1 FOSTER CITY
EMERGENCY
OPERATIONS PLAN
VOLUME I – BASE PLAN
Prepared by
San Mateo Consolidated Fire Department
2026
2 Contents
Preface ................................ ................................ ................................ ........................ 5 Document Management and Distribution ................................................................................. 7 EOP Base Plan Maintenance .................................................................................................... 7 Certification of Annual Review ................................................................................................. 8 City Council Resolution ........................................................................................................... 8 Section I: EOP Base Plan ................................ ................................ .............................. 10 Introduction .......................................................................................................................... 10 Purpose ................................................................................................................................ 10 Scope ................................................................................................................................... 10 Limitations ............................................................................................................................ 11 Situation ............................................................................................................................... 12 Planning Assumptions ........................................................................................................... 12 Emergency Management Organization ................................................................................... 14 Emergency Services .............................................................................................................. 15 Preparedness ........................................................................................................................ 15 Planning ................................................................................................................................ 16 Training ................................................................................................................................. 16 Exercises .............................................................................................................................. 16 Response .............................................................................................................................. 17 Recovery ............................................................................................................................... 18 Disaster Assistance Programs ............................................................................................... 19 Damage Assessment and Documentation ............................................................................. 20 After-Action Reporting ........................................................................................................... 21 A Whole-Community Approach to Recovery ........................................................................... 21 Mitigation .............................................................................................................................. 22
3 Community Engagement and Coordination ............................................................................ 23 Planning for People with Disabilities ...................................................................................... 23 Individuals with Access and Functional Needs ....................................................................... 24 Considerations for Pets and Other Animals ............................................................................ 24 Concept of Operations ................................ ................................ ................................ . 24 Operational Coordination Structure ....................................................................................... 25 Field Level: Incident Command System (ICS) ......................................................................... 25 Local Government Level: Foster City ...................................................................................... 26 Operational Area (OA): San Mateo County .............................................................................. 26 Cal OES Region: Coastal Region (Mutual Aid Region II) ............................................................ 27 State Level: State Operations Center (SOC) ............................................................................ 27 Federal Level: FEMA and the National Response Framework................................................... 27 Mutual Aid ............................................................................................................................ 28 Additional Jurisdiction Coordination ...................................................................................... 28 Alert and Warning .................................................................................................................. 28 Joint Information Center and Coordination ............................................................................. 30 Other Public Facing Channels ................................................................................................ 30 Internal Staff Notification ...................................................................................................... 30 Commitment to Accessible Communication .......................................................................... 30 Preparedness and Ongoing Training ....................................................................................... 31 Emergency Operations Center ............................................................................................... 31 Primary and Alternate EOC Locations .................................................................................... 31 EOC Activation and Deactivation ........................................................................................... 31 EOC Activation Status ........................................................................................................... 32 EOC Communication and Coordination ................................................................................. 33 Notification and Mobilization ................................................................................................. 34 Internal Communications and Coordination ........................................................................... 34 Information Collection, Analysis and Dissemination ............................................................... 34 External Communications and Coordination .......................................................................... 34
4 Position Descriptions and Responsibilities ............................................................................. 35 Relationship and Applicability to Other Emergency Management Documents ......................... 36 Emergency Proclamation....................................................................................................... 38 Continuity of Government ...................................................................................................... 39 Legal Authority ...................................................................................................................... 40 Lines of Succession............................................................................................................... 40 Alternate Seat of Government ................................................................................................ 41 Vital Records Preservation ..................................................................................................... 41 Section II: Attachments and Appendix ................................ ................................ ........... 42 Attachment 1: Authorities and References ............................................................................. 42 Attachment 2: Sample Proclamation ....................................................................................... 43 Appendix A: List of Acronyms ................................................................................................. 44
5 Preface
The Foster City Emergency Operations Plan outlines how the City fulfills its responsibilities under the California Emergency Services Act to protect life, property, and the environment through preparedness, response, recovery, and mitigation activities during emergencies and disasters affecting the community. The EOP provides a consistent framework for coordination across all City departments, partner agencies, and the broader community, ensuring a unified and effective approach to emergency management.
The Plan is organized into three primary components:
Volume I: Base Plan – This document outlines the overarching policies, planning assumptions, and concept of operations that guide emergency preparedness, response, recovery, prevention and mitigation efforts in Foster City. It establishes the City’s emergency management framework and defines the roles and responsibilities of City departments and partner agencies.
Volume II: Functional Incident Response Guides (IRG) (Annexes) – These provide detailed guidance on specific operational areas or functions, including but not limited to:
• Emergency Operations Center (EOC) Manual
• EOC Job Action Sheets
• Alert and Warning Procedures
• Damage Assessment
• Mass Care and Shelter
• Emergency Public Information and Communications
• Debris Management
• Public Health and Medical Services
• Recovery Framework
• Multi-Agency Coordination (MAC) Plans
• Department Standard Operating Procedures (SOPs)
Volume III: Hazard Incident Response Guides (IRG) (Annexes) – These focus on Foster City-specific natural and human-caused hazards, including:
• Flood - High
• Dam Failure - High
• Earthquake - High
• Extreme Weather - Medium
• Drought - Low
• Landslide/Mass Movements - Low
• Wildfire - Low
6 This EOP has been developed in accordance with:
• The Standardized Emergency Management System (SEMS)
• The National Incident Management System (NIMS)
• The Incident Command System (ICS)
• The National Response Framework (NRF)
• FEMA’s Comprehensive Preparedness Guide 101 (CPG-101)
Together, these frameworks ensure interoperability and effective coordination across local, regional, and federal response partners.
Foster City is committed to protecting the safety, health, and dignity of all residents, workers, and visitors- especially during emergencies and disasters. To achieve this, the City embraces a Whole Community Approach that ensures emergency management strategies are inclusive, equitable, and responsive to the full diversity of our community.
This includes individuals with disabilities and those with Access and Functional Needs (AFN)1, who may face disproportionate impacts in a disaster. “As a concept, Whole Community is a means by which residents, emergency management practitioners, organizational and community leaders, and government officials can collectively understand and assess the needs of their respective communities and determine the best ways to organize and strengthen their assets, capacities, and interests. By doing so, a more effective path to societal security and resilience is built.”2 The City’s EOP, along with supporting IRGs/Annexes and procedures, reflect this commitment by embedding policies, programs, and communications that encompass a Whole Community Approach across all phases of emergency management: preparedness, response, recovery, prevention, and mitigation.
The Base Plan serves as the City’s official, reviewed, and adopted policy-level document.
IRGs may be updated more frequently to incorporate operational changes, lessons learned and evolving best practices and may be subject to separate review or approval processes.
This EOP is intended to be reviewed, understood, and exercised regularly by all City departments, emergency personnel, and response partners. It reflects Foster City’s commitment to a Whole Community Approach that is both equitable and inclusive, considering the needs of all residents, including people with AFN, to ensure comprehensive preparedness and effective response.
1 CalOES defines individuals with AFN as people with disabilities, older adults, children, limited English proficiency, and transportation disadvantaged.
2 FEMA: A Whole Community Approach to Emergency Management: Principles, Themes, and Pathways for Action
7 Document Management and Distribution
The Office of Emergency Services (OES), under the San Mateo Consolidated Fire Department (SMCFD), is responsible for the review, revision, management, and distribution of the Foster City EOP.
The EOP Base Plan will be reviewed on an annual basis by OES staff in coordination with the City Manager’s Office. Revisions may be made at any time in response to:
• Changes in local, state, or federal law
• Organizational or personnel changes
• Lessons learned from real-world incidents or exercises • Evolving best practices
• Updated threat or hazard information
EOP Base Plan Maintenance
The Emergency Operations Plan (EOP) Base Plan will be reviewed and approved by the City Manager or their designee, in coordination with the San Mateo Consolidated Fire Department’s Office of Emergency Services (OES). The City Manager’s Office will ensure the plan is formally adopted by the City Council via resolution.
The most current version of the EOP will be distributed to all City departments and key external partners and made available on the City’s website for reference by the public and stakeholders.
Revision History
Revision Date Section of Plan Revised Revised By
8 Certification of Annual Review
The City Manager’s Office, in coordination with the San Mateo Consolidated Fire Department’s Office of Emergency Services (OES), has reviewed this Emergency Operations Plan (EOP) and certifies that its content remains current, accurate, and consistent with city policies, organizational structure, and emergency management doctrine.
Certification of Annual Review
Date Name Title Signature
Stefan Chatwin City Manager
City Council Resolution
This document serves as the official Emergency Operations Plan (EOP) for Foster City and supersedes all previously adopted emergency operations plans.
Nothing in this plan shall be interpreted in a way that restricts the use of sound judgment, professional discretion, or common sense in situations not explicitly addressed within the EOP or its supporting Incident Response Guides (IRGs).
This EOP is promulgated under the authority of the City Manager, who serves as the City’s Director of Emergency Services pursuant to the Foster City Municipal Code, and ratified by the Foster City Council in accordance with applicable provisions of the Code.
A signed copy of the City Council Resolution adopting this plan is attached to this version of the EOP.
9 INSERT RESOLUTION
(Drafted by City Attorney’s Office)
10 Section I: EOP Base Plan
Introduction
The Foster City EOP Base Plan establishes the organizational structure, roles, responsibilities, and coordination mechanisms for managing major emergencies and disasters that impact the City. It provides a consistent framework for preparedness, response, recovery, prevention, and mitigation across all City departments and partner agencies.
Foster City and the surrounding Bay Area region face a wide range of potential hazards, including earthquakes, flooding, wildfires, hazardous materials incidents, technological failures, terrorism, and public health emergencies. This EOP follows an all-hazards approach to ensure the City is ready to manage both anticipated and unexpected threats.
The EOP also outlines how the City aligns with state and federal emergency management systems, including the Standardized Emergency Management System (SEMS), National Incident Management System (NIMS), and the Incident Command System (ICS).
Purpose
The primary purpose of this EOP is to establish a comprehensive framework for how the City prepares for, responds to, recovers from, and mitigates the impacts of emergencies and disasters. Specifically, this Plan aims to:
1. Define roles and responsibilities for all City departments across all phases of emergency management - preparedness, response, recovery, and mitigation.
2. Formalize the City’s alignment with state and federal emergency coordination systems and mutual aid frameworks.
3. Serve as the foundational document for the City’s emergency and continuity planning, guiding the development of IRGs, SOPs, and department-specific emergency plans.
4. Ensure legal and operational compliance with applicable laws, key regulations, including the California Emergency Services Act and related FEMA guidance.
Scope
The Foster City EOP serves as the foundational document for the City’s emergency management program. It outlines how the City will prepare for, respond to, recover from, prevent and mitigate the impacts of all-hazard emergencies and disasters. The EOP applies to all City departments and personnel, as well as affiliated agencies and partners that may be called upon to support operations.
11 While all City resources may be activated during a disaster, specific departmental roles and responsibilities are detailed in the EOP Base Plan and supporting IRGs. To ensure a high level of readiness, all City departments are expected to:
• Develop and maintain internal emergency plans and procedures • Train personnel on assigned roles
• Participate in drills, exercises, and after-action reviews • Maintain and update EOC Rosters
Foster City embraces the Whole Community approach to emergency management, as outlined by FEMA. In addition to City departments, this plan recognizes and incorporates the contributions of:
• Special districts
• Non-governmental organizations (NGOs)
• Community-based organizations (CBOs)
• Faith-based organizations (FBOs)
• Private-sector businesses
• Educational institutions
• Healthcare providers
This EOP also reflects the City’s commitment to equitable and inclusive emergency management and planning, with special consideration for:
• People with disabilities
• Individuals with Access and Functional Needs (AFN)
• Older adults, children, and other populations requiring additional support
Foster City recognizes that emergency preparedness is a shared responsibility. All community members, residents, businesses, and institutions are encouraged to understand the risks facing Foster City and to take proactive steps to strengthen their own preparedness at the individual, family, and organizational levels.
During emergencies, many of these community partners and organizations may need to coordinate directly with the City’s EOC or with one another, especially in situations where traditional communications systems are disrupted. A shared understanding of this plan will enable more effective coordination and resource sharing across all sectors.
Limitations
While the Foster City EOP provides a flexible and scalable framework for managing emergencies and disasters, certain provisions and actions outlined in the plan may require
12 formal activation, proclamation of a local emergency, or other official proclamations by the City Manager, City Council, or other governing authorities.
This EOP is not intended to serve as a procedure manual for day-to-day operations or routine emergency incidents, which are addressed through departmental protocols and SOPs. Instead, it is designed to guide the City’s response to complex, large-scale, or catastrophic incidents. During such events, it is possible that:
• City resources may be overwhelmed
• Staffing or communications infrastructure may be degraded • Plans and procedures may need to be adapted in real time based on the evolving incident
Accordingly, deviations from this plan may be necessary. The EOP is structured to support decision-making under pressure and should not be interpreted as restricting the use of good judgment, field discretion, or common sense when responding to unforeseen or rapidly changing conditions.
The goal of the Plan is to establish a consistent foundation for coordination — not to prescribe rigid actions in every scenario. Flexibility, adaptability and operational realism are essential to its successful implementation.
Situation
Effective emergency management is based on a thorough understanding of community risk. Detailed information regarding Foster City’s geography, demographics, and hazards potentially impacting the City are detailed in the San Mateo County Multijurisdictional Local Hazard Mitigation Plan (LHMP). Best practice places risk into three categories:
natural, technological, and human-caused.
Planning Assumptions
This EOP was developed based on a realistic understanding of conditions that are likely to occur during disasters and large-scale emergencies. The assumptions listed below inform how Foster City will prepare for, respond to, and recover from these events. They reflect the operational realities of local government and recognize the interconnectedness of City functions, regional systems, and the broader community.
13 Governance and Incident Management Framework
• Emergency response operations will be conducted using the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).
• Foster City will retain control over its resources and operational decisions unless legally superseded by state or federal authorities under a formal emergency proclamation.
• All City employees are designated Disaster Service Workers (DSWs) under California state law and may be assigned duties outside of their normal roles during an emergency or a disaster.
• The City will use this EOP to coordinate operational strategy and fulfill its obligations under the California Emergency Services Act, local ordinances, and applicable mutual aid agreements.
Hazard Environment and Operational Conditions
• Foster City is vulnerable to a range of hazards, including earthquakes, flooding, dam failure, wildfires, cyberattacks, and other threats identified in the San Mateo County Multijurisdictional Local Hazard Mitigation Plan (LHMP). • Incidents may occur with little or no warning, may exceed local capabilities, and can result in significant loss of life, property damage, environmental impacts, and long-term displacement of residents.
• Major emergencies may disrupt critical infrastructure and services, including communications systems, transportation networks, energy delivery, water/wastewater systems, and access to critical public services. • Not all resources or personnel may be immediately available following a disaster.
The ability to assemble a full EOC team in person may be delayed or compromised, requiring remote or hybrid operations to maintain continuity of emergency management functions.
Community Response and Mutual Aid
• Mutual aid will be requested in accordance with the California Master Mutual Aid Agreement (MMAA) when local resources are insufficient. However, external assistance may be delayed due to concurrent regional impacts or competing demands.
• Public, private, and nonprofit organizations, as well as individual residents, are expected to maintain a level of self-sufficiency for at least 72 – 96 hours following a major emergency or disaster. This includes access to food, water, medical supplies, and other essential resources.
14 • Certain populations, such as medically fragile individuals, older adults, and those with limited mobility, may require specialized transportation, sheltering, and medical support.
Access and Functional Needs (AFN) Considerations
• Emergency plans, communications, and facilities will address the needs of individuals with disabilities and others with AFN. Support may include:
o Mobility or medical equipment
o Personal care assistance
o Language access services
o Behavioral or mental health support
• City-managed shelters or those operated in partnership with organizations like the American Red Cross will strive to meet the minimum requirements of the Americans with Disabilities Act (ADA) and relevant state guidance.
Continuity and Resilience
• Essential City services will be maintained to the extent practicable and consistent with operational needs, as outlined in departmental Continuity of Operations Plans (COOPs).
• The EOP assumes the continued leadership and availability of City government, but also recognizes the potential for disruptions in leadership continuity, staffing, and decision-making capacity.
• All City departments are expected to develop internal emergency procedures, participate and contribute to ongoing training, exercises, and engage in plan maintenance to ensure readiness and organizational resilience.
Emergency Management Organization
Per Foster City Municipal Code Section 2.40.090, the City’s Emergency Organization includes:
• All officers and employees of Foster City
• All volunteer forces enrolled to assist during an emergency as registered Disaster Service Worker (DSW) volunteers, including Community Emergency Response Team (CERT) members.
• All organizations, agencies, and individuals with responsibilities under agreement or law to protect life and property in the City
15 The City Manager serves as the Director of Emergency Services and leads the City’s Emergency Management. During an emergency or EOC activation, the City Manager (or designee) oversees and directs all emergency response and recovery efforts and may delegate responsibilities as needed. All full-time merit City employees are designated Disaster Service Workers (DSWs) under California Government Code. Per-diem, part-time, and temporary employees are not designated as DSWs unless formally registered Department-specific responsibilities are further defined in functional IRGs and coordinated through the (EOC).
Emergency Services
The SMCFD Emergency Services Manager leads the SMCFD OES staff and serves as the primary emergency management liaison supporting the cities of Belmont, Foster City, and San Mateo. This role equally supports all three jurisdictions and is responsible for coordinating preparedness, planning, mitigation, and recovery efforts across each city in a consistent and unified manner.
For Foster City, operational authority during an emergency rests with the City Manager, Assistant City Manager, or designee, who will lead the City’s response as outlined in Foster City Municipal Code Section 2.40.070. The OES’ Emergency Services Manager, while deeply involved in planning and coordination, serves primarily in a support capacity during incidents, acting as a subject matter expert and liaison between the City and regional emergency management partners. The Emergency Services Manager/OES does not operate directly within the City Manager’s Office but instead under the SMCFD Fire Chief.
The Emergency Services Manager is authorized to:
• Support the coordination of citywide emergency services and personnel, as delegated by the Director of Emergency Services (City Manager); and • Represent the City’s emergency organization in coordination with local, regional, state, and federal emergency management partners.
OES works in close collaboration with San Mateo County Emergency Management (SMCEM), City departments, school districts, community-based organizations, and private-sector partners to strengthen whole-community preparedness and ensure readiness across all phases of emergency management.
Preparedness
Preparedness encompasses the range of actions, including proactive measures and planning efforts taken before an emergency to enhance the City’s ability to coordinate, respond, and recover effectively. Key preparedness activities include:
• Citywide planning to identify risks, resources, and operational procedures
16 • Staff and volunteer training to ensure personnel are ready to perform assigned roles • Community outreach and education to promote individual, family, and organizational readiness including participating in drills and exercises.
Foster City follows an “all-hazards” preparedness approach, building capabilities that are applicable across a broad spectrum of potential threats, including natural disasters, technological incidents, and human-caused events. Tactical and scenario-specific plans are developed where needed but are grounded in scalable systems and standardized response structures.
Planning
Emergency planning in Foster City occurs at multiple levels:
• Strategic (i.e., this EOP and its IRGs)
• Operational (i.e., activation protocols, mutual aid plans) • Tactical (i.e., SOPs, checklists, position guides, resource lists) All City departments are required to support this planning by maintaining internal continuity and emergency procedures that align with their assigned roles in the EOP.
Department-level SOPs must be reviewed regularly and updated to reflect current staffing, resources, and mission-critical functions.
Training
City staff are trained in core emergency management systems and principles:
• Incident Command System (ICS)
• Standardized Emergency Management System (SEMS)
• National Incident Management System (NIMS)
• Disaster Service Worker (DSW) responsibilities
Training is coordinated by SMCFD OES and tailored to meet both departmental needs and citywide operational demands. In addition, OES partners with allied agencies, school districts, businesses, and volunteer networks to provide public education and preparedness training, including administration of the SMCFD CERT program.
Exercises
The City conducts emergency management exercises using Homeland Security Exercise and Evaluation Program (HSEEP) principles. These range from tabletop discussions to full- scale functional exercises and are used to:
• Test response capabilities
• Identify gaps
17 • Validate emergency plans
• Promote interagency coordination
• Improve EOC readiness
After each exercise, After-Action Reports (AARs) and Improvement Plans are developed and shared with relevant stakeholders to guide corrective action and inform future enhancements.
Response
The Response Phase begins before, during, or immediately after an incident and focuses on actions to reduce loss of life, protect health and safety, safeguard property and critical infrastructure, and preserve the environment
Depending on the incident, response activities may include:
• Emergency alerts and warnings
• Evacuations and shelter operations
• Field response by Fire, Police, and Public Works personnel • Resource mobilization and mutual aid
• Local emergency proclamation
All emergency response operations within Foster City are guided by the following operational priorities, listed in order of importance:
1. Save Lives – Protect the safety and well-being of residents, visitors, and responders.
2. Protect Health and Safety – Minimize impacts to public health through rapid response, coordination, and hazard mitigation.
3. Protect Property and Critical Infrastructure – Reduce damage to homes, businesses, and essential systems to support continuity of community operations.
4. Preserve the Environment – Mitigate environmental impacts and support long- term recovery and sustainability.
The City’s EOC, whether physical, virtual, or hybrid, serves as the central coordination point for implementing these operational priorities and ensuring unified, efficient operations across City departments and partner agencies.
18 Recovery
Recovery efforts in Foster City are guided by the FEMA National Disaster Recovery Framework (NDRF), California’s State Emergency Plan, and relevant local policies.
Recovery activities span both short-term and long-term efforts.
The City Manager leads recovery coordination, supported by department heads and SMCFD OES. Following large-scale incidents, a Recovery Task Force may be formed to oversee strategic planning, funding allocation, and community engagement.
Recovery Management in Foster City
Foster City recovery operations will be conducted in coordination with the San Mateo County Operational Area Recovery framework. When activated, City recovery activities will interface with the County Recovery Operations Center (ROC) to support resource coordination, financial recovery, and state and federal disaster assistance processes.
Foster City retains authority over local recovery priorities, sequencing, and policy decision- making.
The City Manager serves as Foster City’s Recovery Coordinator and has overall responsibility for guiding post-incident recovery efforts. Recovery operations are supported by the San Mateo Consolidated Fire Department Office of Emergency Services (SMCFD OES) and led by relevant City departments, including:
• Public Works – Infrastructure and facility repair, debris management, and utility restoration
• Finance Department – Cost tracking, reimbursement processing, and grant management
• Community Development – Damage assessments, building safety, permitting, and housing recovery
• Parks & Recreation – Operation of temporary shelters or community centers and support for recovery-related community programs
• Police and Fire – Security, public safety, hazardous materials coordination, and continuity of essential services
If warranted by incident complexity or duration, the City Manager may establish a Recovery Task Force to support strategic coordination, stakeholder engagement, and community recovery planning.
Short-Term Recovery
Short-term recovery in Foster City begins during the response phase and focuses on stabilizing the City and addressing the immediate needs of the community. These activities
19 are coordinated through the EOC and supported by departmental leads, SMCEM, Cal OES, and regional partners. Key short-term recovery activities include:
• Restoration of critical infrastructure (power, water, roads, communications) • Rapid debris clearance and hazard abatement
• Reopening of essential city services and facilities
• Coordinated sheltering and support for displaced residents • Initial economic and environmental impact assessments The objective is to restore essential functions as quickly as possible while creating the conditions for a seamless transition into long-term recovery.
Long-Term Recovery
Long-term recovery may span several months or years, depending on the scale and complexity of the incident. This phase involves coordinated efforts to rebuild public infrastructure, restore critical services, support community needs, and strengthen future resilience. City departments will work under unified recovery leadership to ensure effective and equitable implementation of the following activities:
• Reconstruction of damaged public infrastructure and facilities • Revitalization of local businesses and economic activity • Permanent housing strategies for displaced or vulnerable populations • Restoration of environmental assets, including waterways and open spaces • Integration of hazard mitigation and climate adaptation projects
The City Manager’s Office and Community Development Department will jointly lead long- term recovery planning and execution, with each of the department heads responsible for their assigned functions. Recovery will also be shaped through community input and coordinated with the cities of Belmont, Foster City and San Mateo as appropriate.
Disaster Assistance Programs
Disaster recovery funding and resources will be pursued through federal, state, local, and nonprofit channels based on the scope of the disaster and applicable proclamation/declarations. Potential resources include:
Individuals and Households
FEMA’s Individual Assistance (IA) program, if activated, can provide:
• Temporary housing
• Home repair or replacement grants
• Crisis counseling
• Disaster unemployment assistance
20 Resources may be supplemented by support from local organizations such as Samaritan House, Second Harvest, and national partners including the American Red Cross.
Businesses
Eligible businesses may apply for:
• Small Business Administration Disaster Loans (physical and economic injury) • State and local business continuity grants
• Technical assistance through regional business recovery centers
Public Sector & Infrastructure
The City may pursue the following funding programs to support recovery and mitigation:
• FEMA Public Assistance (PA) Program reimbursements
• California Disaster Assistance Act (CDAA) funds
• Hazard Mitigation Grant Program (HMGP) for resilience projects Disaster-recovery reimbursement for Foster City is coordinated through the San Mateo County Operational Area and Cal OES. SMCEM serves as the primary applicant to Cal OES and FEMA, while Foster City participates as a sub-applicant for reimbursement related to its facilities and operations. SMCFD OES supports this process by assisting City departments with documentation, coordination, and communication with SMCEM and Cal OES.
Category A – Debris Clearance
Category B – Emergency Protective Measures
Category C – Roads System Repairs
Category D – Water Control Facilities
Category E – Public Buildings and Equipment
Category F – Public Utility Systems
Category G – Other
City departments will reference these categories when compiling initial damage assessments and documenting eligible costs.
Damage Assessment and Documentation
A thorough damage assessment is essential to secure state and federal assistance.
Departments are responsible for documenting all incident-related damage using established standards and formats. Foster City will coordinate Preliminary Damage Assessments (PDAs) with SMCEM and Cal OES to support state and federal disaster declarations. Documentation requirements include:
• Personnel time and overtime logs
21 • Equipment and material usage records
• Site photos, GIS-based maps, and damage reports
• Contracts, procurement records, and financial tracking
Departments will use designated systems to ensure all records are audit-ready and align with FEMA’s Public Assistance documentation standards.
After-Action Reporting
In compliance with the California Emergency Services Act and the Standardized Emergency Management System (SEMS), Foster City is responsible for completing an After-Action Report (AAR) and Improvement Plan (IP) within 90 days of incident close-out when a local and state emergency are proclaimed.
The SMCFD OES will lead this process on behalf of the City by coordinating input from all departments and partner agencies, compiling findings, and submitting the final AAR/IP to the City Manager for approval and forwarding to the San Mateo County Operational Area and Cal OES.
The AAR will include:
• Summary of response and recovery actions
• Evaluation of coordination and decision-making under SEMS • Strengths, gaps, and recommended corrective actions
This process supports continuous improvement of Foster City’s Emergency Management System and ensures compliance with state requirements.
A Whole-Community Approach to Recovery
Recovery in Foster City must reflect the full diversity of its community, including residents, workers, visitors, and populations with AFN. A resilient and equitable recovery means making sure every individual, regardless of ability, language, income level, or housing status, can access the resources they need to recover, rebuild, and thrive.
The City is committed to inclusive recovery planning that removes barriers and centers the voices of those most impacted by disasters. This includes ensuring communication is accessible, services are physically and culturally inclusive, and local partners are actively involved in recovery coordination.
In addition to supporting individuals and families, Foster City’s recovery strategy also prioritizes support for small businesses, preservation of affordable housing, continuity of education and healthcare access, and long-term community resilience.
22 Foster City’s whole-community recovery efforts emphasize:
• Partnerships with nonprofits, faith-based organizations, schools, and social service agencies
• Inclusive community engagement to guide recovery planning, funding priorities, and rebuilding strategies
• Mitigation and sustainability integrated into infrastructure and housing redevelopment
• Transparent, multilingual communication with residents, stakeholders, and local businesses throughout recovery
By prioritizing life safety, addressing the greatest needs, and ensuring fair access to recovery resources across all neighborhoods, Foster City will work to help the entire community recover stronger, safer, and more connected than before.
Mitigation
The Mitigation Phase involves sustained efforts to reduce or eliminate long-term risks to people, property, infrastructure, and the environment from natural and human-caused hazards. While preparedness enhances the City’s capacity to respond, mitigation directly lowers the potential severity and cost of future emergencies, ultimately saving lives, protecting critical systems, and preserving community stability.
Foster City recognizes mitigation as a core component of emergency management and resilience. Proactive mitigation reduces the community’s vulnerability and enhances the effectiveness of response and recovery operations.
Mitigation strategies used or supported by the City may include:
• Enforcement of Building, Fire and Safety Codes
• Hazard-Specific Land Use Planning and Zoning
• Risk and Hazard Identification and Mapping
• Seismic Retrofitting and Structural Hardening
• Public Outreach, Education, and Community Preparedness Campaigns • Infrastructure Resilience Upgrades and Utility Hardening • Regular Inspections and Code Compliance Initiatives
• Green Infrastructure and Natural Solutions for Flood Control
Foster City also participates in countywide and regional mitigation initiatives, including the development of the Local Hazard Mitigation Plan (LHMP) and other joint risk assessments.
These efforts are closely aligned with the City’s General Plan and climate adaptation
23 priorities, ensuring that mitigation principles are embedded into long-range planning, capital improvements, and development policies.
By continuously evaluating hazards, identifying vulnerabilities, and investing in mitigation, Foster City is working to safeguard its residents and infrastructure against future threats.
Community Engagement and Coordination
Foster City recognizes that effective emergency management is not accomplished in isolation. It requires partnerships across sectors and neighborhoods. The city works closely with:
• Community-Based Organizations (CBOs)
• Faith-Based Organizations (FBOs)
• Civic leaders and neighborhood associations
• Volunteers and mutual aid partners
• Local Chamber of Commerce and businesses
This includes coordination with San Mateo County's Community Organizations Active in Disaster (COAD) and Voluntary Organizations Active in Disaster (VOAD) networks, as well as local volunteer groups such as CERT and Amateur Radio Emergency Services (ARES/RACES). These organizations support preparedness education, community resilience initiatives, and serve vital roles during EOC activations and field operations. All volunteers deployed in an official capacity are registered as Disaster Service Workers (DSWs), per California law.
Planning for People with Disabilities
People with disabilities may require additional planning and support to ensure access to services and resources. Covered disabilities may include physical, sensory, cognitive, and mental health conditions, many of which may not be visible.
Foster City’s emergency planning integrates:
• Accessible warning and notification systems
• Evacuation and transportation support
• ADA-compliant shelters and facilities
• Accommodation for service animals
• Accessible formats for public information
Foster City recognizes the importance of including individuals with disabilities and their advocates in emergency planning. While formal engagement processes are still being
24 developed, the City will work toward establishing partnerships with community organizations and County programs that represent individuals with needs (AFN) to inform future plan updates, training, and exercises.
Individuals with Access and Functional Needs
Foster City adopts the FEMA definition of AFN as a framework to identify and support individuals who may need additional assistance during an emergency, regardless of disability status. This includes support in the following functional areas:
• Maintaining independence
• Effective communication
• Accessible transportation
• Adequate supervision
• Continuity of medical care
Populations that may have AFN include, but are not limited to:
• Older adults and children
• Individuals with limited English language proficiency • Economically disadvantaged residents
• Tourists or those unfamiliar with the area
• People living in congregate care or institutionalized settings
The City’s emergency public information systems and sheltering plans incorporate multiple languages and accessible formats to ensure that all residents receive timely and actionable information.
Considerations for Pets and Other Animals
Foster City recognizes the importance of supporting pets and service animals during emergencies. Animal care and pet sheltering are addressed in the Mass Care and Sheltering plans. While less common in an urban setting, support for livestock or large animals may be available through coordination with the San Mateo County Department of Agriculture/Weights and Measures, the Peninsula Humane Society & SPCA, or the County’s Large Animal Rescue team within San Mateo County Health, depending on the incident.
Concept of Operations
Foster City operates within a tiered, scalable, and integrated Emergency Management System (EMS) grounded in the Incident Command System (ICS), Standardized Emergency
25 Management System (SEMS), and the National Incident Management System (NIMS).
These systems, adopted per state and federal mandates, provide a unified structure for managing all-hazard incidents, from local emergencies to large-scale disasters.
ICS, SEMS, and NIMS are not standalone systems; they are interdependent frameworks that guide how Foster City coordinates field-level operations, activates the EOC, and collaborates with regional, state, and federal agencies during emergencies. This alignment ensures operational clarity, consistent terminology, and integrated resource coordination across all levels of government.
Operational Coordination Structure
The following diagram illustrates the operational hierarchy from field response to federal coordination:
Field Level: Incident Command System (ICS)
In the field, Foster City utilizes ICS to manage incident response. ICS provides standardized terminology, modular scalability, and clear lines of authority, ensuring coordinated operations across disciplines and agencies. The system allows for the delegation of responsibilities under an Incident Commander (IC) and supports the establishment of Incident Command Posts (ICPs) at or near incident scenes.
For larger or geographically dispersed incidents, an Area Command structure may be implemented to oversee multiple ICPs. Field-level resource requests and situational Figure 1: Standardized Emergency Management System
26 updates are routed through Department Operations Centers (DOCs) and/or directly to the EOC, if activated.
Local Government Level: Foster City
Foster City is responsible for managing and coordinating all response activities within its jurisdiction. During emergencies, the City may activate:
• Emergency Operations Center (EOC) to support incident response • Department Operations Centers (DOCs) for department-specific coordination
Emergency Operations Center (EOC)
The EOC serves as the central coordination point for the City’s emergency management activities. It provides leadership, information sharing, and resource management to support field operations and policy direction.
The EOC is responsible for:
• Maintaining situational awareness and operational coordination • Managing logistics and resource requests
• Supporting policy and planning development
• Coordinating public information and warning
• Serving as the liaison with external agencies and the San Mateo County Operational Area
Department Operations Centers (DOCs)
DOCs support the EOC by managing internal department operations and field activities.
Each DOC oversees its own personnel, assets, and incident response while maintaining communication with the EOC.
DOCs are responsible for:
• Directing and supporting departmental field operations • Tracking resources and submitting requests through the EOC • Collecting and sharing situational information with the EOC • Supporting departmental continuity of operations
• Assisting with restoration of essential services and critical infrastructure Operational Area (OA): San Mateo County
San Mateo County functions as the Operational Area (OA) and is the primary coordination point for all cities and special districts during major incidents. Foster City coordinates with the OA through:
• SMCEM
27 • The San Mateo County EOC (if activated)
• Participation in countywide emergency planning and exercises
The OA consolidates information, prioritizes requests, and coordinates mutual aid within its jurisdiction.
Cal OES Region: Coastal Region (Mutual Aid Region II)
The Coastal Region is one of three California Office of Emergency Services (Cal OES) administrative regions. It manages:
• Regional situational awareness
• Coordination of resource requests not filled at the OA level • Facilitation of inter-OA collaboration
• Support to local governments and Operational Areas
San Mateo County, and by extension Foster City, is part of Cal OES Coastal Region (Mutual Aid Region II), which includes multiple counties in the Bay Area.
State Level: State Operations Center (SOC)
If the scope of an emergency exceeds regional capacity, the State Operations Center (SOC) is activated. The SOC coordinates:
• Deployment of state agency resources
• Mutual aid support across the state
• High-level situational analysis
• Requests for federal assistance
Foster City’s EOC may communicate with the SOC through the OA or Cal OES Coastal Region as needed.
Federal Level: FEMA and the National Response Framework FEMA coordinates federal support under the National Response Framework (NRF). The NRF:
• Emphasizes response at the lowest possible level
• Guides how federal assistance is provided to state, local, tribal, and territorial partners
• Activates when incidents exceed state and regional capabilities
Federal coordination is often triggered through formal requests for disaster declarations or mutual aid.
28 Mutual Aid
Mutual aid will be requested in accordance with the California Master Mutual Aid Agreement (MMAA) when local resources are depleted or insufficient to manage the emergency. Requests will be coordinated through the San Mateo County Operational Area.
However, mutual aid may be delayed or limited due to concurrent incidents across the region.
Foster City accesses mutual aid through:
• Discipline-specific systems (Fire, Law, EMS, Coroner, etc.) managed by respective agencies
• Emergency Management Mutual Aid (EMMA) for supplemental EOC staffing or coordination roles
• Requests to the Operational Area, which escalates unmet needs to Cal OES Region and SOC
Foster City resides in Mutual Aid Region II, which encompasses Bay Area counties and facilitates regional surge support.
Additional Jurisdiction Coordination
Emergency management and response partners, including the cities of Belmont, Foster City and San Mateo, have long recognized that mutual aid and cooperation in response to critical incidents can be enhanced and made more effective by sharing resources. Given the common hazards facing the cities and the potential for large regional impacts, neighboring agencies and stakeholders will need to work together during extended incidents to meet evolving needs and provide critical services.
Several critical services of the City, such as transportation, water, power, sewage, etc. are managed by outside agencies. As a part of the planning and response process, the City maintains close partnerships with the agencies and organizations. The EOC will coordinate with the appropriate partner for the needs of the incident and restoration of services.
Building upon the success of ongoing coordination, neighboring agencies have identified and integrated mutually beneficial activities that improve efficiency and interoperability, such as coordinated emergency planning efforts, shared stakeholder engagement, joint training and exercises, use of common planning assumptions and SEMS/NIMS-based frameworks, and the coordination or colocation of emergency management and operational functions during large or extended incidents to support shared objectives.
Alert and Warning
Foster City issues emergency alerts and warnings using a coordinated set of tools aligned with the San Mateo County Operational Area Alert and Warning Policy. The City’s primary public notification platform is SMC Alert. For broader alerts requiring the Integrated Public
29 Alert and Warning System (IPAWS), including Wireless Emergency Alerts (WEA) and the Emergency Alert System (EAS), Foster City submits requests to SMCEM, the authorized IPAWS alerting authority for the Operational Area. Additional communication channels such as the City’s website, social media, and direct outreach are also used to ensure critical information is distributed widely and accessibly.
SMC Alert
SMC Alert is San Mateo County’s official mass notification system. It allows Foster City to issue timely alerts to the public via SMS, email and phone calls. All residents and stakeholders are strongly encouraged to register at www.smcalert.info to ensure receipt of location-specific emergency messages. Alerts can be targeted by address, geographic area, or pre-set user groups.
Integrated Public Alert and Warning System (IPAWS)
Foster City does not hold direct authority to issue IPAWS alerts. All IPAWS messages, including Wireless Emergency Alerts (WEA) and Emergency Alert System (EAS) notifications, must be coordinated through SMCEM, which serves as the designated IPAWS alerting authority for the Operational Area. If an incident within Foster City requires urgent, geo-targeted mass notification, particularly in situations involving immediate threats to life safety, the City may request an IPAWS alert through the County’s established protocols.
Upon approval, SMCEM will issue the alert via:
• Wireless Emergency Alerts (WEA), sent to cell phones within a defined geographic area.
• Emergency Alert System (EAS) broadcast over radio and television • National Oceanic and Atmospheric Administration (NOAA) Weather Radio and other federal alerting channels
Use of IPAWS is reserved for time-sensitive emergencies when immediate public action is required, particularly to reach individuals who are not registered for SMC Alert or who are visitors in the area.
Alert Initiation and Approval Process
Authorized personnel within Foster City, including trained Public Information Officers (PIOs), Emergency Managers, and Law Enforcement Command Staff, may initiate alert messages via SMC Alert or request IPAWS activation through SMCEM. Message templates are preloaded into the system for common scenarios, and activation follows the Operational Area’s tiered protocols for notification approval, escalation, and documentation.
30 All alerts must meet key criteria such as:
• Imminent or actual threat to life or property
• Geographic specificity
• Actionable protective guidance
Joint Information Center and Coordination
When a significant incident occurs, Foster City’s PIOs coordinate with the County’s Joint Information Center (JIC) to ensure consistent, accurate messaging across jurisdictions.
The City may assign a Liaison or embed a representative within the JIC to streamline communication and mitigate misinformation.
Other Public Facing Channels
In addition to mass notification tools, Foster City utilizes:
• City website and departmental pages
• Social media (Facebook, Instagram, X, Nextdoor, YouTube) • Government access TV
• Marquee
• Door-to-door notifications or bullhorn announcements for localized alerts Internal Staff Notification
Separate internal protocols exist for notifying and recalling City personnel. Notification methods may include, but are not limited to, the following:
• Internal SMC Alert distribution lists
• Two-way radios and phone trees
• Email and intranet updates
• Department-specific recall rosters
Additional notification methods may be used as needed based on incident conditions, department procedures, and system availability.
Commitment to Accessible Communication
The City complies with ADA and FEMA guidelines by ensuring that alerts are delivered in accessible formats, including:
• Multiple languages as appropriate to the community
• Use of pictograms/visual communication, plain language, and redundant delivery channels
• Coordinated messaging to support AFN populations
31 Preparedness and Ongoing Training
Designated staff undergo regular alerting system training and participate in annual drills in coordination with the Operational Area. The City continuously refines message templates, activation workflows, and multilingual communication strategies to ensure clarity and reach across all audiences.
Emergency Operations Center
Foster City’s EOC serves as the centralized location for emergency management coordination and decision-making during critical incidents, major emergencies, or disasters.
When activated, the EOC supports a range of essential activities including interdepartmental communication, operational coordination, resource management, and executive leadership.
Primary and Alternate EOC Locations
Foster City’s primary EOC is located inside SMCFD Station 28 at 1040 E. Hillsdale Boulevard, near the main entrance. For reference, Foster City Hall is located at 610 Foster City Boulevard.
If the primary EOC is compromised or inaccessible due to hazard impacts, an alternate EOC may be designated based on operational needs and available resources. In the event that this location is inoperable, unusable, or unsafe, a backup EOC will be established at the Foster City Corporation Yard at 100 Lincoln Centre Drive, Foster City, CA 94404.
EOC Activation and Deactivation
The EOC facility and its associated systems are maintained by Foster City through coordination between multiple departments. Facilities staff oversee the physical space, while Information Technology maintains the network, computers, phones, televisions, and related systems. SMCFD OES is responsible for supporting EOC readiness, including manuals, plans, activation procedures, and offering staff training.
The EOC may be used in a monitoring or “steady state” posture for coordination without formal activation. Formal activation of the EOC may be warranted under any of the following conditions:
• A significant emergency or disaster affects City operations • A planned event with potential operational impact
• A Local Emergency is proclaimed
• A County, State, or Federal emergency is declared
• Regional mutual aid coordination is required
• A coordinated multi-agency response is needed
32 EOC activation levels will follow the standardized SEMS/NIMS guidance and be determined based on the scale and complexity of the incident.
EOC Activation Status
The Foster City Police Department operates the City’s 9-1-1 Communications Center for police and other City services. Fire, law enforcement, and medical dispatch services are provided by San Mateo County Public Safety Communications (PSC). While the Communications Center or County PSC may identify or route incidents requiring coordination, the authority to activate the Emergency Operations Center (EOC) rests with the Director of Emergency Services (City Manager) or the Assistant Director of Emergency Services (Deputy City Manager), consistent with Foster City Municipal Code Chapter 2.40.
The Director of Emergency Services may formally delegate EOC activation authority as necessary. Absent such delegation, no other personnel are authorized to activate the EOC.
Upon EOC activation, the San Mateo County Operational Area (OA) and relevant partners will be notified as appropriate. These notifications are typically coordinated by the SMCFD OES and may involve virtual meetings, direct phone calls, or email, depending on the urgency and nature of the incident.
The City may also activate DOCs within specific departments (i.e., Police, Public Works) to support tactical operations and coordinate with the EOC. DOCs operate under the direction of their respective department heads and feed information to the EOC’s Operations Section.
Procedures for EOC activation, notifications, and coordination are detailed in the Foster City EOC Manual.
3 3
EOC activation status is scalable based on the evolving needs of the City and may include full or partial staffing as required. SEMS-compliant activation levels are outlined in Table 1-A below:
Table 1-A. EOC Activation Status
Operational Status Description Responsibilities
Enhanced Monitoring (Level
4)
Routine operations, minor
incidents, or heightened
awareness due to special
events or advisories
-Initial situational awareness
and notifications
-Coordination with key
agencies if escalation is
needed
-Documentation of activities
and incidents
-Reporting to County
Partial Staffing (Level 3)
Small incidents or potential
threats like floods or severe
storms
-Situational analysis
-Public information
-Response coordination
-Resource coordination
-Reporting to County
Partial Staffing (Level 2)
Large-scale evacuations,
multi-site incidents, severe
weather
-Situational analysis
-Public information
-Response coordination
-Resource coordination
-Logistics support
Full Staffing (Level 1)
Large incidents such as
major earthquakes or
regional disasters
-Situational analysis
-Public information
-Response coordination
-Resource coordination
-Logistics support
-Recovery operations
-Sustained operations
S
imilarly, the deactivation of the EOC will be scalable based on the decreasing needs of the City. Appropriate EOC functions and roles will be demobilized as the situation permits.
EOC Communication and Coordination
The EOC has the capability to communicate and coordinate with a broad array of internal stakeholders (field personnel, incident commanders, DOCs) and external stakeholders (response partners, critical infrastructure and key resources, outside agencies).
34 Notification and Mobilization
When necessary, the City will notify the needed emergency response personnel using available communications systems (information technology systems, two-way radios, etc.) and in accordance with applicable response plans (EOC Manual, Functional and Hazard IRGs, etc.).
Internal Communications and Coordination
Coordination with field elements from the EOC may be coordinated through relevant DOCs or directly with an EOC Director. If a DOC is not activated, the EOC Director may communicate directly with their department-specific representative, typically located in the Operations Section of the EOC.
Information Collection, Analysis and Dissemination
The EOC gathers, validates, and consolidates information from field responders, DOCs, County agencies, public utilities, and community partners to maintain situational awareness and support timely decision-making. The Planning/Intelligence Section is responsible for validating and analyzing this information to produce Situation Reports (SitReps), EOC Action Plans, and operational briefings. Verified updates are distributed to all EOC Sections, City leadership, and the San Mateo County Operational Area (OA) to maintain a shared operating picture.
The Public Information Officer (PIO) coordinates and controls any misinformation, media monitoring, and public messaging in collaboration with the County Joint Information Center (JIC) to ensure accurate and consistent communication. All EOC Sections are responsible for forwarding relevant information and updates to the Planning/Intelligence Section for documentation and dissemination.
This continuous information cycle supports the development of a common operating picture within the City EOC and across the San Mateo County Operational Area.
External Communications and Coordination
The Foster City EOC communicates and coordinates with the San Mateo County Operational Area Regional Operations Center (ROC) and other cities within the County.
Each city provides situational awareness and resource status to the OA ROC, which in turn pushes aggregated county-wide information back to local EOCs. In some cases, mutual aid for specific disciplines (such as law enforcement) will flow through established discipline-specific systems; in other cases - known as single-point ordering - requests will be routed via the OA ROC to City EOC logistics pathways.
The City EOC also coordinates with outside agencies such as special districts, public utilities, volunteer organizations, and private-sector partners. These agencies may communicate directly with the City and, when appropriate, provide a representative to the
35 EOC as outlined in the EOC Manual. The level of involvement of each partner will vary depending on the incident type and scope.
Position Descriptions and Responsibilities
The EOC is organized following the five major functional areas outlined in ICS and SEMS:
• Management Section:
Management is responsible for directing and managing the agency or jurisdiction’s response and recovery from an emergency in a uniform, collective, collaborative and coordinated effort.
• Planning/Intelligence Section:
The Planning/Intelligence Section's primary responsibility is to collect, evaluate, display and disseminate incident information and status of resources • Operations Section:
The Operations Section’s primary responsibility is to manage the tactical operation of various response elements involved in the disaster/emergency. • Logistics Section:
The Logistics Section’s primary responsibility is to ensure the acquisition, transportation, and mobilization of resources to support the response effort at the disaster sites, public shelters, EOCs, etc.
• Finance/Administration Section:
The Finance/Administration Section’s primary responsibility is to maintain to the greatest extent possible the financial systems necessary to keep the City functioning during a disaster/emergency.
Detailed position descriptions are outlined in the Foster City EOC positions-specific Job Action Sheets.
36 Figure 2: EOC Position Chart
Relationship and Applicability to Other Emergency Management Documents
The Foster City EOP is supported by various companion documents, including Incident Response Guides (IRGs), operational manuals, and department-specific procedures.
Tables 1-B through 1-D outline the current and planned framework for these documents and their alignment with the City’s core capabilities. Some plans listed are under development or may be established as resources allow. All future IRGs and supporting documents will align with this EOP and applicable SEMS/NIMS guidance.
37 Table 1-B. Foster City Response Plan Hierarchy.
Core Capability Responsible Departments
Emergency
Operations Plan
(EOP) and
Supporting IRGs
Department Operations
Center (DOC) and Field Level
Plans
Operational
Coordination
City Manager’s Office
(CMO), City Clerk /
Communications,
Administrative Services
The Foster City EOP
Donations Management Plan
Volunteer Management Plan
Planning CMO, City Clerk,
Administrative Services
Community Recovery Plan
Continuity of Operations Plan
Logistics and Supply
Chain Management CMO, Finance Resource Management Plan
Situational
Assessment
Planning, Building and
Code Enforcement (PBCE)
Public Works (PW)
Information Technology (IT)
Damage
Assessment Support
IRG
Critical Facilities and Priority
Roads List
DA Survey Collection Tool
Public Information
and Warning
CMO, Police,
Communications
Emergency
Communications
IRG
Infrastructure
Systems PW Debris Management
Support IRG
Critical Facilities and Priority
Roads List
Water Restoration Plan
Environmental
Response/ Health
and Safety
PW Debris Management
Support IRG
Mass Care Services Parks, Mass Care IRG Shelter Management Plan
Mass Search and
Rescue
County and Regional Level
Plans
On-Scene Security,
Protection and Law
Enforcement
Police Evacuation Support
IRG
Genasys Evacuation Planning
app
Operational
Communications
IT
Police,
PW
ES
Communications Technology
Plan
38 Table 1-C. Foster City Recovery Plan Hierarchy
Core Capability Responsible Departments Recovery Operations Center Level Plans
Department Operations
Center (DOC) and Field
Level Plans
Planning
CMO
Community Recovery
Support IRG Community Recovery Plan
Public Information
and Warning CMO Community Recovery
Support IRG
Emergency Communications
Operations IRG
Operational
Coordination
CMO
Community Recovery
Support IRG
Disaster Financial Cost
Recovery Plan
Infrastructure
Systems PW Community Recovery
Support IRG
Economic Recovery Community Development Community Recovery Support IRG
Table 1-D. Plans Supported by Outside Agencies
Core Capability Responsible Departments Recovery Operations Center Level Plans
Department Operations
Center (DOC) and Field
Level Plans
Fatality
Management
Services
County and Regional Level
Plans
Fire Management
Services
San Mateo Consolidated
Fire
Public Health County and Regional Level
Plans Pandemic Response Plan
Health and Social
Services
County and Regional Plans
County of San Mateo,
Social Services Agency and
Public Health
Community
Recovery Support
IRG
Emergency Proclamation
In accordance with Foster City’s Municipal Code section 2.40.070, the Director of Emergency Services (City Manager or designee) may proclaim a local emergency if the City Council is not in session. If the Council is in session, the Director will request the Council to issue the proclamation directly.
39 Local emergency proclamations are valid for seven (7) days unless ratified by the City Council and must be renewed every fourteen (14) days thereafter. To qualify for state assistance under the California Disaster Assistance Act (CDAA), a local emergency must be proclaimed within ten (10) days of the incident.
A local emergency proclamation authorizes extraordinary powers, including resource allocation, emergency purchasing, and access to mutual aid.
Following a local proclamation, the City may request a State of Emergency from the Governor through the San Mateo County Operational Area. This request should be accompanied by:
• A copy of the local emergency proclamation.
• An Initial Damage Estimate (IDE) report detailing losses and needs. • The Governor may also independently proclaim a state of emergency if conditions warrant.
• A sample proclamation is included in Attachment 2.
Continuity of Government
Foster City recognizes that maintaining continuity of leadership, essential functions, and vital services is critical during emergencies that disrupt normal government operations. Continuity of Operations and Continuity of Government (COOP/COG) planning in Foster City is decentralized by design. Each City department is responsible for developing, maintaining, and implementing its own departmental COOP/COG Plan, under the authority of the respective Department Head.
Departmental COOP/COG Plans collectively ensure the City’s ability to continue governance, preserve decision-making authority, and maintain essential services while response and recovery activities are coordinated under the Emergency Operations Plan (EOP). The EOP does not replace departmental COOP/COG Plans but provides the overarching coordination, resource management, and interagency support framework during incidents that affect multiple departments or citywide operations.
Each departmental COOP/COG Plan identifies and documents:
• Essential functions and mission-critical services
• Designated staff and depth of staffing for continuity • Lines of succession and delegated authorities
• Alternate facilities, systems, and logistical support • Protection of vital records and restoration priorities • Internal and external communication protocols
Departmental COOP/COG Plans are activated during incidents that significantly impact staffing, facilities, infrastructure, or the City’s ability to deliver essential services. When activated, COOP/COG procedures operate in coordination with the EOP, which provides citywide situational awareness, policy coordination, and support to affected departments.
40 The City Clerk’s Office is responsible for coordinating COOP/COG planning consistency across departments, maintaining records of departmental COOP/COG plans, and supporting plan updates. Department Heads retain full responsibility for the content, activation, and execution of their respective departmental COOP/COG Plans.
Lines of Succession:
Key Role Primary Successor Secondary Successor
City Manager Assistant City Manager Department Head (as assigned)
Alternate Seat of Government:
• Primary: Council Chambers, City Hall, 620 Foster City Boulevard, Foster City, CA 94404
• Alternate: 1098 Foster City Blvd, Ste 106 #815 Foster City, CA 94404
Vital Records:
Vital records, including ordinances, contracts, personnel records, and financial documentation, will be preserved and protected in accordance with the City’s Records Retention Schedule. Departments are responsible for identifying and maintaining access to their vital records and will coordinate with the City Clerk to ensure continuity of access during emergencies.
Legal Authority
In accordance with the Foster City Municipal Code Section 2.40.070 and California Government Code Sections 8635–8645, Foster City has established the structure to maintain government continuity during a declared emergency. These provisions empower the City to:
• Appoint successors for critical government functions
• Activate standby Councilmembers if elected officials are unavailable • Reconstitute the City Council under extreme circumstances Lines of Succession
Each essential department maintains a line of succession to ensure continuity of leadership. The following table outlines key positions and their designated successors:
41 Key Position Primary Successor Secondary Successor
City Manager Assistant City Manager Department Head
Fire Chief (SMCFD) Deputy Fire Chief Battalion Chief
Police Chief Police Captain Watch Commander
Public Works Director Engineering Manager Maintenance Manager City Clerk Deputy City Clerk Senior Administrative Staff
If a quorum of the Foster City Council is unavailable during an emergency, and no standby officers have been designated or are available, the Chair of the San Mateo County Board of Supervisors may appoint temporary members to reconstitute the City Council under the authority granted by California Government Code section 8644. This ensures continuity of governance until the City Council can reconvene.
Alternate Seat of Government
If Foster City Hall (620 Foster City Boulevard, Foster City, CA 94404) becomes inoperable, government operations may be relocated to a pre-designated alternate site. Potential alternate seats of government include:
• Foster City, Corporation Yard, 100 Lincoln Centre Dr, Foster City, CA 94404
Alternate locations will be selected based on situational needs, accessibility, and security.
The City Clerk’s Office is responsible for maintaining and updating the list of potential sites.
Vital Records Preservation
Vital records are critical to restoring government functions, issuing payments, maintaining legal obligations, and protecting residents. These include:
• Council ordinances and resolutions
• Emergency declarations and mutual aid agreements
• Payroll, financial and legal records
• Personnel records and emergency contact info
• Computer system backups
• EOC plans
Each department must identify and regularly update its list of vital records. The City Clerk’s Office oversees coordination, off-site storage planning, and secure digital backup of records in partnership with IT.
42 Section II: Attachments and Appendix
Attachment 1: Authorities and References
Local Authority
This EOP is promulgated under the authority of the City Manager of Foster City, pursuant to Foster City Section 2.40.070 (Emergency Services). Adoption and ratification are authorized by the City Council. The following local authority is referenced:
• Foster City Municipal Code Chapter 2.40 – Emergency Organization and Functions
State Authorities
This EOP operates in accordance with the California Emergency Services Act (Government Code §8550 et seq.) and incorporates the Standardized Emergency Management System (SEMS), as required under Government Code §8607 and Title 19, California Code of Regulations.
Applicable state authorities include:
• California Emergency Services Act (Gov. Code §8550–8668) • SEMS Regulations: Title 19, CCR, Div. 2, Ch. 1
• California Disaster Assistance Act (Gov. Code §8680 et seq.) • California Health & Safety Code §101040 (Local Health Emergency Authority) • Orders and regulations issued by the Governor during a proclaimed emergency
Federal Authorities
This EOP aligns with federal emergency management doctrine and policy, including:
• Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. §5121 et seq.)
• National Response Framework (NRF)
• National Incident Management System (NIMS)
• Homeland Security Presidential Directive-5 (HSPD-5)
• Homeland Security Presidential Directive-8 (HSPD-8)
43 Attachment 2: Sample Proclamation
PROCLAMATION OF THE EXISTENCE OF A LOCAL EMERGENCY BY THE CITY
MANAGER, ACTING AS THE DIRECTOR OF EMERGENCY SERVICES OF FOSTER CITY
WHEREAS, Section 2.40.070 of Foster City’s Municipal Code empowers the Director of Emergency Services (City Manager) or their designee to proclaim the existence or threatened existence of a local emergency when the City is affected or likely to be affected by conditions of extreme peril and the City Council is not in session; and
WHEREAS, the Director of Emergency Services of Foster City does hereby find that conditions of extreme peril to the safety of persons and property have arisen within the City, caused by (e.g., wildfire, flood, storm, earthquake, hazardous material incident, or other cause); beginning on the ___ day of ______, 20; and
WHEREAS, these conditions are, or are likely to be, beyond the control of the services, personnel, equipment and facilities of the City; and
WHEREAS, the City Council of Foster City is not in session and cannot immediately be called into session; and
NOW, THEREFORE, IT IS HEREBY PROCLAIMED, that a local emergency now exists throughout Foster City; and
IT IS FURTHER PROCLAIMED AND ORDERED, that during the existence of said local emergency, the powers, functions, and duties of the emergency organization of the City shall be those prescribed by state law, by ordinances and resolutions of Foster City, and by the Foster City Emergency Operations Plan; and
IT IS FURTHER ORDERED that this proclamation shall remain in effect for no more than seven (7) days unless ratified and confirmed by the Foster City Council at the earliest practicable time, and that it shall be reviewed every fourteen (14) days thereafter until terminated.
__________________________
Name, Title
Acting as Director of Emergency Services/Assistant Director of Emergency Services
Date
44 Appendix A: List of Acronyms
AFN Access and Functional Needs ADA Americans with Disabilities Act ARES Amateur Radio Emergency service AAR After Action Report BPC Block Preparedness Coordinator
Cal OES California Office of Emergency Services
CBO Community Based Organizations
CERT Community Emergency Response Team CDAA California Disaster Assistance Act
CMO City Manager’s Office
COOP Continuity of Operations Plan COG Continuity of Government DSW Disaster Services Worker
EAS Emergency Alert System
EOC Emergency Operations Center
EOP Emergency Operations Plan
ES Emergency Services
ESC Emergency Services Coordinator
FEMA Federal Emergency Management Agency
HMGP Hazard Mitigation Grant Program
HSEEP Homeland Exercise and Evaluation Program ICP Incident Command Post
ICS Incident Command System
IPAWS Integrated Public Alert and Warning System
IP Improvement Plan IRG Incident Response Guide JIC Joint Information Center
JIS Joint Information System
LHMP Local Hazard Mitigation Plan
MAC Multi-Agency Coordination
MMAA Master Mutual Aid Agreement
NCRIC Northern California Regional Intelligence Center
NDRF National Disaster Recovery Framework NGO Non-Government Organizations
NOAA National Oceanic and Atmospheric Administration
NOC National Operations Center
NPC Neighborhood Preparedness Coordinator
NIMS National Incident Management System
NRF National Response Framework
NWS National Weather Service OA Operational Area PA Public Assistance
PDA Preliminary Damage Assessment
PSC Public Safety Communications RACES Radio Amateur Civil Emergency Services
ROC Regional Operations Center
SBA Small Business Administration
SEMS Standardized Emergency Management System
SMCEM San Mateo County Emergency Management
SMCFD San Mateo Consolidated Fire Department
SMCFD OES San Mateo Consolidated Fire Department Office of Emergency Services SOC State Operations Center
SOP Standard Operating Procedure
UASI Urban Area Security Initiative
VOAD Volunteer Organizations Active Disaster
WEA Wireless Emergency Alerts