveness of EOC information
technology systems. Provide additional equipment as required.
• Ensure that technical personnel 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 Information 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.
125
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 manner
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:
C3 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 Arrange for continuous maintenance of acquired facilities, to include ensuring
that utilities and restrooms are operating properly.
• Develop and maintain emergency power for critical facilities. Ensure that there
is a fuel supply for all needed generators
• If facilities are acquired away from the EOC, coordinate 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
126
a
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.
O As facilities are vacated, coordinate with the facility manager to return the
location to its original state. This includes removing and returning furnishings
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.
127
Ev
Personnel/Volunteer Branch Coordinator
Responsibilities:
1. Provide personnel resources as requested in support of the EOC and Field
Operations.
2. Develop an EOC organization chart.
3. Coordinate and schedule EOC Staffing for current and upcoming EOC
operational periods, ensuring that EOC staff have adequate rest periods.
4. Identify and obtain lodging for EOC staff and emergency responders as the
circumstances of the event dictate.
5. Work with the Logistics Section to obtain food and water for EOC staff and
emergency responders
6. Ensure that workers' compensation claims resulting from the response are
processed within a reasonable time, given the nature of the situation.
T Oversee all functions of the Emergency Volunteer Center (EVC) and
coordinating all communications with the EOC.
8. Assign an EVC Manager if needed.
9. Acquire and provide supplies for the EVC.
10. Keep the PIO informed of all media requests and activities at the EVC.
11. Given the size and complexity of managing both EOC and EVC personnel,
delegate appropriately so that the branch retains span of control.
12. Supervise the Personnel Branch.
Activation Phase:
O Follow the generic Activation Phase Checklist
W-1
❑ In consultation with the Logistics Section Chief, decide whether a Town EVC
or Regional EVC will be utilized.
❑ If a Town EVC is to be set up, decide in consultation with the Logistics Section
Chief on the facility to be used.
❑ If a Regional EVC in Los Gatos is to be used, decide in consultation with the
Logistics Section Chief and communicate status with other West Valley cities.
All portions of this checklist that follow assume a Town EVC is to be used, and
delegate responsibilities appropriately.
❑ 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
❑ Secure and open the facility for the EVC
❑ Request staffing and other resources for EVC operations
❑ Assign and supervise lead EVC staff
❑ Review set -up and layout procedures and assign staff to set up the EVC.
Operational Phase
❑ Establish and maintain personnel log and other necessary files.
❑ 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.
❑ Coordinate and schedule EOC staffing for current and upcoming EOC
operational periods, ensuring that EOC staff have adequate rest periods
❑ Identify and obtain lodging for EOC staff and emergency responders as the
circumstances of the event dictate.
❑ Work with the Logistics Section to obtain food and water for EOC staff and
emergency responders.
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O Coordinate with the Liaison Officer and Safety Officer to ensure that all EOC
staff to include volunteers, receives a current situation and safety briefing upon
check -in.
O Coordinate with the Santa Clara County Operational Area EOC to activate the
Emergency Management Mutual Aid System (EMMA), if required.
O Process all incoming requests for personnel support. Identify the number of
personnel, special qualifications or training, where they are needed and the
person or branch they should report to upon arrival. Determine the estimated
time of arrival of responding personnel, and advise the requesting parties
accordingly.
O Maintain a status board or other reference to keep track of incoming personnel
resources.
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.
• Assist the Fire Rescue Branch and Law Enforcement Branch with ordering of
mutual aid resources as required.
• To minimize redundancy, coordinate all requests for personnel resources from
the field level through the EOC Operations Section prior to acting on the
request.
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 In a major incident designate an Assistant Volunteer Branch Coordinator /EVC
Manager.
Demobilization Phase:
O Follow the generic Demobilization Phase Checklists for both the EOC and the
EVC.
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131
Supplies Branch Coordinator
Responsibilities:
1. Oversee the procurement and allocation of supplies and material not normally
provided through mutual aid channels.
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 Determine if requested 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 of pre- designated emergency purchase orders
as required.
• Whenever possible, meet personally with the requesting party to clarify types
and amount of supplies and material, and also verify that the request has not
been previously filled through another source.
• In conjunction with the Planning Section Chief, maintain a status board or
other reference depicting procurement actions in progress and their current
status.
O Determine 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.
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® Orders exceeding the purchase order limit must be approved by the Finance
Section before the order can be completed.
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.
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Transportation Branch Coordinator
Responsibilities:
1. In coordination with the Public Works Branch Coordinator and the Situation
Status Branch, develop a transportation plan to support EOC operations.
2. Arrange for the acquisition or use of required transportation resources.
3. Supervise the Transportation Branch.
Activation Phase:
❑ Follow the generic Activation Phase Checklist.
Operational Phase:
❑ Establish and maintain a position log and other necessary files.
❑ Routinely coordinate with the Situation Status Branch to determine the status
of transportation routes in and around the Town.
❑ Routinely coordinate with the Publics Works Branch Coordinator to determine
progress of route recovery operations.
❑ 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.
❑ Establish contact with local transportation agencies and schools to establish
availability of equipment and transportation resources for use in evacuation
and other operations as needed.
❑ Keep the Logistics Section Chief informed of significant issues affecting the
Transportation Branch.
Demobilization Phase:
❑ Follow the generic Demobilization Phase Checklist.
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Finance /Administration Section Chief
Responsibilities:
1. 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. Determine 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.
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• Based on the situation, activate branches within the section as needed and
designate Branch Coordinators for each element:
• Purchasing Branch
• Time Keeping Branch
• 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; determine 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, determine the initial Action Planning
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:
Cl 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 manner.
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 all financial records are maintained throughout the emergency for
recovery purposes.
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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.
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
support to other EOC Sections as required.
O Ensure that Accounts Payable tracks travel claims.
Demobilization Phase:
O Follow generic Demobilization Phase Checklist.
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139
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:
❑ Follow the generic Activation Phase Checklist.
Operational Phase:
• Establish and maintain position logs and other necessary files.
• Review the Town's emergency purchasing procedures.
❑ Prepare and sign contracts as needed; obtain concurrence from the Finance
Section Chief.
• Ensure that all contracts identify the scope of work and specific site locations.
• Negotiate rental rates not already established, or purchase price with vendors
as required.
• Admonish vendors as necessary, regarding unethical business practices, such
as inflating prices or rental rates for their merchandise or equipment during
disasters.
❑ Finalize all agreements and contracts, as required.
❑ Complete final processing and send documents to Budget and Payroll for
payment.
❑ Verify costs data in the pre - established vendor contracts and /or agreements.
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O In coordination with the Logistics Section, ensure that the Purchasing Branch
processes purchase orders and develops contracts in a timely manner.
O Keep the Finance Section Chief informed of all significant issues involving the
Purchasing Branch.
Demobilization Phase:
O Follow the generic Demobilization Phase Checklist.
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Time Keeping Branch Coordinator
Responsibilities:
1. 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:
0 Establish and maintain position logs and other necessary files.
O Initiate, gather, or update time reports from all personnel, to include volunteers
assigned to each shift; ensure that time records are accurate and prepared in
compliance with Town policy.
• Obtain complete personnel rosters from the Personnel Branch. Rosters must
include all EOC Personnel as well as personnel assigned to the field level.
• 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 Chief informed of significant issues
affecting the Time - Keeping Branch.
Demobilization Phase:
O Follow the generic Demobilization Phase Checklist.
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Emergency Operation
Center
Unified Command
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EOC Unified Command
Description of Unified Command
Unified Command is a team effort process, allowing all agencies with geographical or
functional responsibility for an EOC Director, or to a Unified Command organization.
The Unified Command then establishes a common set of incident objectives and
strategies that all can subscribe to. This is accomplished without losing or giving up
agency authority, responsibility or accountability.
Unified Command represents an important element in increasing the effectiveness of
multi - jurisdictional or multi- agency incidents. As incidents become more complex and
involve more agencies, the need for Unified Command is increased.
Elements to Consider in Applying Unified Command
There are four basic elements to consider in applying Unified Command in
ICS /SEMS:
Policy, Objectives, and Strategy: Jurisdictional and agency administrators
set policy. The Unified Command sets objectives and strategy.
Organization: The Unified Command organization consists of the various
jurisdictional or agency on -scene representatives (qualified agency Incident
Commanders or EOC Directors) operating within the Unified Command
structure.
Resources: Resources, supplied by the jurisdictions and agencies that have
functional or jurisdictional responsibility or with whom responsible agencies
have agreements, stay under the administrative and policy control of their
agencies. However, operationally they respond to mission assignments under
the coordination and direction of the Operations Section Chief based on the
requirements of the EOC Action Plan.
Operations: After the overall EOC response objectives, strategies, and
interagency agreements are decided and described in an EOC Action Plan the
Operations Section Chief is designated to develop tactical action plans and to
direct tactical operations.
Advantages of Using Unified Command
Below are the principal advantages of using Unified Command:
• One set of objectives is developed for the entire incident.
• A collective approach is made to developing strategies to achieve incident
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objectives.
• Information flow and coordination is improved among all jurisdictions and
agencies involved in the incident.
• All agencies with responsibility for the incident have an understanding of
one another's priorities and restrictions.
• No agency's authority or legal requirements are compromised or neglected.
• Each agency is fully aware of the plans, actions, and constraints of all
others on the incident.
• The combined efforts of all agencies are optimized as they perform their
respective assignments under a single EOC Action Plan.
• Duplicative efforts are reduced or eliminated, thus reducing cost and
chances for frustration and conflict.
Primary Features of a Unified Command Organization
In ICS /SEMS, organizations using Unified Command share key primary features.
These include:
• A single, integrated incident organization.
• Collocated (shared) facilities.
• A single planning process and EOC Action Plan.
• Integrated staffing.
• A coordinated process for resource ordering.
Single Integrated Incident Organization
Under Unified Command, jurisdictions and /or agencies are blended together into an
integrated, unified team. The resulting organization may be a mix of personnel from
several jurisdictions or agencies, each performing functions as appropriate and
working toward a common set of objectives.
The proper mix of participants in a Unified Command organization will depend upon
the:
• Location of the incident, which often determines the jurisdictions that must
be involved.
• Kind of incident, which dictates the functional agencies of the involved
jurisdiction(s), as well as other agent
multi - jurisdictional situation, a Unified Command structure could consist of
one responsible official from each jurisdiction. In other cases, Unified
Command may consist of several EOC Directors from different jurisdiction.
Because of common ICS organization and terminology, personnel from
other jurisdictions or agencies can easily be integrated into a single
organization.
Collocated (Shared) Facilities A single EOC is essential to an effective Unified
Command. Bringing the responsible of EOC Directors and Command and General
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Staff together in a single EOC can allow a coordinated effort for as long as the
Unified Command structure is required.
Single Planning Process and EOC Action Plan The planning process for Unified
Command is similar to that used on a single jurisdiction or agency incident. One
important distinction is the need for all assigned EOC Directors to meet before the
first Operational Period planning meeting in a command meeting. The command
meeting provides the EOC Directors with an opportunity to discuss and agree on
important issues that will become the foundation of a single planning process.
The end result of the planning process will be an EOC Action Plan that addresses
multi - jurisdiction or multi- agency priorities, and provides tactical operations and
resource assignments for the unified effort.
Command Meeting Agenda
The agenda for the Command Meeting should include the following:
• State jurisdictional /agency priorities and objectives.
• Present jurisdictional limitations, concerns, and restrictions.
• Develop a collective set of EOC objectives.
• Establish and agree on acceptable priorities.
• Adopt an overall strategy or strategies to accomplish objectives.
• Agree on the basic organizational structure.
• Designate the best - qualified and acceptable Operations Section Chief.
• Agree on General Staff personnel designations and planning, logistical and
financial agreements and procedures.
• Agree on the resource ordering process to be followed.
• Agree on cost - sharing procedures.
• Agree on procedures for the release of information.
• Designate one agency official to act as the Unified Command spokesperson
Command Meeting Requirements
Command Meeting requirements include:
• Prior to the meeting, the EOC Directors must have reviewed the purposes and
agenda items, and are prepared to discuss them.
• The Command Meeting should include only agency EOC Directors.
The meeting should be brief, and important decisions and agreements should be
documented.
EOC Action Planning Meetings
The results of the Command Meeting will be used in EOC Action Planning
meetings to:
148
• Determine strategic and tactical operations for the next Operational Period.
• Establish resource requirements and determining resource availability and
sources.
• Make resource assignments.
• Establish integrated Planning, Logistics, and Finance /Administration functions,
as needed.
Integrated Staffing
The Unified Command incident organization can also benefit by integrating multi -
jurisdictional and /or multi- agency personnel into various other functional areas.
• Operations and Planning: Section Chiefs can be designated from an adjacent
jurisdiction or a functional agency, who may in future Operational Periods have
primary responsibility for Operations and Planning functions.
• Planning: Placing other agencies' personnel in the Situation Status, Damage
Assessment, Resources Status, and Demobilization Units can result in
significant savings in personnel, and increased communication and information
sharing.
• Logistics: A Section Chief from another agency or jurisdiction can help to
coordinate incident support, as well as facilitate resource ordering activities.
Placing other agencies' personnel into the Communications Unit helps in
developing a single incident -wide Communications Plan.
• Finance /Administration: Although this Section often has detailed agency
specific procedures to follow, cost savings may be realized through
agreements on cost sharing for essential services. For example, one agency
might provide food services, another fuel, another security, etc.
• Command Staff: An integrated Command Staff can result in more credible
information dissemination, better interagency relations, and increased
personnel safety.
Coordinated Process for Resource Ordering
Decisions on incident resource ordering procedures are made during the Command
Meeting, while the EOC Action Planning Meeting determines resource requirements
for all levels of the organization.
If the event is operating under Unified Command, specific kinds and types of
resources to be supplied by certain jurisdictions or agencies may be pre- designated
as a part of the resource order. This will depend upon the prior commitments of the
EOC Directors in the Unified Command meeting. If this information is not known in
advance, then it will be up to the individual agency ordering point receiving the
resource order to fill the order based on closest available resources.
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If clear resource ordering procedures are not established by the Unified Command,
there is a very real possibility of lost or duplicated orders resulting in an ineffective
logistical and financial organization. It is also critical that agreements relating to
resources be clearly understood by off - incident agency representatives who will be
filling the orders. These agreements may run counter to normal day -to -day resource
management procedures, and failure to communicate incident - specific changes may
result in delays in resource procurement and unnecessary costs.
Guidelines for the Use of Unified Command
There are six general guidelines for the use of Unified Command.
The first guideline is to understand ICS /SEMS Unified Command. It is essential to
understand how ICS /SEMS Unified Command functions. Knowledge of ICS /SEMS
principles and structure will enable managers to accept and easily adapt to a Unified
Command mode of operation when it is required. Lack of knowledge about
ICS /SEMS can limit the willingness of some jurisdictions or agencies to participate in
a Unified Command incident organization. It is impossible to implement Unified
Command unless agencies have agreed to participate in the process.
The second guideline for the use of Unified Command is to collocate essential
functions. Establishing a single EOC is essential to an effective Unified Command.
Bringing the responsible officials, Command Staffs, and planning elements together
in a single EOC can allow a coordinated effort for as long as the Unified Command
structure is required. Establish other facilities, as needed, where all agencies can
operate together.
The third guideline for the use of Unified Command is to implement Unified
Command at an early stage of a multi - jurisdictional or multi- agency incident. It is
essential to begin joint planning as early as possible. Unified Command should be
initiated as soon as two or more agencies having jurisdictional or functional
responsibilities come together on an incident. This is especially important on those
incidents where the authority needed to successfully manage the incident is vested in
separate agencies or jurisdictions.
The fourth guideline for the use of Unified Command is to concur on an Operations
Section Chief and other Command and General Staff members. The Unified
Command must agree on the Operations Section Chief, as he or she will have full
authority to implement the Operations portion of the EOC Action Plan on behalf of all
the agencies involved. The Operations Section Chief will normally be from the
jurisdiction or agency that has the greatest involvement in the incident, although that
is not essential. The Operations Section Chief should be fully qualified and be the
most experienced person available
150
It is also necessary to agree on other Command and General Staff personnel who will
be implementing their portions of the EOC Action Plan. In a Unified Command, it
should be clear that the Public Information Officer speaks for all agencies involved in
the incident, not just for the agency of which the Public Information Officer is an
employee.
The fifth guideline is to designate one of the EOC Directors to be a spokesperson.
The EOC Directors may see the need to identify one member to act as a
spokesperson for the Unified Command. This designation can provide a channel of
communications from the Command and General Staff members into the Unified
Command. The spokesperson does not make Unified Command decisions, but does
provide a single point of contact for the Command and General Staff during each
operational period.
The sixth guideline is to train often as a team. It is important to conduct training
exercises in the use of Unified Command with adjacent jurisdictions and functional
agencies, whenever possible.
Functioning in Unified Command
Individually and collectively, the designated agency EOC Directors functioning in a
Unified Command have certain responsibilities at an incident. The members of the
Unified Command:
A. Must be clear on their jurisdictional or agency limitations and must know any
legal, political, jurisdictional, or safety restrictions.
B. Must be authorized to perform certain activities and actions on behalf of the
jurisdiction or agency they represent.
C. Have the responsibility to manage the event.
D. Must function together as a team and ensure that effective coordination takes
place. In many ways, this is the most important function they perform in Unified
Command.
Unified Command Participant Responsibilities
A. Must be clear on their jurisdictional or agency limitations and must know any
legal, political, jurisdictional, or safety restrictions.
B. Must be authorized to perform certain activities and actions on behalf of the
jurisdiction or agency they represent. These activities could include:
1. Ordering additional resources in support of the EOC Action Plan.
2. Loaning or sharing resources with other jurisdictions.
3. Agreeing to financial cost - sharing arrangements with participating
agencies.
C. Have the responsibility to manage the event. This includes:
1. Working closely with the Field Incident Commanders and other EOC
Directors.
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2. Providing sufficient qualified staff and resources.
3. Anticipating and resolving problems.
4. Delegating authority as needed.
5. Monitoring and evaluating performance.
6. Communicating with their own agencies on agreements, priorities,
plans, problems, and progress.
D. Must function together as a team and ensure that effective coordination takes
place. In many ways, this is the most important function they perform in Unified
Command. There are two distinct levels of coordination:
1. Coordination with other members of the Unified Command Team. It is
essential that all participants be kept mutually informed, involved, and
consulted.
Coordination with higher authorities, agency administrators, elected
officials, etc. It is important to keep their respective authorities well
informed and confident that the incident is being competently managed.
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Acronyms
154
Acronyms
ACS
Auxiliary Communications Service
ARC
American Red Cross
ARES
Amateur Radio Emergency Service
BRMA
Business Recovery Managers Association
CADRE
Collaborating Agencies Disaster Relief Efforts
CAP
Civil Air Patrol
CARES
Cupertino Amateur Radio Emergency Service
CDC
Centers for Disease Control
CERT
Community Emergency Response Team
CESA
California Emergency Services Association
CHP
California Highway Patrol
CSTI
California Specialized Training Institute
DFO
Disaster Field Office
DHHS
Department of Health and Human Services
DHS
Department of Homeland Security
DMAT
Disaster Medical Assistance Team
DMORT
Disaster Mortuary Operational Response Team
DOC
Departmental Operations Center
DOT
Department of Transportation
DSW
Disaster Service Worker
EAS
Emergency Alert System
EMMA
Emergency Managers Mutual Aid
EOC
Emergency Operations Center
EOP
Emergency Operations Plan
ESF
Emergency Support Function
FEMA
Federal Emergency Management Agency
GETS
Government Emergency Telecommunications Service
GIS
Geographical Information System
HAZMAT
Hazardous Materials
155
:.
IAP
Incident Action Plan
IC
Incident Commander
ICP
Incident Command Post
ICS
Incident Command System
JIC
Joint Information Center
MACS
Multi Agency Coordination System
MRC
Medical Reserve Corps
NIMS
National Incident Management System
OA
Operational Area
OES
Office of Emergency Services
PIO
Public Information Officer
POD
Point of Dispensing
RACES
Radio Amateur Civil Emergency Service
REOC
Regional Emergency Operations Center
SCCEMS
Santa Clara County Emergency Medical Services
SCCFD
Santa Clara County Fire Department
SCCPHD
Santa Clara County Public Health Department
SCCSO
Santa Clara County Sheriff's Office
SCCSSA
Santa Clara County Social Services Agency
SCVWD
Santa Clara Valley Water District
SEMS
Standardized Emergency Management System
SOC
State Operations Center
USAR
Urban Search And Rescue
USGS
United States Geological Survey
VMAT
Veterinary Medical Assistance Team
VOAD
Voluntary Organizations Active in Disaster
WMD
Weapons of Mass Destruction
WPS
Wireless Priority Service
156