CC 09-20-05 #5OFFICE OF EMERGENCY SERVICES 10300 Torre Avenue
Cupertino, CA 95014-3255
Telephone: (408) 777-3335
Fax: (408) 777-3366
www.cupert!no.org/emergency
SUMMARY
Agenda Item No. 5 Meeting Date: September 20, 2005
SUBJECT AND ISSUE
Resolution adopting the National Incident Management System as Cupertino's method for managing
emergencies.
BACKGROUND
The events of September 11, 2001, resulted in recognition of the need to adopt the Incident
Management System nationally, as the Oakland Hills Fire of October 1991 resulted in recognition of a
common set of standards for responding to emergencies within California. Homeland Security
Presidential Directive (HSPD)-5, Management of Domestic Incidents, directed the U.S. Department of
Homeland Security to develop a National Incident Management System (NIMS). NIMS is based on
California's Standardized Emergency Management System (SEMS).
This National Plan contains local standards for emergency planning and training with compliance
deadlines attached to them.
The first compliance deadline is September 30, 2005. By that date, the City must:
1. Pass a resolution adopting NIMS,
2. Update Emergency Plans to reflect NIMS changes, and
3. Incorporate NIMS into training programs.
FINANCIAL IMPACT
Failure to comply with NIMS will result in ineligibility for an undetermined number of future Federal
Grants. There is no further anticipated financial impact.
RECOMMENDATION
Pass a resolution adopting NIMS.
Submitte by::
✓� ��G�Gf'I�,
MarstYa Hovey
Emergency Services Coordi for
Attachment A: Resolution
Approved for submission:
David W. Knapp
City Manager
RESOLUTION NO. 05-162
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO
ADOPTING THE NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
WHEREAS, the City of Cupertino finds that the potential exists for a major
catastrophe due to an earthquake, flood, fire, other natural or technological disaster, or
terrorism; and
WHEREAS, the City has adopted the Standardized Emergency Management
System in accordance with Government Code Section 8607(e); and
WHEREAS, the President of the United States of America, in Homeland Security
Presidential Directives — 5 and 8, has directed the Secretary of the Department of
Homeland Security to enhance the ability of state and local governments to respond to
disasters, to improve abilities to deliver assistance, and to establish a single
comprehensive national incident management system; and
WHEREAS, the State of California, through Executive Order S-2-05, has
identified that California state and local emergency management professionals have
contributed their expertise to the development of the new National Incident Management
System and has stated that the Standardized Emergency Management System
substantially meets the objectives of the National Incident Management System; and
WHEREAS, it is essential for responding to disasters and securing the homeland
that federal, state, and local organizations utilize standardized terminology, standardized
organizational structures, interoperable communications, consolidated action plans,
unified command structures, uniform personnel qualification standards, uniform
standards for planning, training, and exercising, comprehensive resource management,
and designated incident facilities during emergencies or disasters.
NOW, THEREFORE, BE IT RESOLVED by the Cupertino City Council, as
follows:
1. The Council hereby establishes that the City of Cupertino will continue to use the
Standardized Emergency Management System to meet the objectives of the National
Incident Management System.
2. The Council hereby directs the Cupertino Emergency Services Manager to consult
with the County Operational Area Office of Emergency Services to identify and
implement those requirements deemed appropriate by the State of California to ensure
compliance with the National Incident Management System.
Resolution No. 05-162
2
-- 3. The Council hereby adopts the National Incident Management System (NIMS)
and directs the City Disaster Council/Citizen Corps Council to ensure compliance with
NIMS requirements.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of
Cupertino this 20th day of September 2005 by the following vote:
Vote Members of the City Council
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST:
City Clerk
APPROVED:
Mayor, City of Cupertino
OFFICE OF EMERGENCY SERVICES
10300 Torre Avenue
Cupertino, CA 95014-3255
Telephone: (408) 777-3335
Fax: (408)777-3366
www.cupertino.org/emergency
SUMMARY
Agenda Item No.
SUBJECT AND ISSUE
Adoption of updated Emergency Operations Plan.
BACKGROUND
Meeting Date: September 20, 2005
The City of Cupertino regularly reviews and periodically updates its Emergency Operations Plan.
During this review period, the Federal Government adapted California's Standardized Emergency
Management System (SEMS) and has renamed it the National Incident Management System (NIMS).
They are developing standards of compliance with deadlines attached to them.
The first compliance deadline is September 30, 2005. By that date, the City must:
1. Pass a resolution adopting NIMS,
- 2. Update Emergency Plans to reflect NIMS changes, and
3. Incorporate NIMS into training programs.
Part 1 of the Basic Plan was the only section of the document that needed incorporation of NIMS
terminology. Each Checklist received one additional line item — that the person performing the
function must take NIMS training (IS700) as referenced on the FEMA website. www.fema.aov. There
were no changes to the Appendices.
FINANCIAL IMPACT
Failure to comply with NIMS will result in ineligibility for an undetermined number of
future Federal Grants. There is no further anticipated financial impact. Staff
training will be conducted as part of the regular duties of the Emergency Services
Coordinator and during normal business hours.
RECOMMENDATION
Adopt the updated Emergency Operations Plan and direct staff to begin implementation and training.
Submitt d by:
Mar a Hovey
Emergency Services Coordi ator
Approved for submission:
David W. Knapp
City Manager
Attachment A: Emergency Operations Basic Plan Part I
E
u13Id
suoiluiodot
f%,6.3U35.T3wq
EMERGENCY
OPERATIONS
PLAN
Prepared by:
Cupertino Office of Emergency Services
10300 Torre Ave
Cupertino, CA 95014
408.777.3335
Emergency Plan Distribution List
Name
CD
Binder
Alternate EOC
1
1
Building Department(Building Official, Senior Building Inspector)
1
1
California Water Co.
1
City Attorney
1
City Channel
1
City Clerk
1
City Council
5
City Manager
1
City Planner 3 Senior Planners, Director of Community Development)
3
1
Code Enforcement
1
Cupertino Amateur Radio Emergency Service
1
1
Cupertino Chamber of Commerce
1
Cupertino Community Services, Inc
1
Cupertino Sanitary District
1
Cupertino Union School District
1
DeAnza Community College
1
Director of Administrative Services
1
1
Director of Parks and Recreation 3 Recreation Supervisors)
3
1
Director of Public Works 2 managers)
1
1
EOC
1
1
Finance Manager
1
Fremont Union High School Dist
1
Governor's Office of Emergency Services
1
Human Resources Manager
1
IT Manager
1
Los Altos Garbage
1
Office of Emergency Services, Campbell
1
Office of Emergency Services, Cupertino
5
1
Office of Emergency Services, Los Altos
1
Office of Emergency Services, Los Altos Hills
1
Office of Emergency Services, San Jose
1
Office of Emergency Services, Santa Clara County
1
Office of Emergency Services, Saratoga
1
Office of Emergency Services, Sunnyvale
1
Pacific Bell
1
PG&E
1
Public Information Officer
1
1
San Jose Water Co.
1
Santa Clara CountyFire Trainin /Ops
2
2
Santa Clara County Sheriff West Valley Commander, Cupertino Sergeant)
2
2
Santa Clara Valley Chapter American Red Cross
1
Service Center Manager 5 Supervisors)
1
1
TOTALS
54
17
Cupertino Emergency Plan i September 2005
CITY OF CUPERTINO EMERGENCY PLAN
Record of Changes
Date Page Numbers Replaced
9/20/05 Complete update of Basic Plan Part I to comply
with new NIMS requirements
Cupertino Emergency Plan ii September 2005
TABLE OF CONTENTS
Distribution List . . . . . . .
Record of Changes . . . . . .
Table of Contents . . . . . . .
Message from the City Manager . .
Adoption of Emergency Operations Plan
Executive Summary . . . . . .
Part I Basic Emergency Plan
I.
Introduction. . . . . . . . . .
II.
Activation / Deactivation of this Plan .
III.
SEMS. . . . . . . . . . . .
IV.
EOC Operations. . . . . . . . .
V.
Role of City Council . . . . . . .
VI.
RIMS.. . . . . . . . . .
VII.
Multi -Agency / Inter -Agency Coordination
Vill.
Mutual Aid. . . . . . . . . .
IX.
Emergency Proclamations. . . . .
X.
Continuity of Government . . . .
XI.
Volunteers and Disaster Service Workers
XII.
Recovery Operations.. . . . . .
XIII.
Hazard Analysis / Mitigation . . . .
XIV.
Authorities and References . . . .
Part II EOC Position Checklists
Annex A — Management Section
Annex B — Operations Section
Annex C — Planning/Intelligence Section
Annex D — Logistics Section
Annex E — Finance/Administration Section
Annex F - Terrorism/Weapons of Mass Destruction
Appendicies
1. EOC Activation Criteria
2. NIMS/SEMS Levels
3. EOC Action Plan Template
4. EOC Setup Procedure
5. EOC Floor Plan
6. EOC Phone Directory
7. Communications Plan Summary
8. EOC Function Responsibilities
9. EOC Organization Chart
10. Federal Joint Operations Center Chart
11. Homeland Security Advisory System
12. Acronyms
13. Glossary
1
3
7
21
23
25
27
29
33
39
43
51
57
67
Cupertino Emergency Plan iii September 2005
BLANK
Cupertino Emergency Plan iv September 2005
A Message from the City Manager
Planning for disasters is the key to successful emergency management. We
prepare, plan and train with the hope that we will never have to use the skills.
But history shows us that the possibility is ever present. We've applied the
lessons learned in past responses to this emergency plan.
This two section plan incorporates ideas from the many departments and
agencies who will support the city during emergencies.
Part 1 is the City's Basic Emergency Plan. This section contains information on
when and how the City will function during a disaster.
Part II is divided by National Incident Management System (NIMS) /
Standardized Emergency Management System (SEMS) functional responsibility.
In this section, you'll find separate annexes for each of the NIMS/SEMS functions
as well as specific information related to terrorism response:
Management (Annex A)
Operations (Annex B)
Planning / Intelligence (Annex C)
Logistics (Annex D)
Finance / Administration (Annex E)
Terrorism / Weapons of Mass Destruction (Annex F)
Each annex includes a series of job -specific checklists, for each participant in the
city's Emergency Operations Center (EOC). These checklists are not designed
to be all-inclusive, but to give some guidance to EOC staff. EOC Staff members
are expected to be familiar with their EOC responsibilities prior to the 8mergency
by reviewing the plan and participating in exercises.
California disaster response functions under the National Incident Management
System (NIMS), the new National System adapted from California's Standardized
Emergency Management System (SEMS). The City of Cupertino has adopted
and fully recognizes the importance of this system as a means of standardizing
our emergency response efforts. This plan fully conforms to this system and is
adopted by City Council Resolution, replacing the Emergency Plan dated
December 2003.
Why does the City of Cupertino need an Emergency Plan?
1. The City is susceptible to man-made and natural disasters including:
Earthquakes
Hundreds of earthquakes roll through the City each year. Most can't be
Cupertino Emergency Plan v September 2005
felt, but once in a while a "big one" strikes without warning. The 1989
Loma Prieta, 1984 Morgan Hill and 1906 San Francisco earthquakes
made themselves felt over wide areas earning each a place in history.
With three earthquake faults within a few miles of downtown Cupertino
and recent reports from the United States Geological Survey (USGS)
about the affects of ground shaking in the Cupertino Basin, the potential
for a major quake is ever present.
Wildland/Urban Interface Fires
As home demands expand, suburban developments are built immediately
adjacent to wildland, in limited access canyons and the foothills of
mountain ranges. Susceptibility to rapidly moving wildfires, particularly
during the hot dry months of the summer, increases.
Floods
Local creeks in low lying areas can be inundated with winter and spring
storm water runoff from numerous mountain ranges to the detriment of
businesses, homeowners and property owners.
Landslides
Steep foothills and mountain ranges, combined with unstable soil, have
caused landslides that can block roadways and damage property.
Other Hazards
Other potential hazards include transportation accidents, dam failure,
hazardous materials spills, severe weather, energy emergencies, civil
disturbance and weapons of mass destruction (WMD).
Fortunately, Cupertino has experienced few disasters. But planning increases
our ability to successfully respond within the community and offer mutual aid to
other jurisdictions.
Chapter XIII contains additional Hazard Analysis information.
2. It's the Law. California has adopted the National Incident Management
System (NIMS), an adaptation of California's former Standardized
Emergency Management System (SEMS). State agencies are required to
use NIMS / SEMS to assist communities state-wide as rapidly as possible
once a catastrophic disaster strikes. Local governments are required to
use NIMS / SEMS if they want to apply for reimbursement for disaster
related personnel costs and Federal grants.
3. Planning for disasters has proven benefits.
Organizations who have trained and planned for disaster experience a
reduction in stress, more rapid financial recovery and improved public
opinion.
Cupertino Emergency Plan A September 2005
Questions, updates or changes regarding this document should be referred to
the Cupertino Office of Emergency Services at (408) 777-3335.
David Knapp
City Manager and Director of Emergency Services
Cupertino Emergency Plan vii September 2005
BLANK
Cupertino Emergency Plan viii September 2005
EXECUTIVE SUMMARY
PURPOSE
The Executive Summary addresses key elements of the City's preparation and
response to extraordinary emergency situations associated with conditions of
disaster or extreme peril to the safety of persons, property and/or the
environment, by natural or human causes.
PREPAREDNESS / CONCEPT OF OPERATIONS
Emergency operations address the entire spectrum of contingencies, ranging
from relatively minor incidents, such as utility failures, to large-scale disasters
such as earthquakes. Some emergencies will be preceded by a build-up or
warning period, providing sufficient time to notify the public and implement
mitigation measures designed to reduce loss of life, property damage and affects
on the environment.
Other emergencies occur with little or no advance warning, thus requiring
immediate activation of the Emergency Operations Plan and efficient and
coordinated mobilization and deployment of resources. All City departments and
agencies must be prepared to respond promptly and effectively to any
foreseeable emergency, including providing and utilizing mutual aid.
The Cupertino Emergency Operations Center (EOC) will utilize the new National
Incident Management System (NIMS), an adaptation of the California
Standardized Emergency Management System (SEMS), as the primary
emergency management response structure for disaster operations.
Emergency Operations are divided into five basic SEMS functions:
Management
(Annex A)
Operations
(Annex B)
Planning / Intelligence
(Annex C)
Logistics
(Annex D)
Finance / Administration
(Annex E)
An overview of each function is included in Chapter III.
To ensure proper preparation for disaster response, City staff participate in
training exercises and plan review as well as coordinate with special districts,
non -governmental agencies and volunteers directly or indirectly involved with
emergency operations.
The City actively recruits and trains volunteers to assist with emergency
operations. Community Emergency Response Team (CERT), Cupertino
Cupertino Emergency Plan x September 2005
Amateur Radio Emergency Service (CARES) and Cupertino Block Leader
programs provide emergency management at the neighborhood level. Block
Leaders distribute information received from the EOC. CERT teams can be
dispatched to assist unprepared neighborhoods and support first responders, as
needed. CARES members provide emergency and supplemental
communication support, and situation status updates, for all aspects of the City's
emergency response.
Cupertino's Disaster Council/Citizen Corps develops plans for meeting any
condition constituting a local emergency or state of emergency. The plans
provide for the effective mobilization of all of the resources within the political
subdivision, both public and private. In addition, they provide oversight for
engaging citizens in homeland security and promoting community preparedness
and family safety in three principal ways; through public education and outreach;
through training opportunities; and, through volunteer programs that draw on
special skills and interests. Programs include CERT, Neighborhood Watch,
Medical Reserve Corps, and amateur radio (CARES).
RESPONSE / OPERATIONAL PRIORITIES
Establishing operational priorities in conducting emergency operations is a major
function of emergency management. The priorities are:
• Protect lives
• Preserve and protect the environment
• Protect public and private property
• Provide emergency public information
• Meet the immediate needs of victims (rescue, medical care, food, shelter,
clothing)
• Restore facilities and services essential to the health, safety and welfare
of individuals (sanitation, water, electricity, streets and highways)
• Preserve government
Specific objectives to meet these priorities are:
• Manage and coordinate the City's emergency response efforts
• Coordinate information collection and use of City resources
• Coordinate and support mutual aid assets entering and leaving the City
• Prioritize needs for support between City departments
• Commence a timely and efficient recovery effort
• Identify hazards which require future mitigation efforts
• Encourage pre -event planning coordination between City departments,
contract agencies, special districts and volunteer resources
Cupertino Emergency Plan xi September 2005
When local resources are fully committed and additional material and/or
personnel are required to respond to the emergency, requests for mutual aid will
be initiated (see Chapter VIII). Fire and law enforcement will request or render
mutual aid directly through established channels. Any action that involves
financial outlay by the City of Cupertino, or a request for military assistance, must
be authorized by the City Manager or designated Finance Section representative.
If the situation warrants, the City Manager will proclaim a LOCAL EMERGENCY
Agencies at the local, county, region and state levels may be activated, upon
request, to provide support and resources, as needed.
RECOVERY OPERATIONS
Recovery operations refer to those measures undertaken by the City following a
disaster. Effective recovery consists of a complex array of interdependent and
coordinated actions that may include Federal and State disaster relief efforts.
A successful recovery starts at the moment of impact. There is no clearly
defined separation between the response and recovery efforts.
Recovery operations are divided into two phases.
Short Term which involves protection of life and restoration of
infrastructure.
Long Term recovery consists of actions that will return the jurisdiction
back to normal pre -disaster levels of service.
MITIGATION
Every effort is made to prevent emergencies from happening, and minimize their
effect, by:
1. Extensive public education and training classes
2. Block Leader, CERT and Neighborhood Watch organization
3. Evaluation of building and zoning information, and;
4. Planning and coordinating with cities, schools, businesses, special
districts, utilities, volunteer groups, private and non-profit organizations
and others who have a potential impact on the disaster response.
Once a disaster does occur, the focus changes to examine how the impact of the
current emergency can be reduced and what can be done to prevent future
problems.
Cupertino Emergency Plan xii September 2005
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Cupertino Emergency Plan xiii September2005
PART I
BASIC
EMERGENCY
PLAN
Cupertino Emergency Plan September 2005
BLANK
Cupertino Emergency Plan September 2005
BASIC PLAN
INTRODUCTION
This multi -hazard emergency plan is based on various emergency response
functions, such as Law Enforcement, Fire & Rescue, Situation Analysis,
Personnel, Timekeeping and Public Information. Each function is briefly
described in a separate annex, and each annex includes a job -specific checklist
designed to cover all hazards.
The Cupertino Emergency Operations Plan addresses the planned response to,
and recovery from, disastrous conditions, by natural or human causes, involving
the safety of persons, property and the environment within the City of Cupertino.
This plan delineates the City emergency management organization. Further, the
plan identifies policies, priorities, responsibilities and procedures for the
Emergency Operations Center (EOC).
The plan establishes the framework for implementation of the new National
Incident Management System (NIMS) and the California Standardized
Emergency Management System (SEMS), within the City of Cupertino and
guides its relationship with other levels of government.
This plan should be used in conjunction with the State Emergency Plan, the
Santa Clara Operational Area Interim Agreement, Santa Clara County
Emergency Plan, as well as plans and Standard Operating Procedures (SOPS) of
contract agencies and special districts.
The plan is designed to guide you through each phase of an emergency;
Preparedness, Response, Recovery, and Mitigation. It is divided into the
following parts:
PART ONE is the Basic Plan which describes the concepts of emergency
management and answers the question, "Who is in charge?" Part One focuses
on the preparedness and response phases. The "basic plan" describes the
structure of the City of Cupertino emergency management organization, its
responsibilities and operational concepts for multi -hazard emergencies.
PART TWO consists of annexes that answer the question, "What should I do?
Part Two contains a series of checklists designed to provide EOC staff with the
basic considerations and actions necessary to manage the emergency. The
checklists follow the ICS framework implemented under NIMS/SEMS.
Part Two also contains a hazard -specific annex on Terrorism that addresses
considerations related to terrorist response.
Cupertino Emergency Plan 1 September 2005
PRIORITIES
All professional staff and volunteer personnel, rendering assistance during
emergencies within the City of Cupertino, will be guided in their actions by the
following priorities.
• Protect lives
• Preserve and protect the environment
• Protect public and private property
• Provide emergency public information
• Meet the immediate needs of victims (rescue, medical care, food, shelter,
clothing)
• Restore facilities and services essential to the health, safety and welfare
of individuals (sanitation, water, electricity, streets and highways)
• Preserve government
Cupertino Emergency Plan 2 September 2005
II. ACTIVATION / DEACTIVATION OF THIS PLAN
ACTIVATION
This Plan is activated at the direction of the City Manager, or designated
representative, in response to threatened or actual emergencies/disasters which
may affect the City of Cupertino.
In the City Manager's absence or incapacitation, the City Council has established
the following order of succession for the Office of City Manager:
• Director of Administrative Services
• Director of Public Works
• Director of Community Services
• Director of Parks and Recreation
• Others authorized by the City Manager to act as Director of
Emergency Services in the City EOC
Questions regarding the availability of the City manager shall be decided by the
City Council, or any remaining available members of said body.
The acting City Manager is authorized to activate the City of Cupertino
Emergency Operations Center (EOC) and act as the Director of Emergency
Services.
There are two guidelines to aid the decision to activate:
1) EOC Activation Criteria (Appendix 1), describes situations, from day to day
occurrences to disasters, and recommends the appropriate Response Level for
each. The Response Levels are described more fully, with sample scenarios,
later in this chapter.
2) The Plan may also be activated:
• On order of the Director, or designated representative, of the Santa
Clara Operational Area, when the existence or threatened existence of
a LOCAL EMERGENCY has been proclaimed in accordance with the
Santa Clara County Emergency Services Ordinance (A-8).
• When the Governor has proclaimed a STATE OF EMERGENCY in an
area that includes the City of Cupertino.
• By a Presidential Declaration of a NATIONAL EMERGENCY.
• On the proclamation of a STATE OF WAR EMERGENCY.
Cupertino Emergency Plan 3 September 2005
RESPONSE LEVELS
The impact of the emergency or disaster, its associated hazards and affected
area(s), at the time the event occurs, will determine response levels.
The Governor's Office of Emergency Services has established three response
levels. These graded levels provide planning guidance for a phased response
approach to specific situations. The Santa Clara County/Op Area has also
adopted the graded levels approach for use in determining actions to be taken
when emergency situations occur.
Upon notification of the existence of a threat to public safety, property or the
environment, (e.g., winter storm, possible flooding), the City Manager will call
together key city staff to discuss the scope of the incidentlemergency and make
a decision regarding EOC activation and the level of activation. Specifically,
these response levels are:
Level I A minor to moderate incident which can be mitigated by available City
contract emergency responders with standard equipment. A local emergency
may be proclaimed. The EOC may be activated and selected City Officials
recalled, based upon coordination and public information needs.
Example: "Winter storm with heavy rain for several days and possible potential
flooding" notification from Santa Clara Valley Water District (SCVWD) or National
Weather Service (NWS).
Activate: EOC Director, PIO Section Chief, Operations Section Chief (Public
Works), Plans Section Chief, Emergency Services Coordinator and other EOC
staff/liaison as needed.
Standby Alert: Law Enforcement Branch, Fire & Rescue Branch and Cupertino
Amateur Radio Emergency Service (CARES).
Notify: Santa Clara Op Area Coordinator,(County OES) for information
Level II A moderate to severe emergency which may require regional or
statewide mutual aid to supplement Santa Clara Op Area resources. EOC
Director will request the Santa Clara Op Area EOC be activated, and the City of
Cupertino EOC will be activated. Key City officials and some support staff will be
recalled to provide inter -jurisdictional and/ or multi -jurisdictional coordination.
Example: Verification that flooding is imminent/occurring with neighborhood(s)
affected.
Activate: Level I staff plus Law Enforcement Branch, Fire and Rescue Branch,
additional PIO, CARES Emergency Coordinator, Logistics Section Chief, Care &
Shelter Branch and Red Cross Unit and other EOC staff/liaison as needed.
(Evaluate need for EOC 24 hour operation)
Cupertino Emergency Plan 4 September 2005
Standby Alert: Finance Section Chief, Cupertino Community Services, Inc. and
Schools Branch.
Notify: Op Area Coordinator (County OES)
Level III A major local or regional emergency or disaster in which the Santa
Clara Op Area resources are overwhelmed and extensive state and/or federal
assistance is required. Response and initial recovery operations will be
coordinated from the EOCs. Local and State emergencies will be proclaimed
and a Presidential Declaration may be requested.
Example: Actual Flooding with neighborhood(s) evacuation and sheltering.
Activate: Level II plus Finance Section Chief, Red Cross Branch, Cupertino
Community Services, Inc., Care & Shelter Branch, Schools Branch and other
EOC staff/liaison as needed. (Commence EOC 24 hour operation)
Standby Alert: EOC second and third shifts
Notify: Santa Clara Op Area Coordinator (County DES)
DEACTIVATION
Deactivation will occur at the direction of the Director or Emergency Services or
designee. Deactivation may occur in stages (levels).
As the EOC is deactivated, all documentation pertaining to the event is gathered.
Plans are made to debrief EOC participants, responders and volunteers. The
response is evaluated as a learning tool to use in future events.
Cupertino Emergency Plan 5 September 2005
Cupertino Emergency Plan 6 September 2005
III. NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) /
STANDARDIZED EMERGENCY MANAGEMENT SYSTEM
(SEMS)
California has functioned under the Standardized Emergency
Management System since 1996. The new National Incident Management
System was adopted by City Council in September 2005. This document
reflects the transition to a new system by referring to the system as
NIMS/SEMS.
Origin of SEMS
During the late 1980s and early 1990s, Northern California was stunned by two
catastrophic disasters; the October 1989 Loma Prieta Earthquake and the 1991
Oakland Hills / Tunnel Road Wildiand Fire. After Action Reports pinpointed
several deficiencies which materially hindered the emergency response efforts of
professional first responders in combating these disasters:
a.
b.
C.
d.
Multiple, uncoordinated efforts by diverse organizations.
No common leadership.
Incompatible communications channels
Incompatible equipment hookups.
Uncontrolled volunteer efforts
Traffic jams clogging ingress and egress
Unused available assets.
and equipment.
routes of first responders.
State Senator Petris, who lost his home in the fire, sponsored legislation which
mandated a State Standardized Emergency Management System to be
operational no later than December 31, 1996.
Origin of NIMS
The origins of the National Incident Management System (NIMS) existed in the
Incident Command System (ICS) developed by the National Wildfire
Coordinating Group (NWCG) and adopted by (Fire Resources of California
Organized for Potential Emergencies) FIRESCOPE. FIRESCOPE was in turn
used as the basis for the development of the California Standardized Emergency
Management System (SEMS).
NIMS
The events of September 11, 2001, resulted in recognition of the need to adopt
ICS nationally, as the Oakland Hills Fire of October 1991 resulted in recognition
of a common set of standards for responding to emergencies within California.
Homeland Security Presidential Directive (HSPD)-5, Management of Domestic
Incidents, directed the U.S. Department of Homeland Security to develop a
National Incident Management System (NIMS).
Cupertino Emergency Plan 7 September 2005
SEMS vs. NIMS
General Concepts
Concepts are complimentary in that they both recognize five functions:
Management/Command (at the field level); Operations; Planning (SEMS includes
Intelligence); Logistics; and Finance/Administration. Other ICS concepts such as
Unified Command and Area Command are also adopted by NIMS. In short,
NIMS and the field level of SEMS, ICS are near identical. Some terms will be
better understood with use. Also, NIMS and SEMS both are designed for
flexibility and standardization.
Differences The differences that exist between SEMS and NIMS are
identified in the following table:
Feature
SEIVIS
Required
NIMS
Required
LegalChange
Comment
Required?
• •.
Use of 5 functions in
X
No
This is implied by not
EOC
require per se.
5 Levels of emergency
X
No
Does not have
response (field, local,
Operational Area Level
OA, Region, State)
or address State
Region, per se
4 Components: ICS,
X
Partial
No
NIMS requires ICS,
Mutual Aid, Operational
Mutual Aid and Multi -
Area and Multi -Agency
Agency Coordination
Coordination
Preparedness Program
X
?
This is an accepted
concept of emergency
management in
general.
Corrective Action &
Partial
X
Reg.
SEMS requires After
Mitigation Plans
Action Reports, but the
regulations are
minimal in detail.
Mitigation Plan is not
required by SEMS.
Recovery Plans
X
Reg.
Recovery plans are
coupled with the AAR
and corrective actions.
Personnel Qualification
X
Reg.
The current SEMS
& Certification
regulations do not
address this. (Impact
on ACI)
Cupertino Emergency Plan 8 September 2005
Feature SEMS NIMS LegalChange Comment
Required Required Required?
-.
Mutual Aid X X Leg. This implies EMAC
rather than Interstate
Compact alone (CA
legislation will
address.
Resource Management
Partial
X
No
This is performed in
the Operations and
Logistics Section, but
the detail of NIMS
requires inventories.
Nonexpendable
X
No
This is a generally
Resources
accepted emergency
mana ement practice.
Supporting Technologies
X
No
This is a generally
accepted emergency
management practice.
RIMS and OASIS
address this concept.
EO = Executive Order, Reg. = Regulation, Leg. = Legislative change. (Based on opinion and
knowledge of author.)
— Compliance
SEMS compliance required self -certifying when applying for state assistance for
personnel -related response costs. There was never a denial of assistance for
non-compliance.
NIMS is required for use by all jurisdictions applying for FY 06, FY 07 and
beyond preparedness funding. NIMS compliance has been scheduled over a
(federal fiscal) two-year period.
PURPOSE
The National Incident Management System (NIMS) / Standardized Emergency
Management System (SEMS) utilizes the Incident Command System (ICS),
Multi/inter-agency coordination, existing Mutual Aid systems, and the Operational
Area concept to facilitate priority setting, multi/interagency cooperation and the
efficient flow of resources and information during an emergency.
NIMS/SEMS is intended to standardize response to emergencies involving
multiple jurisdictions or multiple agencies. NIMS/SEMS is flexible and adaptable
to the needs of all emergency responders in California.
An emergency management organization starts small and grows as the situation
dictates. Fully activated, the State NIMS/SEMS consists of all jurisdictions
throughout the state. It functions at five (5) levels: Field, Local, Operational Area,
Cupertino Emergency Plan 9 September 2005
Regional and State. Each level is activated as needed, with higher levels
supporting activities of the local jurisdiction. (Appendix 2)
Cupertino Emergency Plan 10 September 2005
NIMS/SEMS LEVELS
Field Emergency Management
When the first responder arrives on the scene of an emergency, he assumes the
role of Incident Commander (IC) until such time as a higher rank or more
experienced representative assumes command. The exact nature of an incident
dictates which first responder will command the on -scene site (Fire, Police,
Public Works or Medical.) As responding assets report to the IC, they are
assigned specific tasks. A single command post is established for all reporting
assets, regardless of origin or specialty (Unified Command). Additional resource
requests, unable to be filled through normal Mutual Aid channels, will be directed
to the City EOC.
The Incident Command System
The Incident Command System (ICS) is a nationally used, standardized, on -
scene emergency management concept. Its design allows users to adopt an
organizational structure equal to the complexities and demands of single or
multiple incidents without being hindered by jurisdictional boundaries. ICS is the
integration of facilities, equipment, personnel, procedures and communications
operating within a common organizational structure thereby enabling the effective
management of resources to accomplish stated objectives. ICS is based on the
Firefighting Resources of Southern California Organized for Potential
Emergencies, "FIRESCOPE" program developed and long used by the California
Department of Forestry.
With the implementation of NIMS/SEMS, all five NIMS/SEMS levels (field, local,
Op Area, Region and State) adopted the use of ICS.
The principles of ICS ensure that the system provides for the following kind of
operations:
o single jurisdictional/agency involvement,
o single jurisdictional responsibility with multiple agency involvement,
o multiple jurisdictional responsibility with multiple agency
involvement.
The system's organizational structure adapts to any emergency or incident. The
system:
1. is applicable and acceptable to all user agencies.
2. is readily adaptable to new technology.
3. expands in a rapid and logical manner from an initial response to a
major incident and contracts just as rapidly as organizational needs of
the situation decrease.
4. has basic common elements in organization, terminology and
procedures.
Cupertino Emergency Plan 11 September 2005
Local Government Emergency Management
1. Cities/Towns
Cupertino is one of 16 local political jurisdictions that form the Santa Clara
Operational Area.
Each city/town has its own emergency management organization based
upon their size and local government configuration. Local governments
are primarily responsible for the protection of the lives, property and
environment of their residents.
Cities/towns may have their own fire and police services. Cupertino
contracts with the County Sheriff for police services and the County Fire
Department for fire protection. Emergency medical services are
administered under a countywide contract.
a. Disaster Council / Citizen Corps Council
Cupertino has established a Disaster Council/Citizen Corps Council
as authorized by state law. 'The Disaster Council shall develop
plans for meeting any condition constituting a local emergency or
state of emergency. Such plans shall provide for the effective
mobilization of all of the resources within the political subdivision,
both public and private." (Cupertino Municipal Code 2.40)
Members include City staff, schools, businesses, special districts,
utilities, volunteer groups, private and non-profit organizations and
others who have a potential impact on the disaster response.
2. Special Districts
Special districts (water/schools/hospitals, etc) are required under State
Law (Emergency Services Act) to have their own emergency management
organization and develop appropriate emergency plans. Special districts
coordinate at both the city/town and county level.
3. Coordination with other organizations
The City of Cupertino has identified the contract agencies, community -
based organizations (CBOs), volunteer agencies, private agencies, non -
government organizations (NGOs), utilities, youth organizations and
service clubs that may have an emergency response role during an
emergency or disaster affecting Cupertino. Their roles may be
coordinated through the Emergency Operations Center.
Cupertino Emergency Plan 12 September 2005
4. County Emergency Management
The County government is one of 16 local political jurisdictions that
constitute the Santa Clara Operational Area.
Santa Clara County government is responsible for implementing
emergency services within the unincorporated areas of the County and
operates the County Office of Emergency Services (OES) and the Santa
Clara County EOC in the Sheriffs Headquarters Building at 55 West
Younger Avenue in San Jose.
a. Santa Clara County Disaster Council
The Santa Clara County Board of Supervisors has designated itself
a Disaster Council as authorized under State Law. It develops
plans for meeting any condition constituting a local emergency or
state of emergency. Its plans provide for the effective mobilization
of all the resources within the political jurisdiction, both public and
private. In its Emergency Services Ordinance, the Board of
Supervisors has provided for the organization, powers and duties,
divisions, and services of its Emergency Services Organization.
b. Emergency Preparedness Council
The County Board of Supervisors has also established an advisory
body called the Emergency Preparedness Council (EPC) that
includes the mayor or an elected representative of each city/town in
the County/Operational Area. This group meets quarterly, or at the
call of the Board of Supervisors, to consider matters affecting the
state of emergency preparedness within the County/Op Area.
Operational Area Management
The Op Area is an intermediate -level of the State's emergency organization that
encompasses the county and all political subdivisions within the county, including
special districts.
The Op Area manages information, resources, and priorities among local
governments within the Op Area. It serves as a coordination and
communications link between the local government and regional level.
Under the provisions of the State Emergency Services Act, the County Board of
Supervisors serves as the lead agency for the Santa Clara Operational Area. It
has co -located the Operational Area EOC within the County EOC which is
administered by the County Office of Emergency Services. The County
Cupertino Emergency Plan 13 September 2005
Executive or representative performs the duties of the Director of Emergency
Services.
When cities/towns in the County need emergency resources that exceed their
organizational capabilities, or those of normal Mutual Aid channels, they may
request activation of the Op Area EOC to support their response efforts.
Region Emergency Management
The Governor's Office of Emergency Services is divided into three regions: The
Southern Region I, the Coastal Region II and Inland Region III. Santa Clara
County/Santa Clara Operational Area is assigned to Coastal Region II. Its
emergency management staff is headed by a Regional Administrator and is
located in Oakland.
The Region II Emergency Operations Center (REOC) staff manages and
coordinates information and resources among 15 operational areas stretching
from the Oregon Border to the southern Monterey County line and between the
operational areas and the State Operations Center (SOC) in Sacramento.
Whenever an Operational Area activates for emergency response, the Regional
Emergency Operations Center activates to support the response efforts. The
Coastal Region maintains liaison officers with each Op Area in the region. These
agents may be directed to report to the Op Area EOCs when emergency
situations occur to coordinate the State's response.
State Emergency Management
The State Emergency Management staff is lead by the Director of the Governor's
Office of Emergency Services, and assisted by coordinators provided by state
agencies. When activated, the State staff will be responsible for coordinating
statewide emergency operations, to include the provision of mutual aid and other
support, and the redirection of essential supplies and other resources to meet
local requirements. The State Emergency Operations Center is activated at the
request of the REOC.
Relationship with Federal Counterparts
The Governor's Office of Emergency Services coordinates with their federal
counterparts in the Federal Emergency Management Agency (FEMA) when
State resources are stretched beyond their capabilities. Once a Presidential
Declaration of Emergency has been announced, FEMA Region IX will coordinate
the Federal response efforts including forwarding liaison officers/contact teams to
the on -site command post of the state assets.
Cupertino Emergency Plan 14 September 2005
NIMS/SEMS FUNCTIONS
NIMS/SEMS involves five ICS functions: Management/Command, Operations,
Planning/ Intelligence, Logistics and Finance/Administration. These
functions are present in every EOC and "mirror" the ICS functions which may be
part of the field level command post.
MANAGEMENT SECTION "LEADS IT"
Led by the Director of Emergency Services/EOC Director (City
Manager or designated representative), who has responsibility for the
overall management of the City's response. The Director ensures that all
EOC functions are staffed by qualified individuals. This section sets
objectives, reviews and approves Action Plans, provides public
information, keeps track of legal concerns and makes policy decisions.
The EOC Management Section does not make tactical decisions.
The Management Section Staff consists of:
Agency Rep
Director of Emergency Services / EOC Director (City Manager)
Emergency Services Coordinator
Legal Advisor
Liaison Coordinator
Public Information Team
o Block Leaders
Safety Officer
Security Officer
OPERATIONS SECTION "DOES IT"
This section is led by the Operations Section Chief who is responsible
for the coordination and management of all branches in the Operations
Section. Depending upon the type of event the Operations Section Chief
may be from the Public Works Branch, the Law Enforcement Branch or
the Fire & Rescue Branch. The section develops the Operations Action
Plan to meet objectives set by the Management section. It allocates
personnel and equipment, identifies staging areas and manages mutual
aid. Multipurpose staging areas are also under the management of this
section. This Section responds to field requests, anticipates needs and
coordinates information gathering in conjunction with the Plans Section.
The Operations Section Staff consists of:
Care & Shelter Branch
o American Red Cross Unit
o Schools Coordination Unit
Cupertino Emergency Plan 15 September 2005
Fire & Rescue Branch
o CERT/MRC Unit
Law Enforcement Branch
Public Works Branch
o Utilities Unit
o Safety/Damage Assessment Unit (Construction Engineering)
It may include other specialized functions such as EMS, Hazardous
Materials Unit, Medical/Health Branch and Animal Control Unit but the:
functions are normally staffed at the OpArea EOC level.
PLANNING / INTELLIGENCE SECTION "TELLS IT"
This section is led by the Planning / Intelligence Section Chief and n
be structured into several units, depending upon the needs of the incid
Situation Analysis and Damage Assessment are examples of branches
that may be formed within this section. The Planning/Intelligence sectil
is responsible for gathering, tracking and displaying verified informatior
that correctly describes the "Big Picture." It compiles the status of utiliti
roads, public buildings, schools, shelters and damaged/destroyed
buildings and homes. Known casualties are categorized as Deceased,
Immediate, Delayed and Minor injuries and whether evacuated or
remaining in the field. Planning / Intelligence makes projections on the
course of the event and maintains documentation for historical and leg:
records.
It accomplishes Advanced Planning — anticipating the long term affects
and requirements of the event. The Planning/ Intelligence Section is
responsible for compilation of the EOC Action Plan (Appendix 3) and
ensures information is sent to the Op Area via RIMS.
The Planning / Intelligence Section Staff consists of:
Documentation Branch
Recovery Planning Branch
Situation Analysis Branch
o Amateur Radio (CARES) Unit
o RIMS Reporting Unit
LOGISTICS SECTION "GETS IT"
This section is led by the Logistics Section Chief and is responsible fl
providing all support needs to the incident. Logistics maintains records
requests and the disposition of resources. It arranges for personnel
Cupertino Emergency Plan 16 September
support (volunteers); specialized equipment not available in-house;
transportation; housing; feeding; donations and communications.
The Logistics Section Staff consists of:
Communications Branch
Facilities Branch
Information Technology Branch
Personnel Branch
o Volunteer Coordination Unit
Resources Branch
o Donations Management Unit
Supply Branch
Transportation Branch
FINANCE / ADMINISTRATION SECTION "PAYS FOR IT"
This Section is led by the Finance / Administration Section Chief and is
responsible for paying bills and keeping track of the overall cost of the
incident. It handles procurement and the administration of vendor
contracts. Finance also prepares and maintains adequate records for cost
recovery.
The Finance/Administration Section Staff consists of:
Compensation/Claims Branch
o Time Keeping Unit
Cost Branch
Recovery Branch
Cupertino Emergency Plan 17 September 2005
NIMS/SEMS COMPONENTS
Common terminology is the established common titles for organizational
functions, resources, and facilities within NIMS/SEMS/ICS.
Modular organization is the method by which the NIMS/SEMS/ ICS
organizational structure is developed, based upon the kind and size of an
incident. The organizationas staff builds from the top down with
responsibility and performance placed initially with the EOC Director. As
the need exists, Operations, Planning/Intelligence, Logistics and
Finance/Administration may be organized as separate sections, each with
several branches.
Unified command structure is a team effort that allows all agencies with
responsibility for the incident, either geographical or functional, to manage
an incident by establishing a common set of incident objectives and
strategies. This is accomplished without losing or abdicating agency
authority, autonomy, responsibility or accountability.
A EOC Action Plan identifies objectives, strategies and determinations
made by the Director of Emergency Services for the event based upon the
requirements of the jurisdiction. In the case of unified command, the
event objectives must adequately reflect the policy and needs of all the
jurisdictional agencies. The EOC Action Plan, facilitated by the Planning
Section and approved by the EOC Director, documents the support
activities required for the operational period. It reflects the functional
status of:
a. Situation Intelligence: Current Threats
b. Planning Section: Emergency Contingency Planning
c. Operations Section: Issues and Concerns
d. Logistics Section: Issues and Concerns
e. Finance Section: Issues and Concerns
f. Management Section: Action Item Requirements for next period
Manageable span -of -control within the EOC is a limitation on the number
of EOC staff positions that can effectively be supervised or directed by an
individual supervisor. The kind of event and the nature of the response or
task, will influence the span -of -control range. The span -of -control range is
between one to seven personnel with one to five being optimum.
Comprehensive resource management is the identification, grouping,
assignment and tracking of resources.
Cupertino Emergency Plan 18 September 2005
Integrated communications are managed through the use of a common
communications plan and the EOC communications center established for
support of resources assigned to the event.
Cupertino Emergency Plan 19 September 2005
BLANK
Cupertino Emergency Plan 20 September 2005
IV. EOC OPERATIONS
Locations
The City is prepared to operate a primary and an alternate EOC when
emergencies or catastrophic disasters occur and conditions dictate.
Primary EOC
The primary EOC site is the Lower Conference Room in the City Hall,
10300 Torre Ave., and the adjacent Cupertino Amateur Radio Emergency
Service (CARES) Room. Amateur radios, telephones, television and
computer connections are permanently available in the facility. An
emergency generator is on site as an alternate power source.
Alternate EOC
Should the Primary EOC become uninhabitable, the alternate EOC is
located at the Service Center, 10555 Mary Ave. A CARES
Communications Room with necessary equipment is in place to support
EOC operations. Relocation of some computer terminals, telephones sets,
— maps, and charts may be necessary from the City Hall site.
EOC Set Up
The set up of the EOC is the responsibility of the Emergency Services
Coordinator, pre -designated Disaster Service Workers (Volunteers), CARES and
selected City staff members. In most instances, administrative supplies and
Section resources are physically located in cabinets in the EOC. Additional
reference resources may be brought to the EOC as needed. Instructions for the
set up of the EOC are kept posted in the Lower Conference Room
(Appendix 4) EOC Setup. (Appendix 5) EOC Floor Plan for Section Workspace
Assignments. (Appendix 6) Position Phone Numbers.
Communications
Cupertino's Communication Plan outlines all means of communication available
to EOC staff and prioritizes their use. It provides a listing and explanation of all
forms used in the EOC and includes all contact phone numbers. A summary of
communication prioritizations and messaging /documentation procedures is
included in this plan (Appendix 7). The Communication Plan is kept in the EOC,
Alternate EOC and CARES radio room and is maintained by the Emergency
Services Coordinator.
Cupertino Emergency Plan 21 September 2005
EOC Staffing
Staffing decisions will be driven by the nature and scope of the emergency and
the activation level ordered by the EOC Director. The EOC Sections must
ensure adequate staffing and training for extended operations on a 24-hour
basis, using 12-hour shifts.
EOC Staff assignments (one primary and two alternates) are pre -designated by
the City Manager and Department Heads. Department heads are responsible for
ensuring adequate staff members are trained to staff EOC assignments.
(Appendix 8) Function Responsibilities. (Appendix 9) Organization Chart.
Contract Agencies, Special Districts, Utilities, Community Based Organizations
(CBOs) and Non -Governmental Organizations (NGOs) all may fill additional EOC
positions, at levels negotiated with the City. These organizations must provide
an updated roster of their authorized representatives to the City Emergency
Services Coordinator on a regular basis.
The roster of designated EOC Staff will be maintained by the Office of
Emergency Services and published separately on a restricted need -to -know
basis.
EOC Exercises
The full Cupertino EOC Staff will be exercised at least once each calendar year
unless it has been activated for an actual emergency during the year. These
exercises can vary in format:
Full Scale: Involves field simulations generating messages and requests
to the EOC.
Functional: One or more EOC sections participate and respond to
simulated messages.
Table Top: Roundtable discussion of EOC Section responsibilities and
possible/probable responses to situations. Time will be taken to answer
questions and discuss appropriate procedures.
Specialized / Technical Training: Used primarily to brief new EOC Staff
members, this kind of training will be very focused and emphasize
operating procedures such as RIMS reporting.
Cupertino Emergency Plan 21-�_ September 2005
V. Role of the City Council
The elected representatives of Cupertino perform legally prescribed roles
established under the State Constitution, legislature -passed Statutes, the City
Charter and local ordinances. In their elected capacity, these officials set public
policy, determine the present and future needs of the City and establish a budget
to finance government programs.
The State Emergency Services Act requires City Councils to:
1. Ratify any Proclamation of a Local Emergency by the City
Manager/Director of Emergency Services within seven (7) days.
2. If the Council meets weekly, it must review the need for
continuing the Local Emergency at least every 14 days, until the
emergency is terminated.
3. Review the continuing need for a Local Emergency at regular Council
meetings at least every 21 days until the emergency is terminated.
Other tasks, which the City Council may be called upon to perform, are detailed
in the Continuity of Government Section of this Plan.
To support EOC operations, City Council members maintain contact with
constituents, conduct media interviews and maintain contact with political
representatives, at State and Federal levels, to ensure government support.
Cupertino Emergency Plan 23 September 2005
BLANK
Cupertino Emergency Plan 24 September 2005
VI. RESPONSE INFORMATION MANAGEMENT SYSTEM (RIMS)
RIMS is a set of databases which contain all the essential elements
of information needed at the State and Federal levels to provide
assistance to governments and agencies in emergencies.
Introduction, RIMS User's Manual. 1999
The City of Cupertino utilizes the Response Information Management System
(RIMS) to report emergency information to the Op Area. RIMS is an internet
application which contains a set of forms designed to collect information needed
to provide future assistance. It also acts as an historic database. All levels of
emergency management can access RIMS information to help identify problems
and/or anticipate future needs.
RIMS is a uniform means to manage the exchange of disaster response and
recovery intelligence data and resource management information.
If the Op Area EOC is activated, Cupertino will report information directly to the
Santa Clara Op Area EOC via RIMS.
If the Op Area EOC is NOT activated, emergency information will be reported to
the State Regional EOC (REOC).
Response Information Management System (RIMS) forms are simple "fill -in -the -
blanks" formats. Some of these reports are:
• Event / Incident Report (Announcement of an occurrence filed within 1
hour)
• Situation Report (Specific Period updates on progress)
• Status Reports (Individual reports for various EOC Functions such as
Fire and Rescue, Law Enforcement, Hazmat, etc.)
• Initial Damage Estimate (IDE) Assessment Report (Numbers and Costs)
• Mission Request Tasking (Resource requests beyond local assets)
• After Action Report (Filed within 30 days of the close of an event)
Each State OES Admin Region maintains a RIMS "mirroring" server. In the event
a regional server fails, another region's server may be accessed. If all servers
fail, then reports must be FAXed to the OP Area, sent by the CARES packet ham
radio or delivered by courier.
Supplemental RIMS Operating Instructions are kept in the EOC Communications
Plan.
Cupertino Emergency Plan 25 September 2005
BLANK
Cupertino Emergency Plan 26 September 2005
VII. MULTI -AGENCY / INTER -AGENCY COORDINATION
Multi -agency or inter -agency coordination is the participation of agencies and
disciplines involved at any level of the NIMS/SEMS organization working together
in a coordinated effort to facilitate decisions for overall emergency response
activities, including the sharing of critical resources, information and the
prioritization of incidents. The Multi -Agency Coordination System (MACS) is a
decision making system used by member jurisdictions of the Santa Clara
Operational Area to prioritize and coordinate resource allocation and response to
multiple incidents affecting the Operational Area. MACS is usually implemented
during a large-scale emergency or disaster involving multiple agencies or
jurisdictions.
Multi -agency or inter -agency coordination is important for:
• establishing priorities for response
• allocating critical resources
• developing strategies for handling multi -agency response problems
• sharing information
• facilitating communications
Multi -agency or Inter -agency coordination in the EOC
Multi -agency or inter -agency coordination is an integral part of the functioning of
the City's EOC. The EOC is staffed by representatives from City departments
and agencies who work together in the EOC to coordinate the City's emergency
response. Representatives from outside agencies including special districts,
volunteer agencies and private organizations may also participate in the EOC
with departmental representatives in coordinating the City's response efforts.
Coordination with agencies not represented in the EOC may be accomplished
through telecommunications, emails or FAXs.
Involvement of the City's departmental representatives and appropriate liaison
representatives in the EOC action planning process is essential for effective
emergency management and provides an important focus for multi -agency or
inter -agency cooperation. In addition, the EOC Director may convene meetings
for multi- agency or inter -agency coordination purposes.
Multi -agency or Inter -agency Coordination Group
In some situations, it may be useful to establish a Coordination Group to develop
consensus on priorities, resources allocations and strategy development.
Different members of this group may function at the EOC or through conference
calls from their normal working sites. Priorities and objectives developed by the
Group should be incorporated into the EOC Action Plan. Jointly agreed upon
Cupertino Emergency Plan 27 September 2005
objectives are then implemented via the EOC. City representatives may also
function in Coordination Groups in adjacent cities/towns, the Op Area or REOC.
Cupertino Emergency Plan 28 September 2005
VIII. MUTUAL AID SYSTEM
The foundation of California's emergency planning and response is a statewide
mutual aid system which is designed to ensure that adequate resources,
facilities, and other support are provided to jurisdictions whenever their own
resources prove to be inadequate to cope with a given situation(s). The basis for
the system is the California Master Mutual Aid Agreement, as provided in the
California Emergency Services Act. It created a formal structure whereas each
jurisdiction retains control of its own personnel and facilities, but can give and
receive help whenever it is needed. State government is obligated to provide
available resources to assist local jurisdictions in emergencies.
The statewide system includes several discipline -specific mutual aid systems,
such as, but not limited to, fire and rescue, law, emergency managers, medical
and public works. The adoption of NIMS/SEMS does not alter existing mutual
aid systems. To further facilitate the mutual aid process, particularly during day-
to-day emergencies involving public safety agencies, Fire and Rescue and Law
Enforcement Mutual Aid Coordinators have been selected and function at the
Operational Area, Regional and State levels.
Incoming mutual aid resources may be received and processed at several types
_ of facilities including: staging areas, mobilization centers and incident facilities.
Staging areas are used for the complete assemblage of personnel and other
resources prior to being sent directly to the disaster site. Mobilization centers are
off -incident locations at which emergency response personnel and equipment are
temporarily located pending assignment, release or reassignment.
Incident facilities include Incident Command Posts, staging areas, bases, and
camps. Staging areas are temporary locations at an incident where personnel
and equipment are kept while awaiting tactical assignments.
During a proclaimed emergency, inter -jurisdictional mutual aid will be coordinated
at the Operational Area level. The Santa Clara County/Santa Clara Operational
Area Emergency Operations Center (EOC) will coordinate mutual aid requests
between the Santa Clara County/Santa Clara Operational Area member
I urisdictions and State OES Mutual Aid Region II. Requests should specify, at a
minimum:
• Number and type of personnel needed, and/or
• Type and amount of equipment needed
• Reporting time and location
• Authority to whom forces should report
• Access routes into the affected area(s)
• Estimated duration of operations
• Risks and hazards
Cupertino Emergency Plan 29 September2005
MUTUAL AID RESPONSIBILITIES
Mutual Aid Agreements / County -Op Area Coordinators
The following depicts the statewide mutual aid agreements, some of which are
still underdevelopment, in which the Santa Clara County/Santa Clara
Operational Area is a participant and designated County/Op Area Mutual Aid
Coordinators:
Mutual Aid Agreement
County/Op Area Coordinator
Coroners Mutual Aid Agreement
Medical Examiner/Coroner
Disaster Medical/Health Mutual Aid
Public Health Officer
Emergency Managers Mutual Aid Agreement
Director, County OES
Fire Mutual Aid
Chief, County Fire Department
Hazardous Materials Mutual Aid
Chief, County Fire Department
Law Enforcement Mutual Aid Agreement
Sheriff
Mass Care and Shelter Mutual Aid
American Red Cross
Mental Health Mutual Aid
Public Health Officer
Public Works Mutual Aid Agreement
Director, Roads & Airports
Search and Rescue Mutual Aid
Chief, County Fire Department
Urban Search and Rescue Mutual Aid
Sheriff
Volunteer and Private Agencies Mutual Aid Agreement
Governor's Office Of Emergency Services Mutual Aid Regions
The Governor's Office of Emergency Services has established:
a. Six (6) State-wide Standard Mutual Aid Regions to coordinate Fire and
Rescue and other Mutual Aid.
b. Law Enforcement and Coroner Mutual Aid is coordinated through seven
State-wide (7) Mutual Aid Regions.
MUTUAL AID POLICIES AND PROCEDURES
A. Mutual aid resources will be provided and utilized in accordance with the
California Master Mutual Aid Agreement and supporting separate
agreements.
B. During a proclaimed emergency, inter jurisdictional mutual aid will be
coordinated at the appropriate Operational Area or Mutual Aid Regional
level whenever the available resources are:
a. Subject to state or federal control
b. Subject to military control
c. Located outside the requesting jurisdiction
Cupertino Emergency Plan 30 September 2005
d. Allocated on a priority basis
C. Due to the incompatibility of radio communications equipment between
most agencies, local agencies should, where possible, provide incoming
mutual aid forces with portable radios using local frequencies.
Cupertino Emergency Plan 31 September 2005
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Cupertino Emergency Plan 32 September 2005
IX. EMERGENCY PROCLAMATIONS
WHAT CONSTITUTES AN EMERGENCY?
In California, an emergency has been defined as "... an unforeseen
situation calling for immediate action." It can also be called, "...a situation
of grave character and serious moment..." which contains "...an imminent
and substantial threat to public health and safety."
The California Emergency Services Act and NIMS/SEMS defines an
emergency as "conditions of disaster or of extreme peril to the safety of
persons and property..." by natural or human causes. Environmental
considerations are also a factor.
LOCAL EMERGENCIES
1. Who may proclaim?
The City Council, City Manager, or designee, may proclaim a Local
Emergency. (Sample proclamations are on file with the City Clerk)
2. When to proclaim?
The City may proclaim an emergency when a disaster, or a potential
disaster threatens the safety of people and property within its boundaries.
Causes include:
0 Air Pollution
0 Building Structure Failure
0 Earthquake
0 Environmental Emergency
0 Epidemic
0 Fire
0 Flood
0 Highway Blockage (Collisions, overpass failure, fires)
0 Landslides
0 Riot / Civil Unrest
0 Storm
0 Transportation Accidents (Plane, train, etc)
0 Terrorism Incident
0 Utility Failure
0 Weapons of Mass Destruction
Cupertino Emergency Plan 33 September 2005
0 Wildland Fires
0 Other conditions except a labor controversy or an act of war.
What does a proclamation do?
The proclamation of a Local Emergency provides legal authority to;
a. Request that the Governor proclaim a State of Emergency, and
if necessary, request a Presidential Declaration.
b. Put forth orders and regulations to protect life and property,
including orders or regulations imposing a curfew within
designated boundaries.
c. Provide mutual aid to any affected area in accordance with local
ordinances, resolutions, emergency plans, or agreements.
d. Request that state agencies provide mutual aid.
e. Require the services of any local official or employee.
Requisition necessary personnel and material of any
department or agency.
g. Obtain vital supplies and equipment and, if there is an
immediate need, to commandeer the same for public use.
h. Impose penalties for violation of lawful orders.
Conduct emergency operations without facing liabilities for
performance, or failure of performance. (Note: Article 17,
Emergency Services Act provides certain privileges and
immunities.)
Proclamations of a Local Emergency must be submitted for approval to the
City Council by the City Manager and extended or cancelled every 14 days.
COUNTY LOCAL EMERGENCY
Who may proclaim?
The Santa Clara County Executive may proclaim a local emergency for
the unincorporated portions of the County.
Cupertino Emergency Plan 34 September 2005
GOVERNOR'S STATE OF EMERGENCY
1. Who may proclaim?
The Governor or person upon whom the powers and duties of the Office
of Governor have devolved. Section 10, Article V, California Constitution.
2. When may the Governor proclaim?
When a disaster or a situation of extreme peril threatens the safety of
people and property within the state and/or:
a. He/she is requested to do so by local authorities;
-or-
b. He/she finds that local authority is inadequate to cope with the
emergency.
Causes may include:
0 Air Pollution
0 Earthquake
0 Environmental Emergency
0 Epidemic
0 Fire
0 Flood
0 Riot/ Civil Unrest
0 Storm
0 Terrorism
0 Weapons of Mass Destruction
0 Other conditions except a labor controversy or an act of war
3. What does the Governor's proclamation do?
Whenever the Governor proclaims a State of Emergency:
a. Mutual aid shall be rendered in accordance with approved
Emergency Plans whenever the need arises for outside aid in any
county, county and city/town/special district, or city/town/special
district.
b. The Governor shall, to the extent he deems necessary, have the
right to exercise within the area designated, all police power
vested in the State by the Constitution and the laws of the State
of California.
Cupertino Emergency Plan 35 September 2005
a. Jurisdictions may command the aid of citizens as deemed
necessary to cope with an emergency.
b. The Governor may suspend the provisions of any regulatory
statute, or statute prescribing the procedure for conducting state
business, or the orders, rules, or regulations of any state
agency.
c. The Governor may commandeer or use any private property or
personnel (other than the media) in carrying out his
responsibilities.
The Governor may promulgate, issue and enforce orders and
regulations as he deems necessary.
e. The Governor may request that a Presidential Declaration of an
Emergency be issued.
STATE OF WAR EMERGENCY
A state of war emergency "exists 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."
All state agencies and political subdivisions are required to comply with the lawful
orders and regulations of the Governor made or given within the limits of his
authority as provided for in the Emergency Services Act.
PRESIDENTIAL DECLARATION
Based upon the severity and magnitude of a situation, the Governor may request
the President to declare a major disaster or an emergency for the State or
affected portions thereof, and the President will issue a declaration, as
warranted. The Director of the Federal Emergency Management Agency, on
behalf of the President, will then appoint a Federal Coordination Officer to
coordinate the overall activities under the declaration. Presidential authority is
contained in P.L. 93-288, as amended, and as prescribed in 44 Code of Federal
Regulations, part 205.
For certain situations, the President may declare an emergency with or without a
Governor's request, as specified in Title V of P.L. 93-288, as amended. Under
Title V, the President may direct the provision of emergency assistance, either at
the request of a governor (Section 501.(a)), or upon determination by the
Cupertino Emergency Plan 36 September 2005
President that an "emergency exists for which the primary responsibility for
response rests with the United States..." (Section 501.(b)).
Federal Coordinating Officers (FCOs) work with the State Coordinating Officer
(SCO) to identify overall requirements, including unmeet needs and evolving
support requirements, and coordinate these requirements with the Emergency
Support Functions (ESFs).
The State OES participates in Disaster Field Office (DFO) activities. It
coordinates emergency response and recovery activities with the Federal
Regional Operations Center (ROC) and the Joint Information Center (JIC).
In conjunction with the federal government, it directs and coordinates recovery
programs to mitigate future disasters and to recover disaster costs.
Cupertino Emergency Plan 37 September 2005
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Cupertino Emergency Plan 38 September 2005
X. CONTINUITY OF GOVERNMENT
INTRODUCTION
A major disaster could result in the death or injury of key government officials,
the partial or complete destruction of established seats of government, and the
destruction of public and private records essential to continued operations of
government. At all levels, government is responsible for providing continuity of
effective leadership and authority, direction of emergency operations and
management of recovery operations. To this end, it is particularly essential that
the County of Santa Clara and all the cities/towns and special districts within the
County continue to function as government entities.
The California Government Code and the Constitution of California provide the
authority for state and local governments to reconstitute themselves in the event
incumbents are unable to serve.
LINES OF SUCCESSION
Article 15 of Chapter 7 of Division 1 of Title 2 of the California Government Code
permits the appointment of up to three standby officers for each member of the
governing body. This article also provides for the succession of officers who
head departments responsible for maintaining law and order, or for furnishing
public services relating to health and safety. The standby officers shall have the
same authority and powers as the regular officers or department heads.
Additionally, Article 15 outlines procedures to assure continued functioning of
political subdivisions in the event the governing body, including standby officers,
are unavailable to serve.
CITY OF CUPERTINO ORDER OF SUCCESSION
In the City Manager's absence or incapacitation, the City Council has established
the following order of succession for the Office of City Manager (Resolution No.
01-155):
a. Director of Administrative Services
b. Director of Public Works
c. Director of Community Services
d. Director of Parks and Recreation.
The City Manager Pro Tempore shall serve until the City Manager is available or
- until a successor is appointed by the City Council.
Cupertino Emergency Plan 39 September 2005
Questions regarding the availability of the City manager shall be decided by the
City Council, or any remaining available members of said body.
RECONSTITUTION OF THE GOVERNING BODY
Cities/Towns
Article 15 authorizes local governing bodies (City Councils) to convene, as soon
as possible, whenever a state of emergency or local emergency exists and at a
place not necessarily within the political subdivision. Under Article 15, the duties
of a governing body during emergencies include ascertaining the damage to the
jurisdiction and its personnel and property, reconstituting itself and any
subdivisions, and performing functions in preserving law and order and furnishing
local services.
Article 15 of Chapter 7 of Division 1 of Title 2 of the California Government Code
establishes a method for reconstituting the governing body. It authorizes that,
should all members, including all standbys be unavailable, temporary officers
shall be appointed by the Chair of the County Board of Supervisors in which the
political subdivision is located, or by the Chair of the Board of Supervisors of any
other county within 150 miles.
During a disaster, if a City Council member is absent or incapacitated, and a
quorum cannot be reached, former Council Members will be temporarily
reappointed beginning with immediate past council members and then to prior
years, beginning with the most recent. Questions regarding the availability of
City Council members shall be decided by the remaining available members of
said body.
PROTECTION OF VITAL RECORDS
In the City of Cupertino, the City Clerk's Office is responsible for the preservation
and protection of vital records. Each department within the City shall identify,
maintain, and protect its vital records. Vital records are defined as those records
that are essential to the rights and interests of individuals, governments,
corporations and other entities, including vital statistics, land and tax records;
license registers, articles of incorporation, and historical information. Vital
records may also include those records essential for emergency response and
recovery operations, including utility system maps, emergency supply and
equipment locations, emergency operations plans and procedures, and
personnel rosters.
Certain vital records will be essential to the reestablishment of normal
government functions, serving to protect the rights and interests of government.
Cupertino Emergency Plan 40 September 2005
These vital records may include the City charter, statutes, ordinances, court
records, City Council and Commissions Agendas, Minutes, Orders and financial
records of Cupertino.
Vital records of Cupertino are routinely stored in the secure facilities of the Iron
Mountain Storage Company.
Electronic files are copied weekly and stored off site.
Cupertino Emergency Plan 41 September 2005
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Cupertino Emergency Plan 42 September 2005
XI. VOLUNTEERS AND DISASTER SERVICES WORKERS
(DSWs)
Background
Civilians frequently offer their services to professional first responders during
emergency situations and catastrophic disasters. These services can be simple
offers of food and drink or up to, and including, physical labor or professional
services and expertise. Often public spirited individuals may volunteer for
training during non -emergency periods for skills which may be employed during
situations. The key to successful volunteer employment is to identify individual
skills and utilize the volunteers in a safe, supervised manner to the extent of their
capabilities.
Volunteer and Private Agencies
Volunteers and private agencies constitute a significant part of Cupertino's own
emergency response system. The American Red Cross and Salvation Army are
essential elements of the public response efforts to meet the care and shelter
needs of disaster victims. Private sector medical/health resources provide
emergency medical care
Volunteer groups and private agencies such as the Cupertino Community
Services, Inc. have agreed to mobilize volunteers and other resources through
their own systems. These agencies are represented in the Cupertino EOC by
prior arrangement.
Private agencies, organized groups and service clubs which desire to volunteer
to perform specific tasks during emergencies should identify their interests and
goals to the Office of Emergency Services for recognition and registration.
Individual volunteers within the City of Cupertino are recruited and administered
by City departments during non -emergency times. Employment during
emergencies will be coordinated by the EOC Personnel Branch, as needed. The
Volunteer Center of Silicon Valley will assist with the coordination of spontaneous
disaster volunteers.
Disaster Service Workers
The State defines Disaster Services Workers as:
1. Any person properly registered for the purpose of engaging in disaster
service;
2. Public employees and unregistered persons impressed into service
during a local, state or war emergency by competent authority; and
Cupertino Emergency Plan 43 September 2005
The State's Disaster Services Worker program identifies 13 specific
classifications and general duties:
a. Animal Rescue, Care and Shelter
b. Communications
c. Community Emergency Response Team (CERT)
d. Finance and Administration
e. Human services
f. Fire
g. Laborer
h. Law Enforcement
i. Logistics
j. Medical and Environmental Health
k. Safety Assessment Inspector
I. Search and Rescue
m. Utilities
Volunteer firefighters are not DSWs.
Non -paid volunteers, registered under this program, are considered to be acting
within the scope of disaster service duties while assisting any unit of an
emergency organization or performing any act contributing to the protection of life
and property, or mitigating the effects of an emergency or potential emergency.
Either:
a. under the authorization of a duly constituted superior in an emergency
organization, or
b. under the supervision and direction of the American Red Cross.
Disaster Service Workers (Volunteers) must be registered with the City Clerk's
Office and execute a signed loyalty oath or affirmation subscribed by an officer
authorized to administer oaths. The following City representatives are authorized
to administer the oath:
o City Clerk
o Deputy City Clerk
o Admin Clerk/City Clerk's Office
o Human Resources Technician
o Emergency Services Coordinator
The City Clerk may appoint other officers to administer the oath, as needed.
Appropriate training may be required for certain classifications of Disaster
Service Workers.
Cupertino Emergency Plan 44 September 2005
All registered Disaster Service Workers are eligible to submit claims for Worker's
Compensation for injuries sustained while performing disaster service under the
same authority and guidelines as paid government employees.
Volunteers, who are not US citizens and do not want to take the loyalty oath, may
register as volunteers through the City Volunteer program. Worker's
Compensation coverage is also available for these volunteers.
All volunteers are reminded to avoid putting themselves in harm's way and not to
attempt activities that will cause them injury.
Activation of DSWs and City Volunteers
During instances of activation of the EOC, pre -registered volunteers (DSWs) can
be available to assist in the disaster response, based on their qualifications.
During self -announcing natural disasters, if no contact can be established with
the City EOC or their City contact person, pre -registered volunteers, who know
their assignments, should proceed to the EOC or identified emergency work site,
independently. "Self -dispatched" DSW's will be considered on duty during their
direct travel time to and from the EOC and/or emergency worksite during self -
announcing events. Before departing their home or place of business/work site,
contact should be attempted, by telephone, cell phone, FAX or e-mail, with the
City Hall switchboard, Office of Emergency Services or City EOC to confirm that
their services are needed.
For other events (natural and manmade), requests for DSWs will be announced
via telephone, courier, radio and television (cable and/or commercial stations).
Volunteers will not respond to any act of Terrorism unless specifically requested
by the EOC or their City contact person.
DSWs and City Volunteers who have not been assigned specific disaster
functions should not activate unless requested.
Cupertino Amateur Radio Emergency Service (CARES)
CARES members play a significant role in EOC operations, reporting to the
Situation Analysis Branch. Members donate their time, personal communications
equipment and expertise to maintain an alternate set of communications
channels (Voice/packet computer/Bulletin Board/Amateur TV) for the City's
disaster response.
This group of federally licensed radio operators provide reliable communications
between City and County EOCs and the Alternate EOC, as well as operating
from various field locations such as fire stations, school campuses and medical
Cupertino Emergency Plan 45 September 2005
facilities to provide situation status. The are also the primary means of
communication between the EOC and CERT Teams.
During self -announcing natural disasters, CARES members may self -dispatch
and commence windshield surveys to provide situation status and preliminary
safety assessments, provided it is safe to do so. CARES members will not
respond to manmade disasters unless authorized by the EOC Director.
CARES members also respond to Mutual Aid requests and may become part of
the Santa Clara County Operational Area ARES/RACES team.
Certified under the State's Disaster Service Worker program, CARES perform a
valuable service for their neighbors. Information on their programs is available
through the Office of Emergency Services or from their Web site
www.cupertinoares.org.
Community Emergency Response Team (CERT)
The City of Cupertino actively recruits and trains individuals for membership on
neighborhood CERT teams to assist in caring for their neighbors and families
during disasters. In addition, CERT teams may be deployed throughout the City,
as needed, to assist unprepared neighborhoods and first responders. CARES
members are part of neighborhood CERT teams and provide situation status
updates to the EOC.
CERT training follows FEMA guidelines and includes 18 hours of training in
personal preparedness, NIMS, ICS, neighborhood organization, disaster
medicine, light search and rescue, disaster psychology, terrorism awareness,
hazardous materials awareness, fire safety & suppression, START Triage, safety
assessment, cribbing and utility control.
CERT graduates are qualified to recruit and coordinate their neighbors and
organize local CERT teams. Teams receive guidance and support from
Cupertino OES.
Area CERT teams are organized by the OES CERT Coordinator and train to
respond outside their local neighborhood. The EOC CERT/MRC Unit reports to
the Fire and Rescue Branch.
Medical Reserve Corps (MRC)
In October 2003, Cupertino OES received a three year grant to develop a
Medical Reserve Corps. The purpose of the group is to increase the disaster
medical response capability of the community.
Cupertino Emergency Plan 46 September 2005
— They recruit local health care professionals (all levels), mental health
professionals, dentists, veterinarians and others, as needed. They stock
supplies to assist the community. In addition, they train CERT team members in
advanced First Aid.
MRC volunteers staff the First Aid function of ICS on Area CERT teams. All
MRC members receive NIMS and ICS training. Many are CERT graduates.
Block Leaders
The City Manager's Office recruits neighborhood leaders to better connect the
community with the government. Block Leaders conduct a variety of activities to
help bring neighbors together and improve communication in a diverse
community. During disasters, block leaders know how and where to report
emergency information on behalf of their block. They are not required to
complete CERT training and are relied upon only for their situation status
updates.
City Employees Are Disaster Service Workers
Section 3100 of the California Government Code specifies that all Public
Employees are Disaster Service Workers when extended emergencies or
- catastrophic disasters occur.
Department heads are charged to designate qualified City employees for duty in
the EOC when activation is ordered. EOC Staff Section heads must design
Section shift schedules that establish 24 hour work coverage for periods when
EOC activation is ordered. EOC staffing should include clerical assistance as
required.
EOC Staff assignments (one primary and two alternates) are pre -
designated by the City Manager and Department Heads. Department
heads are responsible for ensuring adequate staff members are trained to
staff EOC assignments. (Appendix 8) Function Responsibilities.
(Appendix 9) Organization Chart
During Working Hours:
When a major emergency or catastrophic disaster occurs, all on -duty City
Staff must remain at work until properly relieved or excused by their
superiors. Families of employees should be contacted to confirm their
status as soon as conditions permit.
Cupertino Emergency Plan 47 September 2005
During Non -Duty Hours:
During non -working hours, employees with EOC or other
emergency/disaster assignments when emergencies or catastrophic
disaster occur, should:
1. Immediately look to the safety and security of their families
2. As soon as possible, contact their City workstation or EOC
Section to advise their Section Chief of their family status and
availability for disaster duties.
a. Employee work information can be retrieved, via recorded
announcement, that may be accessed by calling 777.3200.
3. If the employee is unable to report for duty, due to road closures or
other transportation problems, he should report to the nearest
government agency and offer assistance, if needed. The employee
will be compensated if appropriate time verification is presented.
Employee Emergency Preparedness Training
All new employees are required to attend the BEST training session on
Emergency Preparedness. The class includes NIMS/SEMS, personal
preparedness, building evacuation, fire safety and terrorism. All City Employees
are also required to take regular First Aid and CPR training.
In addition, the City provides an opportunity each year for employees to purchase
personal/ family disaster preparedness supplies at discount prices. An
announcement of this sale will be distributed to Department workstations.
Specialized / Technical Training such as RIMS reporting, action planning,
message drafting and communications is available for new EOC Staff members.
For those interested employees, additional preparedness information and self-
help videos are available through the Emergency Services Coordinator. City
employees are also encouraged to attend free CERT training sessions or other
programs offered by the American Red Cross, CARES and other organizations
involved in Disaster Preparedness. Contact the Office of Emergency Services
for training schedules, dates, times and enrollment information (777.3335).
City Emergency Response Team (ERT)
Each city facility has a designated Emergency Response Team. Team members
are employees who volunteer to take a lead role in disaster response. They
assist with building evacuations during fires, bomb threats and earthquakes. If
first responders are unavailable, they may perform duties of fire suppression,
Cupertino Emergency Plan 48 September 2005
First Aid and Search and Rescue. Members receive training through the Office
of Emergency Services.
Spontaneous Volunteers
Citizen volunteers who are not pre -registered but desire to serve their community
in times of actual emergencies or disasters are called spontaneous volunteers.
The City has a MOU with the Volunteer Center of Silicon Valley to manage
spontaneous volunteers, including registration and screening to determine their
potential for appropriate deployment when needed. Prior to activation of the
Volunteer Center function, it is likely that the City will providing initial recruitment
and screening of spontaneous volunteers.
Cupertino Emergency Plan 49 September 2005
' l ►
Cupertino Emergency Plan 50 September 2005
XII. RECOVERY OPERATIONS
INTRODUCTION
Recovery operations refer to those measures undertaken by the City following
disaster. Effective recovery consists of a complex array of interdependent and
coordinated actions that may include Federal and State disaster relief efforts.
A successful recovery starts at the moment of impact. There is no clearly defined
separation between the response and recovery efforts.
Recovery operations are divided into two phases.
1. Short Term which involves protection of life and restoration of
infrastructure.
Long Term recovery consists of actions that will return the jurisdiction
back to normal pre -disaster levels of service.
SHORT TERM OBJECTIVES
Protection of individual well-being
Restoration of family unity
— Provisions for essential public services
LONG TERM OBJECTIVES
Permanent restoration of private and public property
Economic and resource stabilization
Restoration of normal government operations
Assess needs for hazard mitigation
Updating plans based on lessons learned
DISASTER RECOVERY /DISASTER ASSISTANCE CENTERS
Joint federal/state Disaster Recovery /Disaster Assistance Center (DRC/DACs)
may be set up in disaster affected areas. Locations and telephone numbers will
be distributed via fliers to affected neighborhoods and/or public service
announcements via the media (print/radio/television). These centers are staffed,
using the one -stop shopping, concept by disaster relief agencies' specialists, local
officials and representatives from private relief organizations.
Individual citizens and organizations desiring to donate money, food, clothing and
other goods or services to disaster victims may contact these DRC/DACs for
delivery/ pick-up instructions. Federal relief policy calls for cash donations to be
given to private non-profit organizations involved in disaster relief services.
Cupertino Emergency Plan 51 September 2005
FEDERAL / STATE AGREEMENT
Following each Presidentially declared emergency or major disaster, the Regional
Director of the Federal Emergency Management Agency (FEMA) and the
Governor execute a document called the Federal / State Agreement. This
Agreement includes hazard mitigation. See Chapter XIII.
ROLES AND RESPONSIBILITIES
Federal
The Director of the Federal Emergency Management Agency is responsible
for hazard mitigation actions under the Federal / State Agreement. The
FEMA Region IX Director, in coordination with the Governor's Authorized
Representative, shall:
a. Provide for a joint Federal/State/Local Hazard Mitigation Team to
survey the affected area and plan for hazard mitigation.
b. Appoint a Hazard Mitigation Coordinator to serve on the Team.
c. Discuss hazard mitigation with local, state and federal officials.
d. Coordinate with the State Hazard Mitigation Coordinator.
e. Verify the study recommendations comply with Building Codes,
specifications for repair and construction standards.
f. Make sure hazard mitigation is actually done.
g. Provide technical advice and assistance.
h. Encourage state and local governments to adopt safe zoning and
construction standards.
i. Ensure that federal efforts are in addition to local and state efforts.
j. Encourage initiative by state and local governments.
k. After floods, follow Federal Emergency Management Agency
Flood Plain Management Regulations.
Cupertino Emergency Plan 52 September 2005
State
a. Office of Emergency Services
The Governor will appoint a representative of the Office of
Emergency Services to be the Governor's Authorized
Representative. This person will be responsible for state hazard
mitigation activities under the Federal / State Agreement. The
Governor's Authorized Representative will also work with federal
agencies to ensure state and local participation in hazard mitigation
planning.
b. State Hazard Mitigation Coordinator
The State Hazard Mitigation Coordinator, along with the Governor's
Authorized Representative, shall:
1. Arrange for consultations on the findings and
recommendations from the joint survey and shall follow up to
ensure that timely and adequate local and state hazard
mitigation actions are taken.
2. Provide funding or technical assistance to eligible
applicants.
Arrange for state inspection or audit to verify compliance
with approved hazard mitigation measures.
4. Upon completion of approved hazard mitigation activities
in accordance with the Federal / State Agreement, submit
a final report of compliance with hazard mitigation
requirements by state and local governments through the
Governor's Authorized Representative to the Federal
Emergency Management Agency Region IX Director for
review and acceptance.
5. Accomplish hazard mitigation planning in accordance
with the Federal/State Agreement.
6. Provide advice and assistance on hazard mitigation
measures to applicants, private organizations, and
individuals.
Evaluate or have the applicant evaluate the natural
hazards in the disaster area and make mitigation
Cupertino Emergency Plan 53 September 2005
recommendations.
Follow up with applicants to ensure that, as a condition for
any grant or loan under the Act, hazard mitigation actions
are indeed taken.
9. Follow up with applicants to ensure that hazard
mitigation plans are submitted (not later than 180 days
after the emergency declaration) to the FEMA Regional
Director for concurrence.
10. Review and update disaster mitigation portions of
emergency plans as needed.
Local
a. Applicant -City of Cupertino
The City's Authorized Representative is responsible for local performance
of hazard mitigation measures under the terms of the Federal/State
Agreement. The City's Authorized Representative, in coordination with the
Governor's Authorized Representative shall:
Appoint a Local Hazard Mitigation Coordinator to work with
the Federal/ State Hazard Mitigation Team.
2. With respect to any project application, submit adequate
assurance that required hazard mitigation measures have
been taken or will be completed.
3. To the extent of legal authority, implement and enforce land
use regulations and safe construction practices which are
agreed upon as conditions for FEMA grants or loans. Cities
may request state or federal advice or assistance in taking
these actions.
4. Provide evidence of compliance with conditions for any
approved FEMA grants or loans as required by the Governor's
Authorized Representative.
b. Local Hazard Mitigation Coordinator
Working with the Federal/State Hazard Mitigation Team, the City's Hazard
Mitigation Coordinator shall:
1. Assess disaster damage within the local jurisdiction.
Cupertino Emergency Plan 54 September2005
Arrange for local participation in the Federal/State Hazard
Mitigation Team.
3. Inform local officials and citizens about significant team
activities, collect any local comments on these matters and
report them to the Hazard Mitigation Coordinator.
Work with the Federal/State Hazard Mitigation Team to review
and update existing hazard mitigation plans, or in developing
new hazard mitigation plans.
Cupertino Emergency Plan 55 September 2005
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Cupertino Emergency Plan 56 September 2005
XIII. HAZARD ANALYSIS AND MITIGATION
INTRODUCTION
The City of Cupertino strives to be a safe place to live and work. However,
potential natural threats to life and property exist from earthquakes, floods,
wildfires and landslides. Cupertino is divided into 13 geological / seismic hazard
zones. The specific natural hazards that could happen in each zone are defined
in the Section 6, Public Health and Safety of the Cupertino General Plan, partially
quoted here.
An analysis of all hazards, that could potentially occur in the City, and a rating of
their impact(s) is listed later in this chapter.
Civil Disturbance
Potential for civil disturbance occurs when political leaders and other celebrities,
who may present controversial views, participate in local public events. In
addition, local businesses and other groups may be targeted for unpopular
practices. Cupertino's law enforcement (Santa Clara County Sheriff's Office)
regularly gathers intelligence information, coordinates with City staff and
prepares for these events.
Dam Failure
Stevens Creek Dam is owned by Santa Clara Valley Water District. It has the
capacity to hold 1 billion, 200 million gallons of water. It was seismically
retrofitted in to withstand a magnitude earthquake. Additional
information about the emergency preparedness for the dam is located in the
Stevens Creek Dam Emergency Plan, updated in 2005.
Seismic Hazards
Cupertino is located in an area faced with a high risk of earthquakes. The City is
seismically active. The mountains and lower foothills of Cupertino are crossed by
the San Andreas Fault, which moves side to side ( Right Lateral (Strike -Slip)
Fault — Displacement: Horizontal) and its two splinter faults, the Sargent-Berrocal
and Monta Vista fault systems, which move up and down (Thrust (Dip -Slip) Fault
— Displacement: Vertical.)
The San Andreas and the Sargent-Berrocal fault systems are in the mountains of
Cupertino's planning area. The Monta Vista Fault follows the line between the
valley floor and the hillsides where urban development has taken place. This
fault is potentially active. Although it had not shaken in the last 11,000 years, it
did produce a magnitude 3.0 earthquake in 2004. The potential exists and is
considered when reviewing urban development.
Cupertino Emergency Plan 57 September 2005
Ground shaking is the greatest hazard in an earthquake. The "maximum
probable" intensity earthquake on the San Andreas is 7.0 magnitude, Monta
Vista 6.8 magnitude and Sargent-Berrocal 6.8 magnitude on the Richter Scale.
They could cause considerable damage in the City, depending upon the length of
time the ground shakes and the type of soil being shaken. The Cupertino
General Plan includes maps of different soil types in Cupertino. The Association
of Bay Area Governments website (www.abag.ca.gov) contains maps that show
the effects of ground shaking on the various soil types in Cupertino and other
cities.
Energy Emergencies
Private companies provide electricity (Pacific Gas and Electric (PG&E)), fuel
(various) and water (San Jose Water Company & California Water Company) to
the City. Efforts are made to coordinate emergency response efforts with the
companies and keep the community informed about service disruptions.
Floods
Stevens Creek and Calabazas Creek flow through Cupertino. With sufficient
rainfall, either has a potential to flood low lying areas. In additional, large water
storage tanks have the potential to rupture and cause temporary flooding. Flood
plain maps and water storage tank locations are listed in the Cupertino General
Plan.
Hazardous Materials
Cupertino's Fire Department (Santa Clara County Fire) trains for response to
ground and airborne contaminants. Businesses using hazardous materials are
monitored. Vehicles transporting hazardous materials on local highways can
also pose a threat when involved in vehicle accidents.
Landslides
Landslides are the greatest geological hazards to the foothills and low mountains
of the City and adjacent area. Landslides can move earth up and down. The
sliding of a slope is a normal geological process that widens valleys and flattens
slopes. Occurrences can range from rapid rock falls to slow soil and bedrock
creep. Natural contributing causes include weak soil and rock over hillsides
made steeper by rapid stream erosion, adverse geological structure, ground
water levels and high rainfall rates. Man-made causes include improper grading,
excessive irrigation, removal of natural vegetation and altering surface and sub-
surface drainage.
Transportation Accidents
Planes, trains, trucks and automobiles move through the community, daily. The
magnitude of community impact varies with the size and cargo of each.
Cupertino Emergency Plan 58 September 2005
Terrorism / Weapons of Mass Destruction
The threat of organized groups or local individuals attempting to generate fear,
panic and injuries seems remote, but it is considered a potential hazard.
Attempting to prepare for all possible scenarios is an ongoing process involving
the City, law, fire and volunteer response organizations.
Wildland / Urban Interface Fires
Many homes rest on the hillsides of Cupertino. Residents must participate in
proper land clearing techniques and planting fire resistant landscape in order to
reduce the possibility of catastrophic fires. Other safety suggestions can be
obtained through the Santa Clara County Fire Dept. 408 378-4010.
History of Disasters/Major Emergencies in Cupertino and Santa Clara
County
Feb 1963
May 1972
July 1973
March 1974
May/Nov 1979
Jan 1982
Jan 1983
April 1984
July 1985
Feb 1986
Aug 1989
Oct 1989
Jan 1991
Jan 1995
Feb 1995
January 1997
Feb 1998
Feb 2000
Oct 2004
Flood and Rainstorms
Freeze
Drought
Gasoline Purchasing Problems
Gasoline Shortage
Winter Storms
Winter Storms
Morgan Hill Earthquake 6.2M $7.265 million damage 27
injuries
Fires
Winter Storms
Mediterranean Fruit Fly
Loma Prieta earthquake
Freeze
Winter Storms
Late Winter Storms
Floods
1 M $727.7 million damage
Calabazas Creek flood at Bollinger and Miller
Terrorist Threat DeAnza College
Citywide power outage
Cupertino Emergency Plan 59 September 2005
fin
Type
Frequency
Severity
Infrequent
Sometimes
Frequent
Low
Moderate
High
Civil Disturbance
X
X
X
X
Dam
Failure
X
X
Earthquake M<5
X
X
Earthquake
M>5
X
X
Energy
Emergencies
X
X
Floods
X
X
X
X
Hazmat
X
X
X
X
Landslides
X
Tl-X
Transportation
Accidents
X
X
X
X
Terrorism/WMD
X
X
X
Wildland Urban
Interface Fires
X
X
X
The ratings assigned are based upon a review of historical date and the laws of
probability.
Cupertino Emergency Plan 60 September 2005
HAZARD MITIGATION
PURPOSE
To assist local communities to lessen the effects of future disasters, Congress
passed The Robert T. Stafford Disaster Relief and Emergency Assistance Act,
P.L. 93-288 as amended. (Stafford Act)
THE CASE FOR HAZARD MITIGATION
Every disaster can teach us valuable lessons about building construction, land
use, and emergency response. Unfortunately, many of these lessons are soon
forgotten, and there is a tendency to return to the poor construction, unsafe land
use, and other shortsighted practices that added to the disaster's negative
impact. For this reason the Stafford Act requires safe land use and construction
practices as a condition of receiving federal disaster aid. Refer to the Cupertino
General Plan, Health & Safety Section, for local mitigation activities.
HAZARD MITIGATION ACTIONS
Avoiding a hazard usually involves restricting land use near the hazard area.
This can be accomplished by:
Zoning
a. Authority to Zone
Zoning is usually a function of local government, except where
state or federally owned lands and school districts are exempt from local
zoning laws. Other interests may propose zoning regulations, but only
local government can adopt them.
By mutual agreement, state or federal restrictions may be locally adopted
and enforced.
b. Limitations
Zoning can be useful, but its powers are limited. Therefore, zoning usuall
reflects, rather than dictates, current lands use trends. Zoning is
vulnerable to political pressure; this is particularly true if an area is very
attractive for development and rarely experiences major disasters.
Zoning is generally best suited to restricting the use of smaller areas (suc'
as very steep slopes) within larger areas, as opposed to restricting large
areas (such as areas of potential earthquake shaking).
Cupertino Emergency Plan 61 September 2005
Purchase
The most reliable way to restrict the use of land is to buy the land outright.
Although this can be expensive, costs must be weighed against the costs
of future disasters. Lands purchased for hazard mitigation can often be
used for parks, agriculture, or other constructive purposes. In Santa Clara
County, the Mid Peninsula Regional Open Space District is a public
agency that buys open space for, among other reasons, hazard mitigation.
Improve Building Standards
Buildings in hazardous areas can often be made safe. This can be as simple as
adding a fireproof roof, or as extensive as tearing the building down and starting
over.
Local Standards
Building codes are usually a function of local government, except where
state or federal buildings are exempt from local codes. Codes can be
strengthened for hazardous areas. Usually stronger codes are enforced
only for new construction or remodeling, but some recent laws require
hazard related inspections for existing buildings that are considered at
risk. The idea is that inspections will produce a knowledge of liability,
which will motivate the owners to improve their buildings.
State Standards
For state owned facilities and schools that are outside the jurisdiction of
local governments, construction standards are adopted and enforced by
the responsible state agency(s). In some cases, these standards may
serve as models for local governments.
a. Conditions for Assistance
As a condition for state approval of loan or grant assistance, as a
result of a Major Disaster or Emergency declaration, the Governor's
Authorized Representative may recommend to the Federal
Emergency Management Agency Regional Director that the
Associate Director prescribe certain construction standards for
Federal Emergency Management Agency assisted projects for
hazard mitigation purposes.
Cupertino Emergency Plan 62 September 2005
Federal Standards
a. Scope of Authority
Federal agencies adopt and enforce federal standards for federal
buildings. In some cases these federal construction standards may
serve as model standards for state and local governments.
b. Conditions for Assistance
The Federal Emergency Management Agency Regional Director
may suspend or refuse to approve any project application until
he/she is satisfied that the work will result in a facility or structure
that is safe for its intended use.
A federal agency may require local or state governments to adopt
and enforce certain hazard mitigation regulations as a condition for
federal assistance or participation in federally assisted programs.
Section 409, Stafford Act authorizes, as a condition of any disaster
loan or grant made under the provisions of this Act, the recipient
shall agree that any repair or construction to be financed therewith
shall be in accordance with applicable standards of safety,
decency, and sanitation and in conformity with applicable codes,
specifications, and standards, and shall furnish such evidence of
compliance with this section as may be required by regulation.
As a further condition of any loan or grant made under the
provisions of this Act, the State or local government shall agree that
the natural hazards in the areas in which the proceeds of the grants
or loans are to be used shall be evaluated and appropriate action
shall be taken to mitigate such hazards, including safe land use and
construction practices, in accordance with standards prescribed or
approved by the President after adequate consultation with the
appropriate elected officials of general purpose local governments,
and the State shall furnish such evidence of compliance with this
section as may be required by regulation.
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The hazard itself can be reduced. Of course, this depends on the type of hazard:
double containment of a storage tank will reduce the hazard from the chemical
inside, but we cannot stop an earthquake or a storm. The Hazard Mitigation
Team may make recommendations regarding hazard reduction.
Cupertino Emergency Plan 63 September 2005
PUBLIC EDUCATION
The Cupertino Office of Emergency Services
When the public knows what to do before, during, and after a disaster, the
impact of the disaster can be greatly reduced. Public education is largely
a local function, although the state and federal governments do make a
variety of educational materials available.
The Cupertino Office of Emergency Services routinely conducts public
education seminars on the subject of Disaster Preparedness, CPR, First
Aid, Terrorism and related topics.
The subject matter, exact times and places are advertised on flyers placed
in public locations, current issues of the Cupertino Scene, on the City of
Cupertino website, www.cupertino.org/emergency, Parks and Recreation
brochures and by telephoning the Office Of Emergency Services at
408.777.3335
Monthly preparedness articles are also published in the Cupertino Scene.
Brochures, information and links to other preparedness websites are
placed in public buildings and listed on the Cupertino website
www.cupertino.org/emergency.
Every member of the community has an obligation to educate themselves
about emergency plans and preparedness in the city and ensure they are
adequately prepared to react and respond. Assistance with preparation is
available upon request.
Disaster Council / Citizen Corps Council
In addition to their emergency planning role, the Disaster Council/Citizen
Corps Council provides oversight for engaging citizens in homeland
security and promoting community preparedness and family safety in
three principal ways; through public education and outreach; through
training opportunities; and, through volunteer programs that draw on
special skills and interests. Programs include Block Leaders, CERT,
Neighborhood Watch, Medical Reserve Corps, and Amateur Radio.
These programs work together to increase community involvement and
improve safety education. Cupertino actively recruits volunteers for all
programs.
Cupertino Emergency Plan 64 September 2005
Block Leaders
The City Manager's Office recruits neighborhood leaders to better connect
the community with the government. Block Leaders conduct a variety of
activities to help bring neighbors together and improve communication in a
diverse community including safety and preparedness presentations.
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The City of Cupertino trains individuals for participation on neighborhood
Community Emergency Response Teams (CERTs) to assist in caring for
their neighbors and families during disasters. In addition, CERT Teams
may be deployed throughout the City as needed. CERT graduates are
qualified to recruit and coordinate their neighbors and to organize local
CERT teams.
The Cupertino Office of Emergency Services also helps neighborhoods
plan and execute Neighborhood Disaster Preparedness exercises to
educate neighbors, coordinate CERT Teams efforts, and raise the profile
for the need to be prepared.
Neighborhood Watch
Neighborhood watch meetings present a variety of safety topics and crime
prevention topics and participate in community outreach events.
Medical Reserve Corps
To increase public education and preparedness, MRC members teach
CPR and First Aid classes and staff First Aid stations and outreach booths
at local community events.
Amateur Radio
CARES members participate in community outreach events to provide
information, demonstrate their capabilities and recruit volunteers.
Cupertino Emergency Plan 65 September 2005
BLANK
Cupertino Emergency Plan 66 September 2005
XIV. AUTHORITIES AND REFERENCES
The Federal Response Plan (for Public law 93-299, as amended), is
based upon the fundamental assumption that a significant disaster or
emergency will overwhelm the capability of State and local governments
to carry out the extensive emergency operations necessary to save lives
and protect. property.
Letter of Agreement, The Federal Response Plan
Federal
1. The Robert T. Stafford Disaster Relief and Emergency Assistance Act,
42 U.S.0 5121 et seq.(P.L.93-288 as amended by P.L.100-707)
2. Civil Defense Act of 1950 (Public Law 920, as amended) (50 U.S.C.
App.2251 et seq.)
3. Disaster Relief Act of 1970, as amended (42 U.S.C.Chapter 58 note)
4. Disaster Relief Act of 1974 (88Stat.143; 42 U.S.C. 5121 et seq.)
5. Earthquake Hazards Reduction Act of 1977 (42 U.S.C. 7701 et seq.)
6. Section 4 of Public Law 92-385 (86 Stat.56)
7. Section 43 of the Act of August 10, 1956, as amended (50 U.C.C. App.
2285)
8. Executive Order 12148 of July 20, 1979. Federal Emergency
Management
9. Executive Order12673, Delegation of Disaster Relief and Emergency
Functions
10. Title 44, Code of Federal Regulations
11. The Federal Response Plan (for PL 93-288), as amended. April 1992
12. The Volunteer Protection Act of 1997 (Public Law 105-19)
13. Federal Response Plan Terrorism Incident Annex, FEMA, February,
1997
14. Presidential Decision Directive-39, June 21, 1995, unclassified
abstract
15. Homeland Security Presidential Directive (HSPD)-5, Management of
Domestic Incidents
16. Homeland Security Presidential Directive (HSPD)-8, National
Preparedness
17. National Incident Management System 2004
18. National Response Plan
Cupertino Emergency Plan 67 September 2005
National
State
NFPA 1600, Standard on Disaster/ Emergency Management and
Business Continuity Programs: The National Fire Protection Association,
New Orleans, La. 1999. Ed. 2000
It is ... the policy of this state that all emergency services
functions of this state be coordinated as far as possible with
comparable functions of its political subdivisions, of the federal
government including its various departments and agencies, of
other states, and of private agencies of every type, to the end
that the most effective use may be made of all manpower,
resources, and facilities for dealing with any emergency that
may occur.
California Emergency Services Act
Government Code, Ch 7,Div 1, Title 2
Section8550 (e)
State Authorities are based on Court Cases, Statutes, Attorney
General Opinions, State Regulations, and Constitutional Provisions.
1. California Government Code, Emergency Services Act (Chapter 7
of Division 1 of Title 2).
2. California Natural Disaster Assistance Act. Section 128, California
Water Code (California Department of Water Resources - Flood
Fighting).
3. Orders and regulations which may be selectively promulgated by
the Governor during a state of emergency.
4. California State Emergency Plan, May 1998
5. California Code of Regulations Title 19, Division 2, Office of
Emergency Services, Chapter 1, §2400,
6. Standardized Emergency Management System (SEMS)
Regulations
7. California Government Code 3100 (Disaster Service Workers)
8. Disaster Assistance Procedural Manual (published by the California
Office of Emergency Services)
9. California Emergency Resources Management Plan
10. California Disaster and Civil Defense Master Mutual Aid Agreement
and supporting mutual aid documents
11. California Code of Regulations, Title 19, Division 2, Chapter 2,
Cupertino Emergency Plan 68 September 2005
Subchapter 3
12. Sections 8587, 8580 & 8657 Government Code
13. Section 3211.9 through 3211.93a, Labor Code
14. Government Code, Section 8587, 8580 and 8614
15. Government Code, Section 8657
16. Labor Code, Sections 3211.9 through 3211.93a
17 Labor Code, Section 5400 et seq.
18 Government Code, Section 3102
19 Title 19, Div 2, Chapter 2, Sub Chapter 3, DSW Rules and
Regulations
20. California -Federal Emergency operations Center Guidelines, OES,
1998
21. Nuclear Power Plant Emergency Response Plan, OES, 1998
22. Hazardous Materials Incident Contingency Plan, OES, 1991
23. California Nuclear Emergency/Terrorism Response Plan, OES,
Sept,1991
The following portions of the California Government Code and the State
Constitution provide authority for the continuity and preservation of state
and local government:
-Continuity of Government in California (Article IV, Section 21 of the State
Constitution)
-Legislative Session after War or Enemy Caused Disaster (Sections 9035-
9038, Title 2, Division 2, Part 1, Chapter 1.5, Article 2.5 of the
Government Code)
-Members of the Legislature (Section 9004, Title 2, Division 2, Part 1,
Chapter 1.5, Article 1 of the Government Code
-Preservation of Local Government (Article 15 of the California Emergency
Services Act)
-Preservation of State Records (Sections 14745-14750, Title 2, Division 3,
Part 5.5, Chapter 5, Articles 2 and 3 of the Government Code)
-Succession to Constitutional Offices (Sections 12700-12704, Title 2,
Division 3, Part 2, Chapter 7 of the Government Code)
-Succession to the office of Governor (Article V, Section 10 of the State
Constitution)
-Succession to the Office of Governor (Sections 12058-12063, Title 2,
Division 3, Part 2, Chapter 1, Articles 5.5 and 6 of the Government Code)
-Temporary County Seats (Section 23600, Title 3, Division 1, Chapter 4,
Article 1 of the Government Code)
-Temporary Seat of State Government (Section 450, Title 1, Division 3,
Chapter 1 of the Government Code)
Cupertino Emergency Plan 69 September 2005
The State Emergency Plan is not meant to stand alone.
It is intended to be used in conjunction with city, county,
operational area (OA), and State agency plans and
associated standard operating procedures.
State Emergency Plan, May 1998, p1
Operational Area
1. Santa Clara County Operational Area Interim Agreement
2. County of Santa Clara Resolution extending Mutual Aid under Master
Mutual Aid Agreement in case of Local Peril or Emergency, May 10, 1965,
and similar extensions adopted through resolution by most incorporated
cities in Santa Clara County
County of Santa Clara
County of Santa Clara Emergency Services Ordinance (Division A-8)
revised September 23, 1997)
City of Cupertino
City of Cupertino Resolution providing for the Order of Succession to the
Office of City Manager.
2. City of Cupertino Municipal Code Chapter 2.40
3. City of Cupertino Memoranda of Understanding
a. Santa Clara Chapter, American Red Cross
b. Cupertino Amateur Radio Emergency Services
c. Cupertino Community Services, Inc
d. Volunteer Center of Silicon Valley
Mutual Aid Authorities
1. American Red Cross, Santa Clara Chapter Memorandum of Understanding
2. California Disaster And Civil Defense Master Mutual Aid Agreement
3. California Fire and Rescue Emergency Plan
4. California Law Enforcement Mutual Aid Plan (jurisdictions in Santa Clara
County subscribe to the State Plan. There are no local agreements.)
5. Santa Clara County Fire Mutual Aid Plan
Cupertino Emergency Plan 70 September 2005