ABSTRACT OF PLAN CONTENT
An Emergency Operations Plan (EOP) is required for each local government in California. The guidelines for the plan come from the Federal Emergency Management Agency (FEMA), and are modified by the California Governor’s Office of Emergency Services (OES), also referred to as State OES, for California’s needs and issues. The purpose of the plan is to provide a legal framework for the management of emergencies and guidance for the conduct of business in the Emergency Operations Center (EOC).
Content
The Emergency Operations Plan consists of two parts: The Basic Plan and the Annexes. The Basic Plan is a legal document that outlines how the City of Santa Clara fulfills the legal requirements for emergency management. The contents of which are largely dictated by federal and state guidance. The first five Annexes contain "Functional" guidance for the conduct of business in the Emergency Operations Center. The information is organized according to the Standardized Emergency Management System (SEMS) as mandated by the State of California.
This framework also conforms to the requirements of the National Incident Management System (NIMS) mandated by the United States Department of Homeland Security. Each Annex covers one EOC section including branches. After reviewing the general responsibilities and activities of the section or branch, a checklist follows that reviews basic EOC activities, then situational specific activities within each function. These include earthquake, flooding, dam failure, and hazardous materials responses for most functions. The rest of the Annexes cover hazard specific response plans, organized along the same pattern as the Emergency Operations Plan.
Foreword
Enclosed herewith is the official Emergency Operations Plan of the City of Santa Clara, California (Santa Clara City Code Section 2.140.080).
This Emergency Operations Plan addresses the planned response of the City of Santa Clara to extraordinary emergency situations associated with natural disasters, technological incidents, and Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE) emergencies. The plan does not apply to normal day-to-day emergencies and the well-established and routine procedures used in responding to such emergencies. Instead, the operational concepts reflected in this plan focus on potential large-scale disasters, which can generate unique situations requiring unusual responses. Such disasters pose major threats to life and property and can impact the well-being of large numbers of people.
The plan should be considered a preparedness document-intended to be read and understood before an emergency. It is designed to include the City of Santa Clara as part of a statewide emergency management system.
The plan has been organized into two parts as follows:
Part One is the Basic Plan which provides overall organizational and operational concepts for responding to various types of identified hazards that may impact the City of Santa Clara.
Part Two includes functional Annexes which describe the emergency response organization.
Each Annex is supported by checklists to assist with a response.
Individuals and departments/divisions assigned emergency responsibilities within this plan will prepare applicable supporting plans and related Standard Operating Procedures, periodically review and update alerting procedures and resource listings, and maintain an acceptable level of preparedness to implement portions or all of the plan.
This plan shall be activated under any of the following conditions:
• On the order of the official designated by local ordinance, provided the existence or threatened existence of a LOCAL EMERGENCY has been proclaimed in accordance with the appropriate emergency ordinance.
• When the Governor has proclaimed a STATE OF EMERGENCY in an area including this jurisdiction.
• Automatically on the proclamation of a STATE OF WAR EMERGENCY, as defined by the California Emergency Services Act.
• Automatically on receipt of an attack warning or the observation of a nuclear detonation.
Record of Changes
Change
No.
Change Date Changes Change Entered By Date Changed
1 12/23/09 Basic Plan Page 29 Gene Sawyer 12/23/09
2 12/23/09 Part Two Page 1 Gene Sawyer 12/23/09
3 02/18/16 Basic Plan Lisa Schoenthal 02/18/16
4 02/18/16 Annex A Lisa Schoenthal 02/18/16
5 02/24/16 Annex B Lisa Schoenthal 02/24/16
6 02/24/16 Annex C Lisa Schoenthal 02/24/16
7 02/26/16 Annex D Lisa Schoenthal 02/26/16
8 02/29/16 Annex E Lisa Schoenthal 02/29/16
9 02/29/16 Annex H Lisa Schoenthal 02/29/16
Part One
BASIC PLAN
1.1 Purpose and Scope
The City of Santa Clara Emergency Operations Plan (EOP) provides an all hazard, all risk framework for collaboration among responsible entities and coordination of emergency activities during large-scale incidents in Santa Clara. The EOP is flexible enough to use in all emergencies and will facilitate a coordinated response in conjunction with short and long term recovery activities. The City’s EOP is maintained by the Emergency Services Coordinator and will be reviewed annually for content and applicability.
This Basic Plan addresses the planned response of the City of Santa Clara to extraordinary emergency situations associated with natural disasters, technological incidents, and incidents of domestic terrorism involving Weapons of Mass Destruction (WMD) such as Chemical and Biological agents and Radiological, Nuclear and Explosive devices (CBRNE). It provides operational concepts relating to the various emergency situations-both war and peacetime, identifies components of the local Emergency Management Organization, and describes the overall responsibilities of the organization for protecting life and property and assuring the overall well-being of the population. The plan also identifies the sources of outside support, which might be provided (through mutual aid and specific statutory authorities) by other jurisdictions, state and federal agencies, and the private sector.
The Santa Clara EOP does not replace existing emergency response systems. Rather, it builds on the State’s Standardized Emergency Management System (SEMS) and the California State Emergency Plan to provide methods for cooperation among Local Governments, Operational Areas and the Governor’s Office of Emergency Services (OES). In addition, the Santa Clara EOP complies with the requirements of the National Incident Management System (NIMS), and is consistent with the National Preparedness Goal - Homeland Security Presidential Directive–8.
1.2 Authorities and Regulations
Emergency operations will be conducted in accordance with the enabling legislation, plans, and agreements listed here.
Title/Citation Origination Application Description/Summary Disaster Council,
Chapter 2.140 Santa
Clara City Charter
City of Santa Clara Local Authority State authorization of City to provide for a Chief Executive Order of Succession for the
preparation and carrying out of plans for the
protection of persons and property within the
City of Santa Clara.
Resolution No. 5202
Line of Succession
City of Santa Clara Local Authority City Council authorization to provide for a Chief Executive for periods of public
calamity for the preparation and carrying out
of plans for the protection of persons and
property within the City of Santa Clara.
Resolution Adopted
August 31, 1965 Local
Mutual Aid Agreements
City of Santa Clara Local Authority City Council authorization to provide mutual aid without regard to political jurisdiction.
EmergencyServices
Resolution adopting the
City’s Emergency Plan,
November 25, 1986
City of Santa Clara Local Authority City Council EmergencyServices Resolution
California Emergency
Services Act, Chapter
7, Division 1, Title 2 of
California Government
Code
State of California State and local
government
agencies
Confers emergency powers to the
Governor, establishes OES, delineates the
emergency responsibilities of state
agencies, and establishes the state mutual
aid system
SEMS Chapter 1,
Division 2, Title 21 of
the California Code of
Regulations
State of California State and local
government
agencies
Provides the framework for emergency
management in California, directs each
agency to be responsible for “emergency
planning, preparedness, and training,” and
directs each agency to establish a line of
succession “and train its employees to
properly perform emergency assignments”
Governor’s Executive
Order W‑9‑91
State of California State and local
government
agencies
Establishes basic emergency preparedness
objectives and policies to be carried out by
state officials
California Disaster and
Civil Defense Master
Mutual Aid Agreement
State of California State and local
government
agencies
Provides a framework for the provision of
mutual aid to agencies in need during an
emergencyevent
California Natural
Disaster Assistance Act
State of California State and local
government
agencies
Once the NDAA is activated, local
government is eligible for certain types of
assistance, depending upon the specific
declaration or proclamation issued.
EmergencyManagers
Mutual Aid Plan
State of California State and local
government
agencies
Outlines policies, procedures, and
authorities for provision of emergency
management personnel from unaffected
jurisdictions to support affected jurisdictions
during an emergency event, in accordance
with the Master Mutual Aid Agreement
California Department
of Water Resources
California Water
Code, Section 128
State and local
government
agencies
The department may perform any work
required or take any remedial measures
necessary to avert, alleviate, repair, or
restore damage or destruction to property
having a general public and state interest
and to protect the health, safety,
convenience, and welfare of the general
public of the state.
State of War
Emergency Orders and
Regulations
State of California State and local
government
agencies
Explains the broad powers of the Governor
during a State of War emergency
State Emergency Plan State of California State and local government
agencies
Describes the authorities, responsibilities,
functions, and operations of all levels of
government during extraordinary
emergencies
Federal Civil Defense
Act of 1950
Congress of the
United States
(Public Law 920, as
amended)
All levels of
government.
OCD created defense-related programs and
it relied on community volunteers to carry
them out.
Adequate functioning of
the work for flood
control
Congress of the
United States
(Public Law 84-99)
Administered by
the Corps of
Engineers
Emergency fund in the amount of
$15,000,000 to be expended in flood
emergency preparation; in flood fighting
rescue operations; or in the repair or
restoration of any flood control work
threatened or destroyed by flood
Robert T. Stafford
Disaster Relief and
Emergency Assistance
Act
Congress of the
United States
(Public Law 93-
288, as amended)
Federal agencies Authorizes the federal government to
provide assistance in emergencies and
disasters when state and local capabilities
are exceeded
National Response
Framework
U.S. Department of
Homeland Security
All levels of
government, and
non-governmental
and private sector
entities
Provides guidance on how the nation
conducts all hazard incident responses
Homeland Security
Presidential Directive
No. 5
The Executive
Office of the
President
Federal, state,
and local
agencies with
responsibilities for
emergency
response
Authorizes the development and
implementation of NIMS, which establishes
standardized incident management
processes that all responders use to
conduct response actions
Homeland Security
Presidential Directive
No. 8
The Executive
Office of the
President
Federal, state,
and local
agencies with
responsibilities for
emergency
response
Establishes policies for strengthening
national preparedness, including the
National Preparedness Goal and Target
Capabilities List
1.2.1 General
The California Emergency Services Act (hereinafter referred to as the Act) provides the basic authorities for conducting emergency operations following the proclamations of emergencies by the Governor and/or applicable local authorities. The provisions of the Act are further reflected and expanded on by local emergency ordinances.
The California State Emergency Plan, which is promulgated by the Governor, is published in accordance with the Act and provides overall statewide authorities and responsibilities, and describes the functions and operations of government at all levels during extraordinary emergencies, including war. Section 8568 of the Act states that the State Emergency Plan shall be in effect in each political subdivision of the state, and the governing body of each political subdivision shall take such action as may be necessary to carry out the provisions thereof.
Local Emergency Plans are, therefore, considered to be extensions of the California Emergency Plan.
1.2.2 Emergency Proclamations
There are three types of proclamations of emergency in the State of California: local emergency, state of emergency, and state of war emergency. During a state of emergency or a state of war emergency, the Governor has complete authority over all agencies of State government. For specific information regarding emergency proclamations, powers of the Governor, and authorities of jurisdictions, refer to the Act.
1.2.3 Local Emergency
A Local Emergency may be proclaimed by the local governing body or a duly authorized local official, as described in the Act and as provided for in its local emergency ordinance.
Proclamations will normally be made when there is an actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within the territorial limits of a county, city and county, or city, caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestation or disease, the Governor’s warning or an earthquake or volcanic prediction, or an earthquake, or other conditions, including conditions resulting from war or imminent threat of war, but other than conditions resulting from a labor controversy, which are or are likely to be beyond the control of the services, personnel, equipment, and facilities of that political subdivision and require the combined forces of other political subdivisions to combat the incident.
The proclamation of a Local Emergency provides legal authority to:
• If necessary, request that the Governor proclaim a State of Emergency. • Promulgate orders and regulations necessary to provide for the protection of life and property, including orders or regulations imposing a curfew within designated boundaries.
• Exercise full power to provide mutual aid to any affected area in accordance with Local Ordinances, Resolutions, Emergency Plans, or agreements thereto. • Request that state agencies provide mutual aid.
• Require the emergency services of any local official or employee. • Requisition necessary personnel and material of any department or agency. • Obtain vital supplies and equipment and, if required immediately, to commandeer the same for public use.
• Impose penalties for violation of lawful orders.
• Conduct emergency operations without facing liabilities for performance, or failure of performance. (Note: Article 17 of the Emergency Services Act provides for certain privileges and immunities.)
By law, all city employees are Disaster Service Workers (DSW). In the event of an emergency the expectation is that they will secure their own homes and families and then, if possible and if they are so instructed, they will return to the city to assist in response activities. Continuity of government operations is a critical response area during disasters, and city employees will play a major role in this function.
1.2.4 State of Emergency
A disaster may be of such magnitude that it requires extraordinary action by the State in order to protect the lives, property, and environment of its citizens.
The Emergency Services Act allows the Governor to proclaim a state of emergency “...when the existence of conditions of disaster or of extreme peril to the safety of persons and property within the State caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, drought, sudden and severe energy shortage, plant or animal infestation or disease, the Governor’s warning of an earthquake or volcanic prediction, or an earthquake, or other conditions, other than conditions resulting from a labor controversy or conditions causing a “state of war emergency” which conditions, by reasons of their magnitude, are or are likely to be beyond the control of the services, personnel, equipment, and facilities of any single county, city and county, or city and require the combined forces of a mutual aid region or regions to combat the incident; and either (S)He is requested to do so by local authorities; or (S)He finds that local authority is inadequate to cope with the emergency; or with respect to regulated energy utilities, a sudden and severe energy shortage requires extraordinary measures beyond the authority vested in the California Public Utilities Commission.”
1.2.5 State of War Emergency
If a state of war emergency exists, all provisions associated with a state of emergency apply as stated above. All State agencies and political subdivisions are required to comply with the lawful orders and regulations of the Governor, as provided in the Act. 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.”
1.3 Preparedness Elements
In view of the City of Santa Clara's susceptibility and vulnerability to natural disasters, technological incidents, and incidents of domestic terrorism involving Weapons of Mass Destruction (WMD) such as Chemical and Biological agents and Radiological, Nuclear and Explosive devices (CBRNE), continuing emphasis will be placed on: emergency planning; training of full-time, auxiliary and reserve personnel; public awareness and education; and assuring the adequacy and availability of sufficient resources to cope with such emergencies.
Emphasis will also be placed on mitigation measures to reduce losses from disasters, including the development and enforcement of appropriate land use, design and construction regulations, and application for Robert T. Stafford Act Pre-Disaster Mitigation Grant funding as available.
The City of Santa Clara’s primary Emergency Operations Center (EOC) is located adjacent to the Police firing range. The alternate EOC is the Fire Department Training Center Classroom.
Direction and control authority will be transferred from the primary EOC to an alternate EOC when deemed necessary by the EOC Director. The Logistics Section will arrange for relocation of EOC staff members to the alternate EOC. All Section Coordinators will advise their emergency response field forces of the transition to the alternate EOC. The EOC and the alternate EOC have been constructed as essential structures which are fully accessible. The EOC and alternate EOC meet Americans with Disabilities Act (ADA) requirements. There are designated disabled parking spaces, facility access points, and restrooms.
The mission of the City of Santa Clara EOC is to assure day-to-day services and public safety capabilities are maintained throughout the City of Santa Clara when support and coordination is needed by local partners in accordance with California’s Standardized Emergency Management System (SEMS). The City EOC is activated and operates by the authority of Santa Clara City Code Title 2, Chapter 2.140.
Department Operations Centers exist for Police, Fire, Electric, Water, Sewer, Public Works, and departments where field operations and infrastructure remediation requiring an additional level of management are essential to the recovery of the City of Santa Clara. Direct communications take place via a four digit in-house telephone system, 800 MHz radio system, or land line.
The EOC Management Staff, General Staff, and Branch Directors are comprised of Fire Department personnel and of the unclassified Department Heads and Division Managers from the City’s seventeen departments.
The City’s Emergency Services Coordinator function is assigned to the Fire Department which is responsible for assuring that the EOC is in a state of readiness.
EOC activation takes place when the EOC Director/City Manager (Santa Clara Municipal Code Sections 2.140.050 &2.140.060) or designee, assesses the impact of an incident or an event upon the City of Santa Clara. The partial or total response of the City of Santa Clara to natural disasters or technological incidents will be dictated by the type and magnitude of the emergency.
1.4 Situation and Assumptions
A hazard analysis has indicated that the City of Santa Clara faces a number of significant threats and may be at risk to numerous hazards due to its geography and prominence as a leading center for business and culture. These threats could result in potential events that could cause regional emergencies or disasters, including natural disasters such as earthquake and floods, technological incidents, and incidents of terrorism involving Weapons of Mass Destruction (WMD) such as Chemical and Biological agents and Radiological, Nuclear and Explosive devices (CBRNE) involving detonation of improvised nuclear device, dispersal of radiological materials, or aerosol anthrax.
These hazards are identified in Annex L Local Hazard Mitigation, which also provides general and specific information on their possible impact on the City of Santa Clara.
1.5 Concept of Operations
1.5.1 General
Operational Priorities
The following overarching operational priorities govern resource allocation and response strategy for the City of Santa Clara during a local/regional emergency or disaster. • Saving Lives: The preservation of life is the top priority of emergency managers and first responders, and takes precedence over any and all other considerations. • Addressing Human Needs: Beyond the simple preservation of life, all possible efforts must be made to provide for basic human needs, including food, water, shelter, and security, during and after a regional emergency or disaster. • Caring for Vulnerable Populations: People with physical or mental challenges, or who lack assets that would enable them to remove themselves from harm’s way, are more vulnerable to harm both during and after an emergency event. Protecting these vulnerable populations is a high priority of the City of Santa Clara during and after a regional emergency or disaster.
• Protecting Property: All possible efforts must be made to protect public and private property from damage during and after a regional emergency or disaster. • Restoring Basic Services: Power, sanitation, and basic services must be restored as quickly as possible to enable Santa Clara residents and business community to resume their normal patterns of life.
• Protecting the Environment: All possible efforts will be made to protect California’s environment from damage during and after a regional emergency or disaster. • Encouraging Community and Economic Recovery: Emergency managers; local, county, and state government agencies; and the private sector will work with each community affected by a regional emergency or disaster to facilitate a speedy recovery.
Every effort must be made to ensure that recovery operations are conducted fairly, equitably, and inclusively.
THE DISASTER CYCLE
Operational concepts presented in this section are consistent with applicable national and state emergency management systems and plans, in particular the California State Emergency Plan, the Standardized Emergency Management System (SEMS), which includes the Incident Command System, the National Incident Management System (NIMS) and National Preparedness Goal all of which are applicable to both peacetime and wartime situations. In cases where similarities in operational concepts exist, these concepts have been combined.
Concepts presented for peacetime emergencies consider the full spectrum from a minor involvement to total involvement from a destructive impact, with the worst-case situation being one associated with the occurrence of a major earthquake. The concepts for Weapons of Mass Destruction emergencies progress up to and include a CBRNE attack which can occur with or without warning. There are a number of similarities in operational concepts for peacetime emergencies and CBRNE emergencies. These are combined below as applicable.
Some emergencies will be preceded by a buildup period which, if recognized and utilized, can provide advance warning to those areas and/or population groups which might be affected.
Other emergencies occur with little or no advance warning, thus requiring mobilization and commitment of the jurisdiction's resources just prior to or after the onset of the emergency situation. All agencies must be prepared to respond promptly and effectively to any foreseeable emergency to include the provision and utilization of mutual aid.
If a threatening situation develops, the Emergency Services Director/City Manager for the City of Santa Clara will be notified immediately. The elements of the Emergency Management organization will be activated as required at the direction of the Emergency Services Director/City Manager. Incident management will be established to direct field units. Operations will be coordinated in a centralized or decentralized mode, depending on the magnitude of the emergency situation. The EOC may be activated, depending on the severity of the situation. If the situation warrants, a LOCAL EMERGENCY may be proclaimed.
If an emergency occurs without warning, the initial response will be managed in a decentralized mode by on-duty personnel. Centralized management, if required, will be established as rapidly as conditions permit.
In consideration of all possible disaster situations, this plan will be implemented in three periods, with related phases, as time and circumstances permit.
1.5.1.1 Pre-Emergency Period
The Pre-Emergency Period is divided into two phases as follows:
Day-to-Day Preparedness Phase
The preparedness phase involves activities undertaken in advance of an emergency. These activities develop operational capabilities and improve effective response to disasters. Day-toDay Planning activities include developing hazard analyses, writing mutual aid operational plans, training response personnel, and improving public information and communications systems. Citizen preparedness activities are key elements in this phase and a significant factor in the success of a community in responding to an emergency.
Departments having emergency responsibilities assigned in this plan will prepare supporting plans, Standing Operating Procedures (SOPs), and checklists detailing the disposition of their resources in an emergency. Disaster plans are developed and revised to guide disaster response and increase available resources. Such plans and procedures will provide for coordination and communication channels with counterpart agencies and organizations of other jurisdictions. Resource listings will also be prepared and maintained to be current.
Preparedness activities are part of the implementation of the Emergency Services Act (the Act), the Master Mutual Aid Agreement (MMAA), and the State Emergency Plan. This plan is considered in effect at all times to provide authorization to accomplish essential preparedness activities.
Increased Readiness Phase
As a crisis begins to develop, government takes action to increase its readiness. Actions taken during the buildup of a crisis situation are designed to increase an organization’s ability to respond effectively to a disaster.
This phase could begin upon the issuance of a credible long-term earthquake prediction, the receipt of a flood advisory that could impact the jurisdiction, or a rapidly deteriorating international terrorist situation that could lead to a possible CBRNE attack upon the United States. Increased readiness actions will include briefing officials, reviewing and updating plans, SOPs and resource information; increasing public information efforts to prepare information for release to the public, updating resource lists, and testing warning and communications systems, accelerating training programs; inspecting, dispensing and/or relocating equipment, and taking other feasible measures. Available resources, to include auxiliaries and reserves, may be mobilized.
1.5.1.2 Emergency Period
The Emergency Period is divided into three phases as follows:
Pre-Impact Phase
When emergency managers are able to recognize the approach of a potential disaster, actions are taken to save lives and protect property. The response phase is activated to coordinate emergency response activities. During this phase, warning systems may be activated, resources may be mobilized, EOCs may be activated, and evacuation may begin.
Most actions to be accomplished during this phase would be precautionary and would be centered on implementing countermeasures to protect people. Response actions could be based on developing situations associated with a:
• Slow-rise flood
• Hazardous materials incident
• CBRNE emergency
• Short-term earthquake prediction
• Credible threats
Actions accomplished during this phase may be concentrated on the movement of people from identified hazard areas to safer, lower risk areas and on providing food, lodging, and shelter for the people in the reception areas. The following would be applicable:
• Warning threatened elements of the population and initiating movement operations as necessary.
• Advising agencies to activate resources; advising the Santa Clara County Office of Emergency Services (OES) and State OES Region 2 of emergencies; and preparing for the receipt and application of mutual aid.
• If it is determined that state and possible federal aid will be needed, a LOCAL EMERGENCY will be proclaimed as prescribed by local ordinance and a formal request will be submitted through State OES requesting that the Governor proclaim a STATE OF EMERGENCY.
• Should the possible or expected emergency not develop, all alerted agencies would be promptly notified.
• As provided in the California State Emergency Plan, state agencies will provide assistance to threatened or stricken areas. State agency representatives will establish liaison with their local counterparts to relay information and mutual aid requests. The OES Regional Administrator will coordinate intra-regional mutual aid and state assistance as necessary in accordance with SEMS.
• If an incident of domestic terrorism involving Weapons of Mass Destruction (WMD) such as Chemical and Biological agents and Radiological, Nuclear and Explosive devices (CBRNE) or a nuclear attack appears imminent; the Governor may proclaim a STATE OF WAR EMERGENCY and order/advise relocation.
Immediate Impact Phase
During this phase, emphasis is placed on saving lives, controlling the situation, and minimizing the effects of the disaster. Immediate response actions are accomplished within the affected area by government agencies (including requests for mutual aid) and segments of the private sector. During this phase, the Incident Command Posts and EOCs may be activated, and emergency instructions may be issued to the public.
Actions taken during this phase will be concentrating on the well-being of people affected by the occurrence of an event such as a major earthquake, the release of hazardous materials, a large fire or explosion, or a CBRNE attack. The impact of the disaster agent may be destructive or it may create an exposure hazard.
One of the following conditions will apply in the Immediate Impact Phase. The City of Santa Clara is either:
• Damaged or exposed, and the situation can be controlled by in-place countermeasures. • Damaged or exposed and sheltering-in-place or evacuation of all or part of the area is required because immediate and ensuing threats are uncontrollable; • Close to the affected area and can be called upon to provide direct and immediate support to emergency operations in the affected area; or • Distant from the affected area and can be called upon to provide support to emergency operations in the affected area.
Each element of the Emergency Management Organization will operate according to the provisions of the appropriate Annex in this plan and any pertinent SOPs. Priority will be given to the following operations:
• Disseminating warning, emergency public information, and other advice and action instructions to the public.
• Surveying and evaluating the emergency situation.
• Mobilizing, allocating, and positioning personnel and equipment. • Conducting evacuation and/or rescue operations as required. • Providing for the triage and treatment of casualties. • Providing temporary morgues for the deceased.
• Providing for the mass care (food, lodging, etc.) needs of displaced persons. • Promulgating orders and regulations necessary to provide for the protection of life and property, including orders or regulations imposing a curfew within designated boundaries.
• Exercising full power to provide mutual aid to any affected area in accordance with Local Ordinances, Resolutions, Emergency Plans, or agreements thereto. • Requesting that state agencies provide mutual aid in accordance with SEMS. • Requiring the emergency services of any local official or employee. • Requisitioning necessary personnel and material of any department or agency. • Obtaining vital supplies and equipment and, if required immediately, to commandeer the same for public use.
• Imposing penalties for violation of lawful orders.
• Conducting emergency operations without facing liabilities for performance, or failure of performance. (Note: Article 17 of the Emergency Services Act provides for certain privileges and immunities.)
• Enforcing police powers in controlling the locations and movement of people, establishing access controls, erecting traffic barricades, etc.
• Implementing health and safety measures.
• Protecting, controlling, and allocating vital resources. • Advising industry, schools, and businesses of possible phased shutdowns. • Restoring or activating essential facilities and systems.
Incidents will be managed at the lowest possible level. The City of Santa Clara has primary responsibility for emergency response activities within our jurisdiction. The County/Operational Area and the Regional Emergency Operations Center (REOC) in Walnut Creek, may support Santa Clara. A regional event is likely to exceed the emergency response capabilities of individual Counties/Operational Areas. Additional resources from inside and outside of the region may be required to achieve an effective response.
When local resources are committed to the maximum and additional material and/or personnel are required to respond to the emergency, requests for mutual aid will be initiated. Fire and Law enforcement agencies will request or render mutual aid directly through established channels.
Any action which involves financial outlay by the City of Santa Clara or a request for military assistance must be authorized by the designated local official.
State OES may also activate and staff the State Operations Center (SOC) at the OES Headquarters in Sacramento to coordinate and support operations in affected areas and control the response efforts of state and federal agencies in supporting local governmental operations.
The State OES Director will assist the Governor with the direction and coordination of the activities of the several departments and agencies of state government, and will coordinate and support the emergency operations conducted by, and under the leadership of local governments.
If the situation so warrants, a LOCAL EMERGENCY will be proclaimed, the local Emergency Operations Center (EOC) will be activated and staffed, and State OES will be advised accordingly. If deemed appropriate, the State OES Director will recommend to the Governor that a STATE OF EMERGENCY be proclaimed in affected areas and, as required, in areas from which mutual aid might be needed. During this time, state agencies will, commensurate with their capabilities, be expected to immediately respond to requests from affected areas for assistance. These activities will be coordinated with the State OES Director.
If the Governor requests and receives a Presidential declaration of an EMERGENCY or a MAJOR DISASTER under Public Law 93-288 (Federal Disaster Relief Act of 1974), he will appoint a State Coordinating Officer (SCO). A duly appointed Federal Coordinating Officer (FCO) and the SCO will coordinate and control state and federal efforts in supporting local operations.
Sustained Emergency Phase
As the emergency continues, assistance is provided to victims of the disaster and efforts are made to reduce secondary damage. Regional or statewide mutual aid may be provided to assist with these efforts. Response support facilities may be established. The incident’s resource requirements continually change to meet the needs of the incident.
As early lifesaving and property-protecting actions continue, attention can be given to other priority activities. Emphasis should be on actions to help displaced persons and secure
dangerous areas. Activity during this phase includes: more definitive medical treatment; operation of mass care facilities; registration of displaced persons; reuniting of family members; and detailed damage assessment.
After the immediate needs (rescue, medical care, emergency shelter, food, and clothing) of people have been met, governmental actions will be taken to fulfill their rehabilitation needs.
Through coordination between the FCO, the SCO, and local government representatives, an adequate number of Local Assistance Centers (LACs) will be established and staffed by representatives of federal, state, and local governmental agencies, private service organizations, and representatives of the private sector. LACs will provide disaster victims a “one-stop” service in meeting their emergency and/or rehabilitation needs.
1.5.1.3 Recovery (Emergency Period - Post-Emergency Period) At the onset of an emergency, actions are taken to enhance the effectiveness of recovery operations. Recovery is both short-term activities intended to return vital life-support systems to operation, and long-term activities designed to return infrastructure systems to pre-disaster conditions. Recovery also includes cost recovery activities.
At the earliest feasible time, the state OES Director, operating through the designated SCO, will bring together state agency representatives, and appropriate local, federal, and American Red Cross officials to coordinate the implementing of state and federal assistance programs and establish support priorities. Details, policies and procedures for rehabilitation and recovery Activities are provided in the State Disaster Assistance Procedural Manual (published and issued separately).
Each represented agency will take action to satisfy identified recovery needs. This action will include broad dissemination of guidance to the affected public as to where, when, and how they may receive assistance.
The Post-Emergency Period has major objectives which may be overlapping: 1) reinstatement of family autonomy; 2) provision of essential public services; 3) permanent restoration of private and public property; 4) reinstatement of public services; and 5) research to uncover residual hazards, advance knowledge of disaster phenomena, and 6) action to improve future emergency operations.
As soon as practical following a major emergency, normal management of local government operations will be restored and the EOC will most likely be deactivated. Any proclamations previously made will be terminated or coordinated based on the mitigation and recovery work underway.
1.5.1.4 Mitigation Phase
Mitigation planning includes a review of ways to eliminate or reduce the impact of future disasters. Specific hazard mitigation plans are prepared following a federally-declared disaster.
They reflect the current risk analysis and mitigation priorities specific to the declared disaster.
Mitigation efforts occur both before and after emergencies or disasters. Pre- Disaster Mitigation efforts include:
• amending local ordinances and statutes, such as zoning ordinances, building codes, and other enforcement codes;
• initiating structural and infrastructure retrofitting measures; • assessing tax levees or abatements;
• emphasizing public education and awareness; and
• assessing and altering land use planning.
Post-Disaster Mitigation efforts include:
1. Short Term Objectives:
• Protection of individual well-being
• Restoration of family unity
• Provisions for essential public services
2. 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
1.5.2 Peacetime Emergencies
The partial or total response of the City of Santa Clara to natural disasters or technological incidents will be dictated by the type and magnitude of the emergency. Generally, response to a major peacetime emergency situation will progress from local, to county/operational area, to regional, to state, to federal involvement.
For planning purposes, State OES has established three levels of emergency response to peacetime emergencies, which are based on the severity of the situation and the availability of local resources. The City of Santa Clara has adopted these activation levels and EOC staff members respond to fill their respective positions following a notification of activation from the City Manager or designee. Telephone Callback Directory or Text pagings via cellular telephone serve as the methods of notification.
Level I
The City Meets Resource Needs
This is a minor to moderate incident wherein local resources are adequate and available. A LOCAL EMERGENCY may or may not be proclaimed. The EOC may or may not 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, Operations Section Coordinator, Plans Section Coordinator, Emergency Services Coordinator and other EOC staff/liaison as needed.
Standby Alert: Law Enforcement Branch, Fire & Rescue Branch.
Notify: Santa Clara County/Operational Area (County OES) for information Level II
The City and County/Operational Area is Unable to Meet Resource Needs A moderate to severe emergency wherein local resources are not adequate and mutual aid may be required on a regional or even statewide basis. A LOCAL EMERGENCY will be proclaimed and a STATE OF EMERGENCY might be proclaimed. The City of Santa Clara EOC will be activated and the EOC Director will request the Santa Clara County/Operational Area EOC be activated. If an emergency occurs without warning, the initial response will be managed in a decentralized mode by on-duty personnel. Centralized management, if required, will be established as rapidly as conditions permit.
Example: Verification that flooding is imminent/occurring with neighborhood(s) affected.
Activate: Management, General Staff and Affected Branches Standby Alert: EOC second and third shifts
Level III
The Region is Unable to Meet Resource Needs
A major disaster wherein resources in or near the impacted area are overwhelmed and extensive state and/or federal resources are required. Response and initial recovery operations will be coordinated from the EOCs. A LOCAL EMERGENCY and a STATE OF EMERGENCY will be proclaimed and a Presidential Declaration of an EMERGENCY or MAJOR DISASTER may be requested.
Example: Actual Flooding with neighborhood(s) evacuation and sheltering.
Activate: Commence EOC 24 hour operation, EOC second and third shifts Notify: Santa Clara County/Operational Area (County OES) Deactivation
Deactivation will occur at the direction of the EOC Director/City Manager 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.
Specific operational concepts, to include the emergency response actions of the various elements of the Emergency Management organization, are reflected in Annexes to this plan.
1.5.3 Wartime Emergencies
The impact of wartime emergencies may range from minor inconveniences such as food and petroleum shortages to a worst-case scenario involving an attack on the United States utilizing nuclear weapons.
Protective measures to be employed in the event of a threatened or actual attack on the United States include:
• In-place protection utilizing residences and designated shelters. • Construction of fallout shelters, given adequate lead-time. • Upgrading of homes and other buildings to a radiation Protection Factor (PF) of at least 40, given adequate lead-time.
• Spontaneous evacuation by an informed citizenry. Crisis relocation is not considered a viable option within the context of this plan.
1.6 Statewide Emergency Management System
Fully activated, the statewide emergency management system consists of all local jurisdictions (cities and county unincorporated areas), Counties/Operational Areas, OES Mutual Aid Regions and State Government. Local jurisdictions will be responsible for directing and/or coordinating emergency operations within their respective jurisdictional areas, with the other levels being responsible for coordinating and/or providing support as required by the local jurisdictions.
The organization and responsibilities of each of the levels are outlined below. Emphasis has been placed on the Local Emergency Management Staff. Staffs at the other levels will have counterparts to the Local Emergency Management Staff.
In a peacetime emergency, as contrasted with a CBRNE Incident, governmental response is an extraordinary extension of responsibility and activity, coupled with normal day-to-day activity.
Thus, to ensure continued overall effectiveness, normal governmental structures will be maintained, with emergency operations being limited to those agencies assigned specific emergency functions. More importantly, a system, or systems, must come into being for the purpose of exercising overall operational control (management) or coordination of emergency operations.
Specific details relative to the organization and responsibilities of the Emergency Management Staffs at each of the levels are provided in Annex A-E.
The utilization of all, or part, of each of the levels will be dictated by the situation. For example, if an incident requires only fire or law enforcement mutual aid support, requests for support will be submitted through established channels (local jurisdiction to the Operational Area Coordinator for that service and, if required, to the Regional Mutual Aid Coordinator).
1.6.1 Local Emergency Management
Incident Emergency Management Systems are designed to provide for the local on-scene management of wildland fires, hazardous material incidents, transportation accidents and other natural or man caused emergencies. Such systems provide a standardized organizational structure and terminology and procedures. Such systems are very flexible and adaptable to any kind of emergency management situation.
1.6.1.1 Incident Level Emergency Management System
Incident Command System (ICS)
The Incident Command System (ICS) is a nationally used standardized on-scene emergency management system specifically designed to allow the user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS addresses both organization and process. ICS is used to manage facilities, equipment, personnel, procedures, and communications through the use of a common organizational structure and standardized procedures.
ICS was developed in California by FIRESCOPE (Fire Resources of California Organized for Potential Emergencies) to enable successful multi-agency operations during emergency response operations. It has been adopted by the federal government and is specifically required for NIMS compliance.
Used in the field for tactical operations, the ICS organizational structure is based around five principal activities performed at any incident. These are: Command, Operations, Planning, Logistics, and Finance. The ICS organization allows for a modular and rapid expansion to meet the needs imposed by the incident. ICS can be used during any serious multi-disciplinary (e.g., fire, law, medical) emergency within a jurisdiction, and is particularly useful for any kind of incident involving multiple jurisdictions and agencies.
Some incidents, particularly those involving hazardous materials, can escalate to area-wide emergencies requiring further activation of the emergency management system. In area-wide emergencies, one or more Incident Command Posts may be established to assist in managing emergency operations. In situations where incidents require an EOC activation, the Incident Commander in the field will communicate directly with the department DOC if one is established or to the Operations Section Coordinator in the EOC or the respective Branch Director.
For every minor or major field incident, the City of Santa Clara will utilize ICS.
ICS can be used to provide a management structure and system for conducting on-site multidisciplinary operations (for example, those incidents which involve concurrent tactical field interactions between fire, law enforcement, and medical personnel).
The ICS, because of its standardized organizational structure and common organizational and operational terminology, provides a useful and flexible management system that is particularly adaptable to incidents involving multi-jurisdictional response. The ICS provides the flexibility to rapidly activate and establish an organizational form around the functions that need to be performed. ICS is driven by the functions being performed, not people staffing positions.
The ICS basic organizational structure will consist of five principal sections, which normally would be activated for a major incident; the sections are:
INCIDENT COMMAND SYSTEM
Incident Command
This includes the Incident Commander, who has overall management responsibility for the incident. A Command Staff element is provided for handling such matters as Public Information, Safety, and inter-agency liaison. Multi-jurisdiction incidents will involve a Unified Command element, which will bring together jurisdictional Incident Commanders to develop a common and consistent action plan to make the best use of all available resources.
Operations Section
This section is headed by an Operations Section Chief, who is responsible for the management of all incident tactical activities. On multi-disciplinary incidents, the Operations Section Coordinator may have deputies. The Operations Section can be sub-divided into Branches; e.g., Law Branch, Fire Branch, and Medical Branch, etc. Branches may be further divided into divisions and smaller units. Staging areas for resources are also under the management of this section.
Planning Section
This section is headed by the Planning Section Chief and is structured into several units, depending upon the needs of the incident. Situation Assessment and Resources Status are examples of the kinds of units which may be formed within this section. The Planning Section collects and analyzes all data regarding incident operations, develops alternatives for tactical action plans, conducts planning meetings, and prepares the incident action plan for incidents which will require extended operations.
Logistics Section
This section is headed by the Logistics Section Chief and is responsible for meeting the logistical needs of the Operations Section; this can include procuring equipment and supplies, providing food and medical support to incident assigned personnel, and meeting the transportation requirements of the incident. The Logistics Section can be divided into branches and units, as the situation requires.
Finance Section
This section will be activated at an incident when required for purposes of maintaining records on personnel and equipment time, for providing payments to vendors for supplies and equipment usage, and for determining the cost considerations or various alternative strategies associated with incident planning
Operations within the EOC will function in a similar ICS format; however, the organizational structure will be consistent with the Standard Emergency Management System (SEMS) and the National Incident Management System (NIMS).
Standardized Emergency
Management System (SEMS)
“Command”
in the Field
“Management”
in the EOC
Standardized Emergency Management System (SEMS)
SEMS is the system required by California Government Code Section 8607(a) for managing response to multi- agency and multi-jurisdiction emergencies in California.
SEMS incorporates the use of the ICS, the Master Mutual Aid Agreement and existing mutual aid systems, the Operational Area Concept, the Operational Area Satellite Information System (OASIS) and multi-agency coordination. SEMS helps unify all elements of California’s emergency management organization into a single integrated system. Local governments must use SEMS to be eligible for reimbursement of their personnel-related costs under state disaster assistance programs.
SEMS Functions
There are five designated levels in the SEMS organization: field response, local government, operational area, regional and state. Each level is activated as needed.
The Field response level commands emergency response personnel and resources to carry out tactical decisions and activities in direct response to an incident or threat.
The Local government level manages and coordinates the overall emergency response and recovery activities within its jurisdiction. The local government level includes cities, counties, and special districts.
The Operational Area level manages and/or coordinates information, resources, and priorities among local governments; and serves as the coordination and communication link between the local government level and the regional level. The Operational Area includes all the jurisdictions and special districts within the County geographical area. The County of Santa Clara is the lead agency for the Operational Area.
The Regional level manages and coordinates information and resources among operational areas within the designated mutual aid region and between the operational areas and the state level. This level, along with the state level, coordinates overall state agency support for emergency response activities.
The State level manages state resources in response to the emergency needs of the other levels, manages and coordinates mutual aid among the mutual aid regions and between the regional level and state level, and serves as the coordination and communication link with the federal disaster response system.
The requirement to use SEMS includes providing for the five essential SEMS functions of management, operations, planning, logistics and finance/administration.
National Incident Management System (NIMS)
In response to the September 11th 2001 attacks on the World Trade Center in New York City, the Pentagon and Flight 93, President George W. Bush, issued Homeland Security Presidential Directive-5. Released on February 28, 2003, HSPD-5 directed the Secretary of the United States Department of Homeland Security to develop and administer a National Incident
Management System (NIMS). In September 2004, the Department of Homeland Security (DHS) sent an official policy letter to all state Governors outlining the content and implementation strategy for NIMS. All states and political subdivisions were required to adopt and implement NIMS in Federal Fiscal Year (FFY) 2006 and FFY 2007. NIMS includes the following components:
• Command and Management, including the Incident Command System (ICS) • Communications and Information Management
• Preparedness
• Resource Management
• Multi-agency Coordination
• Supporting Technologies
• Joint Information System (JIS)
• NIMS Management and Maintenance
In California the Governor issued executive order S-2-05 ordering State OES to provide guidance to counties, cities, and all response agencies on implementation of SEMS changes to comply with the requirements of NIMS.
National Response Framework
National Response Framework (NRF) Integration with the Emergency Operations Plan The NRF is built upon the premise that incidents are typically handled at the lowest jurisdictional level. In the vast majority of incidents, state and local resources and interstate mutual aid will provide the first line of emergency response and incident management support. When state resources and capabilities are overwhelmed, governors may request federal assistance. The NRF provides the framework for federal interaction with state, local, tribal, private sector and nongovernmental entities in the context of domestic incident management to ensure timely and effective federal support.
The NRF is the core operational plan for national incident management, and establishes national-level coordinating structures, processes, and protocols that will be incorporated into certain existing federal interagency incident or hazard-specific plans. The NRF is intended to facilitate coordination among tribal, local, state, and federal governments and the private sector without impinging on any group’s jurisdiction or restricting the ability of those entities to do their jobs. The NRF does not alter or impede the ability of first responders to carry out their specific authorities or perform their responsibilities.
The NRF and NIMS are companion documents designed to improve the nation’s incident management capabilities and overall efficiency. Use of NIMS enables federal, state, local, and tribal governments and private-sector and non-governmental organizations to work together effectively and efficiently to prevent, prepare for, respond to, and recover from actual or potential domestic incidents regardless of cause, size, or complexity. Together, the EOP, SEMS, NIMS and NRF integrate the capabilities and resources of various governmental jurisdictions, incident management and emergency response disciplines, non-governmental organizations, and the private sector into a cohesive, coordinated, and seamless national framework for domestic incident management.
Organization Flexibility - Modular Organization
The five essential ICS functions in SEMS and NIMS are identified as 'sections' in the EOC. Only functional elements that are required to meet current objectives will be activated. Those functions that are needed but not staffed will be the responsibility of the next higher element in the organization.
Management of Personnel - Hierarchy of Command and Span-of-Control Management of personnel within the EOC will be accomplished through the assignment of Section Coordinators for Operations, Planning/Intelligence, Logistics and Finance/Administration functions. Section Coordinators will report to the EOC Director. They are responsible for:
• Overseeing the internal functioning of their section, and • Interacting with each other, the EOC Director, and other entities within the EOC to ensure the effective functioning of the EOC organization.
Multi-Agency or Inter-Agency Coordination
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, and
• Assuring jurisdictional/agency objectives are not compromised.
Emergency response is coordinated at the EOC through:
• Representatives from departments and agencies, and
• Representatives from outside agencies including school districts, universities, nongovernmental organizations, and Radio Amateur Civil Emergency Service (RACES) volunteers.
Coordination with agencies not represented in the EOC may be accomplished via various communications systems such as telephone, fax, radio and computer networks.
Coordination with the Field Response Level – ICS
In a major emergency, the EOC may be activated to coordinate and support the overall response while field responders use the Incident Command System. Tactical management of responding resources is always under the leadership of the on-site Incident Commander at the Incident Command Post (ICP).
Incident Commanders may report to the DOC, which in turn will coordinate with the EOC. If DOC’s are not activated, Incident Commanders may communicate directly with their counterpart in the Operations Section of the EOC.
Unified Command is an application of NIMS/ICS and may be established at the field response level when more than one agency has incident jurisdiction or when incidents cross jurisdictional boundaries. Agencies work together through the designated members of the Unified Command to establish their designated Incident Commanders at a single Incident Command Post (ICP). In the Unified Command, entities develop a common set of objectives and strategies which provide the basis for a single Incident Action Plan (IAP).
1.6.1.2 Jurisdiction Level Management
The local level of the Emergency Management System consists of the Emergency Management Staffs of cities which are responsible for their respective jurisdictional areas and the staffs of counties which are responsible for the unincorporated areas of counties. Staffs of the latter also function as Operational Area Emergency Management Staff.
Local jurisdictions may provide overall emergency management in three different modes:
1. Decentralized coordination and direction (no local EOC activation)
2. Centralized Coordination and decentralized direction (activation of EOC for coordination purposes only)
3. Centralized coordination and direction (all activities directed from the EOC)
1.6.1.3 Operational Area Emergency Management
Section 8605 of the California Emergency Services Act designates each county as an Operational Area. Use of the Operational Area to coordinate emergency activities and to serve as a link in the communications system is required in a STATE OF WAR EMERGENCY. Use of the Operational Area during a STATE OF EMERGENCY or a LOCAL EMERGENCY is at the option of the county and the political subdivisions within the county area.
If an Operational Area is activated following a disaster, a county official, designated by County ordinance, will function as the Operational Area Coordinator and will have the overall responsibility for coordinating and supporting emergency operations within the county. The Area Coordinator and supporting staff will constitute the Operational Area Emergency Management Staff.
1.6.2 Mutual Aid Region Emergency Management
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 State of California’s mutual aid system for fire events is robust. For an urban/wildland interface fire similar to that of the Oakland Hills scenario, fire services would take the lead in combating the fires, and the Fire Mutual Aid System would be responsible for allocating resources. Coordination with Operational Area EOCs and the REOC is important for non-fire activities, such as evacuation, care and shelter, and provision of medical services, with firefighting activities. Although the Fire and Rescue Mutual Aid System would provide most of
the resources to support the firefighting efforts, other mutual aid systems would support these efforts, as necessary.
The basis for the system is the California Master Mutual Aid Agreement, as referenced in the California Emergency Services Act. It created a formal process wherein each jurisdiction retains control of its own personnel and facilities, but can give and receive help whenever it is needed.
Emergency mutual aid response and recovery activities are generally conducted at the request and under the direction of the affected local government. Some emergency responses are led by designated State agencies. Such agencies have jurisdiction at the State level of those emergencies or disasters. In some cases there may be joint response, requiring a Unified Command for coordinated response between State and local jurisdictions; e.g., hazardous material, nuclear power plant, and terrorism emergencies. Resource requests for response and recovery originate at the lowest level of government and are progressively forwarded to the next level until filled. For example, if an Operational Area is unable to provide the necessary requested assistance, it may contact the OES Region at the REOC and forward the request.
The State OES is obligated to provide available resources to assist local jurisdictions in emergencies. OES has identified mutual aid regions throughout the state – six for fire and general mutual aid resources, and seven for law enforcement and coroner resources. The City of Santa Clara is located in State OES Coastal Region/Mutual Aid Region II. State OES Coastal Region has staff support available from State OES and other state agencies. State OES Regional Administrators and their staffs (designated state agency representatives) will constitute Regional Emergency Management Staffs at the REOC and will coordinate and support local emergency operations at the request of Operational Area Coordinators. With respect to Santa Clara County, the County Emergency Services Director is the Operational Area Coordinator, and the OES Regional Coordinator is the State OES Coastal Regional Administrator, located in Walnut Creek. Requests will move through the Operational Area to the Coastal Region to coordinate Mutual Aid Regional response and recovery operations. Regional Staff will submit all requests for support that cannot be obtained within the Region, and other relevant information, to the State Operations Center (SOC) in Sacramento.
Local government includes counties, cities, and special districts within an Operational Area.
They operate formal multi-agency EOC operations, and have the primary responsibility for the protection of the health, safety, and property/resources of their residents.
During a proclaimed emergency, the City of Santa Clara will coordinate resource requests through the Santa Clara County Operational Area, and the State OES REOC. All resource requests outside of the established mutual aid system go through the City EOC to the Operational Area, REOC and SOC. Requests should specify, at a minimum:
1. number and type of personnel needed, and/or;
2. type and amount of equipment needed;
3. reporting time and location;
4. authority to whom forces should report;
5. access routes into the affected area(s);
6. estimated duration of operations; and
7. risks and hazards
Through California’s mutual aid system, State OES can receive a constant flow of information from every geographic and organizational area of the state. Such information includes direct notification from a state or local government official that a disaster exists or is imminent. In some cases, prior information makes it possible to anticipate an emergency and mitigate its effects.
To further facilitate the mutual aid process, particularly during day-to-day emergencies involving public safety agencies, fire and law enforcement coordinators are selected and function at the operational area (county wide), mutual aid region (two or more counties), and at the state OES level. The Fire Chief for the County Fire Department serves as the “Fire” Area Coordinator, while the County Sheriff serves as the “Law” Area Coordinator. It is expected that during a catastrophic event, such as an earthquake, Coordinators will be assigned at all levels for other essential services (e.g., Care and Shelter, Rescue, etc.).
The SOC at the State OES Headquarters in Sacramento, or a joint field office within or near the affected area, may be activated to coordinate response efforts of state or federal agencies in support of local operations.
If the situation dictates, OES will establish one or more disaster support areas where resources and supplies can be received, stockpiled, allocated and deployed to support operations in an affected area.
California Governor’s Office of Emergency Services
Administrative Regions and Mutual Aid Regions
Fire and Rescue Mutual Aid Regions (The 6 Standard Mutual Aid Regions)
Law Enforcement and Coroner Mutual Aid Regions
1.6.3 State Emergency Management
The Governor, through State OES and its Mutual Aid Regions, will coordinate statewide operations to include the provision of mutual aid and other support to local jurisdictions and the redirection of essential supplies and other resources as required. The OES Director, assisted by representatives from state agencies, will constitute the State Emergency Management Staff.
1.6.4 Federal Emergency Management National Response Framework The Federal Emergency Management Agency (FEMA), which resides in the United States Department of Homeland Security, serves as the main federal government contact during natural disasters and nuclear defense emergencies.
The National Response Framework is a guide to national all-hazards incident response. The framework is built upon flexible, scalable, and adaptable coordinating structures to align key roles and responsibilities across the nation. It is intended to capture specific authorities and best practices for managing incidents ranging from the serious but strictly local, to large-scale terrorist attacks and catastrophic natural disasters. It features an approach that:
• Integrates a wide range of emergency management disciplines into a unified structure • Describes the roles and responsibilities of Federal agencies in emergency response and the organization of those agencies into Emergency Support Functions (ESFs) • Provides the structure and mechanisms for national-level policy and operational direction • Provides the framework for Federal interaction with state, local, and tribal governments, the private sector, and nongovernmental organizations.
The National Response Framework also describes the Federal response to a catastrophic incident. In the National Response Plan, the predecessor to the National Response Framework, the federal government defined a catastrophic incident as “any natural or manmade incident, including terrorism, which results in extraordinary levels of mass casualties, damage, or disruption severely affecting the population, infrastructure, environment, economy, national morale, and/or government functions.” The National Response Framework states that the federal government may take protective measures to mobilize and deploy assets in anticipation of a request from a state prior to, and during, catastrophic events, especially for those that occur without notice. Federal protocols for responding to such incidents are further outlined in the Catastrophic Incident Annex to the National Response Framework and the Catastrophic Incident Supplement, which establishes a coordinated strategy for accelerating the delivery of the applications of Federal, and Federally accessible, resources and capabilities. The Catastrophic Incident Supplement establishes an execution schedule and implementation strategy for delivery of key resources for a range of natural and human-caused catastrophic incidents.
Federal Response Under the National Response Framework
FEMA is responsible for establishing coordination with State OES to support state and local operations.
In general, the federal government is responsible for providing support, either directly through the actions of Federal agencies, or indirectly through grants, when state and local emergency response capabilities are exhausted. In response to requests for assistance from the state,
FEMA coordinates with other federal agencies, non-governmental organizations, and the private sector to deliver that assistance.
The coordinated federal response to a regional emergency or disaster is implemented through the National Response Framework. Under the National Response Framework, one or more Emergency Support Functions (ESF) may be deployed to provide direct support to local jurisdictions at the request of a state. In accordance with SEMS, federal resources must be requested through the SOC. When mobilized in support of a local emergency response operation, federal assets are placed under the tactical direction of the local Incident Commander. In extraordinary circumstances, the federal government may mobilize resources even before a state requests assistance, in accordance with the Catastrophic Incident Supplement of the National Response Framework.
1.7 Emergency Functions
In this plan, local emergency operations are divided into the emergency functions indicated below. Specific details on functional, organizational and operational concepts, responsibilities for providing support to or accomplishing a given function, and applicable policies and procedures are provided in the Annexes specified in parenthesis. The Annexes also provide hazard-specific responses to be accomplished by the Emergency Management Staff and field forces.
The first five Annexes contain "functional" guidance for the conduct of business in the Emergency Operations Center. The information is organized according to the SEMS as mandated by the State of California. This framework also conforms to the requirements of the National Incident Management System (NIMS) mandated by the United States Department of Homeland Security.
Management Section (Annex A)
Provides for the overall management and coordination of response and recovery operations, and emergency policy making through the joint efforts of governmental agencies and private organizations.[CCR, Title 19, §2403 (c)(1).]
Operations Section (Annex B)
Provides for centralized control and coordination of emergency operations based on the goals and priorities set by the EOC Director. [CCR, Title 19, §2403 (c)(2).] Planning and Intelligence Section (Annex C)
Develops accurate information on the extent of the disaster, extent of damage and anticipated changes in environmental factors and disseminates the EOC Action Plan for each action period. [CCR, Title 19, §2403 (c)(3).]
Logistics Section (Annex D)
Oversees the management of resources to support field forces in executing the Action Plan, and EOC staff in managing the available disaster response and support capabilities. Develops and manages contracts for services in support of emergency operations. [CCR, Title 19, §2403 (c)(4).]
Finance Section (Annex E)
Coordinates collection of cost data and orchestrates requests for reimbursement from other levels of government or insurance. Time Reports ensure employees maintain and submit complete and accurate personnel time keeping records and costs associated with personnel.
Time Reports also collect equipment time from operators. Procurement arranges for the purchase of supplies and equipment. This unit maintains a record of procured items, and tracks and coordinates delivery of supplies. [CCR, Title 19, §2403 (c)(5).] Community Emergency Response Team / CERT (Annex H)
Describes the CERT training program and goals in the City of Santa Clara.
Animals in Disaster (Annex K)
Provides guidance on managing displaced domestic animals in times of disaster.
Local Hazard Mitigation Plan (Annex L)
As a participant in the Association of Bay Area Governments (ABAG) multi-jurisdictional planning process, City of Santa Clara staff helped in the development and review of the comprehensive list of mitigation strategies in the overall multi-jurisdictional plan. This plan is due for revision before December 2016.
Terrorism Response (Annex T)
Provides guidance on managing terrorism threats or events.
1.8 Emergency Resources Management
Emergency resources management is the effective management of those available resources deemed most essential to survival and recovery operations, particularly following a major disaster or an attack upon the United States.
The California Emergency Resources Management Plan (published and issued separately) presents state-wide policies and guidance to local governments on the conservation, distribution and use of resources immediately available to them, and on arranging for re-supply of goods and services to meet local emergency needs. Urgent needs that cannot be met locally are to be reported to state government. State officials will then arrange with industry and responsible public agencies for delivery of goods or provision of services to meet these local shortages.
These arrangements may be done directly or through federal agencies which may be functioning within the state. Once immediate supply processes are underway, the state will act to assure that necessary resources are available and efficiently used for the duration of the emergency situation.
Policies and procedures relative to emergency resources management organizational and operational concepts are provided in the California Emergency Resources Management Plan.
1.9 Continuity of Government
The California Emergency Services Act and the Constitution of California, provide the authority for state and local government to reconstitute itself in the event incumbents are unable to serve.
A major disaster or CBRNE attack could result in great loss of life and property, the death or injury of key government officials, and/or the partial or complete destruction of established seats of government, and public and private records essential to continued operations of government and industry. To help preserve law and order and to continue/restore local services, it is essential that units of local government continue to function during or following such situations.
Government at all levels is responsible for providing continuity of effective leadership, authority and adequate direction of emergency and recovery operations. The California Government Code, Section 8638, gives the governing body the power to appoint three standby officers for each member of the governing body. The City of Santa Clara chooses not to exercise this power. Section 8643 gives a member of the governing body the power to reconstitute the governing body by appointment of qualified persons to fill vacancies, assuring for the continuity of government.
1.10 Public Awareness and Education
The public's response to any emergency is based on an understanding of the nature of the emergency, the potential hazards, the likely response of emergency services, and knowledge of what individuals and groups should do to increase their chances of survival and recovery.
Upon the proclamation of a STATE OF EMERGENCY by the Governor, State OES will assign a State Public Information Officer to assist local public information efforts and to provide information that originates from the State. Similarly, in a Presidential declaration, FEMA assigns an appropriate number of Information Officers to assist State efforts and to provide federal information. However, even the most efficient emergency information effort requires time to initiate, during which confusion and lack of information can contribute to a worsening of the emergency situation and an increased burden for all areas of emergency response.
Public awareness and education prior to any emergency are crucial to successful public information efforts during and after the emergency. The decision to initiate and support this function must be made at the highest policy-making level. The pre-disaster awareness and education programs must be viewed as equal in importance to all other preparations for emergencies and receive an adequate level of planning. These programs must be coordinated among local, state and federal officials to ensure their contribution to emergency preparedness and response operations.
1.11 Training, Tests, and Exercises
The objective of any emergency management organization is efficient and timely response during emergencies. A good plan is a first step toward that objective. However, planning alone will not guarantee preparedness. Training and exercising is essential at all levels of government to make emergency operations personnel operationally ready. All emergency plans should include provision for training.
The best method of training a jurisdiction's staff to manage emergency operations is through exercising. Exercises allow local personnel to become thoroughly familiar with the procedures, facilities and systems which will actually be used in emergency situations.
Exercises can be accomplished in several forms. Table Top Exercises provide a convenient and low cost method of introducing local officials to scenario related problem situations for discussion and problem solving designed to evaluate policy, plans, and procedures and resolve coordination and responsibilities. Such exercises are a good way to see if policies and procedures exist to handle certain issues.
Functional exercises may simulate an actual emergency and are designed to test and evaluate the capability of an individual function such as those of City staff in the EOC.
Full-Scale Operations exercises simulate an actual emergency and involve multiple jurisdictions.
They typically involve complete Emergency Management Staffs and are designed not only to exercise procedures, but also to test the readiness of personnel, communications, and facilities.
Such exercises can be conducted at the EOC level or as field exercises.
Part Two
ANNEXES
This part of the Emergency Plan includes the following functional Annexes which describe the emergency response organization. Annexes A through E are briefly described and represent the five sections of the Emergency Operations Center. Remaining annexes include: Annex H, Santa Clara’s Community Emergency Response Team; Annex K, Animals in Disaster; Annex L, Local Hazard Mitigation Plan; and Annex T, Terrorism Response to Weapons of Mass Destruction.
In prior versions of this plan, each Annex was supported by Appendices that provided Emergency Action Checklists for hazard-specific responses. These checklists were updated prior to February 2016, and each City department has a policy and procedure manual that details specific actions for incidents including those that allow for the mitigation of CBRNE emergencies.
Annex A
Management
□ Ensures the support and coordination of emergency services and resources involved in preparing for and responding to situations associated with natural disasters, technological incidents, or CBRNE emergencies Annex B
Operations
Fire Branch
□ Limits the loss of life and property from fires and other threats and provides emergency medical care and rescue of persons.
□ Includes Fire Suppression, Search & Rescue, Hazardous Materials Operations □ Coordinates the activities of personnel engaged in fire and rescue and other emergency operations; maintains communications with field commands; evaluates status reports; makes decisions regarding the commitment of resources; and determines the need for additional assistance.
□ Coordinates operations associated with the location, provision of immediate care, and safe removal of endangered, trapped, injured, and/or isolated persons. □ Coordinates hazardous materials response. This may involve material identification, remedial actions, disposal, containment, personal safety, and other response and recovery actions.
□ In conjunction with the Santa Clara County Department of Public Health and the Santa Clara County Emergency Medical Services Agency, supports public health and medical operations not addressed by the Medical Health Operational Area Coordination Program.
Law Branch
□ Provides for the protection of life and property; enforces applicable laws, orders, and regulations; and provides traffic control on designated highways, streets, and roads; Movement Operations and Coroner Operations.
□ Coordinates the activities of law enforcement and traffic control personnel in and around disaster areas including evacuation, perimeter control, access control, and obtaining and providing mutual aid; maintains communications with field commands; evaluates status reports; makes decisions regarding the commitment of resources.
□ Liaises with the Santa Clara County Coroner’s Office and coordinates operations associated with collection, identification, and disposition of fatalities. □ In conjunction with the Medical Health Operational Area Coordination Program, may support the procurement and allocation of critical public and private medical supplies and other resources; and the activation and operation of Points of Distribution.
□ Coordinates the movement of persons from hazardous or threatened areas to lower risk reception areas.
Care and Shelter Branch
□ Coordinates the procurement and allocation of resources required to support masscare operations, to include the activation of appropriate lodging and feeding facilities; coordinates the activation and staffing of shelters.
Engineering Branch
□ Coordinates the damage assessment of public buildings and the management of the City’s infrastructure. Coordinates emergency debris clearance, route recovery, and other engineering operations.
Water/Sewer Branch
□ Coordinates the continued operation of water and sewer services.
Electric Branch
□ Coordinates the continued operation of Silicon Valley Power and related services.
Engineering Branch
□ Provides for the procurement, distribution and use of construction and engineering resources.
Streets and Auto Services
□ Coordinates the procurement and allocation of resources required to maintain City streets and sewers. Coordinates all activities required to maintain the City’s fleet of vehicles and equipment.
Annex C
Planning/Intelligence
□ Collects and analyzes information and data related to a disaster or emergency.
This is crucial to the successful management of response and recovery operations.
Annex D
Logistics
□ Procures facilities, personnel, equipment, and materials for the emergency response. Coordinates the allocation of essential supplies; including food, fuel, and health supplies. Coordinates the allocation of personnel. Coordinates the allocation of transportation resources required to move people, equipment, and essential supplies.
Annex E
Finance Section
□ Establishes timekeeping procedures consistent with federal, state, and City guidelines for City Employee Services and City equipment. Provides guidance to other departments with respect to timekeeping, salary, benefits, and documentation procedures. Is responsible for all financial and cost aspects of the disaster, including record keeping for reimbursement. Handles any property/equipment claims for compensation. Apprises the EOC Director of the current and projected financial status of the City.
City of Santa Clara
Emergency Operations
Plan
Annex A
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Annex A
MANAGING EMERGENCY OPERATIONS
EMERGENCY MANAGEMENT OVERVIEW
Introduction
This annex establishes policies and procedures and assigns responsibilities to ensure the effective management of emergency operations during peacetime and emergency activations such as response to Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE) emergency situations. It provides information on the dissemination of emergency public information, emergency communications, alerting and warning procedures, and damage assessment and reporting. The annex describes the organizational and operational concepts for managing emergency operations.
Objectives
Annex A establishes policies and procedures and assigns responsibilities to ensure the effective management of a community emergency response. It provides information on the City emergency management structure, activation of emergency response and recovery procedures, and Emergency Operations Center (EOC) data.
The overall objective in the Management Section is to ensure the coordination of emergency forces and resources involved in preparing for and responding to situations associated with natural disasters, technological incidents, or CBRNE emergencies.
Specifically, this will include:
□ Over-all management and coordination of emergency and recovery operations in the EOC and in support of the field level.
□ Determine the need for, and level of, disaster declarations. □ Coordinating or maintaining liaison with appropriate federal, state, and other local governmental agencies and applicable segments of the private sector. □ Requesting and allocating resources and other support. □ Establishing priorities and adjudicating any conflicting demands for support. □ Coordinating inter-jurisdictional mutual aid.
□ Activating and using communications systems.
□ Preparing and disseminating Emergency Public Information. □ Disseminating warnings.
□ Overseeing community alerting based on Federal Agency Warnings. □ Developing adequate mitigation plans and projects.
□ Managing the movement and reception and care of persons in event an evacuation is ordered.
□ Collecting, evaluating, and disseminating damage information and other essential data.
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Concept of Operations
Local emergency operations will be managed in one of three modes, depending on the magnitude of the emergency.
1. The City Meets Resource Needs
This management mode is similar to day-to-day operations and is employed in Level I responses. The City EOC may not be activated.
2. The City and County/Operational Area is Unable to Meet Resource Needs This mode of operation is employed in Level II responses, characterized by involvement of several departments. Key management level personnel from the involved departments operate from the EOC. Typical emergency management activities under this mode include:
Establishing an area-wide situation assessment function. □ Establishing an area-wide public information function. □ Determining resource requirements for the affected area and coordinating resource requests.
□ Conducting citywide situation analysis and damage assessment. □ Managing citywide public information.
□ Determining resources requirements and coordinating resource requests, and □ Establishing and maintaining a logistics system.
3. The Region is Unable to Meet Resource Needs
This mode is employed in Level III disasters. The City EOC is fully activated, and coordination and direction of response and recovery actions are conducted from the EOC.
CBRNE Emergencies
Operations during nuclear defense and CBRNE emergencies include essential actions relating to increased readiness, crisis relocation, and nuclear attack (with or without warning). The Statewide Emergency Management System will be fully activated, and centralized coordination and direction of emergency operations will be established. The County/Operational Area EOC and City EOC will be activated and staffed by the designated Emergency Management Staff members.
General
EMERGENCY MANAGEMENT STAFF
The City’s Emergency Management Staff will be led by the Emergency Services Director/City Manager, who will be responsive to the Local Disaster Council (organized pursuant to Section 8610 of the government Code). The Director of Emergency Services/City Manager is supported by the Emergency Services Coordinator and by a staff comprised of city departments organized under the Standardized Emergency Management System and assigned primary and support duties in the Table of Responsibilities, contained in this Annex.
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The City’s Emergency Management Staff will have over-all responsibility for:
□ Organizing, staffing, and operating the EOC
□ Organizing communications and warning systems
□ Providing information and guidance to the public
□ Maintaining information on the status of resources, services, and operations □ Directing over-all operations
□ Obtaining support for the jurisdiction and providing support to other jurisdictions as required
□ Analyzing hazards and recommending appropriate countermeasures □ Collecting, evaluating, and disseminating damage assessment and other essential information
□ Providing status and other reports to the Operational Area Emergency Management Staff (if activated) or the OES Mutual Aid Region Office
DIRECTION AND CONTROL
In an emergency requiring activation of the EOC, or in an emergency requiring response by more than one agency, whether or not the EOC is activated, or in cases where a proclamation of LOCAL EMERGENCY, STATE OF EMERGENCY, or STATE OF WAR EMERGENCY, the following command relationships will apply:
Emergency Services Director
The Emergency Services Director/ City Manager, or designated alternate, is responsible for overall incident/citywide coordination and management of the response effort. The most likely base of operations will be the EOC. Staff officers assigned to the primary/alternate EOC, and the SEMS organization will support the Director.
Emergency Services Coordinator
The Emergency Services Coordinator assists the Emergency Services Director in managing and coordinating emergency response efforts and serves as the EOC Coordinator, or designated alternate. This individual's responsibilities will include the management and supervision of the administrative functions of the EOC. This individual is responsible for maintaining the operational readiness of the primary and alternate EOC facilities and staffs.
ON-SCENE MANAGEMENT
The City of Santa Clara subscribes to and utilizes the Incident Command System (ICS).
Generally, the Santa Clara Police Department will provide Incident Commanders (ICs) for:
□ Bomb Threats/Bombs Found
□ Crime Scenes
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□ Civil Disturbances
□ Evacuation Operations (other than hazardous materials caused) □ Transportation Accidents (City Streets Only)
□ Traffic Control Operations
Santa Clara Fire Department will provide ICs for:
□ Terrorism events involving chemical, biological, nuclear or radiological materials, or explosive materials
□ Fire Suppression Operations
□ Hazardous Material Incidents, including evacuation operation □ Urban Search and Rescue Operations
□ Heavy Rescue Operations
□ Radiological Accidents
□ Earthquake Overall Response
□ Flood Incidents
□ Multiple Casually Incidents
In some instances, City authority may be pre-empted by state or federal authority. In those instances, City government will act directly under the authority of the duly authorized representative of the state or federal government.
EMERGENCY OPERATIONS CENTER
The City of Santa Clara Emergency Operations Center (EOC) is located adjacent to the Police firing range. Instructions for set-up and activation of the EOC are kept within the entrance to the EOC Operations Room.
If an emergency situation is too large to be coordinated from the field, or if a major disaster occurs, the Emergency Services Director/City Manager or designee orders the activation of the EOC. The EOC provides a place where emergency operations can be centralized for better communication. The Center has tables, phones, FAX, radios, computers, maps, reference documents, operating procedures, and office supplies.
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Activation Phase:
□ Check in: Place T-Card in the appropriate “On Duty” section upon arrival at the EOC.
□ Report to your assigned Section Supervisor.
□ Set up workstation and review your position responsibilities. □ Establish and maintain a position log, which chronologically describes your actions taken during your shift.
□ Determine your resource needs, such as a computer, phone, plan copies, and other reference documents.
□ Ensure computer applications for situational awareness are operational.
Poll the Situation Status Unit in the EOC to determine the nature, scope, and severity of the incident(s). Information thus obtained will influence decisions regarding emergency declarations and proclamations, requests for mutual aid, evacuation, and other vital considerations. Particular attention is paid to:
□ Nature of the emergency(s)
□ Multiple incidents
□ Areas of the City affected or threatened
□ Containment potential
□ Fatalities and injuries
□ Damage assessment figures expressed in dollar amounts □ Public information management
If the Emergency Operations Center is unusable, the Alternate EOC will be used. Mobile radios, phones and computers will permit re-location of the EOC to any effective location if circumstances dictate.
The Emergency Services Director/City Manager may proclaim a local emergency.
A Gubernatorial or Presidential declaration may also be requested. City Council approval confirming this action is needed at the next City Council meeting within seven days.
Demobilization Phase:
□ Deactivate your assigned position and close out logs when authorized by the EOC Director.
□ Complete all required forms, reports, and other documentation. All forms should be submitted through your supervisor to the Planning/Intelligence Section, as appropriate, prior to your departure.
□ Be prepared to provide input to the after-action report. □ If another person is relieving you, ensure (s)he is thoroughly briefed before you leave your workstation.
□ Clean up your work area before you leave.
Leave a forwarding phone number where you can be reached.
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Emergency Operations Center Functions
Management Staff
EOC Director City Manager
EOC Coordinator Emergency Services Coordinator
PIO
Legal Advisor
Liaison Officer
Safety Officer
GENERAL STAFF and BRANCHES
Operations Section Coordinator-as assigned
Branches:
Fire
Police
• Communications/Dispatch
Care and Shelter
Water/Sewer
Electric
Engineering
Streets and Automotive
Plans Section Coordinator-as assigned
Units:
Situation Status
Resource Status
Documentation
Message Center
Check-in
Logistics Section Coordinator-as assigned
Finance Section Coordinator-Director of Finance
Policies and Procedures
Operational Priorities
Special consideration will be given to establishing operational priorities in conducting emergency operations. The following activities will be accorded such priority. All are important; the specific situation will dictate the order of priority:
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□ Meeting the immediate needs of people (rescue, medical care, food, shelter, and clothing).
□ Temporary restoration of facilities, whether publicly or privately owned, essential to the health, safety, and welfare of individuals (sanitation, water, electricity, road, street, and highway repairs).
□ Meeting the rehabilitation needs of people (temporary housing, food stamps, employment, etc.).
ALERTING AND WARNING
General
Warning is the process of alerting governmental forces and warning the general public to the threat of imminent extraordinary danger. Dependent upon the nature of the threat and the population group at risk, warning can originate at any level of government.
Success in saving lives and property is dependent upon timely dissemination of warning and emergency information to persons in threatened areas. The National Warning System (NAWAS) is a nation-wide attack warning system developed to accomplish this task in a war emergency. For major peacetime emergencies, portions of the NAWAS system can be used, augmented by state and local systems as appropriate.
Attack Warning System
National Warning System (NAWAS)
NAWAS is a dedicated wire-line system that provides two-way voice communications between federal Warning Centers, states’ Warning Points, and local Warning Points. The system in California consists of four elements:
□ NAWAS, Federal—California link
□ NAWAS, State-County Warning Points circuits
□ County-City warning systems
□ Local warning devices and systems
NAWAS-Federal
The system is activated from two federal facilities, located in Colorado Springs, Colorado, and Olney, Maryland.
NAWAS-California
California ties into the national system with a primary dropout at OES Headquarters in Sacramento. Circuits then extend to 46 county warning points. California Highway Patrol Headquarters in Sacramento serves as the alternate State Warning Point.
Both federal and state circuits are monitored 24 hours a day at OES Headquarters, the alternate state Warning Point, and each county warning point.
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County-City Warning Systems
In order to disseminate warning from the County Warning Points to cities, local communications channels are normally used. Although the State Warning Point will relay warnings over the California Law Enforcement Telecommunications System (CLETS), it is usually more expeditious for cities to arrange with the county Warning Points on NAWAS for further relay of the information within the county. This is normally via local Public Safety communication channels, or, in some instances, telephone.
County Warning System
Alert Santa Clara County (SCC) is a notification system for anyone who lives or works in Santa Clara County to get emergency warnings sent directly to their cell phone, mobile device, email, or landline. Alert SCC provides information and instructions in a variety of emergency situations, which may include:
□ Flooding, wildfires and subsequent evacuations
□ Public safety incidents, including crimes, that immediately affect neighborhoods □ Post-disaster information about shelters, transportation, or supplies Dissemination of Attack Warnings
The Federal Warning Centers disseminate warning information to state Warning Points over NAWAS. State Warning Points disseminate the information they receive over NAWAS to the local Warning Points. In addition, state agency radio systems, teletype and telephone circuits are used ensuring maximum dissemination. Each local Warning Point further disseminates the warning over local Public Safety communications channels. Santa Clara County disseminates information, under the authority of the Sheriff's Watch Commander to other jurisdictions and the media through the systems described above.
Based on the information received from the county Warning Point, the Emergency Services Director/City Manager, or designated alternate, will decide whether or not to issue a warning order to the general populace. In that instance, police, fire, and public services vehicles, utilizing loudspeakers and sirens will circulate throughout the city, disseminating the warning. Other resources available for dissemination of the warning order are social media, the radio, television, and volunteer door-to-door canvassers.
Special warning requirements include warning special locations, such as schools, hospitals, nursing homes, major industries, institutions, and places of public assembly, as well as warning the hearing impaired and non-English speaking groups.
Peacetime Emergency Warning Systems
Emergency Conditions and Warning Actions
Flood
A flood emergency is normally preceded by a buildup period, which permits marshalling of forces as required to combat the emergency. During the buildup period, OES cooperates with the National Weather Service and the State A-9
Department of Water Resources by relaying pertinent weather information and river bulletins to local government officials in the affected areas.
OES receives this information over selected circuits and relays it to OES Regions via the OES private line teletype system and to local governments via CLETS.
Fire
Initial warnings of major conflagrations are normally issued by the affected area, through the Operational Area, and/or OES Regional Fire Coordinator, using whatever means of communications are appropriate and available. Requests for mutual aid follow the same channels.
Earthquake
Earthquakes occur without warning. OES could receive notification of an earthquake, as well as subsequent information, including damage reports, from various sources, such as:
1. University of California Seismological Observatory, Berkeley
2. OES Regional Offices
3. Local Governments
4. Federal/State agencies
5. Honolulu Observatory
The information may be received via NAWAS, radio, teletype, and/or telephone and would be further disseminated as appropriate, using any or all of these means. The State Warning Center has a seismic alarm system that activates during earthquakes, prompting duty personnel to investigate the disturbance.
Other Emergencies
Warning and/or information concerning emergencies other than those cited above is disseminated using any effective system(s).
Communication/Situational Awareness Tools
The following is a list of the communication methods/tools/systems and their respective roles in establishing a common operating picture in the City EOC. □ Santa Clara Common Operating Picture (COP)
o Description
The Santa Clara Common Operating Picture (COP) is a tactical single identical display of live relevant information (e.g. reported incidents and their status, street traffic load and video, critical infrastructure such as utilities and transit, etc.) correlated by location and shared across command posts. It facilitates collaborative first response and provides mission-critical A-10
situational awareness to decision-makers. The Santa Clara COP enhances the effectiveness of public safety operations, which translates into a safer and more enjoyable game day experience for guest and local citizens. o Event Use
During events at Levi’s Stadium, real time situational awareness at Levi’s Stadium, the perimeter, and related transit will be displayed on Santa Clara COP and will visible in the City of Santa Clara EOC.
o Information Types
Display of spontaneous incidents and vital situational awareness details/information about those incidents.
□ California Common Operating Picture (Cal COP)
o Description
Cal COP is a system designed for display of information about events and/or assets over a geographical underlay. Its primary purpose is to establish situational awareness for operational and strategic decision makers. Events can be seen by day, week, month, by geographical area, or by name.
o Event Use
During incidents public safety may add locations of calls-for-service and key details about those locations and response efforts. Technicians will ensure that this information (Non-PCII or PCII as appropriate (PCII= Private Critical Infrastructure Information)) is on display on operations centers to help ensure situational awareness and common operating picture. o Information Types
Geographical/list display of key pre-planned and spontaneous events and vital situational awareness details/information about those various events.
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□ Web Emergency Operations Center (Web EOC)
o Description
A web-based information management tool used to allow EOCs to share and exchange information about specific events, operational status, and resource ordering.
o Event Use
During the event Situation Status Unit members within the various activated operations centers will provide activation status updates, key event details pertinent to strategic EOC operations, and resource requests/updates to the appropriate “boards” within WebEOC.
o Information Types
EOC/Municipal status, strategic key event details, resource orders and status
□ Radio
o Event Use
Operational and tactical communications will be the primary uses of radios.
However, should the need arise, pre-designated radio channels may be used for strategic communications amongst EOCs.
o Information Types
Operational/Tactical communications
□ Telephone
o Event Use
Telephones will be used primarily for conference calls amongst activated operations centers and for vetting/de-conflicting information found on the various common operating picture systems/tools.
o Information Types
Strategic updates, information vetting/de-confliction
□ Cellular Phone
o Event Use
Cell phones will be used primarily as a back-up method for vetting/deconflicting information found on the various common operating picture systems/tools in a person-to-person manner, and as a telephone redundancy.
o Information Types
Information vetting/de-confliction (person-to-person)
□ Satellite Phone
o Event Use
Satellite phones will be used only as a back-up method for sharing key strategic/operational information and EOC/Municipal status in a person-toperson or conference call manner should all other communication methods fail.
o Information Types
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Strategic/operational information and EOC/Municipal status □ Email
o Event Use
Email will be used as an additional method for non-law enforcement sensitive (LES) or secure document and information sharing. Email will not be used as a primary common operation picture tool. It is purely supplementary in nature and allows for expedient document sharing. o Information Types
Non-LES/secure Document sharing
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EOC Director
Responsibilities
1. Establish the appropriate Staffing level for the City of Santa Clara EOC and continuously monitor organizational effectiveness ensuring that appropriate modifications occur as required.
2. Exercise overall management responsibility for the coordination between Emergency Response Agencies within the City. In conjunction with the general staff, set priorities for response efforts. Ensure that all City agency actions are accomplished within the priorities established.
3. Ensure that Inter-Agency Coordination is accomplished effectively within the City EOC.
4. Provide policy guidance for the dissemination of emergency public information.
5. Serve as the final authority for the development and approval of all disaster- related media releases for the City of Santa Clara.
6. Ensure that the public within the affected area receives complete, accurate, and consistent information about life safety procedures, public health advisories, relief and assistance programs, and other vital information.
7. Coordinate with the PIO to provide clear policy guidance with regard to media releases.
8. Ensure that the PIO keeps the Emergency Services Director advised of all unusual requests for information and of all major critical or unfavorable media comments. Work with the PIO to develop Procedures or measures to improve media relations.
9. Approve all media releases, including content for Emergency Alert System (EAS) releases if available, and timely and consistent advisories and instructions for life safety, health, and assistance for the public.
10. Approve plans for media briefings for members of the City Council and other assistance as necessary to facilitate their participation in media briefings and press conferences.
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Activation Phase
□ Determine appropriate level of activation based on situation as known. □ Mobilize appropriate personnel for the initial activation of the City EOC. □ Respond immediately to EOC site and determine operational status. □ Obtain briefing from whatever sources are available.
□ Ensure that the EOC is properly set up and ready for operations. □ Ensure that an EOC check-in procedure is established immediately. □ Ensure that EOC organization and staffing is completed. □ Determine which sections are needed, assign Section Coordinators as indicated and ensure they are staffing their sections as required. □ Determine which Management Section positions are required and ensure they are filled as soon as possible.
□ Ensure that telephone and/or radio communications with Operational Area EOC are established and functioning.
□ Schedule the initial Action Planning meeting.
□ Confer with the general staff to determine what representation is needed at the City EOC from other emergency response agencies.
□ Assign a Liaison Officer to coordinate outside agency response to the City EOC.
Operational Phase
□ Monitor general staff activities to ensure that all appropriate actions are being taken.
□ Ensure that the Liaison Officer is providing for and maintaining effective interagency coordination.
□ Based on current status reports, establish initial strategic objectives for the City EOC.
□ In coordination with the General Staff, prepare management function objectives for the initial Action Planning Meeting.
□ Convene the initial Action Planning meeting. Ensure that all Section Coordinators and other key agency representatives are in attendance. Ensure that appropriate Action Planning procedures are followed. The Planning Section Coordinator facilitates the briefing.
□ Once the Action Plan is completed by the Planning/Intelligence Section Coordinator; review, approve, and authorize its implementation. □ Conduct periodic briefings with the General Staff to ensure strategic objectives are current and appropriate.
□ Conduct periodic briefings for elected officials or their representatives. □ Formally issue local Emergency Proclamation for the City, and coordinate local government proclamation with other emergency response agencies, as appropriate.
Ensure that City Council affirmation of the Proclamation is obtained within seven days, and determine the length of the first extension, usually 14 days. □ Brief your relief at shift change, ensuring that ongoing activities are identified and follow-up requirements are known.
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Demobilization Phase
□ Authorize demobilization of sections, branches, and units when they are no longer required.
□ Notify the County/Operational Area EOC and other relevant organizations of the planned demobilization, as appropriate.
□ Ensure that any open actions not yet completed will be handled after demobilization.
□ Ensure that all required forms or reports are completed prior to demobilization. □ Be prepared to provide input to the after action report. □ Deactivate the EOC at the designated time, as indicated by the objectives. □ Proclaim termination of the emergency response and proceed with recovery operations.
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EOC Coordinator
Responsibilities:
1. Facilitate the overall functioning of the EOC.
2. Assist and serve as an advisor to the EOC Director, Management and General staffs as needed, providing information and guidance related to the internal functions of the EOC and ensure compliance with City emergency plans and procedures.
Activation Phase
□ Follow Activation Phase Checklist.
□ Assist the EOC Director in determining appropriate staffing for the EOC. □ Provide assistance and information regarding section staffing to all general staff.
Operational Phase
□ Assist the EOC Director and the general staff in developing overall strategic objectives as well as section objectives for the Action Plan. □ Advise the EOC Director on procedures for enacting emergency proclamations, emergency ordinances and resolutions, and other legal requirements. □ Assist the Planning/Intelligence Section in the development, continuous updating, and execution of the EOC Action Plan.
□ Provide overall procedural guidance to general staff as required. □ Provide general advice and guidance to the EOC Director as required. □ Ensure that all required communications are made to the Operational Area EOC. □ Ensurethat all communications with applicable emergency response agencies are established and maintained.
□ Assist the EOC Director in preparing for and conducting briefings with Management Staff, the City Council, the media, and the general public. □ Assist Liaison Officer with coordination of all EOC visits. □ Provide assistance with shift change activity as required.
Demobilization Phase:
□ Follow Demobilization Phase Checklist.
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Public Information Officer
Responsibilities
1. Serve as the coordination point for all media information for the City of Santa Clara.
Represent the City as the lead Public Information Officer.
2. Ensure that the public and city employees receive complete, accurate, and consistent information about life safety procedures, public health advisories, relief and assistance programs, and other vital information.
3. Coordinate media information with the EOC Director and with Public Information Officers representing other affected emergency response agencies within the Operational Area as required.
4. Monitor media, including social media, to ensure accurate and complete information through follow-up contacts.
5. Maintain a communication log and a documentary file of all information, instructions, and advice released to the public.
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Activation Phase
□ Report to the EOC.
□ Determine staffing requirements and make required personnel assignments for the Public Information function as necessary.
Operational Phase
□ Obtain policy guidance from the EOC Director with regard to media releases. □ Ensure that adequate staff is available at incident sites to coordinate with the media and conduct tours of the disaster area, if safe.
□ Keep the EOC Director advised of all unusual requests for information and of all major critical or unfavorable media comments. Recommend procedures or measures to improve media relations.
□ Coordinate with the Situation Status Unit and identify method for obtaining and verifying significant information as it is developed.
□ Develop and publish a media-briefing schedule, including location, format, and preparation and distribution of handout materials.
□ Implement and maintain an overall information release program. □ Establish a Media Center, as required, ensuring that there is necessary space, materials, telephones, and electrical power. Post hard copies of releases and update status boards and other references. Provide adequate staff to answer media questions. A Joint Information Center (JIC) will be established for incidents that cross jurisdictional boundaries.
□ Interact with other City EOCs as well as Operational Area EOC PIOs and obtain information relative to public information operations.
□ Develop content for social media and Emergency Alert System (EAS) releases if available. Monitor EAS releases as necessary.
□ In coordination with other EOC sections and as approved by the EOC Director, issue timely and consistent advisories and instructions for life safety, health, and assistance for the public.
□ Prepare media briefings for members of the City Council and provide other assistance as necessary to facilitate their participation in media briefings and press conferences.
□ Ensure that a rumor control function is established to correct false or erroneous information.
□ Provide staffing and telephones to efficiently handle incoming media and public calls.
□ Prepare, update, and distribute to the public via the media, the City website, and other relevant means, a Disaster Assistance Information Directory, which contains locations to obtain food, shelter, supplies and health services. □ Ensure that announcements, emergency information and materials are translated and prepared for vulnerable populations, including non-English speaking and hearing impaired.
□ Monitor social media, print media, internet news and broadcast media, using information to develop follow-up news releases and rumor control. □ Ensure that file copies are maintained of all information released.
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□ Provide copies of all media releases to the EOC Director. □ Prepare and distribute instructions for people who must evacuate from a high-risk area. Elements that should be addressed include: definition of the population at risk, evacuation routes, suggestions on the types and quantities of clothing, food, medical items, etc., evacuees should take with them, locations of reception areas/shelters, and safe travel routes for return to residence. □ Prepare and distribute instructions that identify centrally located staging areas and pickup points for evacuees without private automobiles or other means of transportation.
□ Prepare instructions for evacuees’ use upon arrival in a hosting area which shows the location of reception centers, shelters and lodging, feeding facilities, and medical clinics.
□ Refer inquiries on the status of evacuees to the Care and Shelter Branch or the American Red Cross representative.
□ Prepare materials that describe the health risks, the appropriate self-help or first aid actions, and other appropriate survival measures for the current emergency. □ Provide information on State/Federal assistance available. □ Provide information on Local Assistance Center opening dates/times. □ Provide information on location of mass care/medical/coroner facilities, food, and safe water and status of hospitals.
□ Telephones, the EOC to EOC radio, or the Radio Amateur Civil Emergency Service (RACES) may be used for communicating messages to coordinate with PIOs in other affected jurisdictions and at other government levels. □ Conduct shift change briefings in detail, ensuring that in-progress activities are identified and follow-up requirements are known.
□ Prepare final news releases and advise media representatives of point-of- contact for follow-up stories.
Demobilizations Phase
□ Follow Demobilization Phase Checklist.
MEDIA ACCREDITATION AND VISITOR CONTROL PROCEDURES
Emergency Operations Center
The EOC is a secure, locked facility. Only authorized personnel will access the EOC by individual access code or card or by temporary access granted as needed during an EOC activation after identity is verified via camera and intercom. Media will be referred to the Police Department or Fire Department Training Center, either of which will serve as the media center during an emergency. Credentials must be shown prior to admission to either location
Admission into the EOC to observe the activities in the Center will be allowed periodically (if requested) when accompanied by the PIO as long as this activity does not interfere with emergency operations.
A-20
MEDIA ACCESS
Access to disaster areas by accredited reporters is guaranteed, with certain exceptions, by Section 409.5 of the California Penal Code. The California Peace Officers Association suggests, "In general, authorized members of the news media are to be permitted free movement in the area as long as they do not hamper, deter, or interfere with the law enforcement or public safety functions." If access restrictions for the media are unavoidable, a pool system may be established. Under this system, a representative of each medium would be selected and escorted into the restricted area. Information, photos, and film footage would be shared with other media representatives.
A-21
RESPONSE TO A MAJOR EARTHQUAKE
SAMPLE RADIO MESSAGE
UPDATE ON EARTHQUAKE
This is at the . The magnitude of
the earthquake which struck the area at
today has been determined to be on the Richter scale. The epicenter has been fixed at by .
(scientific authority)
This office has received reports of deaths, injuries, and homes damaged. No dollar damage figure is yet available. Police and fire units are on the scene to assist residents. (Continue with summary of situation.) Aftershocks continue to be felt in the area. If you feel shaking, quickly seek shelter under a sturdy piece of furniture or in a supporting doorway. Do not use your telephone unless you need emergency help.
A-22
RESPONSE TO A MAJOR EARTHQUAKE
SUMMARY STATEMENT FOR MEDIA
At approximately today, an earthquake registering on the Richter scale struck the area, with its epicenter at .
Fire and police units were immediately dispatched to assess injuries and damage. (Indicate injuries, deaths, property damage, fires, etc., reported to date.) aftershocks were felt, the largest occurring at No
(time)
additional damage was reported (or specify damage). Over response Employee Services from police and fire agencies were called into action, and the staff of the County/City Office of Emergency Services were put on emergency status. The Red Cross opened shelters at for
persons unable to remain in their homes and reported lodging and feeding over persons.
At on , the
(time) (date)
County Board of Supervisors/City Council proclaimed the existence of a LOCAL EMERGENCY and requested that the Governor proclaim a STATE OF EMERGENCY. The Board/Council also asked the Governor to request the President to declare a Major Disaster/Emergency. Damage to private and public buildings has been estimated to exceed $ .
A-23
RESPONSE TO A HAZARDOUS MATERIAL INCIDENT
SAMPLE RADIO MESSAGE: UNIDENTIFIED SPILL/RELEASE IN HEAVY
TRAFFIC AREA
This is at the . An unidentified substance which may be hazardous has been spilled/released at (specific location).
Please avoid the area, if possible, while crews are responding. The best alternate routes are .If you are already in the area, please be patient and follow directions of emergency response personnel. The substance will be evaluated by hazardous materials specialists, and further information will be released as soon as possible. Thank you for your cooperation.
A-24
SAMPLE RADIO MESSAGE: LOW HAZARD/CONFINED SPILL/RELEASE
NO GENERAL EVACUATION
This is at the . A small amount of , a
hazardous substance, has been spilled/released at . Streets are blocked, traffic is restricted, and authorities have asked residents in the immediate block area to evacuate. Please avoid the area. The material is slightly/highly toxic to humans and can cause the following symptoms: .
If you think you may have come in contact with this material, you should:
. For your safety, please
(give health instructions and headline number, if available) avoid the area if at all possible. Alternate routes are and traffic is being diverted. If you are now near the spill/release area, please follow directions of emergency response personnel. Cleanup crews are on the scene. Thank you for your cooperation.
A-25
RESPONSE TO A HAZARDOUS MATERIAL INCIDENT
SAMPLE SUMMARY STATEMENT FOR MEDIA (ADAPT FOR SITUATION) At approximately a.m./p.m. today, a spill/release of a potentially hazardous substance was reported to this office by (a citizen, employee, etc.). (Police, fire) units were immediately dispatched to cordon off the area and direct traffic. The material was later determined to be , a (hazardous/harmless)
(chemical/substance/material/gas) which upon contact, may produce symptoms of .
Precautionary evacuation of the area surrounding the spill was (immediate/X-block)
by . Approximately
(requested/required) (Agency) (number)
persons were evacuated. Clean-up crews from were dispatched to the (Agency/Company)
scene and normal traffic had resumed by , at which time residents were allowed to (time)
return to their homes. There were no injuries reported OR persons, including (all, number)
Employee Services, were treated at area hospitals for
(Fire, police) (specific if known)
and
(all, number)
were later released. Those remaining in the hospital are in condition.
A-26
Safety Officer
Responsibilities
1. Ensure that all buildings and other facilities used in support of the EOC are in safe operating condition.
2. Monitor operational procedures and activities in the EOC to ensure they are being conducted in a safe manner considering the existing situation and conditions.
3. Stop or modify all unsafe operations outside the scope of the EOC Action Plan, notifying the EOC Director of actions taken.
Activation Phase
□ Follow Activation Phase Checklist.
Operational Phase
□ Tour the entire EOC facility and evaluate conditions. Advise the EOC Director of any conditions and actions which might result in liability (unsafe layout or equipment set-up, etc.).
□ Study the EOC facility and document the locations of all fire extinguishers, evacuation routes and exits.
□ Prepare and present safety briefings for EOC staff meetings. □ If the event which caused activation was an earthquake, provide guidance regarding actions to be taken in preparation for aftershocks.
□ Ensure that the EOC facility is free from any threats. □ Ensure that shift change is established and staffing notifications are made well in advance of the assigned reporting time; coordinate with Section Coordinators and Personnel Unit to ensure that adequate trained staff are available. □ Coordinate with the Logistics Section Coordinator to ensure that adequate and appropriate food and beverages are available in for EOC staff. □ Monitor EOC staff for stress issues and obtain relevant support from the Personnel Section – e.g., on-site counseling, early relief, etc.
Demobilization Phase
□ Follow Demobilization Phase Checklist
A-27
City of Santa Clara
Emergency Operations
Plan
Annex B
B-1
ANNEX B
OPERATIONS
DUTIES AND RESPONSIBILITIES
• Coordinates the City's operations in support of the emergency response through implementation of the operations.
• Implement the goals and objectives for each operational period.
Fire Branch
• Provides support and coordination for overall fire and rescue activities in support of the field. May include fire suppression, fire inspections and ancillary support for a medical response.
• Coordinates hazardous materials response in support of the field This may involve supporting material identification, remedial actions, disposal, containment, personal safety, and other response and recovery actions.
Law Enforcement Branch
• Provides support and coordination for overall law enforcement in support of response to the emergency. This may involve traffic control and other associated law enforcement duties including evacuation, perimeter control and access control. • Coordinates with the County Medical Examiner/Coroner to ensure care for deceased victims.
• Communications - Ensure that information from the computer assisted dispatch (CAD) is available to EOC decision-makers.
Care and Shelter
• Coordinates sheltering and feeding for displaced persons.
Engineering Branch
• Coordinates the damage assessment of public buildings and the management of the City’s infrastructure.
Electric Utility
• Coordinates repairs to systems and supplements electric systems by shifting loads.
Streets and Automotive Services
• Coordinates repairs to roadway and storm drain systems and vehicle support for roundthe-clock operations.
Water and Sewer Utility
• Coordinates repairs to systems and supplements system as required.
B-2
Operations Section Coordinator
Responsibilities:
1. Ensure that the Operations Function is carried out including coordination of response for all operational functions assigned to the EOC.
2. Ensure that operational objectives and assignments are carried out effectively.
3. Establish the appropriate level of branch organizations within the Operations Section, continuously monitoring the effectiveness and modifying accordingly.
4. Exercise overall responsibility for the coordination of Branch activities within the Operations Section.
5. Ensure that the Planning/Intelligence Section is provided with Branch Status Reports.
6. Conduct periodic Operations briefings for the EOC Director as required or requested.
7. Provide overall supervision of the Operations Section.
Activation Phase
□ Report to the EOC when directed.
□ Ensure that the Operations Section is set up properly and that necessary personnel, equipment, and supplies are in place, including maps and status boards. □ Meet with Planning/Intelligence Section Coordinator; obtain a preliminary situation briefing. Based on the situation, activate appropriate branches within the section. □ Request additional personnel for the section as necessary for 24-hour operations, if indicated.
□ Obtain a current communications status briefing from the Logistics Section. Ensure sufficient communications equipment with redundancies is available. □ Confer with the EOC Director to ensure that the Planning/Intelligence and Logistics Sections are staffed at levels necessary to provide adequate information and support for operations.
□ Determine activation status of other EOCs in the Operational Area and establish communication links with the Operations Section in the County/Operational Area, if activated.
□ Based on the situation known or forecasted, determine likely future needs of the Operations Section.
□ Identify key issues currently affecting the Operations Section; meet with Section personnel and determine section objectives for the first operational period. □ Review responsibilities of branches in section; develop an Operations Plan detailing strategies for carrying out Operations objectives.
□ Adopt a proactive attitude. Think ahead and anticipate situations and problems before they occur.
B-3
Operational Phase
□ Ensure that all section personnel are maintaining their individual position logs (EOC 214 form).
□ Ensure that situation and resources information is provided to the Planning/Intelligence Section on a regular basis or as the situation requires, including Branch Status Reports. □ Ensure that all media contacts are referred to the Public Information Officer. □ Conduct periodic briefings and work to reach consensus among staff on objectives for forth-coming operational periods.
□ Attend and participate in EOC Director’s Action Planning meetings. □ Provide the Planning/Intelligence Section Coordinator with the Operations Section's objectives prior to each Action Planning meeting.
□ Work closely with each Branch Director to ensure that the Operations Section objectives, as defined in the current Action Plan, are being addressed. □ Ensure that the branches coordinate all resource needs through the Logistics Section. □ Ensure that intelligence information from Branch Directors is made available to the Planning/Intelligence Section in a timely manner.
□ Ensure that fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of emergency expenditures and daily time sheets).
□ Brief the EOC Director on all major incidents.
□ Brief Branch Directors periodically on any updated information you may have received. □ Share status information with other sections as appropriate.
Demobilization Phase
□ Follow Demobilization Phase Checklist.
B-4
FIRE BRANCH
OBJECTIVES
• Support the mobilization and deployment of firefighting resources and coordinate fire suppression and rescue operations.
• Support fire safety measures appropriate to mitigation of fire hazards. • Coordinate containment and cleanup of hazardous material releases. • Assist in alerting and warning of the general public. • Assist the Law Enforcement personnel in perimeter and traffic control. • Support search and rescue operations.
• Support heavy rescue operations with City of Santa Clara, private sector firms, County OES, and State OES.
• Arrange for fire protection/inspections in public shelters.
RESPONSIBILITIES
This annex provides guidance to the Fire Department Branch Director assigned to the EOC during a disaster. Field units will employ the Incident Command System (ICS) in management of on-scene incidents.
Fire personnel will act as Incident Commander in the field during any of the following:
• Fire Suppression Incidents
• Hazardous Material Incidents
• Medical Emergencies
• Multiple Casual Incident Events.
• Urban Search and Rescue Operations
• Heavy Rescue Operations
• Airplane Crashes. The Fire Department will act as lead agency until the arrival of federal agencies. The initial focus will be fire suppression, multiple casualty management and hazardous material evaluations and response.
• Radiological Incidents. The Fire Department will act as lead agency until the arrival of state or federal agencies. Most likely, response actions will be limited to identification of the radioactive material involved, assisting law enforcement in establishing perimeter control, and providing Radiological Monitoring personnel and equipment.
B-5
The Fire Branch Director assigned to the EOC is responsible for:
• Support and coordination of citywide fire suppression and rescue activities. • Maintaining communications with field units and Incident Command Posts (ICP). • Evaluation of status reports and prioritizing the commitment of fire suppression and rescue resources, hazardous materials resources and fire emergency medical services resources.
• Evaluation of response capability when mutual aid is exhausted. • Coordination, acquisition, and delivery to the site of necessary protective respiratory devices, clothing, equipment, and antidotes for personnel to perform assigned tasks in hazardous radiological or chemical environments.
The OES Coastal Region’s, Fire and Rescue Mutual Aid Coordinator, who serves on the staff of the OES Coastal Regional Administrator during a STATE OF EMERGENCY or STATE OF WAR EMERGENCY, is responsible for coordination and deployment of mutual aid resources within the Region.
FIRE DEPARTMENT POLICIES AND PROCEDURES
The day-to-day fire mutual aid system will continue to be followed. Requests for mutual aid will be submitted through established channels. When the county’s mutual aid resources are exhausted, the Fire County/Operational Area Mutual Aid Coordinator submits requests to the Fire Regional Mutual Aid Coordinator. This regional coordinator then makes requests to the State OES Fire and Rescue Branch when regional mutual aid is exhausted. Requests should include, at a minimum:
• Reason for request
• Number and type of resources needed
• When needed
• Location where resources are to report
• To whom resources report
Fire personnel will coordinate with City Police in Search and Rescue operations.
Fire personnel will assist in evacuation and warning of the general public. Normally, evacuations will be ordered by the Police Chief, except in hazardous material or radiological events when it will be at the direction of the on-scene IC, or in biological/health events when it will be under the authority of the County Health Officer.
The Fire Marshal shall conduct fire and life safety inspections of mass care facilities.
Where practicable, Fire will supply incoming mutual aid forces with portable radios using local frequencies; or ensure that their radio equipment is interoperable.
B-6
FIRE BRANCH DIRECTOR
Emergency Action Checklist
Upon arrival at the EOC, fill out a “T”-Card and check in with the Operations Section Coordinator. Receive a situational briefing.
Initiate/maintain a log (EOC form 214) of significant events and phone/radio calls. Pass this log on to your relief with instructions to maintain it.
Responsibilities:
1. Determine and maintain situation status and resource status:
□ Equipment and personnel committed and their locations □ Anticipated equipment and personnel shortages
□ Nature and scope of the emergency
2. Support fire, hazardous materials, multiple casualty, terrorist attack response, and search and rescue operations in the City.
3. Coordinate the acquisition of all outside resource requests through the Logistics Section.
4. Complete and maintain branch status reports for major incidents requiring or potentially requiring operational area, state, and federal response, and maintain status of unassigned fire & rescue resources in the City.
5. Implement the objectives of the EOC Action Plan assigned to the Fire Branch.
6. Provide overall supervision of the Branch.
Activation Phase:
B-7
□ Follow the generic Activation Phase Checklist.
□ Determine the response status of Fire Department units, station by station. □ Poll field units to ascertain:
• Location of fires
• Response capability
• Location of broken gas and water mains
• Status of hazardous material use and storage sites
• Status of critical facilities
• Location of collapsed buildings. Determine if buildings contain occupants • Location of downed overpasses
• Status of major surface arteries
• Status of backup power equipment
• Fatalities and injuries
□ Prepare and submit a preliminary branch status report and major incident reports as indicated to the Operations Section Coordinator.
□ Prepare objectives for the Fire & Rescue Branch; provide them to the Operations Section Coordinator prior to the first Action Planning briefing and each subsequent briefing.
□ Advise Logistics Section of the Fire Department's needs. □ Update status boards and maps in the Fire Branch, and assist the Planning/Intelligence Section to update overall event status boards and maps.
Operational Phase:
□ Ensure that Branch position logs and other files are maintained. □ Maintain current status on Fire missions being conducted in the City. □ Provide Operations Section Coordinator and the Planning/Intelligence Section with an overall summary of Fire Branch operations periodically or as requested during the operational period.
□ On a regular basis, complete and maintain the Fire Branch Status Report □ Refer all contacts with the media to the Public Information Officer. □ Ensure that all fiscal and administrative requirements are coordinated through the Finance/Administration Section (notification of any emergency expenditures and daily time sheets).
□ Prepare objectives for the Fire Branch for the subsequent operational period; provide them to the Operations Section Coordinator prior to the end of the shift and the next Action Planning briefing.
□ Provide your relief with a briefing at shift change; inform him/her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information. □ Based upon severity of the situation, place City Fire personnel on alternate scheduling and initiate emergency callback procedures.
Demobilization Phase:
□ Follow the generic Demobilization Phase Checklist.
B-8
In the event of a FLOOD/DAM FAILURE, determine the boundaries of present and anticipated inundation areas. Map these areas on EOC map.
□ Determine if any fire stations are located in inundation areas. If so, order relocation of personnel and equipment to safe areas.
□ Determine the number and approximate location of those requiring evacuation. □ Request Santa Clara Valley Water District to initiate monitoring of potable water supplies.
In the event of a HAZARDOUS MATERIAL INCIDENT:
□ Identify substance.
□ Determine quantity and extent of release. Map these areas on EOC map. □ Determine the potential for fire, environmental pollution, and toxicity to humans and animals.
□ Establish perimeter control.
□ Instruct all responders to use proper Personal Protective Equipment (PPE) and clothing. □ Notify County EMS to contact hospitals regarding incoming casualties. □ Advise County EMS of identity of substance, if known. □ Establish and operate decontamination stations. Ensure that no contaminated patient is transported.
□ Determine the identity of the responsible party, as soon as possible.
Make certain that the following reporting requirements are fulfilled:
□ Notify Santa Clara County Public Health Department, the designated Administering Agency.
□ Notify Santa Clara County OES.
□ Notify neighboring jurisdictions, or unincorporated areas that might be impacted. □ Notify State OES Warning Center via County OES.
□ If applicable, notify the owner of the business, or the carrier.
In the event of a RADIOLOGICAL incident, request City Police Department to implement perimeter control.
□ Dispatch trained radiological monitor to the scene with instructions to report radiation levels to EOC on a periodic basis.
□ Request assistance from State OES, via County OES.
B-9
Activation and Demob Checklist
(For All Ops Positions)
Activation Phase
□ Check in at the Plans Section upon arrival at the EOC. □ Report to EOC Director, Section Coordinator, Branch Director, or other assigned Superior.
□ Set up workstation and review your position responsibilities. □ Establish and maintain a position log (EOC 214 form), which chronologically describes your actions taken during your shift.
□ Determine your resource needs, such as a computer, phone, plan copies, and other reference documents.
Demobilization Phase
□ Deactivate your assigned position and close out logs when authorized by the EOC Director.
□ Complete all required forms, reports, and other documentation. All forms should be submitted through your supervisor to the Planning/Intelligence Section, as appropriate, prior to your departure.
□ Be prepared to provide input to the after-action report. □ If another person is relieving you, ensure he/she is thoroughly briefed before you leave your workstation.
□ Clean up your work area before you leave.
□ Leave a forwarding phone number where you can be reached.
B-10
Fire: Department Operations Center Leader
Responsibilities:
1. Assist Incident Commanders in the field by providing coordination for mutual aid requests to and from the Operational Area Fire/Rescue Mutual Aid Coordinator, as appropriate.
2. Respond to requests for fire resources from the field in a timely manner, following established priorities (life safety, protection of the environment, and protection of property).
3. Monitor and track fire resources utilized during the event.
4. Provide general support to field personnel as required.
5. Update Operations Section Branch Director on a regular basis.
6. Supervise the Fire Department Operations Center.
Activation Phase:
□ Follow generic Activation Phase Checklist.
Operational Phase:
□ Establish and maintain a position log and appropriate files. □ Establish and maintain radio or cell-phone communication with the Fire □ Units at the Field Level. Obtain regular status reports. □ Assess the impact of the disaster/event on the Fire Department’s operational capability. □ Establish the objectives of the Fire Operations Unit based on the nature and severity of the disaster, and provide them to the Fire Branch Director prior to the first Action Planning briefing.
□ Provide situation status and resource status updates to the Fire Branch Director on a regular basis.
□ Evaluate and process all requests for fire Mutual Aid resources through the Operational Area Fire & Rescue Mutual Aid Coordinator.
□ In conjunction with Planning/Intelligence, determine if current and forecasted weather conditions will affect fire and rescue operations.
□ Inform the Fire Branch Director of all significant events that occur. □ Coordinate with the Law Branch to determine status of evacuations. □ Coordinate with the Care and Shelter Branch Director for shelter locations. □ Reinforce the use of proper procedures for media contacts.
Demobilization Phase:
□ Follow generic Demobilization Phase Checklist.
B-11
LAW ENFORCEMENT BRANCH
This annex addresses the policies and procedures governing the conduct of law enforcement operations during disasters. It also includes guidance and an emergency action checklist for the Law Branch Director in the EOC.
OBJECTIVES
• Support and coordinate Police resources for law enforcement, traffic control, and perimeter control operations.
• Support alerting and warning of the general public.
• Assist Planning/Intelligence in completing their missions by reporting damage assessment information gathered by field units.
• Support and coordinate evacuation operations, except on hazardous materials events where shelter-in-place orders may be more appropriate
• Provide security in mass care facilities, multipurpose staging areas, casualty collection points, supply storage areas, critical facilities, and evacuated areas. Contact Kaiser Hospital to assess security needs in times of anticipated med surge. • Assist with Coroner operations until such time as County authorities are able to take over this responsibility.
RESPONSIBILITIES
• Coordinating law enforcement operations within the City. • Coordinating law enforcement support to other citywide response and recovery operations.
• Evaluating status reports and prioritizing the commitment of law enforcement resources.
POLICIES AND PROCEDURES
• The Police Chief is responsible for the maintenance of law and order in the City and is in command of those operations.
• Patrols will be maintained in evacuated areas whenever possible. • Full-time sworn officers may be augmented with Reserve Officers, where appropriate. • Determine if mutual aid resources have access to interoperable radios/frequencies.
Incoming mutual aid forces should be provided radios with local frequencies whenever possible, if their radios are not interoperable.
• National Guard forces committed to supporting local law enforcement operations will generally accept only broad mission-type orders, and will always remain under the command and control of the State Military Department.
• Only the Governor may request the President to assign federal troops to assist in maintaining law and order. Existing posse commitatus regulation limits the type of duties that may be assigned to military forces.
B-12
Emergency Action Checklist
LAW BRANCH
□ Upon arrival at the EOC, fill out a “T”-Card and check in with the EOC Director. Receive situation briefing.
□ Initiate/maintain a log of significant events and phone/radio calls. Pass this log on to your relief with instructions to maintain it.
□ Determine and maintain situation status and resource status:
• Equipment and personnel committed and their locations, and initial observations and intelligence relative to the scope and nature of the emergency. • Anticipated equipment and personnel shortages.
• Nature and scope of the emergency.
□ Coordinate Police operations in the City.
□ Coordinate the acquisition of all outside material resources through the Logistics Section.
□ Complete and maintain branch status reports for major incidents requiring or potentially requiring operational area, state, and federal response, and maintain status of unassigned Police resources in the City.
□ Implement the objectives of the EOC Action Plan assigned to the Law Branch. □ Provide overall supervision of the Branch.
□ Determine if curfew needs to be imposed. If curfew is to be imposed, review circumstances and legal powers with City Attorney, prepare instructions and curfew order, submit to the Management Section for approval, and issue instructions to all law enforcement personnel, Citywide. Coordinate release of curfew order with PIO. □ If mass care facilities or Local Assistance Centers have been opened, instruct field commanders to assign personnel to provide security for these facilities.
In the event of an EARTHQUAKE, assist the City Fire Department in urban search and rescue operations.
□ Instruct field commanders to assign officers to patrol vacated areas. □ Instruct field commanders to assign officers to conduct intelligence gathering and damage assessment operations, if possible.
In the event of a FLOOD/DAM FAILURE, instruct field commanders to provide perimeter and traffic control in affected areas.
□ Implement public warning measures.
□ Provide security and anti-looting patrols for inundation/evacuation areas. □ Poll field forces to determine if they are in threatened areas. Relocate personnel and equipment as necessary.
□ Provide security for mass care facilities or Local Assistance Centers, as appropriate.
In the event of a HAZARDOUS MATERIAL INCIDENT, implement perimeter and traffic control.
B-13
□ Ensure that all responders requested to assist at the warm zone/cold zone edge are issued, and utilize, proper protective gear and equipment. Coordinate with the HazMat Unit/Rescue Branch activated, or determine minimum requirements in this regard. □ If evacuation is ordered by Fire IC, coordinate the issuance of the order with the Management team and the PIO, time permitting.
□ Provide security and anti-looting patrols from the cold zone for evacuated areas. □ Provide security for mass care facilities or Local Assistance Centers, as appropriate.
In the event of a RADIOLOGICAL INCIDENT, assist Fire to the extent possible in providing perimeter/access/traffic control.
□ Implement alerting and warning measures.
□ Assist in evacuation, if ordered.
In the event of a NUCLEAR ATTACK, assist in alerting and warning the general public. The City stopped designating and supplying fallout shelters with the end of the Cold War. □ Assist in traffic control operations, particularly in areas closest to designated fallout shelters.
□ Provide security for designated fallout shelters.
In the event of an EVACUATION, assist in determining the need to evacuate affected or threatened areas. If evacuation is appropriate, the Chief of Police will issue a voluntary or mandatory evacuation order after consultation with the City Manager, who must first proclaim a Local Emergency. The decision to issue an evacuation order must be coordinated with the Fire Branch and the Care and Shelter Branch.
If City resources appear to be insufficient to support Care and Shelter operations, request assistance through the American Red Cross and Santa Clara County OES.
Advise PIO, Law Enforcement, Fire and Care and Shelter Branches to instruct their field forces to take measures necessary to ensure that persons with functional and access needs, such as the elderly, people living with disabilities, and non-English speaking residents are made aware of the evacuation order. Establish assembly points, transportation modes and routes available.
Coordinate with American Red Cross for general shelters and Salvation Army for special population shelters.
Advise the Care and Shelter Branch to make arrangements for transportation with Paratransit for relocation to suitable shelters for those with functional and access needs, such as people in wheelchairs, and people requiring specialized equipment (dialysis machines, special medications, etc.)
B-14
Law Branch Director
Responsibilities:
1. Support and coordinate movement and evacuation operations during a disaster.
2. Alert and notify the public of the impending or existing emergency within the City.
3. Support and coordinate law enforcement and traffic control operations during the disaster.
4. Support and coordinate site security at incidents.
5. Supervise the Law Enforcement branch.
Activation Phase:
□ Report to the EOC when requested.
□ Obtain briefing. Based on the situation, activate the necessary field units. □ Liaise with the Santa Clara Operational Area EOC Law Enforcement and Coroner's Mutual Aid Coordinator with the coordination of mutual aid resources requested or provided by the City of Santa Clara.
□ Provide an initial situation report to the Operations Section Coordinator. □ Based on the initial EOC strategic objectives, prepare objectives for the Law Branch and provide them to the Operations Section Coordinator prior to the first Action Planning briefing.
Operational Phase:
□ Ensure that Branch position logs and other appropriate files are maintained. □ Maintain current status on Law Enforcement missions being conducted in the City. □ Provide the Operations Section Coordinator and the Planning/Intelligence Section Coordinator with an overall summary of Law Enforcement Branch operations periodically or as requested during the operational period.
□ On a regular basis, complete and maintain the Law Enforcement Branch Status Report.. □ Refer all contacts with the media to the Public Information Officer. □ Ensure that all fiscal and administrative requirements are coordinated through the Finance/ Administration Section (notification of any emergency expenditures and daily time sheets). □ Prepare objectives for the Law Branch for the subsequent operational period; provide them to the Operations Section Coordinator prior to the end of the shift and the next Action Planning briefing.
□ Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.
Demobilization Phase:
□ Follow the generic Demobilization Phase Checklist.
B-15
CARE AND SHELTER BRANCH
This annex describes the organizational and operational policies and procedures required to meet the food, clothing and shelter needs of people on a mass care basis during major disasters, as well as in a nuclear attack environment. It also cites authorities and specifies the public and private organizations responsible for providing mass care services.
OBJECTIVES
The overall objectives of care and shelter operations are:
• Provide food, clothing, shelter, and other basic necessities of life, on a mass care basis, to persons unable to provide for themselves as a result of a disaster. • Provide an inquiry service to reunite separated families or respond to inquiries from relatives and friends outside the affected areas.
• Assure an orderly transition from mass care, to separate family living, to post- disaster recovery.
• Prepare for occupancy and operation of fallout shelters during a surge or mobilization period.
• Organize and manage fallout shelters in the event of a nuclear attack.
AMERICAN RED CROSS
The American Red Cross (ARC) as mandated by Federal Law 36-USC-3 and reaffirmed in Public Law 93-288, provides disaster relief in peacetime.
At the state level, the Statement of Operational Relationships between the ARC and the California Office of Emergency Services, and the Memorandum of Understanding between the ARC and the California Department of Social Services establishes the operating relationships between these agencies. The major care and shelter responsibilities of the Red Cross in the emergency period are included in the Statement of Operational Relationships and reiterated below.
Emergency mass care includes providing:
• Emergency lodging for disaster victims in public or private buildings. • Food and clothing for persons in emergency mass care facilities. • Food for disaster workers if normal commercial feeding facilities are not available. • Registration and inquiry service.
The ARC acts cooperatively with state and local government and private sector relief organizations to provide emergency mass care to persons affected by disasters in peacetime.
There is no legal mandate for Red Cross involvement in a State of War Emergency. However, by decision of Chapter Boards of Directors, the Red Cross Chapter Disaster Committees in California may, if incorporated into the civil defense plans of political subdivisions, serve as a component of civil defense to assist with emergency mass care operations.
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ORGANIZATION AND RESPONSIBILITIES
The Director of the Department of Parks and Recreation Department is the Care and Shelter Branch Director. In this capacity, the Director, or designated alternate, will:
• Serve as the Care and Shelter Branch Director in the City EOC. (As required, along with the ARC liaison)
• Have overall responsibility for coordination of Care and Shelter operations within the City.
• Ensure that the City Council has approved a proclamation designating the ARC as the official disaster relief agency during peacetime disaster response and recovery operations.
• Encourage the interface of other private sector relief agencies in support of the ARC, especially the Collaborating Agencies Disaster Relief Effort (CADRE) organizations and 211.
• In the event that the ARC and/or CADRE are not available to serve, the Branch Director will arrange for the opening and operation of mass care facilities until such time as the ARC, CADRE, or other non-government organizations are available to serve. ARC has no responsibility for shelters it did not open or authorize. The City will be responsible for such shelters.
Public Shelters
A list of public shelters, compiled from the National Facility Survey List, as well as the American Red Cross shelter listing, is kept on file in the County Office of Emergency Services.
Registration and Inquiry
During peacetime response and recovery operations, the ARC has the responsibility for conducting Registration and Inquiry operations. The ARC has trained Disaster Welfare Inquiry personnel, a system to recruit volunteer workers, and a tested program to handle mass inquiries. During most disasters, a Registration and Inquiry Center is established in the ARC Chapter office closest to the incident. On occasion, the ARC may designate a Headquarters for Disaster Operations. In the event fallout shelter operations are initiated, Registration and Information Coordinators in Reception and Care Centers have the responsibility for registration of shelter inhabitants.
Communications should be established between the Center and shelters, hospitals, and coroners' offices and morgues. Registration lists and location changes are sent to the Center daily, if practicable. If possible, inquiry and response information should be sent by email, phone or packet radio in order to provide a written record of the communications. Although every effort is made to locate all victims, it is probable that some persons whose homes may have been damaged will relocate without registering. In light of this, the Coordinator should request the PIO to issue bulletins requesting those who relocated to notify relatives of their whereabouts, as well as register at a Center.
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Lodging Operations
• In widespread disasters, all suitable buildings, other than those being used for other emergency functions, may be used for lodging.
• Schools are the preferred facility for lodging, as they are public facilities and can accommodate a large number of persons. Churches are also appropriate, as they are often large and frequently have feeding facilities on the premises. • Arrangements should be made in advance with owners or managers of all likely mass care facilities.
• In large-scale disasters, commercial lodging facilities such as motels and hotels should be reserved for the infirm that require special facilities. • The lodging list should be updated as needed, at least annually. • When possible, most of the lodging operations will be performed by personnel normally associated with the facility. However, in large-scale disasters, the shelterees, under the supervision of the facility manager, are expected to assist with many, if not most, of the operations.
• Pets will not be allowed in lodging facilities. Whenever practical, they will be housed in temporary animal control facilities.
• Only minimal health care will be available in mass care facilities.
Feeding Operations
Mass feeding operations will be the joint responsibility of the City and the American Red Cross, with the support of CADRE.
• During peacetime operations, arrangements will be made, when possible, for mobile feeding and refreshment services, as well as food delivery to persons in remote locations.
• Ordinarily, a central facility will be established for mass feeding. • Mass feeding schedules will be published and distributed. • Special diets will be provided, if possible, including those medically required, and those based on community food preferences based on culture or religion. • Arrangements will be made with restaurants to augment mass feeding operations. • Foodstuffs will be obtained from government stores prior to acquisition from the private sector.
Fallout Shelter Operations
At this time, no shelters exist in Santa Clara, adequate to protect the population against blast or thermal radiation. Therefore, those citizens in assumed high risk areas with respect to the direct, prompt effects of a nuclear weapon detonation, will be notified of the potential danger by Emergency Alert System channels, and, based upon an informed decision, may elect to spontaneously evacuate the area, or remain in place, as the case may be.
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Care and Shelter Branch
Responsibilities
1. Supervise the Care and Shelter Branch
2. Activate City Shelters as required. Contact Santa Clara Unified School District to activate additional shelters as required
3. In coordination with volunteer and private agencies, provide clothing, shelter, and other mass care services as required to disaster victims within the city.
4. Coordinate with County Mental Health and Non-governmental Organizations (NGO’s) to ensure that appropriate mental health services are available to disaster victims.
5. Ensure that care and shelter information for disaster victims is available in appropriate languages and through appropriate means for persons with disabilities and those with limited English reading skills. Coordinate with the PIO to obtain needed written materials.
6. Coordinate with the Community Liaison to ensure that appropriate support services are available to disaster victims at a Local Assistance Center or City Disaster Assistance Center that might be opened, with special reference to language and disability issues.
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Operational Phase
□ Obtain Situation/incident briefing
□ Establish and maintain a Care and Shelter Unit position log and other necessary files. □ Alert American Red Cross (ARC) liaison that either Operations will be initiated immediately or Operations are likely to be initiated.
□ Coordinate with the Planning/Intelligence Section to determine the condition of those school facilities or community facilities that may be needed as shelters. Request a windshield survey of the property, if none has been completed, before announcing a potential location.
□ Once general conditions on the property are determined, dispatch Department of Parks and Recreation staff to investigate the following attributes of each facility, at a minimum:
structurally sound, utilities operational and sanitation facilities operational and adequate. □ If Care and Shelter operations are initiated, or appear to be imminent, coordinate with the evacuation liaison (Law Branch) to determine, at a minimum: the boundaries of evacuation area(s), the number of evacuees requiring food and shelter; the number of evacuees with functional and access needs such as the critically ill, persons with disabilities, the elderly, and non-English speaking. To the extent possible, designate space within lodging shelter facilities to house these individuals. It is anticipated that a portion of the evacuees will arrange for their own food and shelter. □ Assign shelter/reception center teams. Try to place bilingual staff at centers serving monolingual non-English speaking populations. Request bilingual city staff from other departments if needed to augment resources.
□ Coordinate the information flow between Care and Shelter facilities and the EOC as required. If phone service is unavailable, coordinate with RACES to place HAM operators at shelters.
□ Update maps and status boards as required.
□ Provide the Operations Section Coordinator and the Planning/Intelligence Section Chief with an overall summary of Care and Shelter Branch Operations periodically during the operation period or as requested.
□ Complete and maintain the Care & Shelter Status Reports.. □ Ensure that coordination of all mass care activities occurs with the Red Cross and other volunteer agencies as required.
□ Ensure that coordination of all mental health services activities occurs with the County Mental Health Department and the American Red Cross.
□ Prepare objectives for the Care and Shelter Branch for the subsequent operational period; provide them to the Operations Section Coordinator prior to the end of the shift and the next Action Planning meeting.
□ Refer all contacts with the media to the Public Information Officer.
Demobilization Phase
□ Follow the Demobilization Phase Checklist.
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Care and Shelter Field Unit Leader
Responsibilities
1. Coordinate directly with the American Red Cross and other volunteer agencies to provide food, potable water, clothing, shelter, and other basic needs as required to disaster victims within the City.
2. Assist the American Red Cross with inquiries and registration services to reunite families or respond to inquiries from relatives or friends.
3. Assist the American Red Cross with the transition from mass care to separate family/individual housing.
4. Supervise the Care & Shelter Unit.
Activation Phase
□ Establish and maintain your position log and other necessary files. □ Request an agency representative from the American Red Cross. Work with the Agency Representative to coordinate all shelter and congregate care activity. □ Establish communications with other volunteer agencies to provide food, water, clothing, and other basic life sustaining needs.
□ Ensure that each activated shelter meets the requirements as described under the Americans with Disability Act.
□ Assist the American Red Cross in staffing and managing the shelters to the extent possible.
□ Assist the American Red Cross to activate an inquiry registry service to reunite families and respond to inquiries from relatives or friends.
□ Assist the American Red Cross with the transition from operating shelters for displaced persons to separate family/individual housing.
□ Complete and maintain the Care and Shelter Status Report. □ Refer all contact with the media to the Public Information Officer.
Demobilization Phase
□ Follow the Demobilization Phase Checklist.
Shelter Guidelines
Because of the variety of disasters that could occur in Santa Clara, it is impractical to list specific shelter sites, beyond those already specified, that might be used to house and feed the community. A variety of factors will be considered in selecting site-specific shelters, such as proximity to the disaster site, without being within the disaster area; adequate transportation to the facility for those in the affected area; location in relation to a hazmat event location (up-wind or cross-winds, uphill); location in relation to a flood event (high ground, stable soil).
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Types of shelters are listed in priority order for use:
Small Scale/Limited Evacuation Event
• Public accommodations (hotels/motels)
• Salvation Army facilities
• Other existing temporary housing facilities
• Designated City-owned facilities, including parks
• Nearest high school neither in the disaster area, nor downwind of a hazmat event Large Scale/General Evacuation Event
• Nearest high school neither in the disaster area, nor downwind of a hazmat event • Community centers, including associated outdoor areas and parks • Public accommodations or Salvation Army facilities will be reserved for those with functional and access needs
People in long-term care or assisted living facilities (nursing homes, community care facilities) should be transported to the alternative care facilities as part of the facilities’ own Emergency Plans.
MASS FEEDING SERVICES
Some aspects of the food delivery system will need supervision to prevent the spread of disease and the spoilage or waste of food. Some of the most important are:
• Quality control of incoming foods in order to detect spoilage or contamination. • Quality control of water supplied to food preparation centers. • Provision for proper storage and cooking of food.
• Provision for proper disposal of solid and liquid waste. • Provision for proper washing and sanitizing of utensils. • Supervision of food preparation and serving.
• Supervision of cleaning of all food handling and serving areas. • Control of insects and rodents in food stores, kitchens, and eating areas. • Management of personnel, including training, health checks, and assignment to sanitary facilities.
It is anticipated that mass-feeding facilities will be filled to capacity, and additional facilities may be required to serve the population in need. Maintaining cleanliness and sanitation standards will be of utmost importance. All sections should be kept clean and disinfected and only potable water should be used in the feeding centers. In addition to this, three separate basins (one for personal use, one for the cleansing of cooking utensils and dishes, and one for the washing of fruits and vegetables) should be set up. All sinks should be provided with detergents, access to boiling water, and organic waste containers where grease and food scraps can be deposited.
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Dishes should be immersed in boiling water for five minutes, if possible, or treated with a suitable germicidal chemical in the final rinse.
Food handlers must practice good personal hygiene and be free of boils, sores, and communicable diseases. To ensure compliance with this policy, medical examinations should be required of all food handlers. Prior to reporting to the mass feeding facility to begin work, the new food handlers should attend a brief training session that stresses personal hygiene and emphasizes hand washing and wearing of special garments for food service and preparation.
If refrigeration at the mass feeding facility is inadequate, perishables will have to be delivered daily. Raw vegetables and soft-skinned fruit should not be served at mass feeding facilities, unless their wholesomeness can be assured.
If potable water supply is not adequate to meet demand, coordinate the location, delivery, and distribution of potable water with the Management Section and the Supply/Procurement Unit in the EOC. If resources are needed, contact County EOC.
Contact and coordinate with the Logistics Section to obtain chemical (portable) toilets and other temporary facilities for the disposal of human waste and other infected waste.
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ENGINEERING BRANCH
STREETS BRANCH
WATER AND SEWER BRANCH
ELECTRIC BRANCH
OBJECTIVES
Conduct emergency repair/restoration of roadways, bridges, overpasses, and repair/restoration of critical infrastructure owned, operated, and maintained by the City of Santa Clara.
• Conduct emergency debris clearance and roadway recovery operations. • Support damage assessment teams.
• Conduct flood fight operations.
• Assist Fire in conducting urban search and rescue operations. • Ensure potable water supply during an emergency.
• Restore utilities to critical and essential facilities. • Provide sanitation services during an emergency.
• Inspect, designate, and, when essential for life safety, demolish hazardous structures. • Protect the water supply and sewage system from the effects of hazardous material incidents, in conjunction with system owners.
• Drain flooded areas.
• Determine the safety of emergency operations facilities, public shelters, reception and care centers, and evacuation routes in a post-disaster environment. • Assist in crisis upgrading of existing fallout shelters to at least a PF of 40. • Assist in construction of new fallout shelters.
• Assist in preparation and dissemination of emergency public information relative to upgrading of homes to provide fallout protection, construction of home shelters, and expedient shelters.
POLICIES AND PROCEDURES
Post-Event Inspection of Facilities and Structures
Inspections to determine serviceability will be conducted in accordance with the Damage Assessment Plan for Volunteer Engineers, and the Damage Assessment Plan for California Building Officials (published and issued by State OES).
Debris Clearance
No provisions exist for reimbursing individuals or private organizations for the costs of emergency debris clearance from private property.
Eligibility criteria and administrative procedures relative to the application for federal grants to assist in defraying costs incurred in performing emergency debris clearance are outlined in Section 3 (Recovery/Rehabilitation) of the California Emergency Plan, and in the State Disaster Assistance Procedural Manual (published and issued by State OES).
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Roadway Recovery
Field staff will survey damage to roadways and report their findings. Priority will be given to:
• Assessment of damage to roadways and access/egress requirements. • Identification, establishment, and operation of alternate routes. • Reestablishment of service on critical surface arteries.
ENGINEERING BRANCH
STREETS BRANCH
WATER AND SEWER BRANCH
ELECTRIC BRANCH DIRECTOR
Emergency Action Checklist
Upon arrival at the EOC, fill out a “T”-Card and check in with the Plans Section Check-in desk.
Receive situation briefing from your Section Coordinator.
Initiate/maintain a log of significant events and phone/radio calls. Pass this log on to your relief with instructions to maintain it.
Poll field units to determine structural adequacy of public buildings, roads, and bridges.
Establish detour routes.
Arrange for traffic signal operations. Repair as required.
Assist in status assessment and restoration of vital services.
Assist Evacuation liaison in coordination of evacuation operations, particularly route selection and marking, and debris removal.
If power to the EOC is lost, arrange for backup with the Logistics Section.
Responsible departments will maintain resource lists for the types of equipment they might need.
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ENGINEERING BRANCH DIRECTOR
STREETS BRANCH DIRECTOR
WATER AND SEWER BRANCH DIRECTOR
ELECTRIC BRANCH DIRECTOR
Responsibilities:
1. Survey all utility systems, and restore systems that have been disrupted, including coordinating with utility service providers in the restoration of disrupted services.
2. Coordinate the restoration and continued operation of water, wastewater, gas, electric, telephone, cell phone and cable television utilities.
3. Coordinate any redirection of services required by the event.
4. Survey all public and private facilities, assessing the damage to such facilities, and coordinating the repair of damage to public facilities.
5. Survey all other infrastructure systems within the City.
6. Assist other sections, branches, and units as needed.
7. Supervise the respective Branch.
Activation Phase:
□ Report to the EOC.
□ Based on the situation, activate the necessary units within the respective Branch:
□ Liaise with the Santa Clara Operational Area Public Works Mutual Aid Coordinator. □ Provide an initial situation report to the Operations Section Coordinator. □ Based on the initial EOC strategic objectives, prepare objectives for the Public Works Branches and provide them to the Operations Section Coordinator prior to the first Action Planning briefing.
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Operational Phase:
□ Ensure that branch and unit position logs and other necessary files are maintained. □ Maintain current status on all construction/engineering activities being conducted in the City.
□ Ensure that damage and safety assessments are being carried out for public facilities. □ Determine and document the status of transportation routes into and within affected areas.
□ Coordinate debris removal services as required.
□ Provide the Operations Section Coordinator and the Planning/Intelligence Section Coordinator with an overall summary of Public Works Branches activities periodically during the operational period or as requested.
□ Ensure that all Utilities and Construction/Engineering Status Reports, as well as the Initial Damage Estimation are completed and maintained. (Utilize RIMS forms if available).
□ Refer all contacts with the media to the Public Information Officer. □ Ensure that all fiscal and administrative requirements are coordinated through the Finance Section (notification of any emergency expenditures and daily time sheets). □ Prepare objectives for the Construction/Engineering Branch for the subsequent operational period; provide them to the Operations Section Coordinator prior to the end of the shift and the next Action Planning briefing.
□ Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.
Demobilization Phase:
□ Follow the Demobilization Checklist.
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Public Damage Assessment Unit Leader
Responsibilities:
1. Collect initial damage/safety assessment information from other branches/units within the Operations Section for publicly owned buildings.
2. If the disaster is winter storms, flood, or earthquake related, ensure that inspection teams have been dispatched by the Santa Clara Valley Water District to assess the condition of dams and flood control channels.
3. Provide detailed damage/safety assessment information to the Planning/Intelligence Section, with associated loss damage estimates.
4. Maintain detailed records on damaged areas and structures.
5. Inspect all public structures and/or facilities.
6. Supervise the Public Damage Assessment Unit.
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Activation Phase:
□ Establish and maintain a position log and other necessary files. □ Obtain additional public damage assessment information from Fire Branch, Law Branch, and other Operations Sections branches as necessary.
□ Prepare detailed damage/safety assessment information, including estimate of value of public losses, and provide to the Planning/Intelligence Section. □ Safety assessment of buildings will be performed by the City's building inspectors or volunteers as approved by OES or the Building Department. □ Maintain a list of structures and facilities requiring immediate inspection or engineering assessment.
□ Keep the Engineering Branch Director informed of the inspection and engineering assessment status.
□ Refer all contacts with the media to the Public Information Officer.
Demobilization Phase:
□ Follow the Demobilization Phase Checklist.
MAJOR PUBLIC HEALTH CONSIDERATIONS
Water Supply
• Providing no restrictions have been placed on the water supply, it its estimated that a minimum of 100 liters of water, per day, per person will be required. • Possible sources of water are municipal systems, private systems of agriculture and industry, springs, and wells. Should these systems be unable to meet the minimum demand for water, rationing may have to be initiated.
• If potable water is not available, it may be necessary to treat and disinfect non-potable water.
• Periodically, the County Public Health Department will conduct tests of water supplies to determine potability.
If potable water supply is not adequate to meet demand, coordinate the location, delivery, and distribution of potable water with the Management Section and the Supply/Procurement Unit in the EOC. Liaise with the County Public Health Department.
Examine the need to impose water rationing. If water rationing is deemed appropriate:
• Determine rationing quotas
• Determine distribution points
Coordinate the issuance of rationing orders and emergency public information relative to rationing, with the Management Section and the PIO.
If significant portions of the City sewage and waste treatment facilities are damaged, or otherwise rendered inoperable, coordinate the location, acquisition, delivery, and setting out of B-29
portable toilets. This should be accomplished in conjunction with the Management Section, PIO, Supply/Procurement, and Transportation Units.
Waste Disposal
To accommodate the increased population in reception areas, human waste disposal units may have to be constructed. City personnel will supervise and inspect the construction of these units.
To the extent possible, privately owned chemical toilets will be used and safe disposal of their contents provided. The public will be informed on proper methods of human waste disposal.
Special attention will be given to rapid provision of portable sanitation to parks and fields being used as shelters.
Solid Waste Disposal
It is anticipated that most solid waste will accrue at mass care facilities, with organic wastes being of particular concern to public health officials. Therefore, it is recommended that organic and inorganic waste should be collected and stored separately. Organic wastes will require heavier, washable, watertight containers, with tight fitting lids. When deciding on types of containers and methods of collection, the following should be considered:
• Four containers will be needed for each 100 people at mass feeding facilities. • Containers should always be stored outside buildings. • Plastic bags may be used for storage, but only for short periods of time. • Garbage collection from mass feeding facilities should be accomplished daily, if possible.
The following types of disposal are recommended:
1. Sanitary landfill. Preferred option.
2. Burial. Next best option. Public will be advised to separate organic wastes from other wastes.
Non-organic waste may be stored in plastic bags for disposal later. Organic waste should be buried and covered with at least twelve inches of compacted soil. Note: it may be necessary to use dry, non- garbage waste as a source of heat.
3. Incineration. Hospitals and first aid stations will generate medical wastes, which should be incinerated on-site or buried temporarily for later legal disposal at a landfill.
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WASTEWATER TREATMENT PLANT The Water Pollution Control Plant is co-owned, operated, and maintained by the City of Santa
Clara and the City of San Jose. It is located on
the northern boundary of the City of San Jose.
The plant uses chlorine and sulphur dioxide
stored in rail cars and complies with the Toxic
Gas Ordinance. Capacity of the plant is 120
MGD.
SANITARY SEWERS & WATER Maps of these systems are maintained by the Water Department.
STORM DRAINS Map of the system is maintained by the Street Department.
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City of Santa Clara
Emergency Operations
Plan
Annex C
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ANNEX C
PLANNING/INTELLIGENCE
DUTIES AND RESPONSIBILITIES
The role of the Planning/Intelligence Section is to:
1. Maintain all situational awareness and intelligence that is developed within the EOC in a log and applicable software applications.
2. Collect, evaluate and disseminate information about the development of the incident and resource status to applicable sections within the EOC.
3. The Planning Section is responsible for obtaining information to understand the current situation, predict the probable course of incident events, and prepare alternate strategies and control operations for the incident.
4. Coordinate the Action Planning Briefings, conduct the Action Planning Briefings, and create the written Action Plan at the direction of the EOC Director.
5. Display critical information through status boards, maps and computer displays.
6. Perform data analysis and prepare reports and other documentation for later use in developing required reports, for reimbursement, and for After Action Reviews.
7. Identify any future emergency response concerns by obtaining weather information, and other information related to the ability to manage the disaster (sunrise/sunset, shortages, external events, etc.).
8. Analyze damage assessment information to determine the extent and value of the loss of privately owned property within the City.
9. Develop the Recovery Plan for the event.
Staff for the Planning/Intelligence Section includes at least the Coordinator and two unit leaders.
Additional staff will be requested by the Coordinator based on the level of activity within the section.
Section Coordinator Resource Status Unit
Situation Status Unit Building Official
Damage Assessment Branch
Recovery Branch
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Activation and Demob Checklist
(For All Plans Positions)
Activation Phase
□ Check in with the Plans Section Check-in desk upon arrival at the EOC. □ Report to EOC Director, Section Coordinator, Branch Director, or other assigned superior.
□ Set up workstation and review your position responsibilities. □ Establish and maintain a position log (EOC 214 form), which chronologically describes your actions taken during your shift.
□ Determine your resource needs, such as a computer, phone, plan copies, and other reference documents.
□ Ensure situational awareness computer applications and resource status applications such as Cal COP and Web EOC are operational.
Demobilization Phase
□ Deactivate your assigned position and close out logs when authorized by the EOC Director.
□ Complete all required forms, reports, and other documentation. All forms should be submitted through your supervisor to the Planning/Intelligence Section prior to your departure.
□ Be prepared to provide input to the after-action report. □ If another person is relieving you, ensure he/she is thoroughly briefed before you leave your workstation.
□ Clean up your work area before you leave.
□ Leave a forwarding phone number where you can be reached.
C-3
Planning/Intelligence Section Coordinator
Responsibilities
1. Ensure that the following responsibilities of the Planning/Intelligence Section are addressed as required:
• Collecting, analyzing, and displaying situation information about the incident. • Preparing periodic Situation Reports
• Supervise preparation and distributing the EOC Action Plan and facilitate the Action Planning briefing
• Conducting Advance Planning activities and report
• Providing technical support services to the various EOC sections and branches, and documenting and maintaining files on all EOC activities.
2. Establish the effective level of organization for the Planning/Intelligence Section.
3. Exercise overall responsibility for the coordination of branch/unit activities within the section.
4. Keep the EOC Director informed of significant issues affecting the Planning/Intelligence Section.
5. In coordination with the other Section Coordinators, ensure that Branch Status Reports are completed and utilized as a basis for Situation Status Reports, and the EOC Action Plan.
6. Supervise the Planning/Intelligence Section.
Activation Phase
□ Report to the EOC.
□ Ensure that the Planning/Intelligence Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards. □ Based on the situation, activate units within section as needed and designate Unit Leaders for each element:
- Situation Status Unit
- Documentation Unit
- Resource Status Unit
□ Request additional personnel for the section as necessary to maintain a 24-hour operation. For prolonged operations, a Recovery Branch and a Damage Assessment Branch may be established.
□ Establish contact with the Operational Area EOC when activated, and coordinate Web EOC Situation Status Reports with their Planning/Intelligence Section. □ Meet with Operations Section Coordinator; obtain and review any major incident reports. □ Review responsibilities of units or branches in section; develop plans for carrying out all responsibilities.
□ Make a list of key issues to be addressed by Planning/Intelligence; in consultation with section staff, identify objectives to be accomplished during the initial Operational Period. □ Keep the EOC Director informed of significant events.
Operational Phase
□ Ensure that Planning/Intelligence position logs (EOC 214 forms) and other necessary files are maintained.
C-4
□ Ensure that the Situation Status Unit is maintaining current information for the situation status report, including a running log of significant events. Report any significant changes in incident status.
□ Ensure that Resource Status Unit is maintaining current information on the ReadyStatus of available personnel and equipment. □ Ensure that major incident reports and branch status reports are completed by the Operations Section and are accessible by Planning/Intelligence.. □ Ensure that a situation status report is produced and distributed to EOC Sections and County/Operational Area EOC, prior to the end of each operational period. □ Ensure that all status boards and other displays are kept current. □ Ensure that the Public Information Officer has immediate and unlimited access to all status reports and displays.
□ Conduct periodic briefings with section staff and work to reach consensus among staff on section objectives for forthcoming operational periods. □ Facilitate the EOC Director’s Action Planning meetings as required and approximately one hour before the end of each operational period.
□ Ensure that objectives for each section are completed, collected and posted following each Action Planning meeting.
□ Ensure that the EOC Action Plan is completed and distributed prior to the start of the operational period.
□ Work closely with each branch within the Planning/Intelligence Section to ensure the section objectives, as defined in the current EOC Action Plan, are being addressed. □ Ensure that the Damage Assessment for public and private structures is completed rapidly. In an earthquake, repeat damage assessment after every major aftershock. □ Ensure that the Recovery Branch is able to make a recovery plan based on adequate information from the field.
□ Ensure that fiscal and administrative requirements are coordinated through the Finance/Administration Section.
Demobilization Phase
□ Oversee preparation and implementation of Incident Demobilization Plan. □ Follow the Demobilization Checklist for Planning Intelligence Section.
C-5
SITUATION STATUS UNIT
Collection and analysis of information and data related to a disaster or emergency are crucial to the successful management of response and recovery operations. This Annex outlines the concept of operations, and policies and procedures that the City of Santa Clara emergency management organization will use to achieve this goal. The Annex also contains the Situation Reporting Form, and an emergency action checklist to be used by the Situation Status Unit in the EOC.
CONCEPTS OF OPERATIONS
As soon as possible following an incident, field units of the Police, Fire, Silicon Valley Power, Water and Sewer, and Public Works departments will conduct a reconnaissance of affected areas to determine the extent and type of damage experienced throughout the city, impacts on infrastructure and utilities, impacts on community members, and any other observations that can be made during disaster response field work. They will report this information to their respective branches at the EOC, who will ensure that it is shared with the Planning/Intelligence Section in a timely fashion. This information will be collected by the Situation Status Unit in the Planning/Intelligence Section, to become the basis for the opening briefing at each Action Planning Briefing, and incorporated into the required reports that are sent to the County/Operational Area EOC REOC (OES Region II) via Internet or fax. It is crucial that this information be timely and accurate.
The Situation Status Unit will maintain visual displays of disaster-related information for use by other EOC Sections in managing their work. Such displays may include posted paper, whiteboards or computer displays on the video wall. Information may also be shared via e-mail to the various EOC computer terminals.
As soon as practical, the Situation Status staff will obtain information on the disaster from external sources, including the National Weather Service, US Geological Survey, Santa Clara Valley Water District, and any other sources applicable to the specific disaster. They will add this information to their documentation for the Action Planning Briefing, and for use in the situation reports. As soon as practical, the Situation Status staff will create a map of the disaster impacts in Santa Clara. The map will evolve with the event during the Operational Period, and be prepared as an asset for the next Action Planning Briefing. The map presented at each Action Planning Briefing will be marked for ending time and date, and preserved as an asset of that briefing. The evolution of the map will then continue forward from that point until each successive Action Planning Briefing, at which time the map will once again be marked with time and date. In addition, Situation Status staff will post one copy of the last Action Planning Briefing map within the EOC for reference by all EOC Sections as they fulfill their goals for the Operational Period. Where possible, the map should be made using GIS to incorporate critical features: road grid, waterways, special facilities (high occupancy, populations with functional and access needs, and public safety) and other critical features already available through existing GIS databases. The posted map may be paper, or an electronic map sent to each computer in the EOC.
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The collected disaster information is the basis on which requests for disaster relief monies and mutual aid will be initiated; LOCAL EMERGENCIES will be declared; and requests for gubernatorial and presidential declarations will be made.
POLICIES AND PROCEDURES
Intelligence Gathering
Within the context of this plan, intelligence can be grouped in three categories, as follows:
1. Information needed to determine the nature and extent of operational problems, and the immediate needs of disaster victims. During the early phases of an emergency, first priority is accorded the collection and collation of this category of disaster intelligence.
2. Damage assessment information expressed in dollar amounts. Initial reports must be rapid, so approximation is all that is needed; accuracy will be developed later. This category of disaster intelligence information will be initially developed by the Damage Assessment Branch, and should lead to projections relative to short and long-term economic impact.
3. Information relative to both short and long-term recovery operations.
The State Disaster Assistance manual provides specific, detailed guidance relative to damage assessment and documentation. This manual is available from Coastal Region OES, and a copy is maintained in the City EOC. The Planning/ Intelligence Section staff, which is responsible for collating damage assessment information received from field units, should be familiar with the guidance in this manual.
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Attachment 1
GOVERNOR’S OFFICE OF EMERGENCY SERVICES
SITUATION REPORT
FROM: City of Santa Clara Office of Emergency Services
OES Region: Coastal
Law Mutual Aid Region: II Fire Mutual Aid Region: II
1. Event Name:............
2. Report as of: ...........
3. Date/Time of Event:..
4. Event Location:.......
5. Event Type: .............
10. Areas Affected: .......
11. Current Situation:....
12. Current Situation Detail Status Details, Locations, Comments, etc. a. Significant Damage:
b. Deaths:
c. Injuries:
d. Damaged Buildings:
e. Utility Problems:
f. Common Problems:
g. Road Problems:
h. Evacuations:
i. Critical issues:
j. Other Problems:
13. Major Incidents: ........
14. Response/Recovery priorities: .....
15. Date/Time of next Report: ………
16. Proclamations/Declarations: .....
a. Local: .......................
b. Gubernatorial Requested:
c. Director’s Concurrence:
d. Gubernatorial Received:
e. Presidential Requested:
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f. Presidential Received:
17. Response Status Details, Locations, Comments
a. E.O.C.(s) Activated:
b. Care & Shelter:
c. Construction & Engineering
d. Hazardous Materials:
e. Fire & Rescue:
f. Law Enforcement:
g. Medical / Health:
h. Movement:
i. Utilities:
j. Disaster assistance
programs/facilities:
k. Mutual aid received in last
24 hours?
l. Mutual aid received in next
24 hours?
18. Other Critical Information or General Comments:
19. Response actions taken and resources committed by function:
20. a. Report Prepared by:
b. Phone: (408) 615-5555
c. e-mail, if available:
d. other:
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Situation Status Unit Leader
Responsibilities
Upon arrival at the EOC, check in with the Section Coordinator. Receive:
• Seating assignment
• Shift assignment
• Incident/Situation briefing
Initiate / maintain activity log. Pass this log on to your relief.
Operational Phase
□ Set up status boards and maps.
□ Issue Situation Report Forms to all EOC sections. Instruct Section Coordinators to periodically poll field units, complete the Situation Report Forms, and return them to the Situation Status Unit in the EOC.
Prepare and submit to the County/Operational Area EOC, Situation Report Forms as follows:
□ Initial report within 4 hours.
□ Subsequent reports to be submitted as conditions warrant; i.e., any significant changes should be reported.
Based upon data, prepare briefings and recommendations for the Action Planning meeting. Key considerations are:
□ Nature and scope of the emergency
□ Response capability
□ Threat to life and property
□ Damage assessment data, expressed in dollar amounts
In the event of an EARTHQUAKE, determine:
□ Location of collapsed critical facilities such as police and fire stations, hospitals, government buildings, and mass care facilities.
□ Status of utilities, water sewer, power, and gas.
□ Location of collapsed buildings with trapped occupants. If possible, determine the number and condition of trapped occupants.
□ Location of broken gas and water mains.
□ Location of downed power lines.
□ Location of collapsed bridges, freeway overpasses, and other road closures. □ Fatalities and injuries.
□ Periodic damage assessment figures, expressed in dollar amounts.
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In the event of a FLOOD or DAM FAILURE, determine:
□ Boundaries of the inundation area(s).
□ Anticipated duration of the inundation period.
□ Status of roads.
□ Status of critical facilities.
□ Status of utilities.
□ Status of sanitation system.
□ Status of water system. Include status report on any potential contamination of potable water supplies.
□ Fatalities and injuries.
In the event of a HAZARDOUS MATERIAL or RADIOLOGICAL INCIDENT, determine:
□ Identity of substance(s) involved.
□ Quantity of substance(s) involved.
□ Extent of the release, and plume direction.
□ Wind speed and direction, as well as weather predictions. □ Relative threat to life and property.
□ Boundaries of evacuation area(s).
□ Fatalities and injuries.
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Resource Status Unit
This Annex outlines the concept of operations, and policies and procedures that the City of Santa Clara emergency management organization will use to achieve this goal. The Annex also contains an emergency action checklist to be used by the Resource Status Unit in the EOC.
CONCEPT OF OPERATIONS
The City of Santa Clara’s ability to respond, mitigate, and recover from incidents of any magnitude require the knowledge of our agency’s availability to adequately respond with personnel and equipment. The Resource Status Unit, a branch of the Planning/ Intelligence Section, will track the location and status of all field tactical units. The Resource Status Unit will ensure that it is shared with the Planning/Intelligence Section in a timely fashion. This information will be collected by the Situation Status Unit in the Planning/Intelligence Section, to become the basis for the opening briefing at each Action Planning Briefing.
The Resource Status Section will maintain visual displays of disaster-related information for use by other EOC Sections in managing their work. Such displays may include posted paper, whiteboards or computer displays on the video wall. Information may also be shared via e-mail to the various EOC computer terminals.
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Resource Status Unit Leader
Responsibilities
Upon arrival at the EOC, check in with the Section Coordinator. Receive:
• Seating assignment
• Shift assignment
• Incident/Situation briefing
Initiate / maintain activity log. Pass this log on to your relief.
Operational Phase
□ Monitor T-Card Rack. Add and replace cards as required. □ Collect information about resource commitment; Type, Kind, and Number. □ Set up status boards of field units and equipment. Issue Resource Status Report Forms to all EOC sections. Instruct Branch Directors to periodically poll field units, complete the Resource Status Report Forms, and return them to the Plans Section in the EOC. □ Collect information about resources enroute or on order as required. □ Provide all Resource Status information for the Operational Period to the Planning/Intelligence Section Coordinator for the next Action Planning Meeting.
Based upon data, prepare briefings and recommendations for the Action Planning meeting. Key considerations are:
□ Nature and scope of the emergency
□ Response capability
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Documentation Unit Leader
Responsibilities
1. Collect, organize and file all completed event or disaster related forms, including all EOC position logs, situation status reports, EOC Action Plans and other related information, just prior to the end of each operational period.
2. Provide document reproduction services to EOC staff.
3. Distribute the situation status reports, EOC Action Plan, and other documents, as required.
4. Maintain a permanent electronic archive of all situation reports and Action Plans associated with the event or disaster.
5. Assist the EOC Coordinator in the preparation and distribution of the After-Action Report.
6. Supervise the Documentation Unit.
Activation Phase
□ Follow the Activation Checklist.
Operational Phase
□ Maintain a position Log.
□ Meet with the Planning/Intelligence Section Coordinator to determine what EOC materials should be maintained as official record.
□ Determine what EOC materials and documents are necessary to provide accurate records and documentation for recovery purposes.
□ Initiate and maintain a roster of all activated EOC positions to ensure that position logs are accounted for and submitted to the Documentation Unit at the end of each shift. □ Reproduce and distribute the Situation Status Reports and Action Plans. Ensure distribution is made to the County/Operational Area EOC via email or Web EOC. □ Keep extra copies of reports and plans available for special distribution as required. □ Set up and maintain document reproduction services for the EOC.
Demobilization Phase:
□ Follow Demobilization Checklist.
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DAMAGE ASSESSMENT BRANCH
Collection and analysis of damage assessment information is crucial to the successful management of response and recovery operations.
CONCEPT OF OPERATIONS
As soon as possible following an incident, field units of the Police, Fire, Silicon Valley Power, Water and Sewer, and Public Works departments will conduct a reconnaissance of affected areas to determine the extent and type of damage experienced throughout the city, impacts on infrastructure and utilities, impacts on community members, and any other observations that can be made during disaster response field work. Public Works Inspectors and Building Officials/Inspectors will conduct a reconnaissance of affected areas to determine the extent of damage. They will report this information to their respective branches at the EOC, who will ensure that it is shared with the Damage Assessment Branch of the Planning/Intelligence Section. This overview of damaged areas will become the basis for the development of a field inspection program for public and private property. It is crucial that this information be timely, accurate, and where practicable, includes specific damage assessment figures in dollar amounts.
POLICIES AND PROCEDURES
Damage Assessment
Damage assessment teams will be composed of qualified individuals such as building inspectors and code enforcement personnel, and Public Works' engineers. The two types of damage assessment are defined as follows:
1. Individual Assistance Damage Assessment - describes private sector damage such as damage to homes, businesses, farms, and personal possessions.
2. Public Assistance Damage Assessment - describes damage to public facilities such as public buildings, sewer systems, bridges and roads. Included in this category are costs associated with search and rescue operations, fire EMS, care and shelter, and rehabilitation operations.
Building Inspectors and Code Enforcement Personnel, and Public Works (PW) Engineer Staff will follow their Standard Operating Procedures (SOP) to provide a complete survey of the privately owned property within the damaged areas of the City in a timely fashion. They will use ATC-20 formats for damage assessment, and post buildings using the color-coded tri lingual signs. The PW staff will follow their SOP to provide a complete survey of the public facilities and infrastructure within the damaged areas of the City in a timely fashion. If the number of available City staff members is inadequate to inspect the City within a reasonable period of time, Building Officials’ Mutual Aid may be requested from the Operational Area EOC.
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Dollar value estimates for the damaged buildings will be developed within the Planning/Intelligence Section. This will be a cooperative effort among City departments with knowledge of building values, including information provided on permit applications. Other sources include the Assessor Parcel lists for valuations, or MetroScan or similar real estate sales information, as well as any other reasonably available public records useful in estimating disaster-related losses.
All damage assessment reports will be provided to the Planning/Intelligence Section Damage Assessment Branch Director in a timely fashion. The Damage Assessment Branch will aggregate the information and create the damage estimate information needed. This information will be recorded on word processing documents or Web EOC by the assigned Planning/Intelligence Section personnel, and sent to the County/Operational Area.
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Damage Assessment Branch Director
Responsibilities
1. Collect initial damage assessment information from the field through City building officials/inspectors.
2. Collect initial damage assessment information from the Engineering Branch of the Operations Section for publicly owned buildings.
3. Coordinate with the Operations Section Engineering Branch to obtain damage information for Santa Clara utilities, and from Santa Clara Valley Water District for their dams.
4. Develop detailed damage assessment information, with associated damage cost/value estimates.
5. Maintain detailed records on damaged areas and structures.
6. Coordinate with the Planning/Intelligence Section Coordinator to request Building Officials Mutual Aid if required to inspect structures and/or facilities.
7. Supervise the Damage Assessment Branch.
Activation Phase
□ Follow Activation Checklist.
Operational Phase
□ Establish and maintain a position log and other necessary files. □ Deploy City Building Officials/Inspectors to the field according to their plan to complete the inspection of privately owned facilities in Santa Clara, using ATC-20 as a basis, and tri-lingual signs indicating safety levels (red, yellow, green). □ Obtain initial damage assessment information field units of the Police, Fire, Silicon Valley Power, Water and Sewer, and Public Works departments. □ Coordinate with other sources for additional damage assessment information. □ Prepare detailed damage assessment information, including estimate of value of the losses, and provide to the Planning/Intelligence Section Coordinator. □ Clearly label each structure and/or facility inspected in accordance with ATC-20 standards and guidelines.
□ Maintain a list of structures and facilities requiring immediate inspection or engineering assessment.
□ If needed, coordinate all requests for engineers and building inspectors with the Logistics Section.
□ Keep the Planning/Intelligence Section Coordinator informed of the inspection and engineering assessment status.
□ Refer all contacts with the media to the Public Information Officer.
Demobilization Phase
□ Follow the Demobilization Checklist.
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RECOVERY BRANCH
Recovery actions must be planned for and implemented early in a disaster, often while the disaster is still unfolding. The development of a recovery plan is a critical part of the disaster response period, enabling the property damage to be minimized, the economic damage limited, and the restoration of community services to be rapid.
CONCEPT OF OPERATIONS
The Recovery Branch consists of a Branch Director and associated Unit Leaders when needed.
Units may include Housing, Refuse, Vector Control and Animal Control and Infrastructure, if activated. The Recovery Branch reviews the damage assessment information and situation intelligence and develops a plan to assist with all aspects of community restoration.
POLICIES AND PROCESURES
Housing
Housing units may become uninhabitable due to disaster damage. The pre-disaster homeless must be considered in the delivery of services. The Housing Unit will ensure that short-term housing is found to allow the Care and Shelter Branch to close public shelters in a timely fashion. They will also work with community resources to speed repair and rebuilding of permanent homes for the disaster-related homeless, and strive to find assistance for the predisaster homeless population. When necessary, the Housing Unit will coordinate with the Individual Assistance Officer appointed by the City Manager to develop a Local Assistance Center (LAC) to coordinate the various types of assistance needed by the disaster victims to reestablish their homes.
Refuse Removal
Disaster damage to homes frequently generates large amounts of damaged household goods and building materials. Floods and earthquakes may also destroy infrastructure, requiring the removal of concrete, steel and other large building materials. This material must be removed from the community quickly to facilitate physical and psychological recovery. Some material will be removed as excess refuse. Other material is hazardous and requires special handling. Still other items can be recycled if properly separated. The Refuse Unit will oversee the development of appropriate plans for the removal of disaster related debris. In addition, they will work with regional and state agencies to facilitate recycling wherever possible.
Vector Control and Animal Control
Disaster may displace wild animal populations from their natural habitats and drive them into community areas. Vermin, vectors and aggressive wild animals may seek shelter in community landscaping, or in disaster-related ponding or mud. Domestic animals and pets may become separated from their families during disasters. They may run away or hide during disaster evacuations and be left behind. The Vector Control and Animal Control Unit will coordinate with County Vector Control to abate related and public health hazards; and coordinate with City C-18
Animal Services to ensure the rescue and safekeeping of pets and assist families forced to evacuate to public health shelter to find safe shelter for their pets.
Streets, Storm Drains, Water and Sewer
Public infrastructure is frequently damaged during a disaster. Quick removal of mud and debris from streets is required to restore other services, such as refuse removal and emergency response capabilities. Streetlights and bridges need to be repaired to facilitate the flow of traffic within the community. Storm drains, sanitary sewers, water lines and conduit may have been damaged and require repair to facilitate the reuse of homes and commercial buildings. The Streets and Drains Unit will facilitate this work to support community recovery.
Public Information
The Recovery Branch will coordinate with the Public Information Officers to ensure that appropriate notices are distributed to the news media and the public regarding recovery processes. Each Unit within the Branch will contribute appropriate material and assist with the development of media releases and media briefings.
Financial Recovery
The Recovery Branch will carefully coordinate all information needed to obtain reimbursement of recovery related costs from higher levels of government, insurance carriers or responsible parties. They will provide the information to the Finance/Administration Section in a timely manner, and assist with the development of files and documentation to support the City’s cost recovery efforts. The Recovery Branch will also work with other EOC sections to ensure that field forces develop appropriate documentation of their work to support reimbursement (videotape of repair and restoration work, photos, safekeeping of drawings, etc.) C-19
RECOVERY BRANCH
Responsibilities
1. Collect and maintain documentation of all disaster information to facilitate the design of recovery work.
2. Coordinate all neighborhood level public facility recovery with outside agencies and contractors.
3. Determine the mid-term and long term housing needs of disaster victims, and work with city, NGO’s and other resources to develop a plan to meet those needs.
4. Coordinate with Housing and community resources to assist pre-disaster homeless.
Activation Phase
□ Report to the EOC.
Operational Phase
□ Establish and maintain position log and other necessary files. □ Short term and long term housing.
□ Coordinate with the Care and Shelter Branch Manager to ensure that disaster- related homeless people have information about how to access to housing assistance programs.
□ Coordinate with the City’s Housing Coordinator to ensure that the pre-disaster homeless are receiving appropriate assistance for short term and long term rehousing. □ Coordinate with the City’s Housing Coordinator, the American Red Cross and the County Housing Authority to ensure that disaster-related homeless people are applying for re-housing assistance from all available sources. □ Coordinate with the EOC Director to determine the disaster declaration level and the likely assistance that will flow from it (e.g., SBA only, Individual Assistance if Presidential Disaster Declaration, etc.)
□ Coordinate the opening of a Local Assistance Center LAC(LAC) that will provide “one stop shopping” for disaster victims, including federal, state and local agencies □ Coordinate with the Community Liaison to determine what language assistance may be needed by the victims; obtain translators through translator services. □ Coordinate with the Damage Assessment Branch to determine the estimated length of time victims will be unable to return home and organize outside agencies accordingly (e.g., post office to redirect mail, phone company to forward calls, newspaper delivery changes, etc.)
□ Coordinate with the Damage Assessment Branch to establish a rapid permitting process for home restoration/repairs co-located at the LAC. □ Coordinate with County Social Services to include application for food stamps, welfare, or other available social service programs at the LAC. □ Coordinate with County Mental Health Services to have a counseling outreach table at the LAC.
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□ Coordinate with American Red Cross, Salvation Army, and other NGO’s to have outreach tables for their services at the LAC.
□ Coordinate with County Public Health Officer to ensure that post-disaster medical information is available at the LAC (e.g., precautions to take if contaminated by flood water, appropriate immunizations, etc.)
□ Coordinate with Logistics Coordinator to obtain appropriate facility for the LAC, including furnishings, office equipment, etc.
□ Coordinate with the Operational Area EOC to get FEMA and State representatives to the LAC to discuss their programs (SBA, Individual Assistance, other)
□ Coordinate with the Operational Area EOC to get appropriate national NGO assistance to the LAC (e.g., Southern Baptist cooking team, Church of the Brethren child care assistance, etc.)
□ Refuse removal (may be established as a Unit within the Branch if appropriate) □ Coordinate with Logistics Coordinator to contract for roll out boxes for flood damaged household goods, large appliances, carpeting, wall board, personal belongings
□ Coordinate with County for special collections for household hazardous waste from the flooded areas (pesticides, automobile repair products, paint, batteries, cleaning products, etc.)
□ Staff refuse locations to monitor refuse discarded for appropriateness and source, consider multiple language needs
□ Coordinate with Logistics Coordinator to contract for recycling of construction debris (bricks, concrete, cinder block, asphalt, etc.)
□ Streets and Storm Drains (may be established as a Unit within the Branch if appropriate) □ Coordinate with Street Department and Logistics to obtain street sweeping services to remove mud from the streets in previously flooded areas □ Coordinate with Street Department to ensure that street infrastructure is restored rapidly in the flood area to facilitate debris removal and reconstruction □ Coordinate with Street Department to ensure that flood debris is removed from public rights-of-way rapidly in the flood area to facilitate neighborhood restoration and traffic circulation
□ Coordinate Street Department and Water & Sewer Department to ensure that storm drains, sanitary sewers, and sewer lift stations are inspected for proper functioning immediately after the floodwater recedes; and that needed repairs are conducted rapidly.
□ Coordinate with PIO to issue any health and safety or service availability bulletins related to recovery issues
□ Location of rollout boxes, times available, rules regarding items accepted □ Location of household hazardous waste disposal, times available and quantities accepted
□ Bulletins regarding drinking water safety, sanitary sewer availability □ Bulletins regarding post-disaster health concerns from the County Public Health Officer
□ Coordinate with Logistics Coordinator to register spontaneous unaffiliated volunteers to assist with recovery work
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□ Assist residents with moving large damaged goods to the collection points □ Deliver health notices, clean-up advisories and other flood-related information door to door
□ Monitor roll out boxes and household hazardous waste collection points for appropriate usage
□ Provide translation services at roll out boxes and other refuse collection points □ Act as the liaison for the City EOC with the Operational Area and other disaster assistance agencies to coordinate the recovery process as needed. □ Prepare all required state and federal documentation as necessary to recover all allowable disaster recovery costs.
□ Organize and prepare records for Public Information Officer. □ Assist the EOC Director and Planning/Intelligence Section with preparation of the AfterAction Report.
Demobilization Phase
□ Follow the Demobilization Checklist.
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City of Santa Clara
Emergency Operations
Plan
Annex D
D-1
ANNEX D
LOGISTICS SECTION
DUTIES AND RESPONSIBILITIES
Procures facilities, personnel, equipment, and materials for the emergency response.
Branches/Units that should be considered for activation are:
Facilities Support Unit
Ensures the full functioning of the Emergency Operations Center by maintaining needed supplies, including janitorial services, feeding services and materials, as needed.
Personnel Unit
Provides staffing for emergency response. Processes Workers’ Compensation claims for City employees and City registered volunteers. Passes registered Disaster Service Worker, Workers’ Compensation claims onto the Finance/Administration Section for processing.
Food/Supply/Procurement Branch
Ensures that all supplies and equipment needed to support both field forces and the EOC are obtained in an expeditious, cost-conscious manner and in keeping with State and Federal reimbursement standards.
Transportation Unit
Obtains and coordinates transportation resources, schedules commercial transportation for emergency personnel and shipments of resources.
Information Technology Unit
Ensures all technology in the EOC is operational and sufficient in supply for the staff present.
Communications Unit
Prepares the Communications Plan and coordinates communications. Ensures communications equipment such as radios and satellite phones are sufficient in number and programmed to support operations.
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Checklist
(For All Positions)
Activation Phase
□ Check in by placing your T-Card in the “On-Duty” rack upon arrival at the EOC and check in with the Plans Section.
□ Report to EOC Director, Logistics Section Coordinator, Branch Director, or other assigned Superior.
□ Set up workstation and review your position responsibilities. □ Establish and maintain a position log, which chronologically describes your actions taken during your shift.
□ Determine your resource needs, such as a computer, phone, plan copies, and other reference documents.
Demobilization Phase
□ Deactivate your assigned position and close out logs when authorized by the EOC Director.
□ Complete all required forms, reports, and other documentation. All forms should be submitted through your supervisor to the Planning/Intelligence Section, as appropriate, prior to your departure.
□ Be prepared to provide input to the after-action report. □ If another person is relieving you, ensure he/she is thoroughly briefed before you leave your workstation.
□ Clean up your work area before you leave.
□ Leave a forwarding phone number where you can be reached.
D-3
Logistics Section Coordinator
Responsibilities
1. Ensure the Logistics function is carried out in support of the EOC and all field units.
This function includes providing communication services, acquiring equipment, supplies, personnel, facilities, and transportation services; as well as arranging for food, lodging, and other support services as required.
2. Establish the appropriate level of branch and/or unit staffing within the Logistics Section, continuously monitoring the effectiveness of the organization and modifying as required.
3. Ensure section objectives as stated in the EOC Action Plan are accomplished within the operational period or within the estimated time frame.
4. Coordinate closely with the Operations Section Coordinator to establish priorities for resource allocation to activated incidents within the City.
5. Keep the EOC Director informed of all significant issues relating to the Logistics Section.
6. Supervise the Logistics Section.
Activation Phase
□ Report to the EOC.
□ Ensure the Logistics Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps, status boards, vendor references, and other resource directories.
□ Based on the situation, activate branches/units within section as needed and designate Branch and Unit Leaders for each element:
- Facilities Unit
- Personnel/Claims Unit
- Transportation Unit
- Food/Supply/Procurement Branch
- Communications Unit
- Information Technology Unit
□ Mobilize sufficient section staffing for 24-hour operations if indicated. □ Establish communications with the Logistics Section at the Operational Area EOC if activated.
□ Advise Branches and Units within the section to coordinate with appropriate branches in the Operations Section to prioritize and validate resource requests from Command Posts in the field. This should be done prior to acting on the request. □ Meet with the EOC Director and General Staff and identify immediate resource needs. □ Work with the Finance/Administration Section regarding purchasing authority during emergency response but before disaster declaration and after disaster declaration. □ Review FEMA rules for contracting during disasters before and after a federal declaration. Follow the rules for the appropriate phase.
D-4
□ Assist branch and Unit Leaders in developing objectives for the section as well as plans to accomplish their objectives within the first operational period, or in accordance with the Action Plan.
□ Provide periodic Section Status Reports to the Plans Section and EOC Director.
Operational Phase
□ Ensure that Logistic Section position logs and other necessary files are maintained. □ Meet regularly with section staff and work to reach consensus on section objectives for forthcoming operational periods.
□ Coordinate with all section members and prepare the written sheet of the Logistics Section questions, overviews, requests and direction and objectives at least 30 minutes prior to each Action Planning meeting.
□ Attend and participate in EOC Action Planning meetings. □ Ensure that all Units of the Logistic Section coordinate closely with the Finance/Administration Section prior to spending money or making financial commitments, and that all required documents and procedures are completed and followed.
□ Ensure that transportation requirements, in support of response operations, are met. □ Ensure that all requests for facilities and facility support are addressed. □ Ensure that all City resources are tracked and accounted for. □ Provide section staff with information updates as required. □ Work with the units within the section and the Plans Coordinator to assure the Resource Status Unit in the Plans Section is apprised of the status of requested resources.
Demobilization Phase
□ Follow the Demobilization Checklist.
D-5
Facilities Unit Leader
Responsibilities
1. Ensure that adequate essential facilities are provided for the response effort, including securing access to the facilities in a manner adequate to accomplish the mission.
2. Ensure acquired buildings, building floors, and/or workspaces are returned to their original state when no longer needed.
3. Supervise the facilities unit.
Activation Phase
□ Follow Activation Checklist.
Operational Phase
□ Establish and maintain a position log and other necessary files. □ Work closely with the EOC Coordinator and other sections in determining facilities and furnishings required for effective operation of the EOC. □ Coordinate with branches and units in the Operations Section to determine if assistance with facility acquisition and support is needed at the field level. □ Arrange for continuous maintenance of acquired facilities, and ensure that utilities and restrooms are operating properly.
□ If facilities are acquired away from the EOC, coordinate with assigned personnel and designate a Facility Manager.
□ Develop and maintain a status board or other reference that depicts the location of each facility, a general description of furnishings, supplies, and equipment at the site, hours of operation, and the name and phone number of the Facility Manager. □ Ensure all structures are safe for occupancy and that they comply with ADA requirements, as required.
□ As facilities are vacated, coordinate with the facility manager to return the location to its original state. This includes removing and returning furnishings and equipment, arranging for janitorial services, and locking or otherwise securing the facility.
Demobilization Phase
□ Follow the Demobilization Checklist.
D-6
Personnel/Claims Unit Leader HR Staff
Responsibilities
1. Provide personnel resources as requested in support of the EOC and Field Operations.
2. Identify, recruit, and register volunteers as required .
3. Develop an EOC organization chart.
4. Supervise the Personnel Unit.
5. Given the nature of the situation, ensure that Workers’ Compensation claims, resulting from the response, are processed within a reasonable time.
6. Complete all forms required by the Workers’ Compensation Program.
7. Maintain a file of injuries and illnesses associated with the event or disaster, which includes results of investigations.
Action Phase
□ Follow the Activation Checklist.
Operational Phase
□ Establish and maintain personnel log and other necessary files. □ In conjunction with the Documentation Unit, develop a large poster size EOC organization chart depicting each activated position. Upon check in, indicate the name of the person occupying each position on the chart. The chart should be posted in a conspicuous place, accessible to all EOC personnel.
□ Coordinate with the Liaison Officer and Safety Officer to ensure that all EOC staff, including volunteers, receives a current situation and safety briefing upon check-in. □ Establish communications with volunteer agencies and other organizations that can provide personnel resources.
□ Coordinate with the Santa Clara Operational Area EOC to activate the Emergency Management Mutual System (EMMA) if required.
□ Process all incoming requests for personnel support. Identify the number of personnel, special qualifications or training, where they are needed and the person or unit they should report to upon arrival. Determine the estimated time of arrival of responding personnel, and advise the requesting parties accordingly. □ Maintain a status board or other reference to keep track of incoming personnel resources.
□ Coordinate with the Liaison Officer and Security Officer to ensure access, badging or identification, and proper direction for responding personnel upon arrival at the EOC. □ To minimize redundancy, coordinate all requests for personnel resources from the field level through the EOC Operations Section prior to acting on the request. □ In coordination with the Safety Officer, determine the need for crisis counseling for emergency workers and acquire mental health specialists as needed. □ Arrange for childcare services for EOC personnel as required. □ If directed by the EOC Director, establish registration locations with sufficient staff to register volunteers, and issue them disaster service worker identification cards. □ Keep the Logistics Section Coordinator informed of significant issues affecting the Personnel Unit.
D-7
□ Given the nature of the situation, ensure the Compensation Claims Unit processes all Workers’ Compensation claims resulting from the disaster in a reasonable timeframe. □ Establish and maintain a chronological log of injury and illness report during the event or disaster.
□ Investigate all injury or illness claims as soon as possible. □ Prepare appropriate forms for all verifiable injury or illness claims and forward them to Workers’ Compensation within the required timeframe consistent with City Policy and Procedures.
Demobilization Phase
□ Follow the Demobilization Checklist.
D-8
Food/Supply/Procurement Branch Director
Responsibilities
1. Oversee the food service for the EOC and the procurement and allocation of supplies and material not normally provided through mutual aid channels.
2. Coordinate procurement actions with the Finance/Administration Section.
3. Coordinate delivery of food and supplies and material as required.
4. Supervise the Food/Supply/Procurement Branch and establish units within the Branch as necessary.
Activation Phase
□ Follow the Activation Checklist.
Operational Phase
□ Establish and maintain a position log and other necessary files. □ Determine if requested types and quantities of supplies and material are available in City inventory.
□ Determine procurement spending limits. Obtain a list of pre-designated emergency purchase orders as required.
□ Whenever possible, meet personally with the requesting party to clarify types and amount of supplies and material, and also verify that the request has not been previously filled through another source.
□ In conjunction with the Resource Tracking Unit in the Plan Section, maintain a status board or other reference depicting procurement actions in progress and their current status.
□ Determine if the procurement item can be provided without cost from existing city resources.
□ Determine unit costs of supplies and material from suppliers and vendors and if they will accept purchase orders as payment, prior to completing the order. □ Orders exceeding the purchase order limit must be approved by the Finance/Administration Section before the order can be completed. □ If vendor contracts are required for procurement of specific resources or services, refer the request to the Purchasing Branch Leader for development of necessary agreements. □ Determine if the vendor or provider will deliver the ordered items. If delivery services are not available, coordinate pickup and delivery through the Transportation Unit. □ In coordination with the Personnel Unit, provided food and lodging for EOC staff and volunteers as required. Assist field level with food services at Command Post, Rehab, or camp locations as requested.
□ In conjunction with Coordinating Agencies’ Disaster Relief Effort (CADRE)/American Red Cross and the Operational Area, coordinate donated goods and services from community groups and private organizations. Set up procedures for collecting, inventorying, and distributing usable donations not able to be managed by CADRE/American Red Cross.
□ Keep the Logistics Section Coordinator informed of significant issues affecting the Food/Supply/Procurement Branch.
Demobilization Phase
□ Follow the Demobilization Checklist.
D-9
Transportation Unit Leader
Responsibilities
1. In coordination with the Engineering Branch Director and the Situation Status Unit, develop a transportation plan to support EOC operations.
2. Arrange for the acquisition or use of required transportation resources.
3. Supervise the Transportation Unit.
Activation Phase
□ Follow the Activation Checklist.
Operational Phase
□ Establish and maintain a position log and other necessary files. □ Routinely coordinate with the Situation Status Unit and Engineering Branch to determine the status of transportation routes in and around the City. □ Routinely coordinate with the Engineering Branch Director to determine progress of route recovery operations.
□ Develop a Transportation Plan that identifies routes of ingress and egress, thus facilitating the movement of response personnel, the affected population, and shipment of resources and materials.
□ Establish contact with Valley Transportation Authority and school districts to establish availability of equipment and transportation resources for use in evacuation and other operations as needed.
□ Keep the Logistics Section Coordinator informed of significant issues affecting the Transportation Unit.
Demobilization Phase
□ Follow the Demobilization Checklist.
D-10
City of Santa Clara
Emergency Operations
Plan
Annex E
E-1
ANNEX E
FINANCE SECTION
The duties of the Finance Section are:
1. Establish timekeeping procedures consistent with federal, state, and City guidelines for City Employee Services and City equipment.
2. Provide guidance to other departments with respect to timekeeping, salary, benefits, and documentation procedures.
3. Be responsible for all financial and cost aspects of the disaster, including record keeping, for reimbursement.
4. Handle any property/equipment claims for compensation.
5. Apprise the EOC Director of the current and projected financial status of the City.
6. Obtain eligible reimbursement and other funding from state and federal sources expeditiously.
E-2
Checklist
(For All Finance Positions)
Activation Phase
□ Check in: Place your “T” –Card in the “on-duty” slot for your section and sign in with the Plans Section.
□ Report to EOC Director, Section Coordinator, Branch Director, or other assigned Superior.
□ Set up workstation and review your position responsibilities. □ Establish and maintain a position log, which chronologically describes your actions taken during your shift.
□ Determine your resource needs, such as a computer, phone, plan copies, and other reference documents.
Demobilization Phase
□ Deactivate your assigned position and close out logs when authorized by the EOC Director.
□ Complete all required forms, reports, and other documentation. All forms should be submitted through your supervisor to the Planning/Intelligence Section, as appropriate, prior to your departure.
□ Be prepared to provide input to the after-action report. □ If another person is relieving you, ensure s/he is thoroughly briefed before you leave your workstation.
□ Clean up your work area before you leave.
□ Leave a forwarding phone number where you can be reached.
E-3
Finance Section Coordinator
Responsibilities
1. Ensure that all financial records are maintained throughout the event or disaster.
2. Ensure that all on-duty time is recorded for all City emergency response personnel.
3. Ensure there is a continuum of the payroll process for all City employees responding to the event or disaster.
4. Determine purchase order limits for the procurement function in Logistics.
5. Ensure that all travel and expense claims are processed within a reasonable time, given the nature of the situation.
6. Provide administrative support to all EOC Sections in coordination with the Personnel Unit, as required.
7. Activate units within the Finance Section as required and monitor section activities continuously and modify the organization as needed.
8. Ensure that all recovery documentation is accurately maintained during the response and submitted on the appropriate forms to the Federal Emergency Management Agency (FEMA) and/or the Governor’s Office of Emergency Services.
9. Supervise the Finance/Administration Section.
Activation Phase
□ Follow the Activation Checklist.
□ Ensure that the Finance Section is set up properly and that necessary personnel, equipment, and supplies are in place.
□ Based on the situation, activate units within section as needed and designate Branch Directors for each element;
o Time Keeping Unit
o Claims Unit
o Financial Recovery Unit
□ Ensure that sufficient staff is available for 24-hour schedule, or as required. □ Meet with the Logistics Section Coordinator and review financial and administrative support requirements and procedures; determine the level of purchasing authority to be delegated to Logistics Sections, based on the City policy and established Emergency Ordinance.
□ Meet with all Unit Leaders and ensure that responsibilities are clearly understood. □ In conjunction with Unit Leaders, determine the initial Incident Action Planning objectives for the first operational period.
□ Notify the EOC Director when the Finance/Administration Section is operational.
E-4
Operational Phase
□ Ensure that Finance position logs and other necessary files are maintained. □ Ensure that any displays associated with the Finance Section are current, and that information is posted in a legible and concise manner.
□ Participate in all Action Planning meetings.
□ Brief all Unit Leaders and ensure they are aware of the EOC objectives as defied in the Incident Action Plan.
□ Keep the EOC Director aware of the current fiscal situation and other related matters, on an on-going basis.
□ Ensure that the Financial Recovery Unit maintains all financial records throughout the event or disaster.
□ Ensure that the Time Keeping Unit tracks and records all agency staff time. □ In coordination with the Logistics Section, ensure that the Procurement Unit processes purchase orders and develops contracts in a timely manner. □ Ensure that the Time-Keeping Unit processes all time sheets and travel expense claims promptly.
□ Ensure that the Finance Section provides administrative support to other EOC Sections as required.
□ Ensure that all recovery documentation is accurately maintained by the Recovery Unit during the response, and submitted on the appropriate forms to Federal Emergency Management Agency (FEMA) and/or the Governor’s Office of Emergency Services.
Demobilization Phase
□ Follow the Demobilization Checklist.
E-5
Claims Unit Leader – Finance Section
Responsibilities
1. Oversee the investigation of property/equipment damage claims involving the City, arising out of the event or disaster.
2. Complete all forms required.
3. Maintain a file of property/equipment damage claims associated with the event or disaster, which includes results of investigations.
4. Supervise the Claims Unit.
Activation Phase
□ Follow the Activation Checklist.
Operational Phase
□ Establish and maintain a position log and other necessary files. □ Maintain a chronological log of property/equipment damage reported during the event or disaster.
□ Investigate all property/equipment damage claims as soon as possible. □ Prepare appropriate forms for all property/equipment damage claims. □ Coordinate with the Safety Officer regarding the mitigation of hazards. □ Keep the Finance Section Coordinator informed of significant issues affecting the Claims Unit.
□ Forward all equipment or property damage claims to the Recovery Unit.
Demobilization Phase
□ Follow the Demobilization Checklist.
E-6
Financial Recovery Unit Leader
Responsibilities
1. Collect and maintain documentation of all disaster information for reimbursement from the Federal Emergency Management Agency (FEMA) and/or the Governor’s Office of Emergency Services.
2. Coordinate recovery with disaster assistance agencies.
3. Prepare and maintain a cumulative cost report for the event or disaster.
4. Supervise the Unit and Financial Recovery Operations.
Activation Phase
□ Follow the Activation Checklist.
Operational Phase
□ Establish and maintain position log and other necessary files. □ Compute costs for use of equipment owned, rented, or donated. □ Obtain information from the Resources Status Unit regarding equipment use time. □ Ensure that the Finance Department establishes a disaster accounting system to include an exclusive cost code for disaster response.
□ Ensure that each section is collecting cost recovery documentation daily at the end of each shift.
□ Meet with the Documentation Unit Leader (Plans Section) and review EOC Position logs, journals, all status reports and Incident Action Plans to determine additional cost recovery items that may have been overlooked.
□ Act as the liaison for the EOC with the county and other disaster assistance agencies, to coordinate the cost recovery process.
□ Prepare all required state and federal documentation as necessary to recover all allowable disaster response and recovery costs.
□ Contact and assist field Incident Commanders and obtain their cumulative cost totals for the event or disaster, on a daily basis.
□ Prepare and maintain a cost report for the Finance Section Coordinator, EOC Director, and City Council. The report should provide cumulative analyses, summaries, and total disaster/event related expenditure for the City.
□ Organize and prepare records for final audit.
□ Assist the EOC Coordinator and Planning/Intelligence Section with preparation of the After-Action Report.
Demobilization Phase
□ Follow the Demobilization Checklist.
E-7
Time Keeping Unit Leader
Responsibilities
1. Track, record, and report all on-duty time for personnel working during the event or disaster.
2. Ensure that personnel time records, travel expense claims and other related forms are prepared and submitted.
3. Supervise the time keeping unit.
Activation Phase
□ Follow the Activation Checklist.
Operational Phase
□ Establish and maintain position logs and other necessary files. □ Initiate, gather, or update time reports from all personnel, including volunteers assigned to each shift; ensure that time records are accurate and prepared in compliance with City policy.
□ Obtain complete personnel rosters from the Personnel Unit. Rosters must include all EOC personnel as well as personnel assigned to the field level. □ Provide instructions for all supervisors to ensure that time sheets and travel expense claims are completed properly and signed by each employee prior to submitting them. □ Establish a file for each employee or volunteer within the first operational period to maintain a fiscal record for as long as the employee is assigned to the response. □ Keep the Finance Section Coordinator informed of significant issues affecting the TimeKeeping Unit.
Demobilization Phase
□ Follow the Demobilization Checklist.
E-8
City of Santa Clara
Emergency Operations
Plan
Annex H
H-1
Annex H
Community Emergency Response Team (CERT) Program in Santa Clara Organizational Definition
The Community Emergency Response Team (CERT) Program is currently a training program in the City of Santa Clara. As a community service, firefighters from the City's Fire Department train participants in neighborhoods and workplaces to be part of the CERT. Through CERT, organizations and trained volunteers can serve as first responders until professional forces arrive. The motto of CERT is "To do the most good for the most people" in the event of a disaster.
Policy
The CERT Program is designed to help the citizens of Santa Clara to be self-sufficient after a major disaster, when the scope of incidents can be overwhelming, and the need for a welltrained civilian work force can be invaluable. A major earthquake in the City of Santa Clara will cause damage to homes, roads, and other structures. Electricity, gas, water and phone service may be interrupted. Local resources will be overwhelmed with hundreds of emergency calls.
CERT volunteers can help their families, neighborhoods, businesses, and the community to recover by becoming part of or leading a Community Emergency Response Team.
The goals of CERT are:
□ To promote household self-sufficiency
□ To promote community self-sufficiency; and
□ To organize for effective emergency response by coordinating the efforts of paid and volunteer responders.
Status
As of January 1, 2016 over 850 citizens in Santa Clara have received 21 hours of disaster preparedness training in the areas of safety, awareness, preparation, utility control and fire suppression, basic medical care, damage assessment, light search and rescue, communications, and CERT team management. A small nominal fee covers the cost of materials. More individuals belonging to schools, churches, businesses, and other community organizations are being assembled to take the CERT training with the ultimate goal of having every neighborhood in the City with a functioning civilian disaster emergency response team.
CERT procedures will be developed as the program expands beyond a training program and teams are organized by the City.
H-2
City of Santa Clara
Emergency Operations
Plan
Annex K
K-1
SANTA CLARA COUNTY OPERATIONAL AREA
EMERGENCY OPERATIONS PLAN
ANIMALS IN DISASTER ANNEX
MARCH 31, 2009
Revised June 2010
Written by: Kelle Remmel and Sitara Lones, M.S.
Remmel Consulting Services
Written for: Santa Clara County Office of Emergency Services Revised June 2010
SCC Operational Area EOP – Animals in Disaster Annex 1
Table of Contents
I. INTRODUCTION............................................................................................................................... 3 A. Overview .......................................................................................................................................................... 3 B. Purpose............................................................................................................................................................. 3 C. Goals and Objectives ....................................................................................................................................... 4 D. Organization & Scope...................................................................................................................................... 4 II. PLANNING AND PREPAREDNESS........................................................................................... 5 A. Assumptions...................................................................................................................................................... 5 B. Planning Guidance............................................................................................................................................. 5 III. TYPES OF ANIMALS ................................................................................................................... 7 IV. KEY PLAYERS................................................................................................................................ 8 A. Santa Clara County Operational Area ................................................................................................................. 8 B. Cities/Townships and City/Township Emergency Operations Centers (EOCs)................................................ 8 C. Local Animal Control Agencies, Shelters and Hospitals..................................................................................... 8 D. American Red Cross............................................................................................................................................... 9 E. DANR and CVMA .................................................................................................................................................. 9 F. Community-Based Organizations (CBOs)..........................................................................................................11 G. Suppliers & Vendors ...........................................................................................................................................11 V. RESPONSE STRATEGIES ..........................................................................................................12 A. Concept of Operations................................................................................................................................... 12 B. Activation....................................................................................................................................................... 12 Authority .......................................................................................................................................................12 Santa Clara County Operational Area EOC .............................................................................................12 SCC Operational Area EOP – Animals in Disaster Annex 2
City and Townships EOCs...........................................................................................................................13 C. Incident Command System (ICS).................................................................................................................. 13 D. Protocols for Animal Shelters........................................................................................................................ 14 Managing and Prioritizing Shelter Population and Evacuation ..............................................................14 Large Increase in Shelter Population .........................................................................................................15 Euthanasia Priorities....................................................................................................................................15 Shelter set up.................................................................................................................................................16 Animal Intake ...............................................................................................................................................16 Facility Safety and Security .........................................................................................................................17 Animal Care..................................................................................................................................................17 Cleaning.........................................................................................................................................................17 Feeding ..........................................................................................................................................................18 Animal Transportation ................................................................................................................................20 Animal Documentation Guidelines.............................................................................................................22 Utilization of Volunteers..............................................................................................................................23 VI. DEMOBILIZATION.....................................................................................................................24 A. Shelter Closures............................................................................................................................................. 24 B. Redistribution of Supplies.............................................................................................................................. 24 C. Removal and Disposal of Animal Carcasses.................................................................................................. 24 D. Procedures for Unclaimed Animals............................................................................................................... 24 E. Final Data Collection ..................................................................................................................................... 24 F. Debriefing and After Action Report .............................................................................................................. 25 VII. PLANNING RESOURCES AND REFERENCES...............................................................26 VIII. ATTACHMENTS.......................................................................................................................27 SCC Operational Area EOP – Animals in Disaster Annex 3
I. INTRODUCTION
A. OVERVIEW
California is home to a wide array of disaster possibilities such as earthquakes, fires and floods. It has become widespread knowledge from past disasters that often people will not evacuate their homes unless they can bring their pets and livestock with them. For many people, pets are considered a member of the family. No one wants to leave animals behind, and when asked to do so, many owners will risk their own lives and the lives of others to save their animals. When people are unwilling to enter a shelter or refuse to evacuate during an emergency they remain at risk, could be arrested, and place rescue workers at risk.
Additionally, many who own livestock are not prepared with specialized transport and holding areas, which may be difficult or impossible to arrange during a sudden disaster.
Disaster preparedness strategies for pets and livestock safety must be in place before a disaster occurs.
Disaster preparedness for animal safety can mean the difference between undue loss and suffering of animals, which adds additional trauma to victims already suffering from the disaster. State and local governments are increasingly realizing that planning for the evacuation and sheltering of animals in any disaster is essential to the well-being of all residents.
The Santa Clara County Animals in Disasters Annex is designed as a countywide document to be annexed to the Santa Clara County Emergency Operations Plan. This Annex will provide an overview and guidance for the care and sheltering of animals following a major disaster. This Annex can be adapted for local jurisdictions within Santa Clara County.
The planning for this Annex was done by the Emergency Managers Association Animals in Disaster Committee, a group representing public, private and no-profit animal care agencies throughout Santa Clara County. The Committee provided guidance and resources for the development of this plan.
The basis for this plan and its attachments is the animal shelter operations guidance document by the Bay Area Super Urban Area Security Initiative (SUASI). The document also represents animal disaster guidelines published by the California Department of Food and Agriculture (CDFA) and the UC Davis Division of Agriculture and Natural Resources (DANR)
.
B. PURPOSE
This Annex is designed to aid Santa Clara County and its cities in preparing for animals before, during and after a disaster. This document outlines guidance for the care and sheltering of animals throughout Santa Clara County in a major disaster.
The purpose of this Annex is to:
Provide standardization for protocols and practices for sheltering animals in a disaster in Santa Clara County and its local jurisdictions
SCC Operational Area EOP – Animals in Disaster Annex 4
To provide direction for the overall coordination of resources for animal care in the County Operational Area
To ensure the planning for animal care is included within and consistent with the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS), both in the County Operational Area and in the field
To identify key players and resources for sheltering animals in a disaster C. GOALS AND OBJECTIVES
Overall Goals:
Protect the health & safety of the community
Provide for the immediate care, control and safety of animals Minimize animal suffering, loss of life, and potential disability by ensuring a timely and coordinated assistance
Provide for the care of animals brought into shelters, housed in mobile shelters and/or other evacuation sites
Provide a system for returning animals to their owners Objectives:
Establish procedures for activating and deactivating this Annex Provide for the management of animal control services, facilities, activities and resources in disaster response and recovery
Provide a framework on which the County, cities and other supporting agencies can develop support plans and standard operating procedures
D. ORGANIZATION & SCOPE
The Santa Clara County Animals in Disaster Annex is an Annex to the County of Santa Clara Emergency Operations Plan.
This Annex is applicable within the geographical boundaries of the County of Santa Clara. The Annex references multiple county, regional state and national organizations that may help to provide services or resources needed to meet the needs of evacuating and sheltering animals during a disaster.
For purposes of this Annex, an animal services disaster applies primarily to a major situation or potential situation which creates sufficient animal related problems that exceed the capabilities of the local animal control agency.
SCC Operational Area EOP – Animals in Disaster Annex 5
II. PLANNING AND PREPAREDNESS
A. ASSUMPTIONS
In disasters, the first priority is the protection of life, property and the environment. This has not historically always included planning for the coordinated response for the evacuation, care and sheltering of pets. Based on previous experiences with disaster and local planning efforts, the following planning assumptions are made regarding animals in disaster:
Local resources within Santa Clara County will be very limited the first few days following a major disaster
Many residents assume government resources will be available to rescue them and their pets in an emergency
Most pet owners do not make evacuation plans and have not stockpiled resource and supplies to care for their for their pets
Evacuation orders may not give information about taking pets A percentage of pet owners will fail to evacuate because of their animals Many pet owners will arrive at human care shelters with their pets Some pet owners, especially those with livestock, will leave pets behind Service animals will be allowed in human shelters
All other pets and animals will typically not be allowed in human shelters A large number of animals will needs shelters without provisions. Many owners will be separated from their animals because of the disaster & animals will arrive at shelter without medical history
There will be an increased danger of disease and contamination B. PLANNING GUIDANCE
As with all planning for disaster response, it is always more effective to plan prior to a disaster and anticipate resource needs, operational plans and coordination with other response agencies.
Disasters in California are managed locally and resources coming into local jurisdictions from the state and federal government will be coordinated through the Santa Clara County Emergency Operations Center (EOC) for all sixteen jurisdictions. It is critical that local agencies work within their emergency response systems at a city level and coordinate activities and resources through their local city Emergency Operations Center (EOC) to provide for the best countywide coordination possible. In this way, working within our emergency management system, we will be able to provide and care for the greatest number of animals possible within Santa Clara County after a large-scale disaster.
Another overall planning concept for this annex is the assumption that field level temporary shelters will need to be established at a variety of locations to meet the needs of sheltering animals in a disaster. Ideally, these shelters will be located next to Red Cross Shelters and other mass care SCC Operational Area EOP – Animals in Disaster Annex 6
shelters to allow people to reside in shelters in proximity to their pets. To this end, Santa Clara County has purchased and stocked four large trailers that can be mobilized and deployed to establish temporary shelters. Some local jurisdictions and agencies also have trailers to set-up mobile shelters and other strategies will need to be employed to establish enough field shelters to successfully co-locate animals with their owners as much as possible. Animal shelters that are colocated to human shelters is a guiding principle and goal for animal shelter planning Santa Clara County.
SCC Operational Area EOP – Animals in Disaster Annex 7
III. TYPES OF ANIMALS
The California Animal Response Emergency System (CARES) defines “animals” as “affected commercial livestock, companion animals, exhibition animals, captive wildlife, and exotic pets”. This definition is used for state level response activities. The Urban Area Strategic Initiative (UASI) Animals Operations Guide recommends that dogs, cats, rabbits, birds, reptiles, horses, livestock, exotic pets, captive wildlife and wildlife be considered in disaster planning. Service animals, defined by the American with Disabilities Act (ADA) as guide dogs, signal dogs and other animals trained to provide assistance to individuals with disabilities are exempt from restrictions with regards to facility and transportation access.
For the purposes of the protocols outlined in this Annex, animals will be categorized by the following species or types used in the Bay Area SUASI guide:
Dogs and cats
Rabbits/small mammals
Reptiles/amphibians
Domestic/exotic birds
Horses/equine
Chickens/other fowl
Livestock/farm animals
Other exotic pets
SCC Operational Area EOP – Animals in Disaster Annex 8
IV. KEY PLAYERS
A. SANTA CLARA COUNTY OPERATIONAL AREA
As the Operational Area (OA), the Santa Clara County Office of Emergency Services is responsible for coordinating and managing resources in the county during a disaster. It is the primary point of contact for allocating resources within the jurisdictions of Santa Clara County and requesting resources from the state. The Operational Area (OA) includes all the cities and special districts such as schools, water and reclamation. Both within the Emergency Operations Center (EOC) and at the scene of the disaster, the Incident Command System (ICS) will be used to manage response activities.
The command structure (ICS) in the EOC will include an Animal Services Coordinator who is a designated animal control officer or other knowledgeable person trained in disaster response, animal care and animal rescue. The County has four mobile animal shelter trailers that may be deployed in support of local operations throughout the county. The allocation and deployment of this resource will be determined by the county and coordinated by the Operational Area.
B. CITIES/TOWNSHIPS AND CITY/TOWNSHIP EMERGENCY OPERATIONS CENTERS (EOCS)
Local government is often the first point of contact for residents needing help or services in an emergency. Local government may have limited capacity or resources to meet the needs of evacuating and sheltering animals in a disaster. Some jurisdictions in Santa Clara County have animal response plans, animal shelters and animal control divisions and/or officers. Local jurisdictions, through the EOC, may request assistance with setting up temporary animal shelters through the County Operational Area.
City government staff may also help provide services, such as communications, animal control resources or volunteer coordination to assist with countywide response efforts.
C. LOCAL ANIMAL CONTROL AGENCIES, SHELTERS AND HOSPITALS In Santa Clara County, there are government, non-profit and private animal shelters and animal care facilities. Many of these groups participate in the Animals in Disaster Committee. During a response, any of these organizations may request the activation of this Annex in support of local response efforts. If it is a city agency, the request will come through their local EOC. If is from a private or non-profit organization (for example, the Humane Society of Silicon Valley) the request will be directed to the County EOC Animal Services Coordinator to determine availability and allocation of County resources in response to the activation request.
SCC Operational Area EOP – Animals in Disaster Annex 9
D. AMERICAN RED CROSS
The American Red Cross (ARC) provides shelter and mass care services to residents throughout Santa Clara County. ARC generally assumes the responsibility to help government with care and shelter operations. Initially in a disaster, some shelters may be opened by ARC and some may be opened by city staff and then turned over to ARC as additional resources become available to help with local response.
ARC will have a liaison in the City’s Emergency Operations Center (EOC) will provide coordination with other agencies. In the EOC, ARC will work with the Animal Resources Coordinator to co-locate animal shelters with human shelters as much as possible to minimize the added stress of separating pets fro their owners.
E. DANR AND CVMA
The University of California, Division of Agriculture and Natural Resources (DANR) and the California Veterinary Medical Association (CVMA) provide guidelines for disaster preparedness for the care and rescue of animals. They also operate local networks that serve as preparedness and response resources to local OAs. The CVMA Disaster Response Program consists of a network of veterinary professionals who are prepared to provide veterinary care for rescue, evacuation, treatment and shelter of animals. See figure # for a directory and map of regional DANR representatives.
SCC Operational Area EOP – Animals in Disaster Annex 10 FIGURE 1: DANR REGIONAL MAP
SCC Operational Area EOP – Animals in Disaster Annex 11 F. COMMUNITY-BASED ORGANIZATIONS (CBOS)
A list of organizations that offer services and resources for the protection and well-being of animals are listed in Attachment D. The list includes descriptions and contact information. A number of these organizations coordinate or operate volunteer networks that may be available to assist local disaster efforts. These organizations include:
Cat Fanciers’ Association – a nonprofit organization with a disaster network that will assist communities set up auxiliary shelters for animals not allowed in human shelters and assist with animal rescue efforts.
Emergency Animal Rescue Service (EARS) – operated by the United Animal Nations. Shelters and cares for animals displaced by disasters.
HSUS Animal Rescue Team – operated by the Humane Society of the United States. Responds to disasters and assists in animal rescue operations.
Noah’s Wish – an animal welfare organization dedicated exclusively to rescuing and sheltering animals in disasters.
Red Star Animal Emergency Services – operated by the American Humane Society to help communities prepare for disasters and to assist in disaster response. This includes assessing animal needs, caring for injured animals; reuniting animals with family, ensuring animal shelters are colocated with human shelters and distributing pet food and supplies. UC Davis Veterinary Emergency Response Team – provides emergency animal rescue services.
G. SUPPLIERS &VENDORS (PLEASE SEE LOCAL CONTACT LIST, ATTACHMENT # ) SCC Operational Area EOP – Animals in Disaster Annex 12 V. RESPONSE STRATEGIES
A. CONCEPT OF OPERATIONS
Santa Clara County recognizes the critical importance of coordinating animal evacuation and shelter services during the response to an emergency or disaster. When the EOC is activated, the Animal Services Coordinator will be activated as necessary in any emergency for the county itself or in support of local jurisdictions(s). The Animal Services Coordinator will serve as the single point of contact on all animal issue in the OA. This position is staffed by the Santa Clara County Department of Animal Services or designee.
The County of Santa Clara and its Animals Services Coordinator will employ one or more of the following strategies in its response to meet the needs of animals and the broader community in disaster:
Coordinate resources within the County Operational Area to support local jurisdictions Once resource needs cannot be met with resources within the Operational Area, coordinate requests for resources outside of Santa Clara following SEMS/NIMS operating procedures Assess the status of animal shelter and establishing locations needed for additional shelter in coordination with the Mass Care Leader in the EOC
Coordinate the deployment of county mobile shelters and field operations Determine and coordinate the need for veterinary services Work with the Public Information Officer (PIO) to disseminate information to the public regarding the evacuation and care of animals
Assist with identification of vendors for procurement of animal supplies with the Logistics Section in the EOC (see Attachment #)
B. ACTIVATION
Authority
The activation of this Annex shall be at the request of the local animal control agency and initiated by the Director of the County of Santa Clara Department of Animal Services or designee.
Santa Clara County Operational Area EOC
The Santa Clara County Emergency Operations Center (EOC) is activated when a disaster occurs to coordinate resource management and information sharing for the Operational area. The EOC and is staffed by county employees with emergency responsibilities, as well as liaison representatives from other agencies and jurisdictions. The Animal Services section of the EOC is normally activated when the EOC is fully activated. This position is staffed by the Santa Clara County Department of Animal Services or designee.
SCC Operational Area EOP – Animals in Disaster Annex 13 The Animal Services Coordinator is located in the Care and Shelter Branch in the EOC. Cindy – add org chart?
The Animal Services Coordinator in the EOC will be responsible for ensuring the following actions are taken:
Establish communication with all affected agencies
Assign the opening of Field Animal Shelters as needed Deploy County Mobile Shelters as needed
Respond to requests from within the EOC and other agencies Obtain support and supplies for field animal shelters Maintain communication with city EOC Animal Coordinators City and Townships EOCs
Local jurisdictions will activate their own EOCs in response to local events. This Annex may be requested to be activated by an animal control agency for an affected jurisdiction in Santa Clara County.
City plans may call for an animal control representative to be present when the EOC is activated. In each city, the city manager is designated as Director of Emergency Services, by ordinance.
At the scene, the responsibility for animal care and control belongs to the respective animal control agency. As the incident overwhelms the initial responding animal control agency, that agency would expand operational procedure and activate this Annex. The request for activation of this annex would flow from the field to the city/town EOC to the County EOC.
C. INCIDENT COMMAND SYSTEM (ICS)
Immediately following the disaster, the Incident Command Center will be established at the shelter, if it is safe and intact. The center will serve as a meeting place for staff, a briefing area for other agencies and groups and a place to store information. It will be staffed according to the Incident Command System (ICS). Some circumstances may require a person to take on more than one position. Summaries of the positions are as follows. All the full position descriptions can be found in Attachment B. Incident Commander (IC) is responsible for establishing the Incident Command Center and staff assignments. The IC is supported by the Command Center Coordinator.
Animal Control
Agency
responds
Request for
support to
City/Town EOC
City/Town
Request to
County EOC
COUNTY
ANNEX
ACTIVATION
SCC Operational Area EOP – Animals in Disaster Annex 14 Animal Service Coordinator is either a veterinarian, animal control officer or other knowledgeable person trained in disaster response, animal care and animal rescue. Public Information Officer (PIO) is responsible for communications to media and the public. Safety Officer is responsible for ensuring safe operating conditions (including safety hazards and security) for all personnel.
Liaison Officer is responsible for coordinating with all other outside agencies. Operations Section Chief is responsible for managing tactical operations, public safety and the rescue and recovery of animals in the operations area.
Planning Section Chief is responsible for collecting, evaluating and disseminating information during response and recovery activities.
Logistics Section Chief is responsible for ensuring that staff has access to equipment, supplies, facilities, and personnel and manages issues related to communications, transportation, facility coordination, distribution and installment of supplies and tracking the status of resources. Finance Section Chief is responsible for tracking financial activities.
D. PROTOCOLS FOR ANIMAL SHELTERS
Managing and Prioritizing Shelter Population and Evacuation Depending on the damage to existing shelters, it may be necessary to evacuate animals to a temporary shelter or other interim location. Animals should be removed in an order that is in the best interest of the animals, the public, and the shelter. Examples of types and suggested priorities are as follows:
Owned animals in the veterinary clinic. Animals currently in surgery or pre- or postoperative care have the highest priority. Owned friendly dogs (non-aggressive dogs with known owners). If the shelter contains a boarding facility, boarded animals take precedence over impounded animals. Owned friendly cats (non-aggressive cats with known owners). If the shelter contains a boarding facility, the boarded animals take precedence over impounded animals. Adopted animals in the veterinary clinic (adopted animals in the clinic for spaying or neutering).
Shelter animals in the veterinary clinic. Un-owned animals in the clinic should be the last evacuated from the veterinary portion of the facility.
Animals in rabies quarantine. These animals should be evacuated with care and only by qualified shelter staff. Quarantined animals should have as little contact with each other as possible, and when possible should be evacuated to a confined area, away from other shelter animals.
Stray friendly dogs (healthy dogs that are on stray hold and may be claimed by the owner). Stray friendly cats (healthy cats that are on stray hold and may be claimed by the owner). Injured friendly animals (injured animals that are on stray hold and may be claimed by that owner).
SCC Operational Area EOP – Animals in Disaster Annex 15 Un-owned dogs (dogs that were surrendered or whose legal hold has expired). Dogs in adoption wards should be evacuated first, followed by those awaiting availability to the public.
Un-owned cats (cats that were surrendered or whose legal hold has expired). Cats in adoption wards should be evacuated first, followed by those awaiting availability to the public.
Aggressive dogs and cats. These animals should be evacuated with care and only by qualified staff.
Animals with legal pending. Aggressive animals with legal pending and/or in protective custody should be evacuated only by qualified staff.
Sick dogs and cats. These animals should be confined to an area separated from other evacuated animals when possible.
Livestock. Livestock should be evacuated beginning with owned animals, followed by healthy animals, and then injured or sick animals.
Other species of domestic animals, including small domestic animals such as rabbits, other pet rodents, reptiles, and amphibians. Owned legal pets should be evacuated first, followed by healthy animals, and then injured or sick animals. Pets that are illegal in California, such as ferrets, should be the last of the domestic animals to be evacuated. Wildlife. Wildlife priorities should be based on both health and how well the animals can be handled while in custody.
Large Increase in Shelter Population
If a shelter has not been affected by the incident, immediate preparations should be made to house a large increase in animals. When possible, animals in the shelter prior to the incident should be evacuated so they will not share wards with incoming animals. This is especially important in an emergency in which the potential for the spread of disease is significant, such as flooding. A second dog may need to be housed with a single dog, but more than two dogs should not be housed together unless absolutely necessary. Generally speaking, cats should not be housed in the same cage unless they were previously housed together, and if there is sufficient space within the cage. Sick animals in the shelter before the incident should not be mixed with the general population, but it may be necessary for bite quarantine animals, protective custody/legal pending animals, and strays and adoptable animals to be housed together. After animals have been evacuated, empty kennels should be cleaned with pressurized water and bleach and supplied with water, food, and beds or blankets.
Euthanasia Priorities
If animals are arriving at a shelter faster than they can be transferred to other facilities, some animals may need to be euthanized. A priority list should be established, based on the Hayden Bill. Animals should always be scanned for a microchip before being euthanized. The decision to euthanize must be made by the highest ranking manager available at the animal control facility.
SCC Operational Area EOP – Animals in Disaster Annex 16 Shelter set up
After the decision to activate a temporary animal shelter has been made, the location is selected by the Incident Commander (IC). Section Chiefs should then work together to staff the shelter, supply it adequately, and notify the public and media that it is available. The Safety Officer should inspect the facility and its grounds for safety issues. The Operations Section Chief should assign shelter positions to staff and volunteers, create staffing schedules, obtain the appropriate forms, and create a task list for setting up the shelter.
Animal Intake
FIGURE 2: CHECK -IN DIAGRAM (FROM SUASI)
1. Registration and Identification
The intake process initiates the registration and care of animals. Animals may be brought in by the owner, in person; by a third party; or by an unknown owner. A full description of the animal will need to be documented to include species and breed, gender, color and other information used to identify the animal. The description along with any available identification needs to be recorded and kept in the animal’s file. Types of identification can include collars, tags, licenses, microchips or tattoos on ears or bellies. Each animal should be photographed upon intake (minimum of 2 photos to include a face and profile shot). Cats and dogs without a microchip should be implanted with one during intake and documented.
SCC Operational Area EOP – Animals in Disaster Annex 17
2. Health & Safety
Paid shelter staff will need to handle animals that may have been bitten within the last ten days; have been reported as aggressive by the owner; shows signs of aggression; are extremely difficult to handle; or shows signs of physical pain. These animals may need to be kenneled immediately.
Immediate medical concerns can be detected by examining the eyes, ears, skin, teeth, nose and paws.
Animals with contagious or zoonotic conditions should receive prompt attention. Animals should be vaccinated according to the instructions from the veterinary staff.
Facility Safety and Security
While animals need adequate exercise and socializing, it is important to maintain a safe and secure facility. The safety and security of a facility can be affected by a large number of unskilled volunteers and untrained owners. Volunteers who care for and feed the animals need to be well-oriented to the shelter’s procedures and protocols. Examples of potential problems include overfeeding, under cleaning and trying to handle large or unruly dogs.
Animal Care
The manager of a temporary shelter should determine who may have access to the animals. Although it may not be possible to have locks on every cage and kennels, creating an identification system for volunteers who may remove animals from holding areas is necessary.
All animals should be housed with their identification documentation and an Animal Care Log, which is used to record feedings, cleaning, and socialization. The Animal Care Coordinator should create protocols for determining which animals can be taken out of their cages or kennels, how much time they may be out, which activities are allowed, and the labeling system on the cage or kennel that is used to indicate that an animal is out. The Animal Care Coordinator should physically count the animals on the premises at least twice a day and document in the log. Counting can quickly identify animals that may be improperly housed or missing. Although a temporary shelter is a 24-hour operation, animals need periods of darkness and quiet. These periods should be scheduled during and the day and night activity is limited to veterinary issues.
Cleaning
During emergencies, the risk of the spread of disease may be increased. A full cleaning should therefore be done twice a day for dogs, cats, co-housed rabbits, and some livestock. For reptiles, small mammals, birds and horses, cleaning should be done once a day. Spot checks should also be scheduled several times per day. The guidelines for cleaning shown in Table 1 should be considered. The beginning and end of shifts for different positions must be clear.
SCC Operational Area EOP – Animals in Disaster Annex 18 TABLE 1: CLEANING AND WATERING NEEDS OF ANIMALS IN A SHELTER Full Cage Cleaning Check and refill water
bowls every 2 hours
Animal during the day
Start of
AM shift
Start of PM shift or 1 to 2 hours before
end of shift Other
Dogs X X X
Cats X X X
Rabbits X If small space housing three or more rabbits X Small mammals X — X
Reptiles X — X
Domestic birds X — X
Chicken/fowl X — X
Livestock (farm mammals) X If housed in small kennels X Check every 4 hrs during the day Horses/equine X — X Check every 4 hrs during the day
Feeding
Watering frequency is listed in Table 1.
The Planning and Logistic Section Chiefs will work together to obtain food for the animals if the incident lasts more than 72 hours. Although donated food will arrive daily, keeping the diet consistent is important for reducing stress and cleaning requirements (diet changes can cause loose stools). The following guidelines for feeding should be considered or expanded. Dogs
Dogs should be fed two times a day, approximately 10 to12 hours apart. Wet food should be avoided if possible to limit diet-related diarrhea. If an animal refuses to eat after the first 24 hours in a facility, a spoonful of wet food may be added for taste.
Cats
Cats should be fed twice per day, approximately 10 to 12 hours apart. Wet food should be provided to kittens under four months old but avoided for adults if possible to limit diet-related diarrhea. If an animal refuses to eat after the first 24 hours in a facility, a spoonful of wet food may be added for taste.
Rabbits/Small Mammals
Rabbits and other rodents should be fed non-rich diets. The home diet should be continued if known.
Rabbit diet should consist of hay (oat or timothy) and green rabbit pellets. Reptiles/Amphibians
Care must be taken to identify not only the correct food source for reptiles but also the correct presentation and time of feeding. Additionally, co-housed snakes and many lizards must be separated at feeding times. Diets vary significantly among species and according to size and age of an animal.
If possible, home diets should be continued.
Lizards = Prey should be no larger than the length of the lizard’s head.
Snakes = Prey should be no wider than the widest part of the snake’s body.
SCC Operational Area EOP – Animals in Disaster Annex 19 Herbivorous Diets
Food should be placed on a plate or dish to avoid consumption of the substrate provided as the flooring of the enclosure. Ingredients should be well mixed to avoid picking, and a commercial calcium supplement should be included. Herbivores should be fed one or two times a day, with younger animals eating more often than adults.
Carnivorous Diets
Prey guidelines are as follows:
o Vertebrate prey = safest if fed pre-killed. Move the prey around when dropping it into the enclosure to stimulate the animal to feed. Young lizards may need to eat daily but adult snakes may only need to eat twice per week.
o Fish = should be fed live.
o Worms/larvae = should be fed live. They are best fed in a dish that the reptile may eat from but from which the worms cannot escape.
o Crickets = should be dusted in calcium powder and fed live. Some reptiles need additional nutrients that are provided by giving the cricket’s commercial gut-loading food 12 to 24 hours before feeding.
Omnivorous Diets
Terrestrial omnivores should be fed using the guidelines for both herbivores and the appropriate carnivore. Aquatic omnivores should have their greens floated on the water and given live fish. Domestic Birds
Birds should be fed twice daily but must be monitored for food intake regularly. If a bird is not eating the diet given, alternatives must be tried until a diet is found that the bird will eat. Whenever possible, a bird’s diet should remain the same as the diet in home. Food must be provided by the owner, found in the owner’s home, or found in the bird’s food dish as a guideline for its diet.Additional considerations are as follows:
o Birds should have limited access to dairy products, cabbage, and bananas o Birds should not be given chocolate, avocado, foods with high salt content, or mushrooms o Lorikeets and Toucans require a diet of fruits, vegetables, juices, and nectars. They should not be given seeds.
o Finches, canaries, and other wild and wild-type birds require small amounts of grit in their diets. The grit can be sand, gravel, or crushed oyster shells. Horses/Equine
Horses should be fed small amounts of food several times per day. They should be fed locally grown grass hay. Meals should consist of no more food than a horse can consume in an hour. Chickens/Other Fowl
Chickens should be given commercial chicken feed twice per day. The chicken’s normal diet should be followed if known.
SCC Operational Area EOP – Animals in Disaster Annex 20 Livestock/Farm Mammals
o Goats - The diet should consist of commercial goat feed (non-medicated), a plant fiber source, and a salt block. Unless housed in pens that allow access to plant material, goats require a supplement of leafy hays or legumes. Goats should be fed twice a day rather than allowing the animals to free feed. o Sheep - The diet should consist of commercial sheep feed (non-medicated), a plant fiber source, and a salt block. Unless housed in pens that allow access to grasses, sheep require a supplement of grass hay. Sheep should be fed twice a day rather than allowing the animals to free feed. o Swine - Pigs should be fed twice a day. An appropriate standard diet consists of a non-medicated commercial pig feed and a small amount of alfalfa hay.
Animal Transportation
Animals may need to be moved out of temporary shelters. This section addresses transport and shipping issues. The assumption is that only canines and felines will need to be transported and all other animals will stay at the temporary shelter. Exit station procedures are provided in the following tables.
TABLE 2: EXIT STATIONS FOR DOGS
No. Function People Supplies
1 Direct walkers to appropriate animals 1 To-go list
2 Check microchip; make sure records match
If correct, attach shipping collar; send dog to Station 3 If incorrect, return dog to kennel
Match transport # and give portfolio to walker
2 Two chip readers
Record portfolios
3 Walk and water dogs 4 Leashes
Water
Bowls
4 Administer flea control
Verify microchip
2 (Veterinarian or
veterinarian
technician)
Flea control
Pill pockets
Pill guns
Two chip readers
5 Write transport number on Sky Kennel with magic marker Record to driver
Put dog in kennel
2 Hole punch
Markers
6 Load kennel into truck 2
7 Volunteers to fill water bowls 1
8 Walkers 4 or more Leashes
9 Fork lift operator 1
TABLE 3: EXIT STATIONS FOR CATS
No. Function People Supplies
1 Take cat out of kennel
Check microchip and photo
Check records If incorrect, return to kennel
2 2 chip readers
Boxes of portfolios
Collars
SCC Operational Area EOP – Animals in Disaster Annex 21 No. Function People Supplies
Write transport # on collar and attach to cats
Give flea control if necessary
Place in sky kennel
Scissors
Pen
Flea control
Pill pockets
Pill guns
2 Confirm that profile is for the correct cat 2
3 Write transport # on Sky Kennel with magic marker
Attach folder with zip tie
2 Hole punch
Zip ties
Markers
4 Load kennel into truck 2
Transportation guidelines for the primary enclosure:
Should be strong enough to securely contain the animal. The animal should not be able to reach outside the enclosure in a way that could result in injury to itself, to its handlers, or to other persons or animals nearby.
Should have no sharp points or missing pieces in anything (e.g., wall, floor) that could cause injury. Should be large enough so that the animal has enough space to turn about normally while standing, to stand and sit erect, and to lie in a natural position. The animal should not have to crouch when sitting or standing
Should have a solid, leak-proof bottom or a removable, leak-proof collection tray under a slatted or mesh floor.
Must contain enough previously unused litter to absorb and cover excreta unless the dogs or cats are on raised, slatted floors or raised floors made of mesh; litter must be of a suitably absorbent material that is safe and nontoxic to dogs and cats.
Must allow the dog or cat to be removed easily and quickly from the enclosure in an emergency. Must have exterior handles or handholds that enable the enclosure to be lifted without tilting and ensure that anyone handling the enclosure will not come into contact with the animal.
The transport vehicle:
Must not fall below 45°F or rise above 85°F for more than 4 hours. Must adequately protect the animals from exposure to the elements. Must have paint, preservative, treatment, or other chemical or material used in or on the enclosure that is nontoxic to the animals and not harmful to their health or well-being. Must allow proper ventilation for the animals and not block airflow.
During surface transportation (ground or water), animals must be checked every 4 hours for sufficient air flow and temperature and to observe for illness, injury, or distress. If indicated, veterinary care must be provided for the animals in an appropriately timely manner.
Horse trailers are not acceptable.
SCC Operational Area EOP – Animals in Disaster Annex 22 Animal Documentation Guidelines
Animal shelter support personnel are responsible for reporting shelter activity data to the IC. Information needs to be communicated upward to the MCUL and should not be released by any other staff.
Occupancy counts two times a day (morning and evening) are necessary for reporting and safety accountability. Daytime counts may be added at the discretion of the Animal Shelter Management Teams in response to individual security needs. Because multiple agencies may be operating shelters within the incident area, the Animal Shelter Support Coordinator must ensure that agencies are sharing activity information with the DOC MCUL to prevent data from being counted twice.
Animal shelter information that is reported involves a variety of formats, including:
Manual status report
Animal shelter database
Animal shelter status boards, updated daily, including the following information:
– Total number of animal shelters open
– Total number of animals in care at all sites
– Total number of new animals in care at all sites
Site information
– Name of shelter
– Lead agency
– Site address
– Number of animals in occupancy
– Number of new animals in occupancy
– Capacity by species and animal type
– Percentage of capacity filled
– Name of site manager and point-of-contact information – Site status (e.g. open, closed, stand-by)
It is also critical to create a filing system for the documentation that is created at the animal shelter. A folder and binder system works well. All animal records and associated documentation should go into a folder and should be in the same order in each folder. If an animal is onsite, the folder should have a green dot. If the animal has been transported elsewhere, a red dot should be used. If the animal has been moved into a foster home or contingent-adoptive home, a yellow dot should be used. Color coding the folders will facilitate tracking the folders and animals.
Binders may be used to store and access other information, such as:
Lost animal information
Owned animals
Reclaimed animals
Stray animals
SCC Operational Area EOP – Animals in Disaster Annex 23 Utilization of Volunteers
Animals in disaster usually bring forth an outpouring of volunteers who want to help. Dealing with animals, particularly in stressful or chaotic situations such as disasters, requires special skills. Volunteers who handle animals need to have experience or training in this area. Several national, state, and local groups offer training programs. If volunteers are going to be handling or working directly with animals, it is recommended that they are pre-trained or pre-affiliated with a credible organization.
Local shelters and animal control agencies are also encouraged to train their own volunteers to assist with the care and sheltering of volunteers in a disaster. Volunteers can be trained ahead of time on:
• The ICS System
• Animal handling techniques
• Citizen Emergency Response Team (CERT) certification
• Cardio-pulmonary resuscitation (CPR) certified and first –aid certified for pets • Disease Control
• Care and Feeding Instructions
• Customer Service
• Critical Incident Stress Training
If volunteers arrive at a shelter and cannot be utilized, they should be directed to the nearest Emergency Volunteer Center (EVC). The EVC will provide intake and referral to deploy the volunteer to another organization. Additionally, if more volunteers are needed, they can be requested from the local EVC. The County OA Personnel Unit Coordinator will have the status of EVCs activated within the county and its local jurisdictions.
SCC Operational Area EOP – Animals in Disaster Annex 24 VI. DEMOBILIZATION
When the EOC has notified the IC that a temporary animal shelter should be deactivated, a number of key activities are required and are described below.
A. SHELTER CLOSURES
Closing a temporary animal shelter is usually coordinated with the closure of human shelters. The following activities must be coordinated:
Remove all animals from the facility
Break down cages and kennels
Remove paper and tarps from walls and floors
Sweep and mop floors
Clean surfaces
Remove signage
Use air fresheners if necessary
Use de-fleaing sprays if necessary
B. REDISTRIBUTION OF SUPPLIES
Remaining supplies should be inventoried, returned to the owner, or disposed of properly. This activity is important for reimbursement.
C. REMOVAL AND DISPOSAL OF ANIMAL CARCASSES
Although all efforts should be made to use a freezer or refrigerated truck to store dead animals, is may not be possible. If a freezer or refrigerated truck is not available, the animals must be securely tied in several thicknesses of plastic bags and kept at a distance so as to not pose a health risk. Fly spray should be used often. The animals should be moved to a freezer at the shelter when possible or picked up by an animal disposal company.
D. PROCEDURES FOR UNCLAIMED ANIMALS
Every shelter should create procedures for unclaimed animals. An animal may be adopted, transferred, or euthanized, but the procedures must be consistent with local laws. The procedures must be communicated to local rescue groups and the public.
E. FINAL DATA COLLECTION
Any remaining data, reports, or documents should be collected to ensure that a complete record of logs, transactions, analyses, and other information is in one place.
SCC Operational Area EOP – Animals in Disaster Annex 25 F. DEBRIEFING AND AFTER ACTION REPORT
After all animals have been returned to owners, transferred to a shelter, or transported, and all emergency areas have been closed, it is important for key staff, volunteers, and personnel from other EOC departments to meet for a debriefing on the incident response. The following may be discussed:
What was achieved?
What went well?
What went wrong?
Were any innovations implemented?
What changes need to be made to the plans?
Were supplies sufficient?
What job descriptions need to be altered?
SCC Operational Area EOP – Animals in Disaster Annex 26 VII. PLANNING RESOURCES AND REFERENCES
Bay Area SUASI
CDFA
DANF
CVMA
Palo Alto Police Department, Division of Animal Services Emergency Response Plan SCC Operational Area EOP – Animals in Disaster Annex 27 VIII. ATTACHMENTS
A. Shelter Forms
A1. Animal Intake Form
A2. Emergency Release Form
A3. Lost Pet/Rescue Request Form
A4. Rescue Release Form
A5. Animal Care Daily Log
A6. Medication Log
A7. Behavior Log
A8. Animal Count Log
A9. Contingent Adoption/Foster Care Agreement
A10. Animal Release to Foster Care
A11. Pre-Shipment Release Form
A12. Job Assignment List
A13. Volunteer Position Descriptions
A14. Volunteer Staff Sign In Sheet
A15. Supply and Equipment List
B. ICS Position Responsibilities
C. Bay Area Animal Welfare Agencies
D. Resource & Contacts List
E. Animal Confinement and Shelter Facilities
F. Animal Food Sources
G. Animal Care Supplies – Vendor list
H. Animal Transportation Resources
I. Sample MOU
J. List of Acronyms
K. Temporary Shelter Guidelines
City of Santa Clara
Emergency Operations
Plan
Annex T
T 1
i
CITY OF SANTA CLARA
EMERGENCY OPERATIONS PLAN
Weapons of Mass Destruction
Annex T
Terrorism and Homeland Security
ii
Distribution List:
City Departments
Office of the Mayor and City Council
City Manager
City Attorney
City Clerk
Automotive Services
Bldg. Maintenance
Communications
Electric Utility
Finance
Fire
Human Resources
Information Technology (IT)
Library
Parks & Recreation
Planning & Inspection
Police
Public Works/Engineering
Public Works/Purchasing
Streets
Water and Sewer Utilities
EOC
Law Branch
Fire/Rescue Branch
Care and Shelter Branch
Logistics Chief
Procurement Branch
Planning/Intelligence Chief
Government Agencies
Santa Clara County OES
iii
CITY OF SANTA CLARA
Weapons of Mass Destruction
Annex T
RECORD OF REVISIONS
REVISION
NO.
REVISION
DATE
PAGES REVISED ENTERED
BY
DATE
1 9-19-2011 5,6,7,9,11,16,17,22 Gene Sawyer 9-19-2011
iv
CITY OF SANTA CLARA
EMERGENCY OPERATIONS PLAN
Annex T
TABLE OF CONTENT
PAGE
Distribution List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii Record of Revisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii Table of Content . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv Glossary of Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vi Part One – Introduction
A. Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 B. Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 C. Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 D. Concept of Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Part Two – Flood Standard Operating Procedure
A. Management Section
1. Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
2. Emergency Public Information . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
3. Terrorism Advisories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 B. Operations Section
1. Operations Chief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
2. Fire and Rescue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
3. Law Enforcement and Traffic Control (Evacuation) . . . . . . . . . . . 14
4. Medical Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
5. Medical Examiner/Coroner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
6. Care and Shelter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
7. Engineering, Water, Sewer, Electric, Streets and Automotive . . . . . . 17 v
8. Communications Branch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
9. Engineering Damage Assessment Unit . . . . . . . . . . . . . . . . . . . . . . . 19
10. Planning/Recovery Unit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 C. Planning/Intelligence Section
1. Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 D. Logistics Section
1. Logistics Chief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
2. Public Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 E. Finance Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Attachment 1 – Power of Municipal Corporations 27
vi
GLOSSARY OF ACRONYMS
ANFO -
ARC - American Red Cross
BATWING Bay Area Terrorism Working Group
BCP - Business Continuity Planning
CBRNE - Chemical, Biological, Radiological, Nuclear, Explosive CST Civil Support Team (National Guard
DAC - Disaster Application Center
DAC - Disaster Assistance Center
DHS - Department of Homeland Security
DHHS - Department of Health and Human Services
DMAT - Disaster Medical Assistance Teams
DMORT - Disaster Mortuary Team
EOC - Emergency Operations Center
EOP - Emergency Operations Plan
EPIO - Emergency Public Information Officer
EMS - Emergency Medical Services
FEMA - Federal Emergency Management Agency
JIC - Joint Information Center
MMRS - Metropolitan Medical Response System
MMTF - Metropolitan Medical Task Force
NBC - Nuclear, Biological, Chemical
NWS - National Weather Service
OES - Office of Emergency Services
PIO - Public Information Officer
RACES - Radio Amateur Civil Emergency Service
SAMTRANS - San Mateo County Transit Agency
SAR - Search and Rescue
SOP - Standard Operating Procedure
SCVWD - Santa Clara Valley Water District
USAR - Urban Search and Rescue
USGS - US Geological Survey
VMC - Santa Clara Valley Medical Center
VTA - Valley Transit Authority
WMD - Weapons of Mass Destruction
1 CITY OF SANTA CLARA
TERRORISM and HOMELAND SECURITY
STANDARD OPERATING PROCEDURE
PART I
INTRODUCTION
A. BACKGROUND
In 1995 a cult released Sarin in the Tokyo subway system to prevent the Tokyo Metropolitan Police from investigating several previous crimes by the cult. One month later Timothy McVeigh used ANFO to create a truck bomb that destroyed the Murrah Federal Office Building in Oklahoma City. Although terrorism response had previously been considered a military responsibility, these two events demonstrated that the first responders of the attacked community were the people whose skills and equipment actually saved lives. For example, all the people saved alive in Oklahoma City were saved by local responders before any outside assistance arrived.
These two events demonstrated that specialized skills are needed to effectively save victims while also protecting the olives of the first responders. American cities did not have appropriately trained and equipped personnel.
In 1997 the Federal government introduced the Domestic Preparedness Program to the twenty- five (25) largest cities in the United States, and Honolulu and Anchorage because of their isolation. This program provided assistance to the nation’s largest cities to prepare for the possibility of terrorist attacks. Six Federal agencies were assigned to assist the communities develop the ability to effectively respond to the possibility of terrorist attacks using nuclear, biological or chemical weapons for social or political purposes. Three federal departments were designated “crisis management” partners. The Department of Defense was assigned to provide training, and they left behind $300,000 worth of training support equipment. The Department of Health and Human Services provided a project officer to assist with the development of a local terrorism response plan; funding for equipment, supplies and pharmaceuticals for the field level response Metropolitan Medical Task Force; and exercises of the chemical and biological plans.
The Department of Justice provided an FBI special agent to assist with the development of the law enforcement elements of the terrorism response plan, and offered two competitive grants for police equipment. The three “consequence management” organizations were FEMA, EPA and DOE. FEMA would activate the Federal Response Plan and provide 75% of the emergency response costs. EPA would evaluate the environmental hazards and advise on personal protective equipment if the attack were biological or chemical. DOE would evaluate hazards and advise on personal protective equipment for radiological or nuclear events.
Santa Clara completed an Incident Command System (ICS) compliant written terrorism response plan. Santa Clara was among the first cities to complete the Department of Defense exercise program.
2 B. PURPOSE
This plan has been developed to provide the basis for government agencies, nongovernmental organizations and the private sector to coordinate during terrorism events in Santa Clara to save life, protect property and engender recovery. The Federal government defines a terrorist act as, “A violent act, or an act dangerous to human life, in violation of the criminal laws of the United States, or any State, to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political or social objectives.” This plan addresses the roles of the Emergency Operations Center staff, and the relationships with the field forces and the community.
C. SCOPE
This plan addresses terrorist attacks based on chemical, biological, radiological, nuclear or explosive weapons, CBRNE.
This plan is intended to supplement the City of Santa Clara Emergency Operations Plan. It addresses those elements of the emergency organization that would have specific emphasis during a terrorist event.
This plan is intended as a guide; it can be modified, as necessary, to cope with unforeseen conditions and events.
D. CONCEPT OF OPERATIONS
The terrorism response of the City of Santa Clara will comply with SEMS, and with NIMS when implemented.
A terrorist incident is both a community disaster and a crime scene. The Emergency Plan addresses many elements of the community disaster response. The crime scene issues may need to be addressed by a combination of law enforcement resources and cooperation by other field forces, including fire, environmental services, transportation, and public health. 3 PART TWO
TERRORISM AND HOMELAND SECURITY
STANDARD OPERATING PROCEDURE
4 TERRORISM AND HOMELAND SECURITY RESPONSE
STANDARD OPERATING PROCEDURE
A. MANAGING TERRORISM RESPONSE OPERATIONS
This gives a general plan of emergency response operations for terrorism response or threat of terrorist event. This may be based on an increase in the national terror alert level (Orange or Red for the region), or notifications from the Joint Terrorism Task Force, the Federal Bureau of Investigation, the State Office of Emergency Services or other credible source. The principal emergency functions needed are Management, Emergency Public Information, Operations Chief, Communications, Fire & Rescue, Law Enforcement & Traffic Control, Care & Shelter, Construction & Engineering, Planning (Damage Assessment, Situation Analysis, and Recovery), and Logistics (Procurement). These functions are described as they relate to terrorism response to actual event or threatened event. Figure 1 lists the responsible and supporting elements of government, non-governmental organizations and the private sector and shows their relationships to the terrorist response-related emergency response functions.
The following material describes each of the functions as they relate to a terrorism emergency.
These sections also provide a structure for organizing attachments, as needed. SOPs and attachments have been prepared and are maintained by the responsible and supporting departments.
1. Management
a. Purpose
The City Manager is the EOC Director and, as such, controls and directs the efforts of the emergency organization. The EOC Coordinator oversees all work in the Emergency Operations Center and performs all standard SEMS responsibilities. b. Organization
The emergency organization will be mobilized as necessary to respond to the threat of terrorist attack or terrorism emergency. Departmental Standard Operating Procedures (SOPs) for terrorist events will be followed. 5 2. Emergency Public Information
a. Purpose
The purpose of the Public Information Officer function is to ensure community awareness to imminent terrorist threats, personal protective measures, and recovery procedures by providing official news releases to the news media and via direct communication to the public, under the direction of the EOC Manager. b. Organization - Responsible and Supporting Agencies
Responsible Agency: City Manager’s Office
Supporting Agencies: Police Department
Fire Department
Parks, Recreation
News Media
c. Operational Phases and Plan Activation
1) Preparedness Phase Actions
The Public Information Officer (PIO) will develop or revise sample text for news releases and for alert, evacuation and shelter-in-place leaflets. The PIO should be prepared to disseminate to Santa Clara residents literature on how to prepare for an imminent terrorist attack, and/or what items they should take with them when evacuating. The PIO will revise the listing of news media contacts and state and federal counterparts as appropriate.
Police Department Intelligence Unit will provide periodic status reports to the Chief of Police who will coordinate with the PIO.
2) Increased Readiness Phase Actions
When the EOC Director designates a state of local increased readiness, the PIO will provide news media with releases advising them of conditions as they change.
The PIO will work with broadcasters to provide public information broadcasting service.
The PIO will provide information to the public and will prepare messages for dissemination.
6 3) Terrorism Emergency Phase Actions
The PIO will keep the public informed of developing conditions and of prudent actions to take via the news media.
The PIO will utilize the full capabilities of the news media to the maximum extent appropriate for broadcasting timely terrorism response advisories, and calming messages to the public.
4) Recovery Phase Actions
The PIO will inform the public of Disaster Assistance Centers (DACs) and other available recovery assistance by news releases and interviews with officials. The PIO will provide the media and public with all necessary follow-up information related to personal protective measures, medical care, damage assessments (public and private) and to returning the community to pre-disaster conditions. The PIO will coordinate with state and federal counterparts. Once a Joint Information Center (JIC) is opened all information regarding the investigation will come from the JIC. Community care information will continue to come from the City EOC.
3. Terrorism Advisories
a. Purpose
The purpose of the terrorism advisory function is to provide timely information to the community regarding potential time frames for potential impacts. b. Organization - Responsible and Supporting Agencies
Responsible Agency: Police Intelligence
Supporting Agencies: City Manager
Police Department
Fire Department
ARES/RACES
News Media
c. Operational Phases and Plan Activation
The EOC Director is in charge of all messages released to the public and the media, and as such must approve all warning notices and press releases. 7 The Police and Fire Chiefs are responsible for neighborhood notification, based on direction of the EOC Director, and information provided by the FBI, State Warning Center or other reliable sources.
The Public Information Officer (PIO) is responsible for communicating cityspecific terrorism related news releases to the news media. 1) Preparedness Phase Actions
The EOC Coordinator revises City key personnel alerting lists on an ongoing basis.
Police and Fire Department regularly reviews intelligence shared with them by State and Federal authorities.
2) Increased Readiness Phase Actions
The PIO will assure that the PIO Branch is prepared to issue terrorism-related media releases and community advisories.
3) Emergency Phase Actions
The City Manager/EOC Director may declare a State of Local Emergency due to imminent attack or threatened attack, or after an attack. The City Manager/EOC Director will keep the Mayor and City Council informed of significant actions taken.
The Police Chief will establish the geographical scope for terrorism advisories based on information obtained from the FBI, State Warning Center or other government source. The PIO will manage and coordinate its issuance. The Police Chief will request appropriate supporting agencies. The EOC Director will approve press releases, and official statements prepared by the PIO.
The PIO will provide written advisories in the format directed and approved by the EOC Director. The PIO will set up media conferences as directed. At the direction of the EOC Director, the PIO will use all appropriate media contact points to enhance community awareness of potential terrorism event impacts.
The Police Department will direct and coordinate field-warning activities when directed by the EOC Director or in support of an evacuation order. The Police Department will provide warning by vehicle-mounted public address speakers or sirens, as possible. The Fire Department will provide support to Police field-warning activities, if personnel are available. 8 The Police Department will keep the EOC Director, through the Operations Section Chief, apprised of any problems in promulgating terrorism advisories as they arise and inform him/her immediately when assigned tasks are completed.
The EOC Coordinator will inform the State OES, Coastal Region (via the Operational Area), of the situation/status during EOC activations. 9 B. OPERATIONS SECTION
1. Operations Chief
a. Purpose
The role of the Operations Chief is to provide centralized control and coordination of emergency operations.
b. Organization
The Emergency Operations Center will be staffed in accordance with the City Emergency Operations Plan.
c. Operational Phases and Plan Activation
The four operational phases are Preparedness Phase, Increased Readiness Phase, Emergency Phase, and Recovery Phase.
1) Preparedness Phase. This phase includes "readiness actions" such as reviewing plans, revising alert lists, and checking equipment and supplies.
This phase also includes starting to collect up-to-date situation appraisal and reporting of evolving conditions with the Joint Terrorism Task Force. 2) Increased Readiness Phase. Actions to be taken as the probability of terrorist event appears likely to the City Manager.
a) Increased Readiness Phase Actions
The Increased Readiness Phase is designated by the EOC Director.
S/he may establish a state of local increased readiness based on recommendation of the Police Department Intelligence staff.
Once the City Manager establishes a state of local increased readiness, all City emergency functions will begin executing the Increased Readiness Phase actions of their plans.
The EOC Coordinator will inform the State of California OES, Coastal Region, via the Operational Area, when an Increased Readiness Phase (or any other phase) has begun. The EOC Coordinator will ready the EOC for rapid activation.
10 b) Stepping Up the Level of Increased Readiness
The City Manager may step up the level of readiness when the Police Chief advises him/her of a high likelihood of terrorist attack, or when the City Manager/DES has other reasons to develop a higher degree of readiness. This step-up in readiness may include activating and staffing the EOC and accelerating increased readiness actions.
c) Spontaneous and Voluntary Evacuation
If spontaneous evacuation occurs, the City Manager may provide support by City-directed resources.
The City Manager has the option to advise voluntary evacuation of an area near a known threat/target. Citizens of the area shall be given support by City-directed resources.
3) Emergency Phase. Actions taken during the Emergency. a) Emergency Phase Actions
The Emergency Phase is designated by the City Manager/EOC Director.
The EOC Director may direct the Police Chief to issue a voluntary evacuation advisory, or order the evacuation of an area that is, or is expected to become, a life or health hazard through direct effects or indirect effects (such as loss of vital utilities) of a terrorist attack. This type of area is defined as an "evacuation area."
b) Evacuation of Residents
The EOC Director shall direct the Chief of Police, through the Operations Section Chief, to order an evacuation only after declaring a State of Local Emergency due to terrorist event. The authority for ordering an evacuation is in Government Code 38791 (See Attachment 1).
Once the EOC Director declares a State of Local Emergency, all directors of departments with emergency functions will begin executing the Emergency Phase Actions of their plans.
4) Recovery Phase. Actions to be taken following the emergency. 11 a) All City department directors and chiefs will prepare after-action reports for the City Manager.
b) Individual disaster recovery assistance may be offered by the Federal Emergency Management Agency (FEMA). This may include Disaster Application Centers (DACs) established by the Federal Emergency Management Agency (FEMA) and the State of California OES to assist citizens with recovery activities. The City of Santa Clara will provide logistical support to the DACs. The type and degree of City staffing and support will depend upon the needs of the citizens and the direction taken by FEMA and State OES.
c) Within 10 days all department directors will provide material for FEMA Schedule B claims to the City's designated representative for Public Assistance.
d) All departments will continue all actions needed to return the community to pre-disaster functioning.
e) All departments will cooperate with the designated representative for Public Assistance to assure that all City claims are properly filed to maximize reimbursement from FEMA and State OES.
f) EOC Director will support FEMA and State OES in opening Disaster Application Centers (DACs), if needed, or work with the PIO and news media to publicize alternate methods of getting help through the Individual Assistance programs.
12 2. Fire and Rescue Branch
a. Purpose
The purpose of the Fire and Rescue function is to provide event size-up, recognition of the potential for the event being a chemical, biological, radiological, nuclear or explosive event caused by a terrorist group, rescue, and immediate field level medical care to persons who are victims of a terrorist attack. The Fire Department is responsible for establishing a hot zone/ warm zone/cold zone, and for advising on appropriate PPE for all personnel.
b. Organization - Responsible and Supporting Agencies
Responsible Agency: Fire Department
Supporting Agencies: Police Department
c. Operational Phases and Plan Activation
1) Preparedness Phase Actions
The Fire Department inventories terrorist response equipment as a matter of routine activity. Resource lists of PPE and detectors will be checked and revised as necessary.
2) Increased Readiness Phase
The Fire Department will mobilize terrorism response equipment as appropriate. The Fire Department maintains a confidential list of terrorist response equipment.
3) Emergency Phase Actions
The Fire Department will provide recognition, PPE advisories, zone management, rescue and field level medical treatment to persons in a terrorist attack area to the maximum extent possible, considering personnel safety.
The Fire Department will utilize supporting agencies, as appropriate.
The Public Works Department will provide available engineering support as necessary and will call upon the private sector when applicable.
13 3. Law Enforcement, Police Branch
a. Purpose
The purpose of the Law Enforcement, Force Protection and Traffic Control function is to provide event-related crowd control, scene control, evidence protection, force protection and traffic control, evacuation operations, and to maintain law and order during operations. Their work will be coordinated with the FBI, the County Medical Examiner/Coroner, the County Public Health Laboratory, local hospitals, and mutual aid partners, as appropriate. b. Organization - Responsible and Supporting Agencies
Responsible Agency: Police Department
Supporting Agencies: Public Works Department
c. Operational Phases and Plan Activation
1) Preparedness Phase Actions
The Police Department will review its terrorism standard operating procedures, including evacuation routes and traffic control points, and evidence protection protocols, and revise them as necessary. 2) Increased Readiness Phase Actions
The Police Department will prepare to activate the terrorism response SOPs. 3) Emergency Phase Actions
The Police Branch is responsible for all evacuation functions. In the event evacuation operations are required, s/he reports directly to the Operations Chief. The Operations Chief will keep the PIO and Situation Status staff informed of street closures and traffic routings.
The Police Department, coordinating with Transportation for personnel and barricades, will activate the Traffic Control Plan as established for the event.
The Police Department will allow no unauthorized persons to enter or return to a sealed off area without permission of the Police field commander At the order of the Police Branch, the Logistics Section Chief will arrange evacuee transportation by bus from Assembly Points to Congregate Care 14 Centers coordinating with the Santa Clara Valley Transportation Authority.
The Police Department will provide support and escort service as necessary.
4. Medical Operations
This is a County function. A Medical Liaison position may be activated by the Operations Chief.
5. Medical Examiner/Coroner
This is a County function. A Coroner Liaison may be activated by the Operations Chief.
6. Care and Shelter Branch
a. Purpose
The purpose of the Care and Shelter function is to provide congregate care and shelter for Santa Clara residents affected by potential or actual terrorist event. b. Organization - Responsible and Supporting Agencies
Responsible Agency: Parks and Recreation
Supporting Agencies: American Red Cross (Federal Mandate) School Districts
15 c. Operational Phases and Plan Activation
1) Preparedness Phase Actions
The Director of Parks and Recreation will review shelter plans and alert lists, establish liaison with supporting agencies to review agreements and confirm facility availability.
2) Increased Readiness Phase Actions
The Director of Parks and Recreation will advise his/her staff and supporting agency liaisons of the situation, including potential need for congregate care facilities. S/he will provide his/her staff with shelter management refresher training. S/he will establish communications and coordinate all activity with the liaison appointed by the American Red Cross, Santa Clara Valley Chapter. S/he will alert the Damage Assessment Branch of anticipated staffing needs for structural inspection and health support activities. 3) Emergency Phase Actions
The Director of Parks and Recreation will alert and mobilize staff and supporting agencies as necessary. S/he will open congregate care centers and/or shelters in accordance with the agreement with the American Red Cross as directed by the Operations Section Chief. S/he may request manpower support, if necessary, from the Logistics. S/he will coordinate with the Fire Branch to ensure that shelterees have been evaluated for contamination, to ensure that no contaminated people are admitted to shelters.
The Director of Parks and Recreation shall request facility inspections and support from Logistics.
The Director of Parks and Recreation shall request the PIO to create announcements and/or informational pamphlets that would benefit evacuees requiring shelter.
4) Recovery Phase Actions
The Director of Parks and Recreation will assist the American Red Cross in closing congregate care centers and/or shelters.
16 7. Engineering, Water and Sewer, Electric, HR, Streets and Automotive Services a. Purpose
The purpose of this function is to support public safety staff in evaluating and dealing with any environmental impacts of the terrorist event. b. Organization - Responsible and Supporting Agencies
Responsible Agency: Public Works Department
Supporting Agencies: Fire Department
c. Operational Phases and Plan Activation
1) Preparedness Phase Actions
a) The Director of Streets and Automotive Services will inventory the barricades and traffic delineators, and replenish if necessary. 2) Increased Readiness Phase Actions
The Directors of Streets and Automotive Services will coordinate regarding potential need for traffic control devices, including the use of traffic cameras for surveillance, and the use of electronic sign boards to manage traffic patterns.
The Director of Public Works will obtain inspection and security status reports from owners of dams and levees, and from utility companies.
The Director of Public Works will obtain inspection and security status information from water and sewer, electric and sanitary sewer/ water pollution control plant operators that serve Santa Clara.
The Directors will immediately inform the City Manager with a status report if there is a heightened security concern, and, if necessary, a recommendation for action. The Directors will also inform Police, Fire, and any other support departments of any heightened security concerns. OES may relay the report via the Operational Area to the State OES, Coastal Region office, when appropriate.
17 3) Emergency Phase Actions
a) The Director of Streets and Automotive Services will implement his/her Alert and Mobilization Plan and implement general traffic control operations until a specific plan is developed.
c) The Director of Human Resources will coordinate and oversee the registration of spontaneous volunteers and groups and assist in their allocation and assignment.
4) Recovery Phase Actions
The Director of Streets and Automotive Services will have traffic control devices related to the terrorist event removed from public property and restore the traffic cameras.
8. Communications – Law Branch
a. Purpose
The purpose of the Communications Branch is to ensure that adequate radio and telecommunications are available during a terrorist event and to transmit/forward messages to field response staff and EOC staff.
b. Organization - Responsible and Supporting Agencies
Responsible Agency: Communications
Supporting Agencies: Police Communications
Information Technology
AERS/RACES
AT&T Wireless
AT&T
Cingular Wireless
c. Operational Phases and Plan Activation
1) Preparedness Phase Action
Emergency communications equipment which is not in day-to-day use will be checked monthly as part of on-going preparedness efforts.
The Technical Services Department staff will check telephones and radios at the EOC monthly and report any problems for repair.
18 Emergency telephones and radios not located in the EOC will be tested by the responsible department. Inoperable equipment will be repaired and returned to service as soon as possible.
2) Emergency Phase Action
The on-duty Communications Shift supervisor will confer with the Fire and/or Police Incident Commander regarding EOC activation. The Communications Shift Supervisor will contact the EOC Coordinator, if necessary, regarding the level of EOC activation.
The Communications Shift Supervisor will coordinate activation of the EOC at the appropriate level.
9. Engineering Damage Assessment Unit
a. Purpose
The Damage Assessment Unit is organized to collect and document information on the extent of damage to privately owned property and publicly owned property related to the terrorist event. The Unit will share the information with the Situation Analysis Unit for inclusion in all appropriate RIMS reports, and the Action Planning Briefing.
b. Organization – Responsible and Supporting Agencies
Responsible Agency: Planning, Building and Code Enforcement Supporting Agencies: Public Works
ARES/RACES
c. Operational Phases and Plan Activation
1) Preparedness Phase Actions
The Damage Assessment Unit leader will ensure that all Damage Assessment field staff are trained and equipped for damage assessment. 2) Increased Readiness Phase Actions
The Damage Assessment Unit leader will work with Plans Section Chief to ensure that all maps are current.
3) Emergency Phase Actions
As soon as it is safe, the Damage Assessment Unit Leader will deploy the field teams to collect damage assessment information in the terrorist attack area. If Fire has established a hot zone and warm zone due to contamination or other unsafe conditions, the Unit will conduct damage 19 assessment using information reported by citizens and emergency responders.
4) Recovery Phase Actions
The Unit will monitor changes in community condition and maintain current damage assessment information for all affected properties within Santa Clara, for use in Action Planning Briefings and in RIMS reports.
10. Planning/Recovery Unit
a. Purpose
The Plans Section Recovery Unit is organized to evaluate the disaster as it unfolds, and to determine the steps that must be taken to ensure the rapid recovery of the community from the disaster.
b. Organization - Responsible and Supporting Agencies
Responsible Agency: Planning, Building and Code Enforcement Supporting Agencies: Fire Department
ARES/RACES
c. Operational Phases and Plan Activation
1) Preparedness Phase Actions
The Leader will follow the Situation Analysis work and determine actions needed to enhance community recovery, including inventorying potential expedient shelters in parking garages, City-owned facilities and privately owned facilities.
2) Increased Readiness Phase Actions
The Recovery Planning Unit Leader will review Situation Analysis work and review and update Unit plans.
3) Emergency Phase Actions
The Recovery Unit Leader evaluates the need for debris removal from public and private property, and begins working with City departments to determine if the debris is contaminated, and the Logistics Section to organize staffing, rollout bins, and equipment for debris removal. Federal resources will be contacted to assist with the removal of contaminated debris
The Unit will evaluate the need for short term and long term housing for community members, locations for DACs and other Federal facilities, Joint Operations Centers, Joint Information Centers, and other facilities 20 for federal partners.
The Unit will evaluate the need for facilities for community psychological care, mass prophylaxis distribution, and victim and family assistance.
4) Recovery Phase Actions
The Recovery Unit Leader will oversee the implementation of all Recovery plans, and advise the City Manager/EOC Director on the management of the Recovery Phase.
The Building Department may develop an abbreviated inspection and permitting process when appropriate to the disaster, and provide assistance to residents needing disaster-recovery work. The Building Department may request the City Council to reduce or waive fees, where appropriate.
21 C. PLANNING/INTELLIGENCE SECTION
1. Situation Analysis
a. Purpose
The purpose of Situation Analysis is to use information from Police, BATWING, Fire, OES, and State and Federal partners to determine if a terrorist event is impending, and to forecast the likelihood of its occurrence as a basis for recommendations to the City Manager. Police Intelligence Unit will be key members of the team. Fire Department companies will provide timely local information.
b. Organization - Responsible and Supporting Agencies
Responsible Agency: Police Intelligence Unit
Supporting Agencies: Department of Planning, Building and Code Enforcement Fire Department
AERS/RACES
c. Operational Phases and Plan Activation
1) Preparedness Phase Actions
The Police Intelligence Unit will maintain coordination with State and Federal law enforcement partners.
The EOC Director will maintain coordination with State and Federal emergency preparedness and Homeland Security partners.
2) Increased Readiness Phase Actions
The Planning Section Chief will ensure that adequate maps are available for tracking any events that may occur.
The Situation Status Branch will determine if the State has named an event on the RIMS system, and will prepare to send appropriate RIMS forms when appropriate.
3) Emergency Phase Actions
a) When the national alert level is raised to Red for the Bay Area, or Police Intelligence Unit believes that a terrorist event is imminent or evident, the Police Department will conduct an investigation and 22 analysis to identify the sources of the information and its credibility, and shall report the results promptly to the City Manager/EOC Director with recommendations for action.
b) The EOC Director may declare a State of Local Emergency due to a terrorist event. The EOC Director will coordinate with State and Federal partners, and the Situation Status Branch will ensure that the appropriate RIMS forms are filed with the Operational Area.
c) The Sit/Stat Branch will maintain contact with the National Weather Service to determine relevant weather conditions, including temperature, humidity and wind direction for analyzing the potential movement of any plume of agent or dust and debris that may develop.
d) The Plans Section Chief will consult with the EOC Director to schedule the next Action Planning Briefing and with the Police and Fire Branches to develop a recommended plan of action based on the departmental SOPs and the Terrorism Response SOP, which may include activation of the Mass Casualty Incident Plan and a request for the Civil Support Team.
e) The Planning Section Chief evaluates the need for shelter and temporary housing based on the situation analysis, and coordinates with Care and Shelter Branch.
f) The Planning Section Chief evaluates the need for infrastructure repairs and coordinates with Engineering.
g) The Plans Section Chief evaluates the need for repairs to major public facilities and coordinates with Engineering.
4) Recovery Phase Actions
23 D. LOGISTICS SECTION
1. Logistics Section Chief
a. Purpose
The purpose of the Logistics function is to plan, direct, and provide logistical support to the emergency response and recovery operations. b. Organization – Responsible and Supporting Agencies
Responsible Agency: Logistics/Purchasing
Supporting Agencies: Police Department
Fire Department
Streets & Automotive
SVP
c. Operational Phases and Plan Activation
1) Preparedness Phase Action
a) The Logistics Section Chief will work with the Director of Streets and Automotive Services and will inventory emergency response equipment in City stocks and coordinate with user departments to be sure supplies are adequate.
2) Increased Readiness Phase Action
Logs Section Chief will confirm the adequacy of stockpile supplies with user departments.
3) Emergency Phase Action
The Logs Section Chief and staff will provide for logistical support.
Principal concerns will mirror the Emergency Operations Plan standard actions.
4) Recovery Phase Actions
a) The Logistics Section Chief will coordinate with other branches and sections to restock depleted supplies.
24 2. Public Health
This is a County function. A Public Health Liaison may be activated by the Logistics Chief.
25 E FINANCE SECTION
1. Finance Section Chief is the Director of Finance.
a. Purpose
The role of the Finance Section Chief is to ensure that all disaster-related expenses are accounted for, and that Federal and State reimbursements are obtained.
b. Organization
Finance representation may be provided in person or electronically.
2. Operational Phases and Plan Activation
a. Preparedness Phase Actions
1) Review Federal and State reimbursement guidelines.
2) Review all disaster-related insurance policies for City-owned buildings and ensure that the policies meet minimum standards for coverage. b. Emergency Phase Actions
1) Support EOC operation as outlined in City Emergency Plan. c. Recovery Phase Actions
1) Coordinate all financial recovery from FEMA and State with the designated representatives for Public Assistance.
2) Assist the designated representatives with all paperwork and form filing for reimbursement to the City of Santa Clara.
26 ATTACHMENT 1
POWERS OF MUNICIPAL CORPORATIONS
Government Code
West’s Ann. Cal. Gov. Code § 38791
WEST’S ANNOTATED CALIFORNIA CODE
GOVERNMENT CODE
TITLE 4. GOVERNMENT OF CITIES
DIVISION 3 OFFICERS
PART 2 LEGISLATIVE BODY
CHAPTER 10. HEALTH AND SAFETY
ARTICLE 7. MISCELLANEOUS
Corp.© West Group 2000. All rights reserved.
Current through 1999 portion of 1999-2000 Reg. Sess. And 1st Ex. Sess. § 38791. Emergency executive; powers
By ordinance the legislative body of a city may provide for a chief executive who, during periods of great public calamity such as extraordinary fire, flood, storm, epidemic, earthquake, sabotage or enemy attack shall have complete authority over the city and the right to exercise all police power vested in the city by the Constitution and general laws. (Added by Stats. 1949, c 79, p. 188, § 1. Amended by Stats 1995, c. 624, p. 1119, § 39.
Penal Code
West’s Ann. Cal. Penal Code § 409.5
WEST’S ANNOTATED CALIFORNIA CODES
PENAL CODE
PART 1. OF CRIMES AND PUNISHMENTS
TITLE 11. OF CRIMES AGAINST THE PUBLIC PEACE
Corp. © West Group 2000. All rights reserved.
Current through 1999 portion of 1999-2000 Reg. Sess. And 1st Ex. Sess. §409.5. Authority of peace officers, lifeguard or marine safety officer to close disaster area; exclusion from police command post area; unauthorized entry; exceptions 27 (a) Whenever a menace to the public health or safety is created by a calamity including a flood, storm, fire, earthquake, explosion, accident, or other disaster, officers of the Department of the California Highway Patrol, police departments, marshal’s office of sheriff’s office, any officer or employee of the Department of Forestry and Fire Protection designated a peace officer by subdivision (g) of Section 830.2, any officer or employee of the Department of Parks and Recreation designated a peace officer by subdivision (f) of Section 830.2, any officer or employee of the Department of Fish and Game designated a peace officer under subdivision (e) of Section 830.2, and any publicly employed full-time lifeguard or publicly employed full-time marine safety officer while action in a supervisory position in the performance of his or her official duties, may close the area where the menace exists for the duration thereof by means of ropes, markers, or guards to any and all persons not authorized by the lifeguard or officer to enter or remain within the enclosed area. The calamity creates an immediate menace to the public health. The local health officer may close the area where the menace exists pursuant to the conditions set forth in this section. (b) Officers of the Department of the California Highway Patrol, police departments, marshal’s office or sheriff’s office, officers of the Department of Fish and Game designated as peace officers by subdivision (e) of Section 830.2, or officer of the Department of forestry and Fire Protection designated as peace officers by subdivision (g) of Section 830.2 may close the immediate area surrounding any emergency field command post or any other command post activated for the purpose of abating any calamity enumerated in this section or any riot or other civil disturbance to any and all authorized persons pursuant to the conditions set forth in this section whether or not the field command post or other command post is located near the actual calamity or riot or other civil disturbance.
(c) Any unauthorized person who willfully and knowingly enters an area closed pursuant to subdivision (a) or (b) and who willfully remains within the area after receiving notice to evacuate or leave shall be guilty of a misdemeanor.
(d) Nothing in this section shall prevent a duly authorized representative of any news service, newspaper, or radio or television station or network from entering the areas closed pursuant to this section.
(Added by Stats. 1957, c. 1402, p.2737, § 1. Amended by Stats. 1965, c.212, p.1177, § 1; Stats.1969, c.1096, p. 2096, § 1; Stats. 1977m c,687m o,2217m § 1; Stats. 1981, c. 600, p.2316, § 1; Stats. 1983, c. 227, § 1; Stats. 1987, c. 736, § 1; Stats. 1989, c. 1165, § 17; Stats. 1990, c. 82 (S.655), § 6, eff. May 3, 1990; Stats. 1990, c. 1695 (S.B.2140), § 8; Gov. Reorg. Plan No. 1 of 1995, § 43, eff. July 12, 1995; Stats. 1996, c. 305 (A.B.3103), § 44.) West’s Ann.Cal.Penal Cod § 726
WEST’S ANNOTATED CALIFORNIA CODES
PENAL CODE
PART 2 OF CRIMINAL PROCEDURE
TITLE 1. OF THE PREVENTION OF PUBLIC OFFNSES
CHAPTER 5. SUPPRESSION OF RIOTS
28 Corp. © West Group 200. All rights reserved.
Current through 1999 portion of 1999-2000 Reg. Sess. And 1st Ex. Sess. § 726. Unlawful or riotous assemblies; command to disperse Where any number of persons, whether armed or not, are unlawfully or riotously assembled, the sheriff of the county and his or her deputies, the officials governing the town or city, or any of them, must go among the persons assembled, or as near to them as possible, and command them, in the name of the people of the state, immediately to disperse. (Enacted 1872. Amended by Stats. 1951, c. 1608, p. 3613, § 10.) 2000 Electronic Update
(Amended by Stats. 1996, c. 872 (A.B. 3472), § 114; Stats. 1998, c. 931 (S.B.2139), § 355, eff.
Sept. 28, 1998.)
City of Santa Clara
Agenda Report
1500 Warburton Avenue
Santa Clara, CA 95050
santaclaraca.gov
@SantaClaraCity
24-1433 Agenda Date: 8/27/2024
REPORT TO COUNCIL
SUBJECT
Action on a Resolution Adopting all of the Santa Clara County Multi-Jurisdictional Hazard Mitigation Plan, Volume 1, and the Volume 2 City of Santa Clara Annex
COUNCIL PILLAR
Deliver and Enhance High Quality Efficient Services and Infrastructure
BACKGROUND
The Santa Clara County Office of Emergency Management (SCCOEM) was awarded a grant to complete the update of the Multi-Jurisdictional Hazard Mitigation Plan (MJHMP), since the current plan was due to be updated at the end of 2022.
In November 2022, the City of Santa Clara participated in a coalition of Santa Clara County cities and special districts that embarked on a planning process to prepare for and lessen the impacts of specified natural hazards by updating the Santa Clara County Operational Area (OA) Hazard Mitigation Plan (HMP). The partnership was formed to pool resources and to create a uniform hazard mitigation strategy that can be consistently applied to the defined planning area and used to ensure eligibility for specified grant funding success.
This effort represents the fourth comprehensive update to the initial hazard mitigation plan, approved by the Federal Emergency Management Agency (FEMA) in November of 2005. The updated Plan complies with the requirements outlined in FEMA’s Local Mitigation Policy Planning Guide (April 2022), the requirements of which apply to all plans seeking agency approval on or after April 19, 2023. The result of the organizational effort will be a FEMA and California Office of Emergency Services (Cal OES) approved multi-jurisdictional, multi-hazard mitigation plan.
Fourteen (14) jurisdictions and three (3) special districts within the Santa Clara County OA-defined as the unincorporated county, incorporated jurisdictions, and special districts within the geographical boundaries of Santa Clara County-participated in the MJHMP prepared in early 2023 by the Santa Clara County Office of Emergency Management with support from the consulting firm, IEM (Innovative Emergency Management).
Locally, a 19-member City of Santa Clara Local Planning Team, led by the City’s Office of Emergency Services, collaborated to review and develop the plan. All participating local jurisdictions were responsible for assisting in the development of the hazard and vulnerability assessments and the mitigation action strategies for their respective jurisdictions and organizations. The Plan presents the accumulated information in a unified framework to ensure a comprehensive and coordinated plan covering the entire Santa Clara County OA planning area. Each jurisdiction has been responsible for the review and approval of their individual annexes of Volume 2 of the Plan. Additionally, the plan has City of Santa Clara Page 1 of 4 Printed on 8/23/2024
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24-1433 Agenda Date: 8/27/2024
been aligned with the goals, objectives and priorities of the State’s multi-hazard mitigation plan.
Internal and community stakeholders and residents were also invited to contribute by sharing local knowledge of their individual area’s vulnerability to natural hazards based on past occurrences.
Public involvement has been solicited via a comprehensive public outreach campaign that included listening sessions, town hall meetings, digital surveys in multiple languages, and social media updates. Finally, the public was provided the opportunity to review and provide input on the draft hazard mitigation plan.
Plan development followed a phased approach:
Phase 1: Schedule of Work
Phase 2: Determine the Planning Area and Resources
Phase 3: Build the Planning Team
Phase 4: Create an Outreach Strategy
Phase 5: Review Community Capabilities
Phase 6: Risk Assessment
Phase 7: Develop a Mitigation Strategy
Phase 8: Draft Local Hazard Mitigation Plan with Public Input and Maintenance Procedures Phase 9: Develop Final Local Hazard Mitigation Plan
Phase 10: Submit for State and Federal Review
Phase 11: Adopt Final Local Hazard Mitigation Plan
DISCUSSION
Hazard mitigation is defined in this context as any sustained action taken to reduce or eliminate longterm risk to life and property from a hazard event. Mitigation planning is the systematic process of learning about the hazards that can affect the community, setting clear goals, identifying appropriate actions, and following through with an effective mitigation strategy. Mitigation encourages long-term reduction of hazard vulnerability and can reduce the enormous cost of disasters to property owners and all levels of government. Mitigation can also protect critical community facilities, reduce exposure to liability, and minimize post-disaster community disruption. Hazard mitigation planning is the foundation for mitigation investments, and hazard mitigation plans are required to be updated, approved, and adopted every five (5) years to maintain eligibility for multiple federal mitigation grant programs. Through the update process, mitigation actions are developed as a part of a communitybased, risk-informed decision-making process The hazard identification and profiling in the hazard mitigation plan addresses the following hazards of concern within the planning area:
1. Earthquake
2. Flood
3. Dam and Levee Failure
4. Severe Weather
5. Drought
6. Climate Changes
7. Wildfire/Smoke/Air Quality
8. Tsunami
9. Landslide/Mass Movement
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24-1433 Agenda Date: 8/27/2024
The most recent City of Santa Clara’s Hazard Mitigation Plan (HMP) was adopted by the City Council on December 19, 2017, as Annex L of the City’s Emergency Operations Plan. The Federal Emergency Management Agency (FEMA) determined Volume 2 of the HMP to also be the City’s Floodplain Management Plan during the 2018 audit of the City’s National Flood Insurance Program’s (NFIP) Community Rating System (CRS). Consequently, an Annual Evaluation of the HMP is required by FEMA as part of their annual audit of the City’s CRS.
The CRS is a voluntary incentive program that recognizes and encourages floodplain management activities that exceed the minimum NFIP requirements. Flood insurance premium rates for residents and businesses are discounted to reflect the reduced flood risk. The City is currently designated as CRS Class 7, which means the City’s residents and businesses in a Special Flood Hazard Area (SFHA) are eligible for a 15% insurance premium discount, and others in the City not in a SFHA are eligible for a 5% insurance premium discount.
The County Board of Supervisors adopted Volume 1 the Santa Clara County Multi-Jurisdictional Hazard Mitigation Plan 2023 Update (MJHMP) on December 12, 2023. Volume 1 encompasses the entire Operational Area (OA), and the Volume 2 annexes are specific for each City.
Once the hazard mitigation plan is adopted, the City will become eligible to apply for federal hazard mitigation project funding from both the Pre-Disaster Mitigation Grant Program (PDM) and the Hazard Mitigation Grant Program (HMGP).
There are no known disadvantages to adopting the plan.
ENVIRONMENTAL REVIEW
The action being considered does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(5) in that it is a governmental organizational or administrative activity that will not result in direct or indirect changes in the environment.
FISCAL IMPACT
There is no immediate fiscal impact. The City will have the ability to apply for federal mitigation grant funds cited above which would potentially decrease the financial burden on the City after Council adopts the plan. Failure to approve the plan will make the City continue to be ineligible for federal hazard mitigation grant program funding.
COORDINATION
This report has been coordinated with the City Attorney’s Office, City Manager’s Office, Communications, the Office of Emergency Services, Silicon Valley Power, and the Community Development, Finance, Fire, Police, Public Works, and Water & Sewer Utilities departments.
PUBLIC CONTACT
Public contact was made by posting the Council agenda on the City’s official-notice bulletin board outside City Hall Council Chambers. A complete agenda packet is available on the City’s website and in the City Clerk’s Office at least 72 hours prior to a Regular Meeting and 24 hours prior to a Special Meeting. A hard copy of any agenda report may be requested by contacting the City Clerk’s Office at (408) 615-2220, email [email protected] <mailto:[email protected]> or at the City of Santa Clara Page 3 of 4 Printed on 8/23/2024
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24-1433 Agenda Date: 8/27/2024
public information desk at any City of Santa Clara public library.
RECOMMENDATION
1. Adopt all of the Santa Clara County Multi-Jurisdictional Hazard Mitigation Plan, Volume 1, and the Volume 2 City of Santa Clara Annex
Reviewed by: David Flamm, Emergency Services Officer
Approved by: Jovan D. Grogan, City Manager
ATTACHMENTS
1. Resolution Adopting all of the Santa Clara County Multi-Jurisdictional Hazard Mitigation Plan, Volume 1, and the City of Santa Clara Annex
2. Santa Clara County Multi-Jurisdictional Hazard Mitigation Plan, Volume 1
3. City of Santa Clara Annex, 2023
4. 2017 Annex L, Hazard Mitigation Plan, Volume 1
5. 2017 Annex L, Hazard Mitigation Plan, Volume 2
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Resolution/Santa Clara County Multi-Jurisdictional Hazard Mitigation Plan & City Annex Page 1 of 2 Rev: 11/22/17
RESOLUTION NO. _____
A RESOLUTION OF THE CITY OF SANTA CLARA, CALIFORNIA
ADOPTING ALL OF VOLUME 1 AND THE CITY OF SANTA
CLARA’S ANNEX OF THE SANTA CLARA COUNTY MULTIJURISDICTIONAL HAZARD MITIGATION PLAN BE IT RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:
WHEREAS, all of Santa Clara County has exposure to natural hazards that increase the risk to life, property, environment, and the County’s economy; and WHEREAS, pro-active mitigation of known hazards before a disaster event can reduce or eliminate long-term risk to life and property; and
WHEREAS, the Federal Emergency Management Agency’s (FEMA) Local Mitigation Policy Planning Guide (April 2022) established the requirements of which apply to all plans seeking agency approval on or after April 19, 2023; and
WHEREAS, a coalition of Santa Clara County, Cities, Towns and Special Districts with like planning objectives has been formed to pool resources and create consistent mitigation strategies within the Santa Clara County Operational Area planning area; and WHEREAS, the coalition has completed a planning process that engages the public, assesses the risk and vulnerability to the impacts of natural hazards, develops a mitigation strategy consistent with a set of uniform goals and objectives, and creates a plan for implementing, evaluating and revising this strategy;
NOW THEREFORE, BE IT FURTHER RESOLVED BY THE CITY OF SANTA CLARA AS FOLLOWS:
1. That the City adopts in its entirety the Santa Clara County Multi-Jurisdictional Hazard Mitigation Plan 2023 Update (MJHMP), Volume I and the City of Santa Clara’s local jurisdictional annex, Volume 2.
2. That the City will use the adopted and approved portions of the MJHMP to guide pre- and post-disaster mitigation of the hazards identified.
Resolution/Santa Clara County Multi-Jurisdictional Hazard Mitigation Plan & City Annex Page 2 of 2 Rev: 11/22/17
3. That the City will coordinate the strategies identified in the MJHMP with other planning programs and mechanisms under its jurisdictional authority.
4. That the City will continue its support of the Local Planning Team and continue to participate in the Planning Partnership as described by the MJHMP.
5. That the City will help to promote and support the mitigation successes of all MJHMP Planning Partners.
6. Effective date. This resolution shall become effective immediately.
I HEREBY CERTIFY THE FOREGOING TO BE A TRUE COPY OF A RESOLUTION PASSED
AND ADOPTED BY THE CITY OF SANTA CLARA, CALIFORNIA, AT A REGULAR MEETING THEREOF HELD ON THE 27 DAY OF AUGUST, 2024, BY THE FOLLOWING VOTE:
AYES: COUNCILORS:
NOES: COUNCILORS:
ABSENT: COUNCILORS:
ABSTAINED: COUNCILORS:
ATTEST: ______________________________
NORA PIMENTEL, MMC
ASSISTANT CITY CLERK
CITY OF SANTA CLARA
Attachments incorporated by reference:
1. County of Santa Clara Multi-Jurisdictional Hazard Mitigation Plan, Volume 1, 2023
2. City of Santa Clara Annex, Volume 2, 2023
SANTA CLARA COUNTY
MULTIJURISDICTIONAL
HAZARD MITIGATION
PLAN
Volume 1: Base Plan
2023
Office of Emergency Management
County of Santa Clara
55 W. Younger Ave., San Jose, CA
Santa Clara County Multijurisdictional Hazard Mit igation Plan—DRAFT This work was sponsored by the Santa Clara County Office of Emergency Management.
The research was conducted by IEM, incorporating data provided by Santa Clara County Office of Emergency Management.
IEM is a global consulting house for safety, security, strategic performance, and sustainability. We combine objective, scientific analysis with a broad spectrum of experience to provide practical, effective solutions for public and private sectors. IEM’s publications do not necessarily reflect the opinions of its research clients and sponsors.
is a registered trademark.
© Copyright 2023 IEM
IEM documents are protected under copyright law.
http://www.iem.com
(800) 977-8191
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Acknowledgements i
Acknowledgements
County of Santa Clara Core Planning Team
Dr. Parastou Najaf, Santa Clara County Office of Emergency Management, Senior Emergency Manager – Mitigation/Recovery
Magdalena Sta Maria, Santa Clara County Office of Sustainability, Sustainability Analyst Samuel Gutierrez, Santa Clara County Department of Planning and Development, Principal Planner
Planning Partners
Michael Alvarez, County of Santa Clara, Principal Development Services Engineer/ Floodplain Administrator
Dan Livingston, City of Campbell, Captain of Support Services Division, Police Department Ron Taormina, City of Campbell, Acting Superintendent Bob Lennen, City of Campbell, Building Official
Meredith Albert, City of Cupertino, Emergency Management Analyst Thomas Chin, City of Cupertino, Emergency Manager
Andre Duurvoort, City of Cupertino, Sustainability Manager Susan Michael, City of Cupertino, Capital Improvement Program Manager Jimmy Tan, City of Cupertino, Assistant Director of Public Works Chad Mosley, City of Cupertino, Acting Director of Public Works Jennifer Chu, City of Cupertino, Senior Civil Engineer/City of Public Works Esther Kwon, City of Cupertino, Public Information Officer Andrew Young, City of Gilroy, Emergency Services and Volunteer Coordinator Sharon Goei, City of Gilroy, Community Development Director Daryl Jordan, City of Gilroy, Public Works Director/Floodplain Administrator Kathryn Krauss, City of Los Altos, Captain of Operations, Police Department Vency Woo, City of Los Altos, Management Analyst
Irene Silipin, City of Los Altos, HR Manager
Marisa Lee, City of Los Altos, Transportation Services Manager Veronica Tinoco, City of Los Altos, Building Official Stephanie Williams, City of Los Altos, Planning Services Manager/ Floodplain Manager Franklin Wong, City of Los Altos, Public Works. CIP Manager Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Acknowledgements ii
Vivian Chu, City of Los Altos, Finance Manager
Manny Hernandez, City of Los Altos, Parks and Rec Director Jon Maginot, City of Los Altos, Assistant City Manager Angela Averiett, City of Los Altos, Police Chief
June DU, City of Los Altos, Finance Director
Sonia Lee, City of Los Altos, Public Information Officer Nick Zorner, City of Los Altos, Development Services Director Brian Glass, City of Los Altos, Assistant Fire Chief
Ann Hepenstal, Town of Los Altos Hills, Emergency Management Consultant Woojae Kim, Town of Los Altos Hills, Public Works Director/ Floodplain Administrator John Chau, Town of Los Altos Hills, Associate Engineer Elaine Ling, Town of Los Altos Hills, Senior Planner
Jeremy Loh, Town of Los Altos Hills, Associate Planner Jonathan Fox, Town of Los Altos Hills, Assistant Planner Gerry Igtanloc, Town of Los Altos Hills, Building Technician Cody Einfalt, Town of Los Altos Hills, Management Analyst II/ Interim Assistant to the City Manager
Nicolle Burnham, Town of Los Gatos, Director of Parks and Public Works Holly Young, Town of Los Gatos, Senior Analyst
Toni-Lynn Charlop, City of Milpitas, Office of Emergency Management Coordinator Elaine Marshal, City of Milpitas, Deputy Director, Public Works Jay Lee, City of Milpitas, Principal Planner
Bill Tott, City of Milpitas, Building Official
Arthur Belton, City of Milpitas, Fire Marshal
Michael Silveira, City of Milpitas, CIP Manger
Samantha Vergara, City of Milpitas, Special Projects/Drought & Climate Change Brian Petrovic, City of Milpitas, Floodplain Administrator Jennifer Ponce, City of Morgan Hill, Emergency Services Coordinator Hilary Holeman, City of Morgan Hill, Administrative Analyst Scott Creer, City of Morgan Hill, Floodplain Administrator Robert Maitland, City of Mountain View, Fire Department Public Information Officer, Office of Emergency Services Coordinator
Eric Anderson, City of Mountain View, Advanced Planning Manager Nena Bizjak, City of Mountain View, Chief Building Official Renee Gunn, City of Mountain View, Associate Civil Engineer/ Floodplain Administrator Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Acknowledgements iii
Nathaniel Rainey, Emergency Services Coordinator, Office of Emergency Services Ray Riordan, City of San Jose, Director of Emergency Management Jay McAmis, City of San José, Deputy Director of Emergency Management Mariana Chavez-Vazquez, City of San Jose, Assistant Director of Environmental Services Department
Rajani Nair, City of San Jose, Deputy Director of Environmental Services Department Jennifer Brown, City of San Jose, Division Manager of Environment Services Department Jennie Loft, City of San Jose, Public Information Manager of Environmental Services Department Kat Estrada, City of San Jose, Program Manager of Environmental Services Department Sean Monlux, City of San Jose, Analyst II
Kendra Yarn, City of San Jose, Program Manager/ Parks Recreation & Neighborhood Services Torie O’Reilly, City of San Jose, Division Manager/Parks Olympia Williams, City of San Jose, Division Manager/ Beautify Sara Sellers, City of San Jose, Acting Deputy Director Paul Lim, City of San Jose, Emergency Response program Manager Steve Choy, City of San Jose, Acting Division Manager/ Division Manager Capital Improvement Project Program Manager
Samuel Young, City of San Jose, Division Manager Development Services Norman Mascarinas, City of San Jose, principal Engineer Transportation and Hydraulics Services Sanhita Ghosal, City of San Jose, Planner IV/Supervising Planner/ Floodplain Administrator Jennifer Guzman, City of Santa Clara, Emergency Management Analyst Gary Welling, City of Santa Clara, Director of Water and Sewer Services Shilpa Mehta, City of Santa Clara, Assistant Director of Water and Sewer Utilities Craig Mobeck, City of Santa Clara, Director of Public Works Michael Liw, City of Santa Clara, Assistant Director of Public Works Falguni Armin, City of Santa Clara, Principal Engineer Manuel Pineda, City of Santa Clara, Chief Electric Utility Officer Kevin Kolnowski, City of Santa Clara, Electric Utility Chief Operating Officer Andrew Crabtree, City of Santa Clara, Director of Community Development/ Floodplain Manager John Davidson, City of Santa Clara, Principal Planner Armand Lobao, City of Santa Clara, Building Official
Ruben Torres, City of Santa Clara, Fire Chief
John Madden, City of Santa Clara, Deputy Fire Chief
Jeremy Ray, City of Santa Clara, Deputy Fire Chief
Dennis Yee, City of Santa Clara, Fire Captain
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Acknowledgements iv
Wahid Kazem, City of Santa Clara, Assistant Police Chief Cuong Phan, City of Santa Clara, Police Lieutenant
Michelle Templeton, City of Santa Clara, Sustainability Manager David Knight, City of Santa Clara, Communication Management Analyst Aaron Yuma, City of Saratoga, Building Official
Neil Valenzuela, City of Saratoga, West Valley Patrol Commander David Dorcich, City of Saratoga, Associate Civil Engineer. Floodplain Administrator Jason Falarski, City of Saratoga, Deputy Chief
Thomas Scott, City of Saratoga, Facilities Manager
Crystal Bothelio, City of Saratoga, Assistant City Manager Trudi Ryan, City of Sunnyvale, Director, Community Development Ramana Chinnakotla, City of Sunnyvale, Director, Environmental Services Sean Smith, City of Sunnyvale, Street Operations Manager Mary Jeyaprakask, City of Sunnyvale, Senior Planner
Suzanne Park, City of Sunnyvale, Chief Building Official Daniel Moskowitz, City of Sunnyvale, Lieutenant, Office of Emergency Services, Department of Public Safety
Louay Toma, Santa Clara County Fire Department, Senior Program Specialist Dennis Lollie, Santa Clara County Fire Department, Deputy Chief Juan Ledesma, Santa Clara Valley Water District, Program Administrator Supervisor, Office of Emergency Services
Andres Acevedo, Santa Clara Valley Water District, Senior Management Analyst Jack XU, Santa Clara Valley Water District, Senior Engineer/ Hydra, Hydro & Geo Liang XU, Santa Clara Valley Water District, Hydro, Hydra & Geomorph Manager Jay Lee, Santa Clara Valley Water District, Watershed Field Ops Manager Devin Mody, Santa Clara Valley Water District, Ops & Maintenance Engineer Support Manager Greg Meamber, Santa Clara Valley Water District, Senior Engineer/ Operations & Maintenance Nina Merrill, Santa Clara Valley Water District, Senior Water Resources Specialist Steven Wu, Santa Clara Valley Water District, Senior Engineer/ Geotechnical Brandon Stewart, Midpeninsula Regional Open Space District, Lands and Facilities Department Manager
Korrine Skinner, Midpeninsula Regional Open Space District, Public Affairs Manager Matt Anderson, MidPeninsula Regional Open Space District, Chief Ranger and Visitor Services Manager
Hillary Stevenson, Midpeninsula Regional Open Space District, General Counsel Jane Mark, Midpeninsula Regional Open Space District, Planning Manager Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Acknowledgements v
Jason Lin, Midpeninsula Regional Open Space District, Engineering and Construction Manager Deborah Hirst, Midpeninsula Regional Open Space District, Grants Program Manager Brad Bartholomew, IEM, Project Manager
Jessica Mason, IEM, Leader Planner
Kate Smith, IEM, GIS/Hazus Specialist
Carron Day, IEM, Planner
Casey Garnett, IEM, Planner
Krystian Murray, IEM, Planner
Alayna Payne, IEM, Planner
Sabrina Lunsford, IEM, Planner
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Acronyms vi
Acronyms
AB Assembly Bill
ABAG Association of Bay Area Governments
ADA Americans with Disabilities Act
AELR Annualized Earthquake Loss Ratio
AFN Access and Functional Needs
APA Approvable-Pending-Adoption
APG California Climate Adaptation Planning Guide
ARES Amateur Radio Emergency Service
BAWSCA Bay Area Water Supply Conservation Agency
BRIC Building Resilient Infrastructure and Communities
CAL FIRE California Department of Forestry and Fire Protection Cal OES California Office of Emergency Services
CALGreen California Green Building Standards Code
Caltrans California Department of Transportation
CARAS Community Agency for Resources, Advocacy, and Services CCR California Code of Regulations
CDBG-DR Urban Development Community Development Block Grant Disaster Recovery CDBG-MIT Community Development Block Grant Mitigation
CDC U.S. Centers for Disease Control and Prevention
CEQ Council on Environmental Quality
CEQA California Environmental Quality Act
CERCLA California Emergency Planning and Community Right-to-Know Act CERT Community Emergency Response Team
CFR Code of Federal Regulations
CGS California Geological Survey
C-MIST Communication, Maintaining Health, Independence, Safety, Support Services, and SelfDetermination, and Transportation COOP Continuity of Operations Plan
COVID-19 Coronavirus Disease of 2019
CPAD California Protected Area Database
CPUC California Public Utilities Commission
CRS Community Rating System
CSZ Cascadia Subduction Zone
CWA Clean Water Act
CWPP Community Wildfire Protection Plan
CWSRF Clean Water State Revolving Fund
CZM Coastal Zone Management
DFIRM Digital Flood Insurance Rate Map
DHS U.S. Department of Homeland Security
DMA Disaster Mitigation Act of 2000
DR Disaster Declaration
DSOD Division of Dam Safety
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Acronyms vii
DSOD Division of Safety of Dams
DWR Department of Water Resources
DWR Department of Water Resources
EAP Emergency Action Plan
EBB Earthquake Brace + Bolt Program
EIR Environmental Impact Report
EM Emergency Declaration
EMAP Emergency Management Accreditation Program
EOC Emergency Operations Center
EPA Environmental Protection Agency
ESA Endangered Species Act
FBI Federal Bureau of Investigation
FEMA Federal Emergency Management Agency
FERC Federal Energy Regulatory Commission
FHSZ Fire Hazard Severity Zones
FIRM Flood Insurance Rate Map
FIS Flood Insurance Study
FMA Flood Mitigation Assistance
FMAG Fire Mitigation Assistance Grants
FRMP Flood Risk Management Program
GIS Geographic Information Systems
HHPD High Hazard Potential Dam
HMGP Hazard Mitigation Grant Program
HMGP-PF Hazard Mitigation Grant Program Post Fire
HMP Hazard Mitigation Plan
HUD U.S. Department of Housing and Urban Development
Hwy Highway
IBC International Building Code
ICARP Integrated Climate Adaptation and Resiliency Program IED Improvised Explosive Device
IEM Innovative Emergency Management
IID Improved Incendiary Device
IPCC Intergovernmental Panel on Climate Change
IT Information Technology
JTTF Joint Terrorism Task Force
LEWS Landslide Early Warning Systems
LOMA Letter of Map Amendment
LOMR Letters of Map Revision
MJHMP Multijurisdictional Hazard Mitigation Plan
MMI Modified Mercalli Intensity Scale
NASA National Aeronautics and Space Administration
NBS Nature Based Solutions
NCRIC Northern California Regional Intelligence Center
NEHRP National Earthquake Hazard Reduction Program
NEPA National Environmental Policy Act
NFIP National Flood Insurance Program
NGO Non-Governmental Organization
NHD Natural Hazard Disclosure
NID National Inventory of Dams
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Acronyms viii
NIMS National Incident Management System
NOAA National Oceanic and Atmospheric Administration
NPDES National Pollutant Discharge Elimination System
NRCS Natural Resources Conversation Services
NSI National Structure Inventory
NTHMP National Tsunami Hazard Mitigation Program
NWS National Weather Service
OA Operational Area
OEM Office of Emergency Management
PAL Provisionally Accredited Levee
PCA Project Cooperation Agreement
PDM Pre-Disaster Hazard Mitigation
PG&E Pacific Gas and Electric
PGA Peak Ground Acceleration
PHMSA Pipeline and Hazardous Materials Safety Administration PTSD Post Traumatic Stress Disorder
Risk MAP Risk Mapping, Assessment and Planning
SAFRR Science Application for Risk Reduction
SAR Suspicious Activity Report
SCCFD Santa Clara County Fire Department
SCCOEM Santa Clara County Office of Emergency Management SCVWD Santa Clara Valley Water District
SEMS Standardized Emergency Management System
SFHA Special Flood Hazard Area
SHMO State Hazard Mitigation Officer
SHMP State Hazard Mitigation Plan
SR State Route
SRA State Responsibility Area
STORM Safeguarding Tomorrow through Ongoing Risk Mitigation SVACA Silicon Valley Animal Control Authority
TRI Toxic Release Inventory
USACE U.S. Army Corps of Engineers
USDA U.S. Department of Agriculture
USDM U.S. Drought Monitor
USFWS U.S. Fish and Wildlife Service
USGS U.S. Geological Survey
VHF Viral Hemorrhagic Fever
VTA Santa Clara Valley Transportation Authority
WHO World Health Organization
WNV West Nile Virus
WUI Wildland Urban Interface
WVFPO Watershed and Flood Prevention Operations Program Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Executive Summary ix
Executive Summary
Hazard Mitigation Planning Background
Hazard mitigation involves the use of long-term and short-term policies, programs, projects, and other activities to alleviate the death, injury, and property damage that can result from a disaster. Santa Clara County and a partnership of local governments and special districts within the county have developed a multijurisdictional hazard mitigation plan to reduce risks from natural disasters in the Santa Clara County Operational Area (OA)—defined as the unincorporated county and incorporated jurisdictions within the geographical boundaries of the county. The plan reaffirms the planning partners commitment to implementing cost-effective, environmentally sound, technically feasible mitigation actions. It also complies with federal and state hazard mitigation planning requirements to establish eligibility for funding under Federal Emergency Management Agency (FEMA) grant programs.
The whole community of the Santa Clara County OA—including individual and families, businesses, community and nonprofit organizations, schools and academia, and all levels of government—is the ultimate beneficiary of this MJHMP. Implementing the plan will reduce risk for those who live in, work in, and visit the OA. The plan provides a viable planning framework for natural hazards of concern for the area. Participation in development of the plan by key stakeholders helped ensure outcomes will be mutually beneficial. The resources and background information in the plan are applicable across the OA, and the plan’s goals and recommendations can lay the groundwork for the development and implementation of local mitigation activities and partnerships for years to come.
History of Regional Planning Efforts for Hazard Mitigation The Association of Bay Area Governments (ABAG) provides communities in the San Francisco Bay area with planning and research resources related to land use, housing, environmental and water resource protection, disaster resilience, energy efficiency, hazardous waste mitigation, risk management and financial services. In 2004, ABAG led a regional effort to address hazard mitigation planning for Bay Area jurisdictions. ABAG’s regional template was used by numerous counties and cities to meet federal hazard mitigation planning requirements. The ABAG process enabled individual planning processes to meet local government needs, while pooling resources and eliminating redundant planning efforts.
In 2010, ABAG conducted its second regional planning effort. Municipalities that used the 2010 updated ABAG tools to meet federal hazard mitigation planning requirements included the County of Santa Clara and the cities of Campbell, Cupertino, Gilroy, Los Altos, Los Altos Hills, Los Gatos, Milpitas, Monte Sereno, Morgan Hill, Mountain View, Palo Alto, San José, Santa Clara, Saratoga, and Sunnyvale. ABAG discontinued its full support of the regional planning concept in 2015, so jurisdictions that were covered under the regional plan must initiate individual or reformed multijurisdictional planning efforts to continue to comply with federal mitigation planning requirements.
In 2016, Santa Clara County, the Santa Clara County Fire Department, and all incorporated cities in Santa Clara County teamed together to prepare an updated Multijurisdictional Hazard Mitigation Plan tailored to the local needs and capabilities of the Santa Clara County Operational Area. The planning partnership developed a new plan from scratch, using lessons learned from the earlier ABAG planning efforts. Compared to previous planning efforts, the plan focused on more localized concerns, newly available data and tools to enhance the risk assessment, considering FEMA’s Community Rating System (CRS) for flood insurance, and identifying cost-effective actions.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Executive Summary x
The 2023 Santa Clara County Operational Area Planning Effort In 2022, Santa Clara County reconvened the planning team and a consultant was hired to support the planning process. This allowed participants to focus on ongoing hazard events including multiple atmospheric rivers and a winter storm while ensuring that mitigation planning effort continued moving forward. Additional ways the 2023 plan differs from previous plans includes:
The risk assessment includes further considerations of emerging hazards, like the impact of wildfire smoke, which have recently threatened the OA.
A concentrated effort to ensure plan integration between the County Community Wildfire Protection Plan and County Safety Element of the County General Plan updates as well as other approved plans.
The incorporation of the additional special district planning partners of Midpeninsula Regional Open Space District, Santa Clara County Fire Department, and Santa Clara Valley Water District, which are involved in hazard mitigation in the OA.
The plan was developed in accordance with EMAP standards. The risk assessment has been formatted to provide information on risk and vulnerability that will allow a measurement of cost-effectiveness.
Mitigation goals and objectives and criteria for mitigation action item prioritization have been updated to include climate change, resiliency, and benefits to populations that are underserved and/or socially vulnerable.
The update gave the planning partners an opportunity to engage residents, particularly those who are underserved and/or socially vulnerable and gauge their perception of risk and support for risk reduction through mitigation.
The update also gave planning partners an opportunity to engage community stakeholders, particularly those that assist underserved and/or socially vulnerable and gauge their perception of risk and support for risk reduction through mitigation. Climate change has been added as a hazard for the planning area. Each planning partner has a minimum of one mitigation action per a hazard that can impact them. Expanded information about planning partner participation and compliance in the National Flood Insurance Program.
Plan Development Approach
Phase 1: Schedule of Work
A Core Planning Team consisting of staff from the Santa Clara County Office of Emergency Management, Office of Sustainability, and Department of Planning and Development, and a contract consultant, Innovative Emergency Management (IEM), was assembled to facilitate the update of this plan.
This team then formed a planning partnership with local governments, special districts, and other County departments within the OA. Planning partners were also requested to identify additional stakeholders, both internal and external to their community or organization, were invited to participate in the planning process. Some of types of stakeholders identified by partners included representatives from academia, nonprofits, businesses, and other agencies involved in Hazard Mitigation like the California Office of Emergency Services (Cal OES). The Core Planning Team oversaw the plan update, compliance with FEMA hazard mitigation planning guidelines, and the plan update schedule. Stakeholders were frequently engaged through meetings, one-on-one calls, and emails including meeting notes to ensure they understood their role in the plan update.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Executive Summary xi
The plan schedule was updated to reflect the needs of the stakeholders and committing priorities as multiple disaster events occurred during the update process. This phase also included a review of the existing MJHMP, the current and draft California statewide hazard mitigation plan, and other existing programs and resources that support hazard mitigation actions in the OA.
Phase 2: Determine the Planning Area and Resources
The scale of the plan can determine the level of detail that may be included. In this case, the County lead a county-wide planning effort. Planning partners were provided the space to input even more localized data in their sections of the plan as well. New and updated resources and data sources were identified throughout the planning process. FEMA’s Hazus tool for natural hazard analysis was utilized where possible to assess risk and estimated building damage impacts.
Phase 3: Build the Planning Team
The Core Planning Team invited stakeholders to participate in a series of planning meetings on each of the components of the planning process. After each meeting, planning partners had the opportunity to add their input through forms such as Capability Assessment, Risk Assessment and Mitigation Project Worksheet. The planning team update was additionally supported by input from the public. This input was garnered through several collaborative public meetings, a digital survey, and the utilization of social media and a project website.
Phase 4: Create an Outreach Strategy
The opportunity for public participation is an important step of the hazard mitigation planning process. For this plan update, the Core Planning Team developed and implemented a whole community, multi-lingual, in-person, and virtual approach to public outreach. Since the County was already working on updating the County’s Safety Element, which includes different but similar hazard risk and disaster response and recovery considerations, the two planning teams collaborated to share information on this Multijurisdictional Hazard Mitigation Plan (MJHMP). Two in-person listening sessions were held and one virtual town hall meeting was held to inform the public about the Safety Element and MJHMP update and to garner feedback about hazards of concern and levels of preparedness in the community.
The Santa Clara County Community Wildfire Protection Plan (CWPP) was also being updated simultaneously with the MJHMP, and the two project teams collaborated to share information. Four inperson meetings were held to share information about the CWPP and MJHMP and solicit feedback from the public about the plans.
The County and planning partners also requested public participation through a digital survey posted on the Santa Clara County Office of Emergency Management’s website available in English, Spanish, Chinese, Vietnamese, and Tagalog. This survey received almost 600 responses. Finally, the public was provided the opportunity to review and provide input on the draft MJHMP.
Phase 5: Review Community Capabilities
A thorough understanding of community capabilities can help decision makers identify feasible hazard mitigation actions. The planning team evaluated each jurisdiction’s existing authorities, policies, programs, and resources including staff and funding resources. Applicable opportunities to expand upon on and improve these policies and programs were identified in the Mitigation Strategy. The main point of contact for each planning partner successfully engaged and utilized their planning teams as subject matter experts and planning support throughout the MJHMP process.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Executive Summary xii
Phase 6: Risk Assessment
Risk assessment is the process of measuring the potential loss of life resulting from natural hazards, as well as personal injury, economic injury, and property damage, in order to determine the vulnerability of people, buildings, and infrastructure to natural hazards. The risk assessment provides the scientific basis for mitigation actions. It begins with hazard identification and profiling. Each hazard that may impact the planning area was profiled utilizing the best available data from local, state, and federal resources including other plans, studies, and databases. Each hazard profile includes risk information such as the location, extent, previous occurrences, future probability of each hazard, and estimated cost of potential damage. Furthermore, a vulnerability assessment was incorporated into each profile to show the expected impacts on people, buildings, critical infrastructure, and future development. The role of climate change and potential cascading impacts is also described.
As part of a comprehensive risk assessment, planning partners used a hazard risk index to evaluate the probability of occurrence, potential life impact, property impact, percentage of planning area impacted, and extent for each applicable hazard. The overall hazard risk index results based on an average of partner indices is shown in Table 1. These results show which hazards pose the highest overall risk to the Operational Area.
Table 1: Average Overall Hazard Risk Index Results
Hazard Risk Order Hazard Average Overall Hazard Risk
Index Result
1 Earthquake 2.13
2 Wildfire, wildfire smoke, and air quality 1.71
3 Heavy precipitation, heavy winds,
extreme temperatures
1.45 4 Drought 1.25
5 Climate change, including sea-level rise 1.19
6 Dam and levee failure .83
7 Flood .79
8 Landslide and mass movement .41
9 Tsunami .03
Based on the average overall hazard risk index results from planning partner risk indices:
The earthquake hazard has the highest risk results, followed by wildfire/smoke/air quality. The inclement weather, drought, climate change hazards were a moderate risk to the Operational Area.
The dam failure, flood, and landslide/mass movement hazards were a lower risk to the Operational Area.
The tsunami hazard poses the lowest risk to the Operational Area, as not all planning partners can be impacted by this hazard due to geographic location.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Executive Summary xiii
Phase 7: Develop a Mitigation Strategy
The Mitigation Strategy is often referred to as the heart of the plan, or the blueprint for breaking the cycle of disaster response and recovery. A risk-based, capabilities-informed mitigation strategy outlines the framework for short-term and long-term community resilience. A guiding principle as well as overarching goals and objectives were established for the Mitigation Strategy. In order to facilitate this important part of the plan update, a Mitigation Projects Working Group was convened. This group was responsible for coming up with suggestions for mitigation actions and reviewing and updating the 2017 Goals and Objectives to align with the changed hazard landscape and the new guidelines. Other plans previously approved by the planning partners were also evaluated for potential mitigation actions. Planning partners then assessed their mitigation actions from the past plan and updated them where needed as well as developed new mitigation actions. These actions were then compiled in their annexes in an action plan which included information on the time, cost, funding source, and lead agency.
Phase 8: Draft Multijurisdictional Hazard Mitigation Plan with Public Input and Maintenance Procedures
The Core Planning Team and Working Group assembled a document to meet federal hazard mitigation planning requirements for all partners. The updated plan contains two volumes. Volume 1 contains components that apply to all partners and the broader Operational Area and the unincorporated areas of the County. Volume 2 contains all components that are planning partner specific. Each planning partner has a dedicated annex in Volume 2. A plan maintenance strategy which included annual progress reporting, a strategy for continued public involvement, a commitment to plan integration with other relevant plans and programs, and a recommitment from the planning partnership to actively maintain the plan over the five-year performance period. The Planning Team and the public were each provided opportunities to review the draft plan and inputs were incorporated into the final draft.
Phase 9: Develop and Adopt Final Multijurisdictional Hazard Mitigation Plan The final draft will be submitted to Cal OES and FEMA for approval. Once pre-adoption approval has been granted by the California Office of Emergency Services and FEMA Region 9, the final adoption phase will begin. Each planning partner will individually adopt the updated plan. Plan implementation will occur over the next five years as the planning partners begins to implement the countywide and jurisdiction-specific actions identified in this plan.
Each planning partner main point of contact is responsible for the maintenance of their annex and partner-specific information in this MJHMP. This includes documenting successes and lessons learned, researching new or updated data, laws, policies, regulations, or initiatives that can contribute to future iterations of the MJHMP, reviewing potential funding availability, and monitoring and tracking the progress of action items identified in their annex and submitting a status summary to the County’s project manager annually.
Mitigation Goals and Objectives
Hazard mitigation plans must identify goals for reducing long-term vulnerabilities to identified hazards (44 CFR Section 201.6(c)(3)(i)). A guiding principle, a set of goals and measurable objectives for this plan were reviewed and approved by the larger Planning Team based on data from the preliminary risk assessment and updates to mitigation priorities since the previous MJHMP. The guiding principle, goals, objectives, and actions in this plan all support each other. Goals were selected to support the guiding principle. Objectives were selected that met multiple goals. Actions were prioritized based on the action meeting multiple objectives.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Executive Summary xiv
Guiding Principle
A guiding principle focuses the range of objectives and actions to be considered. This is not a goal because it does not describe a hazard mitigation outcome, and it is broader than a hazard-specific objective. The guiding principle for this MJHMP is as follows:
To equitably reduce risk and increase resilience by establishing and promoting a comprehensive mitigation program and efforts to protect the Whole Community and environment from identified natural and humaninduced hazards.
Goals
The following are the mitigation goals for this plan:
1. Actively develop community awareness, understanding, and interest in hazard mitigation and empower the Operational Area to engage in the shaping of associated mitigation policies and programs.
2. Minimize potential for loss of life, injury, social impacts, and dislocation due to hazards.
3. Minimize potential for damage to property, economic impacts, and unusual public expense due to hazards.
4. Minimize likelihood and impact of hazards causing environmental damage or damaging open space/nature preserves in the County and preserving ecological connectivity in the region and by working with residents to help build community capacity to respond and adapt to hazards and emergencies.
5. Effectively deliver essential information to the whole community that promotes personal preparedness and includes advice to reduce personal vulnerability to hazards.
6. Encourage programs and projects that promote community resiliency by maintaining the functionality of critical Operational Area resources, facilities, and infrastructure.
7. Pursue feasible, cost-effective, grant eligible, and environmentally sound hazard mitigation measures.
8. Increase adaptive capacity to reduce risk from hazard impacts that stem from a changing climate.
9. Remove barriers for local governments to access mitigation funding (broad vs. specific) and reduce the administrative pain points to recipient agencies during the project deployment and auditing phases.
The effectiveness of a mitigation strategy is assessed by determining how well these goals are achieved.
Objectives
Each selected objective meets multiple goals, serving as a stand-alone measurement of the effectiveness of a mitigation action, rather than as a subset of a goal. The objectives also are used to help establish priorities and have been reviewed and approved by the Mitigation Strategy Working Group, and the larger Planning Team. The objectives are as follows:
1. Establish and maintain partnerships in the identification and implementation of mitigation measures in the Operational Area.
2. Implement hazard mitigation programs and projects that protect life, property, and the environment.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Executive Summary xv
3. Develop and provide updated information about threats, hazards, vulnerabilities, and mitigation strategies to state, regional, and local agencies, as well as private sector groups, communitybased organizations, and non-profits.
4. Improve understanding of the locations, potential impacts, and linkages among threats, hazards, vulnerability, and measures needed to protect life, property, and the environment.
5. Encourage the incorporation of mitigation best management measures into plans, codes, and other regulatory standards for public, private, and non-governmental entities within the Operational Area.
6. Inform the public on the risk exposure to natural hazards and ways to increase the public’s capability to prevent, prepare, respond, recover, and mitigate impacts of these events.
7. Advance community and natural environment sustainability and resilience to future impacts through preparation and implementation of state, regional, and local projects.
8. Reduce repetitive property losses from all hazards.
9. Where feasible and cost-effective, encourage property protection measures for vulnerable structures located in hazard areas.
10. Improve the process on how public agencies select systems that provide warning and emergency communications for a broad array of agencies. This includes improving the selection process and ensuring warning and emergency communications processes are effective and accessible.
11. Partner with educational institutions that provide research, case studies and the like to help bolster agency communication that demonstrates the value of hazard mitigation.
Implementation
Full implementation of the recommendations of this plan will require time and resources. The measure of the plan’s success will be its ability to adapt to changing conditions. The County of Santa Clara and its planning partners will assume responsibility for adopting the recommendations of this plan and committing resources toward implementation. The framework established by this plan commits all planning partners to pursue actions when the benefits of a project exceed its costs. The planning partnership developed this plan with extensive public input, and public support of the actions identified in this plan will help ensure the plan’s success.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Table of Contents xvi
Table of Contents
1 Introduction to Hazard Mitigation Planning....................................................................................... 1
1.1 Why Prepare This Plan? ............................................................................................................. 1
1.1.1 The Big Picture.......................................................................................................................... 1
1.1.2 Purposes for Planning............................................................................................................... 2
1.2 Who Will Benefit from This Plan?.............................................................................................. 3
1.3 Contents of This Plan ................................................................................................................. 3
1.3.1 Emergency Management Accreditation Program (EMAP)........................................................ 3 2 Plan Update: What Has Changed........................................................................................................ 4
2.1 The Previous Plan ....................................................................................................................... 4
2.2 Why Update? ............................................................................................................................... 4
2.2.1 Federal Eligibility ....................................................................................................................... 4
2.2.2 Plan Integration ......................................................................................................................... 5
2.2.3 Changes in Development.......................................................................................................... 5
2.3 Why Update? — What is Different?........................................................................................... 6 3 Planning for Climate Change and Equitable Outcomes................................................................. 10 4 Plan Update Approach ....................................................................................................................... 12
4.1 Grant Funding............................................................................................................................ 12
4.2 Formation of the Core Planning Team.................................................................................... 12
4.3 Defining Stakeholders .............................................................................................................. 13
4.4 Establishment of the Planning Partnership ........................................................................... 17
4.5 Defining the Planning Area ...................................................................................................... 21
4.6 Review of Existing Programs................................................................................................... 21
4.7 Public Involvement ................................................................................................................... 22
4.7.1 Strategy ................................................................................................................................... 22
4.7.2 Public Involvement Results ..................................................................................................... 27
4.8 Plan Development Chronology and Milestones..................................................................... 31 5 Santa Clara County Operational Area Profile .................................................................................. 33
5.1 Geographic Overview ............................................................................................................... 33
5.2 Historical Overview................................................................................................................... 33
5.3 Major Past Hazard Events ........................................................................................................ 35
5.4 Physical Setting ........................................................................................................................ 36
5.4.1 Geology and Topography........................................................................................................ 36
5.4.2 Soils......................................................................................................................................... 36
5.4.3 Climate .................................................................................................................................... 37
5.5 Development Profile ................................................................................................................. 38 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Table of Contents xvii
5.5.1 Land Use ................................................................................................................................. 38
5.5.2 Critical Facilities, Infrastructure, and Assets ........................................................................... 38
5.5.3 Future Trends in Development................................................................................................ 41
5.6 Demographics ........................................................................................................................... 42
5.6.1 Population ............................................................................................................................... 42
5.6.2 Age Distribution....................................................................................................................... 43
5.6.3 Race, Ethnicity, and Language ............................................................................................... 45
5.6.4 Education ................................................................................................................................ 45
5.6.5 Individuals with Disabilities or with Access or Functional Needs ............................................ 46
5.6.6. Social Vulnerability ..................................................................................................................... 46
5.7 Economy .................................................................................................................................... 49
5.7.1 Income..................................................................................................................................... 49
5.8 Industry, Businesses, and Institutions ................................................................................... 50
5.8.1 Employment Trends and Occupations .................................................................................... 50
5.9 Laws and Ordinances ............................................................................................................... 52
5.9.1 Federal .................................................................................................................................... 52
5.9.2 State ........................................................................................................................................ 60
5.9.3 Local........................................................................................................................................ 67 6 Identified Hazards of Concern and Risk Assessment .................................................................... 70
6.1 Identified Hazards of Concern ................................................................................................. 70
6.2 Hazard Risk Index ..................................................................................................................... 71
6.2.1 Average Overall Hazard Risk Index Results........................................................................... 74
6.3 Risk Assessment Tools............................................................................................................ 74
6.3.1 Mapping................................................................................................................................... 74
6.3.2 Hazus ...................................................................................................................................... 75
6.4 Risk Assessment Approach..................................................................................................... 75
6.4.1 Earthquake and Flood............................................................................................................. 76
6.4.2 Drought.................................................................................................................................... 77
6.4.3 All Other Assessed Hazards ................................................................................................... 77
6.5 EMAP Consequence Analysis ................................................................................................. 77
6.6 Sources of Data Used in Hazus Modeling .............................................................................. 78
6.6.1 Building and Cost Data ........................................................................................................... 78
6.6.2 Hazus Data Inputs................................................................................................................... 78
6.6.3 Other Local Hazard Data ........................................................................................................ 78
6.6.4 Data Source Summary............................................................................................................ 79
6.7 Limitations ................................................................................................................................. 80 7 Earthquake .......................................................................................................................................... 82
7.1 General Background................................................................................................................. 82
7.1.1 Damage from Earthquakes ..................................................................................................... 83
7.1.2 Earthquake Classifications...................................................................................................... 83
7.1.3 Ground Motion......................................................................................................................... 85
7.1.4 Effect of Soil Types ................................................................................................................. 87
7.2 Hazard Profile ............................................................................................................................ 88
7.2.1 Past Events ............................................................................................................................. 88
7.2.2 Location................................................................................................................................... 90
7.2.3 ShakeMaps ............................................................................................................................. 94
7.2.4 Frequency ............................................................................................................................. 100 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Table of Contents xviii
7.2.5 Severity ................................................................................................................................. 101
7.2.6 Warning Time........................................................................................................................ 102
7.3 Cascading Impacts ................................................................................................................. 103
7.4 Exposure.................................................................................................................................. 103
7.4.1 Population ............................................................................................................................. 103
7.4.2 Property................................................................................................................................. 104
7.4.3 Loss Potential........................................................................................................................ 104
7.4.4 Critical Facilities and Infrastructure....................................................................................... 108
7.4.5 Environment .......................................................................................................................... 109
7.5 Vulnerability............................................................................................................................. 109
7.5.1 Population ............................................................................................................................. 110
7.5.2 Property................................................................................................................................. 111
7.5.3 Critical Facilities and Infrastructure....................................................................................... 112
7.5.4 Environment .......................................................................................................................... 116
7.5.5 Economic Impact................................................................................................................... 116
7.6 Future Trends in Development .............................................................................................. 117
7.7 Scenario ................................................................................................................................... 118
7.8 Issues ....................................................................................................................................... 119 8 Wildfire............................................................................................................................................... 122
8.1 General Background............................................................................................................... 122
8.2 Hazard Profile .......................................................................................................................... 123
8.2.1 Past Events ........................................................................................................................... 123
8.2.2 Location................................................................................................................................. 126
8.2.3 Frequency ............................................................................................................................. 131
8.2.4 Severity and Impacts............................................................................................................. 133
8.2.5 Warning Time........................................................................................................................ 134
8.3 Cascading Impacts ................................................................................................................. 134
8.3.1 Smoke and Air Quality .......................................................................................................... 136
8.4 Exposure.................................................................................................................................. 137
8.4.1 Population ............................................................................................................................. 137
8.4.2 Property................................................................................................................................. 139
8.4.3 Critical Facilities and Infrastructure....................................................................................... 140
8.4.4 Environment .......................................................................................................................... 142
8.5 Vulnerability............................................................................................................................. 143
8.5.1 Population ............................................................................................................................. 143
8.5.2 Property................................................................................................................................. 144
8.5.3 Critical Facilities and Infrastructure....................................................................................... 146
8.5.4 Wildlife and Livestock............................................................................................................ 146
8.6 Future Trends in Development .............................................................................................. 146
8.7 Scenario ................................................................................................................................... 147
8.8 Issues ....................................................................................................................................... 148 9 Inclement Weather............................................................................................................................ 150
9.1 General Background............................................................................................................... 150
9.1.1 Heavy Precipitation/Atmospheric River................................................................................. 150
9.1.2 Extreme Temperatures ......................................................................................................... 154
9.1.3 High Winds ............................................................................................................................ 156 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Table of Contents xix
9.1.4 Space Weather...................................................................................................................... 159
9.2 Hazard Profile .......................................................................................................................... 163
9.2.1 Past Events ........................................................................................................................... 163
9.2.2 Location................................................................................................................................. 169
9.2.3 Frequency ............................................................................................................................. 169
9.2.4 Severity ................................................................................................................................. 169
9.2.5 Warning Time........................................................................................................................ 170
9.3 Cascading Impacts ................................................................................................................. 170
9.4 Exposure.................................................................................................................................. 170
9.4.1 Population ............................................................................................................................. 170
9.4.2 Property................................................................................................................................. 171
9.4.3 Critical Facilities and Infrastructure....................................................................................... 171
9.5 Vulnerability............................................................................................................................. 171
9.5.1 Population ............................................................................................................................. 172
9.5.2 Property, Critical Facilities, Infrastructure ............................................................................. 172
9.5.3 Environment .......................................................................................................................... 173
9.5.4 Economy ............................................................................................................................... 173
9.6 Future Trends in Development, Scenario, Issues................................................................ 174
9.7 Issues ....................................................................................................................................... 174
9.8 Consequence Analysis........................................................................................................... 174 10 Drought ........................................................................................................................................ 176
10.1 General Background........................................................................................................... 176
10.1.1 Monitoring and Categorizing Drought................................................................................ 176
10.1.2 Normal Precipitation in California...................................................................................... 178
10.1.3 Water Supply Strategy ...................................................................................................... 179
10.1.4 Water Supply Infrastructure .............................................................................................. 181
10.2 Hazard Profile ...................................................................................................................... 183
10.2.1 Past Events ....................................................................................................................... 183
10.2.2 Location............................................................................................................................. 187
10.2.3 Frequency ......................................................................................................................... 187
10.2.4 Warning Time.................................................................................................................... 188
10.2.5 Extent ................................................................................................................................ 188
10.2.6 Severity and Impacts......................................................................................................... 189
10.2.7 Responses to Recent Drought.......................................................................................... 191
10.3 Cascading Hazards ............................................................................................................. 192
10.3.1 Drought and Wildfire ......................................................................................................... 192
10.3.2 Drought and Extreme Heat ............................................................................................... 192
10.3.3 Drought and Flooding........................................................................................................ 192
10.3.4 Drought and Landslides .................................................................................................... 193
10.4 Vulnerability......................................................................................................................... 193
10.4.1 Population ......................................................................................................................... 194
10.4.2 Property............................................................................................................................. 195
10.4.3 Critical Facilities ................................................................................................................ 195
10.4.4 Environmental Impact ....................................................................................................... 195
10.4.5 Economic Impact ............................................................................................................... 198
10.5 Future Trends in Development .......................................................................................... 198
10.6 Scenario ............................................................................................................................... 199
10.7 Issues ................................................................................................................................... 199 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Table of Contents xx
11 Climate Change ........................................................................................................................... 201
11.1 General Background........................................................................................................... 201
11.1.1 Climate Change Indicators................................................................................................ 203
11.1.2 Projected Future Impacts .................................................................................................. 204
11.1.3 How Climate Change Impacts Hazard Mitigation ............................................................. 207
11.2 Responses to Climate Change .......................................................................................... 210
11.3 Vulnerability Assessment – Hazards of Concern ............................................................ 211
11.3.1 Earthquake ........................................................................................................................ 211
11.3.2 Wildfire .............................................................................................................................. 212
11.3.3 Inclement Weather ............................................................................................................ 213
11.3.4 Drought.............................................................................................................................. 214
11.3.5 Dam and Levee Failure..................................................................................................... 216
11.3.6 Flood ................................................................................................................................. 217
11.3.7 Landslide ........................................................................................................................... 219
11.3.8 Tsunami............................................................................................................................. 219
11.3.9 Extreme Temperatures ..................................................................................................... 220
11.3.10 Sea Level Rise .................................................................................................................. 222
11.4 Issues ................................................................................................................................... 227 12 Dam and Levee Failure ............................................................................................................... 229
12.1 General Background........................................................................................................... 229
12.2 Causes of Dam and Levee Failure..................................................................................... 229
12.2.1 Causes of Dam Failure ..................................................................................................... 229
12.2.2 Causes of Levee Failure ................................................................................................... 230
12.3 Hazard Profiles .................................................................................................................... 230
12.3.1 Past Dam Failure Events .................................................................................................. 230
12.3.2 Dam Location and Extent.................................................................................................. 234
12.3.3 Levee Location.................................................................................................................. 236
12.3.4 Frequency of Dam and Levee Failure............................................................................... 245
12.3.5 Severity ............................................................................................................................. 245
12.3.6 Warning Time for Dam Failure .......................................................................................... 245
12.3.7 Warning Time for Levee Failure........................................................................................ 246
12.4 Exposure .............................................................................................................................. 247
12.4.1 Population ......................................................................................................................... 247
12.4.2 Property............................................................................................................................. 247
12.4.3 Environment ...................................................................................................................... 247
12.5 Vulnerability......................................................................................................................... 247
12.5.1 Population ......................................................................................................................... 248
12.5.2 Property............................................................................................................................. 249
12.5.3 Critical Facilities ................................................................................................................ 249
12.5.4 Environment ...................................................................................................................... 249
12.6 Cascading Hazards ............................................................................................................. 251
12.7 Regulatory Oversight for Dams ......................................................................................... 251
12.7.1 National Dam Safety Act ................................................................................................... 251
12.7.2 U.S. Army Corps of Engineers Dam Safety Program ....................................................... 251
12.7.3 Federal Energy Regulatory Commission Dam Safety Program ....................................... 251
12.7.4 State of California.............................................................................................................. 252
12.7.5 Santa Clara Valley Water District...................................................................................... 253
12.7.6 Regulatory Oversight for Levees ...................................................................................... 254
12.8 Future Trends in Development .......................................................................................... 254 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Table of Contents xxi
12.9 Scenario ............................................................................................................................... 254
12.10 Issues ................................................................................................................................... 254
12.11 Consequence Analysis....................................................................................................... 255 13 Flood............................................................................................................................................. 257
13.1 General Background........................................................................................................... 257
13.1.1 Measuring Floods and Floodplains ................................................................................... 258
13.1.2 Floodplain Ecosystems ..................................................................................................... 258
13.1.3 Effects of Human Activities ............................................................................................... 259
13.1.4 Federal Flood Programs ................................................................................................... 259
13.2 Hazard Profile ...................................................................................................................... 265
13.2.1 Types of Flood-Related Hazards ...................................................................................... 266
13.2.2 Principal Flooding Sources ............................................................................................... 268
13.2.3 Past Events ....................................................................................................................... 269
13.2.4 Location............................................................................................................................. 273
13.2.5 Frequency ......................................................................................................................... 274
13.2.6 Severity ............................................................................................................................. 275
13.2.7 Warning Time.................................................................................................................... 288
13.3 Cascading Impacts ............................................................................................................. 288
13.4 Exposure .............................................................................................................................. 289
13.4.1 Population ......................................................................................................................... 289
13.4.2 Property............................................................................................................................. 290
13.4.3 Critical Facilities and Infrastructure................................................................................... 292
13.4.4 Environment ...................................................................................................................... 296
13.5 Vulnerability......................................................................................................................... 297
13.5.1 Population ......................................................................................................................... 298
13.5.2 Property............................................................................................................................. 300
13.5.3 Critical Facilities and Infrastructure................................................................................... 307
13.5.4 Environment ...................................................................................................................... 309
13.5.5 Economic Impact............................................................................................................... 309
13.6 Future Trends in Development .......................................................................................... 310
13.7 Scenario ............................................................................................................................... 310
13.8 Issues ................................................................................................................................... 311 14 Landslide/Mass Movement......................................................................................................... 313
14.1 General Background........................................................................................................... 313
14.1.1 Landslide Types ................................................................................................................ 313
14.1.2 Landslide Modeling ........................................................................................................... 315
14.1.3 Landslide Causes.............................................................................................................. 316
14.1.4 Landslide Management..................................................................................................... 317
14.1.5 Land Subsidence Effects .................................................................................................. 317
14.2 Hazard Profile ...................................................................................................................... 318
14.2.1 Past Events ....................................................................................................................... 318
14.2.2 Location............................................................................................................................. 327
14.2.3 Frequency ......................................................................................................................... 330
14.2.4 Severity ............................................................................................................................. 330
14.2.5 Warning Time.................................................................................................................... 330
14.3 Cascading Impacts ............................................................................................................. 331 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Table of Contents xxii
14.4 Exposure .............................................................................................................................. 331
14.4.1 Population ......................................................................................................................... 331
14.4.2 Property............................................................................................................................. 332
14.4.3 Critical Facilities and Infrastructure................................................................................... 333
14.4.4 Environment ...................................................................................................................... 336
14.5 Vulnerability......................................................................................................................... 336
14.5.1 Population ......................................................................................................................... 336
14.5.2 Property............................................................................................................................. 337
14.5.3 Critical Facilities and Infrastructure................................................................................... 337
14.5.4 Environment ...................................................................................................................... 338
14.6 Future Trends in Development .......................................................................................... 338
14.7 Scenario ............................................................................................................................... 338
14.8 Issues ................................................................................................................................... 338 15 Tsunami........................................................................................................................................ 341
15.1 General Background........................................................................................................... 341
15.1.1 Tsunami............................................................................................................................. 341
15.1.2 Seiche ............................................................................................................................... 343
15.2 Hazard Profile ...................................................................................................................... 343
15.2.1 Past Events ....................................................................................................................... 343
15.2.2 Location............................................................................................................................. 343
15.2.3 Frequency ......................................................................................................................... 344
15.2.4 Severity ............................................................................................................................. 345
15.2.5 Warning Time.................................................................................................................... 345
15.2.6 Extent ................................................................................................................................ 346
15.3 Cascading Impact................................................................................................................ 348
15.4 Exposure and Vulnerability................................................................................................ 348
15.4.1 Population ......................................................................................................................... 348
15.4.2 Property............................................................................................................................. 349
15.4.3 Critical Facilities and Infrastructure.................................................................................... 349
15.4.4 Environment ...................................................................................................................... 349
15.5 Future Trends in Development .......................................................................................... 349
15.6 Scenario ............................................................................................................................... 350
15.7 Issues ................................................................................................................................... 350 16 Other Hazards of Interest ........................................................................................................... 353
16.1 General Background........................................................................................................... 353
16.1.1 EMAP Consequence Analysis .......................................................................................... 354
16.2 Intentional Hazards ............................................................................................................. 355
16.2.1 Terrorism and Weapons of Mass Destruction................................................................... 355
16.2.2 Active Threat ..................................................................................................................... 361
16.2.3 Hazard Profile.................................................................................................................... 363
16.2.4 Cyber Threats.................................................................................................................... 366
16.2.5 Hazard Profile.................................................................................................................... 369
16.3 Technological Incidents ..................................................................................................... 370
16.3.2 Hazard Profile.................................................................................................................... 378
16.3.3 Utility Failure, Power Outages, and Public Safety Power Shutoff..................................... 379
16.3.4 Hazard Profile.................................................................................................................... 382 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Table of Contents xxiii
16.4 Epidemic and Pandemic..................................................................................................... 384
16.4.2 Hazard Profile.................................................................................................................... 391
16.5 Fog........................................................................................................................................ 392
16.5.1 Hazard Profile.................................................................................................................... 393
16.6 Identified Needs................................................................................................................... 394
16.7 Related Plans....................................................................................................................... 396 17 Mitigation Strategy...................................................................................................................... 397
17.1 Goals and Objectives.......................................................................................................... 397
17.1.1 Guiding Principle ............................................................................................................... 397
17.1.2 Goals ................................................................................................................................. 397
17.1.3 Objectives.......................................................................................................................... 398
17.2 Mitigation Alternatives........................................................................................................ 398
17.3 Santa Clara County 2023 Mitigation Action Plan ............................................................. 411
17.4 Financial Capabilities ......................................................................................................... 430
17.4.1 Federal .............................................................................................................................. 430
17.4.2 State .................................................................................................................................. 437
17.4.3 Local.................................................................................................................................. 440
17.5 Action Plan Prioritization ................................................................................................... 440
17.5.1 Benefit-Cost Review.......................................................................................................... 441
17.6 Plan Adoption...................................................................................................................... 442
17.7 Plan Maintenance Strategy ................................................................................................ 442
17.8 Plan Implementation ........................................................................................................... 443
17.9 Plan Maintenance Element................................................................................................. 443
17.9.1 Plan Update....................................................................................................................... 444
17.9.2 Grant Monitoring and Coordination................................................................................... 445
17.9.3 Continuing Public Involvement.......................................................................................... 445
17.9.4 Incorporation into Other Planning Mechanisms ................................................................ 446 List of Tables
Table 1: Average Overall Hazard Risk Index Results..................................................................................xii Table 2: Summary of Changes in the 2023 MJHMP ....................................................................................7 Table 3: External Stakeholders Invited to Be Involved in Planning Process ..............................................13 Table 4: Planning Partner Main Points of Contact......................................................................................17 Table 5: One-on-One Meetings with Planning Partners .............................................................................18 Table 6: Summary of Public Outreach ........................................................................................................29 Table 7: Plan Development Chronology and Milestones............................................................................31 Table 8: Presidential Disaster Declarations8F ..............................................................................................35 Table 9: Normal Precipitation and Temperatures in the Operational Area, 1981–202210F...........................37 Table 10: Unincorporated County Land Use...............................................................................................38 Table 11: Critical Facilities and Infrastructure in the Operational Area ......................................................39 Table 12: Recent Population Data13F ............................................................................................................42 Table 13: Hourly Living Wage Calculation for Santa Clara County, California (2022)23F .............................49 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Table of Contents xxiv
Table 14: Probability of Hazards.................................................................................................................72 Table 15: Hazard Risk Ranking by Jurisdiction ..........................................................................................73 Table 16: Average Overall Hazard Risk Index Results...............................................................................74 Table 17: Hazus Model Data Documentation .............................................................................................79 Table 18: Mercalli Scale and Peak Ground Acceleration Comparison45F .....................................................87 Table 19: National Earthquake Hazard Reduction Program Soil Classification System46F ..........................87 Table 20: Recent Earthquakes Magnitude 5.0 or Larger Within a 100-Mile Radius of the Operational Area ....................................................................................................................................................................89 Table 21: Earthquake Probabilities for the San Francisco Bay Area Region, 2014–204368F .....................101 Table 22: Earthquake Exposure by Jurisdiction........................................................................................104 Table 23: Loss Estimates for 100-Year Probabilistic Earthquake.............................................................105 Table 24: Loss Estimates for 500-Year Probabilistic Earthquake.............................................................105 Table 25: Loss Estimates for San Andreas Fault Scenario Earthquake...................................................106 Table 26: Loss Estimates for Hayward Fault Scenario Earthquake .........................................................106 Table 27: Loss Estimates for Calaveras Fault Scenario Earthquake .......................................................107 Table 28: Estimated Earthquake-Caused Debris .....................................................................................108 Table 29: Number of Critical Facilities Exposed to Earthquakes..............................................................109 Table 30: Estimated Earthquake Impact on Persons ...............................................................................110 Table 31: Age of Structures in Operational Area ......................................................................................111 Table 32: Estimated Damage to Critical Facilities from 100-Year Earthquake.........................................112 Table 33: Essential Facility Functionality in 100-Year Probabilistic Earthquake ......................................113 Table 34: Estimated Damage to Critical Facilities from 500-Year Earthquake.........................................113 Table 35: Estimated Damage to Critical Facilities from Hayward Fault....................................................113 Table 36: Estimated Damage to Critical Facilities from San Andreas Fault .............................................114 Table 37: Estimated Damage to Critical Facilities from Calaveras...........................................................114 Table 38: Damage to Potable Water Systems by Hazus Scenario ..........................................................116 Table 39: Damage to Waste Water Systems by Hazus Scenario ............................................................116 Table 40: EMAP Consequence Analysis: Earthquake..............................................................................120 Table 41: Past Wildfire Events..................................................................................................................123 Table 42: Record of Fire Affecting Operational Area................................................................................132 Table 43: Population Within Wildfire Hazard Areas ..................................................................................138 Table 44: Exposure and Value of Structures in Moderate to High Wildfire Hazard Areas .......................139 Table 45: Land Within the Wildfire Hazard Classification Areas...............................................................140 Table 46: Critical Facilities within Moderate to High Wildfire Hazard Areas .............................................141 Table 47: Critical Facilities Within 100 Meters of Moderate to High Wildfire Hazard Areas .....................141 Table 48: Loss Estimates for Wildfire within Moderate to High Wildfire Hazard Class.............................145 Table 49: EMAP Consequence Analysis: Wildfire ....................................................................................148 Table 50: NOAA Geomagnetic Storms Space Weather Scale and Potential Effects123F.............................160 Table 51: NOAA Solar Radiation Storms Space Weather Scale and Potential Effects124F..........................161 Table 52: NOAA Radio Blackouts Space Weather Scale and Potential Effects125F.....................................162 Table 53: 2001–2022 Heavy Rain and Hail Events ..................................................................................163 Table 54: 2001–2022 Extreme Temperature Events................................................................................166 Table 55:2002-2022 High Wind Events ....................................................................................................167 Table 56: 1951–2022 Tornado Events......................................................................................................168 Table 57: Population by Jurisdiction .........................................................................................................171 Table 58: EMAP Consequence Analysis Inclement Weather...................................................................174 Table 59: U.S. Department of Agriculture Disaster Declarations Including Santa Clara County, 2017– 2022 ..........................................................................................................................................................187 Table 60: Recent Federal and State Drought Responses ........................................................................191 Table 61: EMAP Consequence Analysis: Drought ...................................................................................199 Table 62: Average Maximum Temperature – Santa Clara County187F.........................................................205 Table 63: Number of Extreme Heat Days Per Year (Heat Is above 92.7 oF) Santa Clara County18F........206 Table 64: Average Annual Precipitation – Santa Clara County189F ..............................................................206 Table 65: Potential Direct and Related Climate Change Impacts in the Operational Area ......................208 Table 66: Climate Change Impacts on Natural and Other Hazards .........................................................209 Table 67: Wildfire – Projected Santa Clara County Acres Burned ...........................................................212 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Table of Contents xxv
Table 68: Population and Buildings at Risk – Santa Clara County...........................................................213 Table 69: Silicon Valley 2.0 Santa Clara County Sea Level Rise Projections and Inundation Layers .....222 Table 70: Estimated Population Residing in Sea Level Rise Inundation Areas .......................................223 Table 71: Structure Type in Sea Level Rise Inundation Areas .................................................................224 Table 72: Structure and Contents Value in Sea Level Rise Inundation Areas .........................................225 Table 73: Structure and Contents Value in Sea Level Rise Inundation Areas, Unincorporated Santa Clara County .......................................................................................................................................................225 Table 74: Critical Facilities in Sea Level Rise Inundation Areas...............................................................226 Table 75: EMAP Consequence Analysis: Climate Change ......................................................................227 Table 76: Dams Classified as a High Hazard or an Extremely High Hazard Risk 217F ,
218F ..............................231
Table 77: Levees in Santa Clara County 24F ...............................................................................................238 Table 78: Potential Downstream Hazard from Dams25F..............................................................................245 Table 79: Estimated Exposure and Value of Structures in the Dam Failure Inundation Area..................247 Table 80: Population in Dam Inundation Area ..........................................................................................248 Table 81: Value of Exposed Structures in the Dam Inundation Area by Jurisdiction ...............................250 Table 82: EMAP Consequence Analysis: Dam Failure ............................................................................255 Table 83: NFIP Status in the Operational Area ........................................................................................261 Table 84: CRS Community Status in the Operational Area246F....................................................................264 Table 85: History of Flood Events257F
,
258F........................................................................................................270 Table 86: Crop Insurance Claims Paid from Excessive Moisture and Flood, 2003-2022259F ......................272 Table 87: Summary of Peak Discharges Within the Operational Area260F ...................................................275 Table 88: Population Within the 10-Percent, 1-Percent, and 0.2-Percent Annual Chance Flood Hazard Areas .........................................................................................................................................................289 Table 89: Value of Structures in the 10-Percent Annual Chance Flood Hazard Area..............................290 Table 90: Value of Structures in the 1-Percent Annual Chance Flood Hazard Area................................291 Table 91: Value of Structures in the 0.2-Percent Annual Chance Flood Hazard Area.............................292 Table 92: Critical Facilities in the 10-Percent Annual Chance Flood Hazard Area ..................................293 Table 93: Critical Facilities in the 1-Percent Annual Chance Flood Hazard Area ....................................293 Table 94: Critical Facilities in the 0.2-Percent Annual Chance Flood Hazard Area .................................294 Table 95: Habitats Expected to Be Impacted by Riverine Flooding265F........................................................296 Table 96: Estimated Flood Impact on Persons .........................................................................................298 Table 97: Loss Estimates for 10-Percent-Annual-Chance Flood..............................................................300 Table 98: Loss Estimates for 1-Percent-Annual-Chance Flood................................................................301 Table 99: Loss Estimates for 0.2-Percent-Annual-Chance Flood.............................................................302 Table 100: Estimated Flood-Caused Debris .............................................................................................303 Table 101: Flood Insurance Statistics268F.....................................................................................................304 Table 102: Date of Floodplain Management Regulation Adoption ...........................................................305 Table 103: Repetitive Loss Properties ......................................................................................................306 Table 104: Substantial Damage/Substantial Improvement Implementation.............................................307 Table 105: Estimated Damage to Critical Facilities and Infrastructure from the 10% Annual Chance Flood ..................................................................................................................................................................307 Table 106: Estimated Damage to Critical Facilities and Infrastructure from the 1% Annual Chance Flood ..................................................................................................................................................................308 Table 107: Estimated Damage to Critical Facilities and Infrastructure from the 0.2% Annual Chance Flood ..................................................................................................................................................................308 Table 108: EMAP Consequence Analysis: Flood .....................................................................................312 Table 109: Landslide Events in Santa Clara County27F
,
278F
,
279F
,
280F
,
281F..................................................................319 Table 110: Population Exposed to Landslide Hazard...............................................................................331 Table 111: Exposure and Value of Structures in Moderate to High Landslide Risk Areas ......................332 Table 112: Acreage in Moderate to High Landslide Hazard Areas ..........................................................333 Table 113: Critical Facilities and Infrastructure in Moderate to Very High Landslide Risk Areas.............335 Table 114: Loss Potential Based on All Building Stock in Aggregated Landslide Areas..........................337 Table 115: EMAP Consequence Analysis: Landslide/Mass Movement ...................................................339 Table 116: Tsunami Intensity Scale297F ........................................................................................................346 Table 117: EMAP Consequence Analysis: Tsunami ................................................................................351 Table 118: EMAP Consequence Analysis: Other Hazards of Interest .....................................................354 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Table of Contents xxvi
Table 119: Event Profiles for Terrorism301F ..................................................................................................357 Table 120: Santa Clara County Hazardous Materials Spills 2019–202232F................................................372 Table 121: Corrosion Type........................................................................................................................375 Table 122: Leak Classifications ................................................................................................................377 Table 123: Electric Providers in Santa Clara County30F..............................................................................381 Table 124: Power Shutoffs Statewide31F .....................................................................................................382 Table 125: COVID-19 Cases Countywide and by City of Residence36F .....................................................386 Table 126: Disease Outbreaks Identified in Santa Clara County, 2018–202234F .......................................387 Table 127: Alternatives to Mitigate the Dam and Levee Failure Hazard ..................................................399 Table 128: Alternatives to Mitigate the Drought Hazard ...........................................................................400 Table 129: Alternatives to Mitigate the Earthquake Hazard .....................................................................401 Table 130: Alternatives to Mitigate the Flooding Hazard ..........................................................................403 Table 131: Alternatives to Mitigate the Landslide/Mass Movement Hazard.............................................406 Table 132: Alternatives to Mitigate the Inclement Weather Hazard..........................................................407 Table 133: Alternatives to Mitigate the Tsunami Hazard ..........................................................................408 Table 134: Alternatives to Mitigate the Wildfire Hazard............................................................................410 Table 135: County of Santa Clara 2023 Action Items...................................Error! Bookmark not defined.
Table 136: FEMA Mitigation Funding Sources .........................................................................................431 Table 137: Additional Federal Funding Sources.......................................................................................434 Table 138: State Mitigation Funding Sources ...........................................................................................437 Table 139: Plan Maintenance Matrix ........................................................................................................443 Table 140: Survey Results Level of Hazard Concern............................................................................... A-2 Table 141: Level of Concern for Climate Change Impacts ....................................................................... A-2 Table 142: Types of Stakeholders Represented....................................................................................... A-3 Table 143: Public Comments .................................................................................................................... A-3 Table 144: General Feedback Received ................................................................................................ A-16 List of Figures
Figure 1: Planning Partners Meeting ..........................................................................................................20 Figure 2: Planning Partners Mitigation Strategy Meeting ...........................................................................21 Figure 3: Picture of Public Survey Announcement .....................................................................................23 Figure 4: Public Survey Media Announcement...........................................................................................24 Figure 5: City of Campbell Social Media Outreach.....................................................................................25 Figure 6: Hazard Exposure and Social Vulnerability Map for Santa Clara Valley ......................................27 Figure 7: Public and Stakeholder Meeting with 99 Participants..................................................................28 Figure 8: Public and Stakeholder Meeting with 104 Participants................................................................29 Figure 9: Samples of Public Comment Period Advertisements ..................................................................30 Figure 10: Santa Clara County Operational Area (Planning Area).............................................................34 Figure 11: Critical Facilities in the Operational Area...................................................................................40 Figure 12: Critical Infrastructure in the Operational Area ...........................................................................41 Figure 13: Overall Age Distribution in the Operational Area17F.....................................................................44 Figure 14: Race Distribution in the Operational Area19F ...............................................................................45 Figure 15: Santa Clara County Social Vulnerability Index ..........................................................................47 Figure 16: Social Vulnerability Index Themes.............................................................................................48 Figure 17: Industry in Santa Clara County..................................................................................................50 Figure 18: Occupations in Santa Clara County...........................................................................................51 Figure 19: California and Santa Clara County Unemployment Rate27F ........................................................52 Figure 20: Modified Mercalli Intensity Scale42F..............................................................................................85 Figure 21: Peak Acceleration (%g) with 10% Probability of Exceedance in 50 Years4F .............................86 Figure 22: Historic Earthquakes in the Operational Area ...........................................................................90 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Table of Contents xxvii
Figure 23: Significant Known Faults in the Bay Area56F................................................................................92 Figure 24: 500-Year Probabilistic Earthquake Scenario Peak Ground Acceleration..................................94 Figure 25: Hayward Magnitude 7.0 Fault Scenario Peak Ground Acceleration .........................................96 Figure 26: Calaveras Magnitude 7.0 Fault Scenario Peak Ground Acceleration .......................................97 Figure 27: San Andreas Magnitude 7.8 Fault Scenario Peak Ground Acceleration...................................98 Figure 28: Liquefaction Susceptibility .........................................................................................................99 Figure 29: Peak Ground Acceleration with 10-percent Probability of Exceedance in 50 Years...............102 Figure 30: Highway Bridge Percentage Damage Exceeds Moderate: Calaveras Scenario.....................115 Figure 31: Hayward Fault Earthquake Scenario80F .....................................................................................119 Figure 32: Air Tanker Dropping Fire Retardant on Lick Fire in Santa Clara County86F ..............................126 Figure 33: Fire Hazard Severity Zones (FSHZ) ........................................................................................128 Figure 34: Classified Wildfire Hazard........................................................................................................130 Figure 35: Wildfire Risk to Structures .......................................................................................................131 Figure 36: Burned Hillslopes above Pulse Canyon near San Antonio Valley, SCU Lightning Complex, Santa Clara County94F.................................................................................................................................133 Figure 37: Post Fire Soil Erosion Potential ...............................................................................................135 Figure 38: NOAA Atlas Intensity - Santa Clara, California........................................................................151 Figure 39: Thunderstorm Life Cycle13F........................................................................................................153 Figure 40: National Weather Service Wind Chill Chart.............................................................................154 Figure 41: Winter Storm Severity Index ....................................................................................................155 Figure 42: National Weather Service Heat Index Chart17F..........................................................................156 Figure 43: National Weather Service Heat Index Classifications and Corresponding Effects on the Body18F ..................................................................................................................................................................156 Figure 44: The Beaufort Wind Scale12F .......................................................................................................158 Figure 45: Palmer Drought Index from January 1, 2005, to May 20, 2023129F.............................................177 Figure 46: Palmer Hydrological Drought Index from January 1, 2005, to May 20, 2023130F........................177 Figure 47: Santa Clara Valley Water District System Water Supply14F.......................................................182 Figure 48: Hetch Hetchy Water System146F..................................................................................................183 Figure 49: U.S. Drought Monitor Time Series California 2000-2023 ........................................................188 Figure 50: U.S. Drought Monitory Map of California.................................................................................189 Figure 51: Reported Number of Drought Impacts by Category156F ..............................................................190 Figure 52: CMRA Drought Hazard: Days without Precipitation Indicator for Santa Clara County ...........194 Figure 53: Tier 1 Tree Mortality High Hazard Zones162F...............................................................................197 Figure 54: Tier 2 Tree Mortality High Hazard Zones163F...............................................................................197 Figure 55: Global Temperature 1880-202217F.............................................................................................202 Figure 56: Global Carbon Dioxide Concentrations Over Time174F................................................................203 Figure 57: Impacts of Climate Change on Human Health190F ......................................................................207 Figure 58: Location of Dams Impacting Santa Clara County21F..................................................................235 Figure 59: Dam Inundation Depth Grids ...................................................................................................236 Figure 60: Levees in Santa Clara County23F ...............................................................................................237 Figure 61: Risk Rating 2.0: Project Premium Changes for Santa Clara County24F.....................................263 Figure 62: CRS Communities by Class Nationwide as of October 2022245F................................................264 Figure 63: Watersheds in the Operational Area256F......................................................................................269 Figure 64: Mapped Flood Hazard Areas in the Operational Area.............................................................274 Figure 65: 100-Year Floodplain Area Land Cover26F ..................................................................................297 Figure 66: Common Types of Landslides .................................................................................................314 Figure 67: Typical Debris Avalanche Scar and Track27F.............................................................................315 Figure 68: A Santa Clara County Debris Flow Triggered by Winter Storms Following the Loma Fire, 201728F ..................................................................................................................................................................326 Figure 69: SCVWD Historic Groundwater Conditions284F.............................................................................327 Figure 70: Deep-Seated Landslide Susceptibility in Santa Clara County.................................................329 Figure 71: Potential Tsunami Travel Times in the Pacific Ocean, In Hours291F ...........................................342 Figure 72: Tsunami Hazard Area..............................................................................................................344 Figure 73: Weapon Types Used in Terrorist Events in California310F...........................................................364 Figure 74: Targets of Terrorist Attacks in California31F ...............................................................................365 Figure 75: Highly Populated Areas with Hazardous Material Incidents Within Santa Clara County32F .....371 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Table of Contents xxviii
Figure 76: Gas and Hazardous Liquids Pipelines in Santa Clara County325F ..............................................374 Figure 77: Santa Clara COVID Cases 2020–202335F .................................................................................385 Figure 78: Weekly Percentage of Emergency Department Visits for Influenza-Like Illness in Santa Clara County, 2019, to February 22, 202334F .......................................................................................................388 Figure 79: Sample of Public Survey Advertisement ................................................................................. A-1 Figure 80: Sample Public Feedback on Hazard Impacts - Gilroy Meeting ............................................. A-14 Figure 81: Sample Public Feedback on Hazard Impacts - Campbell Meeting ....................................... A-15 Figure 82: Sample In-Person Feedback Option - Gilroy Meeting........................................................... A-16 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 1: Introduction to Hazard Mitigation Planning 1 1 Introduction to Hazard Mitigation Planning
1.1 Why Prepare This Plan?
1.1.1 The Big Picture
Hazard mitigation is a key component of community resilience. There is no one definition of resilience; however, the Urban Sustainability Directors Network defines resilience as the ability of people and their communities to anticipate, accommodate and positively adapt to or thrive amidst changing climate conditions and hazard events.0F
1 The Federal Emergency Management Agency (FEMA) defines hazard mitigation as any sustainable action that reduces or eliminates long-term risk to people and property from future disasters.1F
2 It involves long- and short-term actions implemented before, during, and after disasters.
Hazard mitigation activities include planning and regulations, structure and infrastructure projects, natural system protection, and education and awareness programs as well as other steps to reduce the impact of hazards.
For many years, federal disaster funding focused on relief and recovery after disasters occurred, with limited funding for hazard mitigation planning in advance. The Disaster Mitigation Act (DMA; Public Law 106-390), passed in 2000, shifted the federal emphasis toward planning for disasters before they occur.2F 3 The DMA requires state and local governments to develop hazard mitigation plans as a condition for federal disaster grant assistance. Regulations developed to fulfill the DMA’s requirements are included in Title 44 of the Code of Federal Regulations (44 CFR).
FEMA advocates for a “whole community” approach to hazard mitigation. This approach calls for everyone, from private property owners to commercial interests to nonprofits and local, state, and federal governments to be involved in preparing the nation for the next disaster event. By going through the local planning process outlined in the DMA, communities are able to articulate their needs for mitigation more easily. based on their understanding of their capabilities and risk. This can enhance their ability to develop projects and take mitigation actions, resulting in faster allocation of funding and more costeffective risk-reduction projects.
The DMA also promotes sustainability in hazard mitigation. To be sustainable, hazard mitigation needs to incorporate sound management of natural resources and consider the wider social and economic implications.
1 Urban Sustainability Directors Network. (n.d.). Resilience Hubs.
USDN%20Resilience%20Hubs%20Guidance%20Document
2 Federal Emergency Management Agency. (n.d.). Hazard Mitigation Assistance Grants. https://www.fema.gov/grants/mitigation#:~:text=FEMA%27s%20hazard%20mitigation%20assistance%20provides%2 0funding%20for%20eligible,cycle%20of%20disaster%20damage%2C%20reconstruction%20and%20repeated%20da mage.
3 Federal Emergency Management Agency. (2020, October 19). The Disaster Mitigation Act of 2000. https://www.fema.gov/blog/disaster-mitigation-act-2000-20-years-mitigation-planning Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 1: Introduction to Hazard Mitigation Planning 2 To further enhance the planning process and the guidelines set by DMA, the Santa Clara County Office of Emergency Management follows a specific emergency management planning process. This locally developed process incorporates various nationally recognized best practices and concepts, like the whole community planning approach, with standard program management principles that can be easily integrated into the County’s existing governmental structure. This process brings together stakeholders, builds lasting community relationships, and results in a stronger and more comprehensive mitigation plan.
This process is key to building community resilience and was followed in the 2023 MJHMP update.
1.1.2 Purposes for Planning
Hazard mitigation planning is the foundation for mitigation investments. Hazard mitigation plans are required to be updated, approved, and adopted every five years in order to maintain eligibility for multiple federal mitigation grant programs. Through the update process, mitigation actions are developed as a part of a community-based, risk-informed decision-making process.3F 4 Fourteen jurisdictions and three special districts within the Santa Clara County Operational Area (OA)— defined as the unincorporated county, incorporated jurisdictions, and special districts within the geographical boundaries of Santa Clara County—participated in the Multijurisdictional Hazard Mitigation Plan (MJHMP) prepared in 2023 by the Santa Clara County Office of Emergency Management with support from the consulting firm IEM. Participating jurisdictions and districts are referred to in this plan as planning partners. Elements and strategies in the MJHMP were selected because they meet a program requirement and because they meet the needs of the planning partners and their residents. One of the benefits of multijurisdictional planning is the ability to pool resources and support partnerships to reduce redundant activities within the OA that have similar risk exposure and vulnerabilities. FEMA encourages multijurisdictional planning under its guidance for the DMA. This MJHMP will help guide and coordinate mitigation activities throughout the OA. Additionally, it was developed to meet the following objectives:
Meet or exceed requirements of the DMA.
Comply with the requirements outlined in FEMA’s Local Mitigation Policy Planning Guide (April 2022), the requirements of which apply to all plans seeking agency approval on or after April 19, 2023.
Enable all planning partners to continue using federal grant funding to reduce risk through mitigation.
Meet the planning requirements of FEMA’s Community Rating System (CRS), allowing planning partners that participate in the CRS program to maintain or enhance their CRS classifications. Utilize EMAP standards for strategic planning.
Coordinate existing plans and programs so high priority projects to mitigate possible disaster impacts have an increased opportunity to be funded and implemented.
The planning partners discussed using this plan to meet Community Rating System (CRS) requirements as well. Ultimately, it was decided that Santa Clara Valley Water will lead the development of a separate Floodplain Management Plan specifically dedicated towards this goal, allowing planning partners that participate in the CRS program to maintain or enhance their CRS classifications. Relevant information from this MJHMP will be incorporated into the Floodplain Management Plan. 4 Federal Emergency Management Agency. (2022, April 19). Local Mitigation Planning Policy Guide. https://www.fema.gov/sites/default/files/documents/fema_local-mitigation-planning-policy-guide_042022.pdf Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 1: Introduction to Hazard Mitigation Planning 3
1.2 Who Will Benefit from This Plan?
The whole community of the Santa Clara County OA—including individual and families, businesses, community and nonprofit organizations, schools and academia, and all levels of government—is the ultimate beneficiary of this MJHMP. Implementing the plan will reduce risk for those who live in, work in, and visit the OA. The plan provides a viable planning framework for natural hazards of concern for the area. Participation in development of the plan by key stakeholders helped ensure outcomes will be mutually beneficial. The resources and background information in the plan are applicable across the OA, and the plan’s goals and recommendations can lay the groundwork for the development and implementation of local mitigation activities and partnerships for years to come. Mitigation projects, particularly large projects with cascading impacts, will also benefit neighboring jurisdictions.
1.3 Contents of This Plan
This plan has been set up in two volumes so that elements that are planning partner-specific can easily be distinguished from those that apply to the overall Santa Clara County OA:
Volume 1: Volume 1 includes all federally required elements of a disaster mitigation plan that apply to the OA and the unincorporated areas of the County. This includes the description of the planning process, public involvement strategy, goals and objectives, hazard risk assessment, mitigation actions, and a plan maintenance strategy.
Volume 2: Volume 2 includes all federally required participant-specific elements, in annexes for each participating entity. It includes a description of the participation requirements established for participants in this plan.
Both volumes include elements required under federal guidelines. DMA compliance requirements are cited at the beginning of subsections as appropriate to illustrate compliance.
The following appendices provided at the end of Volume 1 include information or explanations to support the main content of the plan:
Appendix A: Public outreach information used in preparation of this update. Appendix B: Plan adoption resolutions from planning partners.
All planning partners will adopt the MJHMP once it has been reviewed by FEMA and reaches Approvable-Pending-Adoption (APA) status.
1.3.1 Emergency Management Accreditation Program (EMAP) This plan incorporates elements of the Emergency Management Standard set by the Emergency Management Accreditation Program (EMAP). A consequence analysis of the potential for detrimental impacts of hazards is included in this 2023 plan update for the EMAP. Each hazard identified in this plan is followed by the Consequence Analysis result. The methodology of this analysis and the results can be found in the Risk Assessment portion in Volume 1 of this plan.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 2: Plan Update: What Has Changed 4
2 Plan Update: What Has Changed
2.1 The Previous Plan
Santa Clara County, 15 jurisdictions, and the Santa Clara County Fire Department were covered under the 2017 Santa Clara County Operational Area (OA)Hazard Mitigation Plan. The planning process used to develop the 2017 plan was as follows:
Definition of the planning area and establishment of a working group of participating stakeholders which oversaw all phases of the plan update.
Promotion of focused outreach to individuals identified for the working group as well as other individuals, agencies, and jurisdictions that had a vested interest in the recommendations in the hazard mitigation plan.
Development of a strategy for public involvement in the plan update which included inviting members of the public to serve on the working group, conducting a public survey, utilizing multiple media avenues, and actively identifying and involving OA stakeholders. Assessment of existing programs including plans, studies, reports and technical information and all planning and regulatory, administrative, and technical, public outreach and education, and financial capabilities of planning partners to implement hazard mitigation actions. Reevaluation of the 2010 plan update to ensure planning partners had the opportunity to provide comment.
Santa Clara Valley Water District had a 2017 Local Hazard Mitigation Plan independent of the 2017 Santa Clara County Operational Area Hazard Mitigation Plan. The district joined the OA Mitigation Plan as part of the 2023 Multijurisdictional Hazard Mitigation Plan (MJHMP) update. The Midpeninsula Regional Open Space and Santa Clara County Fire Department also joined the 2023 plan update.
2.2 Why Update?
2.2.1 Federal Eligibility
Hazard mitigation plans are updated on a five-year cycle. A jurisdiction or special district covered by a plan that has expired is not able to pursue elements of federal funding under the Robert T. Stafford Act for which a current hazard mitigation plan is a prerequisite. Title 44 of the Code of Federal Regulations (44 CFR) stipulates that hazard mitigation plans must present a schedule for monitoring, evaluating, and updating the plan. This provides an opportunity to reevaluate recommendations, monitor the impacts of actions that have been completed, and determine if there is a need to change the focus of mitigation strategies. This update meets the requirements for hazard mitigation plans in order to maintain the eligibility for federal grant funding for Planning Participants.
Additionally, on April 19, 2022, FEMA updated the Local Mitigation Planning Policy Guide. This means that all plans updated and approved after April 19, 2023, must adhere to the new mitigation planning policy requirements. The 2023 update of the Santa Clara MJHMP has incorporated all changes and is in compliance with all elements of the updated Local Mitigation Planning Policy Guide. The Santa Clara County Multijurisdictional Hazard Mitigation Plan is proud to be one of the only MJHMPs in the state to incorporate the updated guidance. Some of these elements include:
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 2: Plan Update: What Has Changed 5
Incorporating a broad range of representatives in the planning process, including organizations that support underserved communities.
Incorporating the effects of climate change and future conditions in the risk assessment. Emphasizing the importance of building codes, land use ordinances, and developmental regulations in local capabilities.
Emphasizing the alignment of FEMA related mitigation programs, such as the NFIP.
2.2.2 Plan Integration
Since the last plan update, the Santa Clara County Office of Emergency Management has worked diligently to incorporate the 2023 MJHMP into other county wide planning initiatives.
Santa Clara County Safety Element (the Safety Element): The County is undergoing the 2023 Safety Plan update, which is part of the Santa Clara County General Plan. The purpose of the Santa Clara County Safety Element is to identify and include safety considerations during the decision-making and planning process by establishing goals and policies as they relate to future developments within the County. These goals and policies aim to reduce personal injury and loss of life, prevent property destruction, and reduce environmental damage throughout the community. The Safety Element focuses on addressing potential hazards such as earthquakes, flooding, wildfire, and more. The Safety Element, which will be completed in the Fall of 2023, incorporates risk and hazard data developed during the 2017 MJHMP update. It also strategically aligns with the mitigation goals and actions from the MJHMP.
Integration between the Safety Element and the MJHMP+
ensures the County is maximizing their future funding opportunities to reduce risk in the County and comply with Assembly Bill 2140 (2006), which affords the county additional benefits under the California Disaster Assistance Act.
Santa Clara County Community Wildfire Protection Plan (CWPP): In addition, the Santa Clara County Office of Emergency Management collaborated with the Santa Clara Fire Safe Council to integrate the MJHMP and the Santa Clara County Community Wildfire Protection Plan (CWPP). The CWPP identifies potential priority areas where mitigation measures are needed to protect from wildfire the irreplaceable life, property, and critical infrastructure within the County. The CWPP directly aligns with the MJHMP mitigation strategy and provides an even more in depth look at the County’s wildfire risk.
2.2.3 Changes in Development
Hazard mitigation plan updates must reflect changes in development within the OA since the previous plan (44 CFR Section 201.6(d)(3)). The plan must describe development changes in hazard-prone areas that increased or decreased vulnerability for each planning partner since the last plan was approved. If no changes in development impacted the partner’s overall vulnerability, plan updates may validate the information in the previously approved plan. The intent of this requirement is to ensure the plan’s mitigation strategy continues to accurately address the risk and vulnerability of existing and potential development and takes into consideration possible future conditions that could impact vulnerability.
According to data from the California Department of Finance, the OA decreased in population by .5 percent between 2015 and 2022.4F
5 The COVIID-19 pandemic, relocation of remote workers, and rising cost of housing likely contributed to some of this change. Other large urban centers around the nation experienced similar trends during the pandemic.
5 California Department of Finance. (n.d.). Demographic Reports. https://dof.ca.gov/reports/demographic-reports/ Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 2: Plan Update: What Has Changed 6
Participating planning partners have adopted General Plans that govern land-use decisions and policymaking, as well as building codes and specialty ordinances based on state and federal mandates.5F 6 Information on planning partner-specific changes in development is included in the participant annexes in Volume 2.
2.3 Why Update? — What is Different?
This update seeks to capitalize on some of the successes of the prior plan update, including the good participation rates and format changes. The Santa Clara County OA’s 2010 Hazard Mitigation Plan Update was prepared under the ABAG process however, the County OEM determined that the new format established in the 2017 multijurisdictional hazard mitigation plan update would be best to use moving forward as it better suits the needs and capabilities of the planning partners.
The plan update process included a greater focus on public involvement that concentrated on targeted public engagement instead of simply opening technical workshops to the public. A renewed effort was made to establish a plan maintenance and implementation protocol that clearly defines ongoing commitment to the plan’s success. Some of the major differences between the current and previous plans are as follows:
• The plan has been totally restructured as an Operational Area plan, focusing only on the geographic area of Santa Clara County. The risk assessment is not a subset of a larger regional effort. Instead, it is isolated to the Santa Clara County OA and focuses on the hazards of concern for the OA.
• The risk assessment has been prepared to best support future grant applications by providing information on risk and vulnerability that will directly support the measurement of “costeffectiveness” required under FEMA mitigation grant programs. • Newly available data and tools provide for a more detailed and accurate risk assessment using means such as FEMA’s Hazards U.S. (Hazus) Multi-Hazard computer model or new data such as FEMA’s countywide Digital Flood Insurance Rate Maps. • The planning process creates the opportunity for all municipal planning partners to prepare to meet the requirements of California Senate Bill 379 during the next plan update. That bill will require integration of quantitative climate change risk assessment in the development of climate change related initiatives as part of the safety element of general plans. • The plan is more user-friendly because it is confined to one package. • The update created an opportunity for the County of Santa Clara, local cities and towns, and other planning partners to engage citizens directly in a coordinated approach to gauge their perception of risk and support of the concept of risk reduction through mitigation. 6 San José Spotlight. (2022, April 2). Silicon Valley Residents Left in Droves During Pandemic. https://sanjosespotlight.com/silicon-valley-san-jose-santa-clara-sunnyvale-residents-left-in-droves-exodus-duringcovid-19-pandemic/ Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 2: Plan Update: What Has Changed 7
• While priorities have remained the same, the plan’s goals objectives and actions are more clearly defined. The plan identifies actions rather than strategies as was the case with the prior plans. Strategies provide direction, but actions are fundable under grant programs. This plan replaces strategies with a guiding principle, goals, and objectives. The actions identified meet multiple objectives that are measurable, so that each planning partner can measure the effectiveness of its mitigation actions, which was difficult prior to this plan update.
Below is a table comparing the 2017 MHJMP and 2023 MHJMP. Changes to the plan’s format and contents involved a multistep process that included best practices research and an assessment of jurisdiction and special district planning needs.
Table 2: Summary of Changes in the 2023 MJHMP
Changes Throughout the Plan
• Comprehensive review and update of hazard history, risk and vulnerability data and information • New hazards of climate change, sea-level rise, wildfire smoke, and air quality added • Expanded outreach to vulnerable and historically underserved populations • Lens of planning for climate change and equitable outcomes used to create a comprehensive and inclusive plan
• Integrated MJHMP planning process with the planning processes of the Community Wildfire Protection Plan and Safety Element of the General Plan update • It was determined that all CRS requirements will be met in a forthcoming floodplain management plan created by Santa Clara Valley Water District
• City of Monte Sereno was not an active participant in this plan update, but is referenced in the plan as applicable
• Santa Clara Valley Water District and Midpeninsula Regional Open Space District joined as Planning Partners
• Plan was updated to meet 2023 FEMA hazard mitigation plan guidance and requirements Volume I: Base Plan
Section Changes
Section 1: Introduction to Hazard
Mitigation Planning
• Updated explanation of importance and purpose of hazard mitigation planning
Section 2: Plan Update: What Has
Changed
• Summary list of plan changes and updates included
Section 3: Planning for Climate
Change and Equitable Outcomes
• Section added to highlight Santa Clara County’s goal of continuing to integrate equity into all aspects of emergency management Section 4: Plan Update Approach • Information added to highlight the concentrated effort to ensure plan integration between the County Community Wildfire
Protection Plan and County Safety Element of the County General Plan updates as well as other approved plans
• Explanation of the ways planning partners engaged residents, particularly those who are underserved and/or socially vulnerable, Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 2: Plan Update: What Has Changed 8
Volume I: Base Plan
Section Changes
and gauged their perception of risk and support for risk reduction through mitigation
• Explanation of the ways planning partners engaged community stakeholders, particularly those that assist underserved and/or socially vulnerable, and gauged their perception of risk and support for risk reduction through mitigation
• Updated plan development chronology and milestones
Section 5: Santa Clara County
Operational Area Profile
• All information updated using the most recent data available Sections 6-16: Identified Hazards
of Concern and Risk Assessment
• The risk assessment includes further considerations of emerging hazards, like the impact of climate change, wildfire smoke, and air quality, which have recently impacted the OA with increasing frequency since the 2017 plan
• Hazard risk ranking updated and is now hazard risk index criteria • Wildfire, drought, and climate change are now considered to have higher average overall hazard risk by Planning Partners when compared to their hazard risk ranking scores in the 2017 plan • Updated and expanded information on hazard history, location, extent, frequency, and severity; exposure, vulnerability, cascading hazards, and how climate change may impact the frequency, extent, and severity of each hazard
• The risk assessment has been formatted to provide information on risk and vulnerability that will allow a measurement of costeffectiveness • Severe weather terminology updated to inclement weather • Updated maps and graphics
• Hazus data and findings updated
• The plan was developed in accordance with the most recent EMAP standards
• Latest disaster declaration data added
• High Hazard Potential Dam Grant Program (HHPD) requirements were considered and referenced
Section 17: Mitigation Strategy • Mitigation goals and objectives and criteria for mitigation action item prioritization have been updated to include climate change, resiliency, and benefits to populations that are underserved and/or socially vulnerable.
• Expanded detail on plan monitoring, evaluating, and updating to include roles and responsibilities and description of specific methods and schedules
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 2: Plan Update: What Has Changed 9
Volume 2: Planning Partner Annexes
• Each Planning Partner has a minimum of one mitigation action per a hazard that can impact them • Actions and project identified in the Santa Clara County Community Wildfire Protection Plan included in annexes, as applicable
• Expanded information about Planning Partner participation and compliance in the National Flood Insurance Program
• All data and information updated, including Local Planning Team members, jurisdiction or special district profile, capability assessment, opportunities to integrate the mitigation plan into other local planning initiatives, hazard event history, jurisdiction- or special district-specific vulnerabilities, future development trends, hazard risk index, future needs to better understand risk and vulnerability, status of previous action items, and maps.
• Mitigation successes highlighted, as applicable
• Risk and vulnerability assessment expanded to include climate change, wildfire smoke, and air quality • Local floodplain managers identified by name in each annex, as applicable • Development trends since the 2017 plan identified
• Sea-level rise map added to the City of Palo Alto’s annex Appendices
• Appendix B updated from progress report template to adoption resolutions from all participating jurisdictions.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 3: Planning for Climate Change and Equitable Outcomes 10 3 Planning for Climate Change and Equitable
Outcomes
Local jurisdictions have a responsibility to ensure that the plan’s mitigation strategy complies with all applicable legal requirements related to civil rights, to ensure nondiscrimination. Such compliance can help achieve equitable outcomes through the mitigation planning process for all communities, including underserved communities and socially vulnerable populations.
To ensure that the planning process and outcomes of the local mitigation plan benefit the whole community, equity must be central in its development. Climate change increases the frequency, duration, and intensity of natural hazards, such as wildfires, extreme heat, drought, storms, heavy precipitation, and sea level rise. Communities are feeling the impacts of a changing climate now.
Respecting and leveraging the diversity of cultures in Santa Clara County ensures that mitigation planning is fair and equitable by applying a race and social justice framework to analyzing situations, evaluating options, and implementing solutions.
The Santa Clara County Office of Emergency Management (SCCOEM) has adopted the FEMA’s equity definition of “the consistent and systematic fair, just and impartial treatment of all individuals.” In addition, SCCOEM acknowledges that historically underserved communities and individuals are often overburdened by systemic injustices/disparities, and these are amplified during the disaster cycle including mitigation.
Therefore, the County of Santa Clara’s goal is to continue integrating equity into all aspects of emergency management by:
Leveraging the Access and Functional Needs (AFN) and Cultural Competency Working Group that regularly meets with members of the entire Operational Area, including the community. Involving members from a variety of groups represent the diverse community living in the County, as well as representatives from historically marginalized groups in the planning process. Conducting outreach events that focus on the county’s diverse population and most vulnerable community members like people with access and functional needs. Providing multilingual outreach and communication to residents of the County. Adopting Communication, Maintaining Health, Independence, Safety, Support Services, and SelfDetermination, and Transportation (C-MIST) Framework. C-MIST is a function-based perspective composed of the five (5) functions that delineate areas where preparedness intervention can reduce disaster vulnerability and risk to the whole community. Building, engaging, and sustaining partnerships with groups that have experienced inequities. For example, individuals experiencing communication, health, independence, safety, support services, self-determination, and transportation barriers during disasters. Developing assessments and plans that prioritize assistance to those with the greatest needs and include vulnerable populations in the planning process. Identifying needs and assets, as well as pre-existing vulnerability and resilience. All community members can exercise their agency through free and informed choice(s).
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 3: Planning for Climate Change and Equitable Outcomes 11 Through these strategies, SCCOEM will continue to lay the foundation for closing gaps identified through lessons learned from previous EOC activations such as COVID-19, Wildfires, and Inclement Weather Episodes, and Active Shooter events that have impacted Santa Clara County.
Mitigation decisions and actions strive to provide benefit for all residents equally. SCCOEM Mitigation Program is designed to identify and remove social and institutional barriers that hinder or preclude people with disabilities and all those in the community historically subjected to unequal treatment from full and equal enjoyment of the programs, goods, services, activities, facilities, privileges, advantages, and accommodations provided. Additionally, during mitigation planning and applying for mitigation funding, the County will identify opportunities to increase equity and create new opportunities for the post-disaster state of the County.
An equitable community mitigation rests on the foundation of a “complete community” that applies equitable and fair practices in all the County’s planning and implementation. The concept demonstrates local government’s commitment to inclusion and fairness while managing a recovery process that links regional, state, and federal practices.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 12
4 Plan Update Approach
This plan update process had the following primary objectives:
Secure grant funding.
Form a planning group.
Identify stakeholders.
Establish a planning partnership.
Define the Santa Clara County OA.
Identify and coordinate with other agencies involved in hazard mitigation activities. Review and integrate existing plans, policies, and programs. Engage the public.
These objectives are discussed in the following sections.
4.1 Grant Funding
This planning effort was supplemented by a FEMA Hazard Mitigation Grant Program (HMGP) grant under DR-4569 California Wildfires. The County of Santa Clara Office of Emergency Management (OEM) was the sub-applicant for the grant. OEM applied in 2021 and was awarded the grant in 2022. It covered 75 percent of the cost for the development of this plan.
4.2 Formation of the Core Planning Team
Santa Clara County OEM hired IEM to assist with the development and implementation of the plan. The lead IEM planner reported directly to the Santa Clara County Operational Area Mitigation Program Manager and the project manager for the plan update. Meetings were held on a weekly and biweekly basis to discuss the plan update status, outreach and engagement strategies, and planning milestones. A Core Planning Team was formed to lead the planning effort, made up of the following members:
Santa Clara County Office of Emergency Management
Santa Clara County Office of Sustainability
Santa Clara County Department of Planning and Development IEM
This planning team—designated the Santa Clara County Operational Area Multijurisdictional Hazard Mitigation Plan (MJHMP) Core Planning Team (or the Core Planning Team)—coordinated regularly over the course of this project to track plan development milestones, brainstorm outreach and engagement strategies, and identify meeting content to help with development of the update. The Core Planning Team also consisted of members of the County Safety Element update, ensuring visibility between plans.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 13
4.3 Defining Stakeholders
For this planning process, “stakeholder” was defined as: any person or public or private entity that owns or operates facilities that would benefit from the mitigation actions of this plan, and/or has an authority or capability to support mitigation actions identified by this plan. This includes, but is not limited to, local and regional agencies involved in hazard mitigation activities, agencies that have the authority to regulate development, neighboring communities, representatives of businesses, academic, and other private organizations such as those that sustain community lifelines, and representatives of nonprofit organizations including community-based organizations that work directly with and/or provide support to underserved communities and socially vulnerable populations.
For the sake of clarity, when developing outreach materials, stakeholders were separated into two categories:
Internal Stakeholders: Stakeholders identified and engaged by participants to enhance the planning process and the update of the MJHMP. These stakeholders are subject matter experts within the participating jurisdictions or special districts who impact or may be impacted by a mitigation action or policy. This included people in positions who had the authority to regulate development of the plan. These stakeholders informed the planning teams about specific topics and offered different points of view while providing data, reviewing the MJMP draft, attending planning workshops, and advocating for mitigation measures. Internal stakeholders for each planning partner are identified in the participant annexes in Volume 2. External Stakeholders: Planning partners identified stakeholders outside their jurisdiction or special district who impact or can be impacted by a mitigation action or policy. These stakeholders were not necessarily involved in all stages of the planning process, but as subject matter experts, they informed the planning teams on specific topics and offered different points of view while providing data, reviewing the MJHMP draft, and advocating for mitigation measures.
At the beginning of the planning process, planning partners identified a list of stakeholders to engage during the development of the Santa Clara County Operational Area Hazard Mitigation Plan. The following stakeholders were invited to play a role in the planning process via email:
Table 3: External Stakeholders Invited to Be Involved in Planning Process Agency or Organization Point of Contact
American Red Cross Ann Herosy, Disaster Services
American Red Cross – Silicon Valley Chapter Ginny Ortiz, Disaster Program Manager Amateur Radio Emergency Service (ARES) Barton Smith, Coordinator Avenidas John Sink, Vice President
CADRE - Collaborating Agencies’ Disaster Relief
Effort
Marsha Hovey, Executive Director
California Office of Emergency Services (Cal
OES)
Victoria LaMar-Haas, Chief, Mitigation Planning
Division
Cal OES Brian Buckhout, Emergency Services Coordinator
California Department of Forestry and Fire
Protection
Edgar Orre, Division Chief
California Department of Transportation Shawn Casteel, Acting Senior Environmental Supervisor
Campbell Community Emergency Response
Team
Mark Dunkle, President
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 14
Agency or Organization Point of Contact
Campbell Union School District Rosana Palomo, Director, Student Services Cattlemen’s Association Brent Kirk, President
City of East Palo Alto Melvin Gaines, City Manager
City of Menlo Park Justin Murphy, City Manager
Cooper-Garrod Estate Vineyards Bill Cooper, Vintner
Cupertino Sanitation District Benjamin Porter, District Manager Department of Homeland Security Staff, Transportation Security Administration Coordination Center
Department of Toxic Substances Claude Jemison, Regulator for Los Lagos Golf Course and SAP Center (former landfill and
cleanup site)
Department of Toxic Substances Sagar Bhatt, Regulator for Watson Park (former landfill)
Department of Toxic Substances Jovanne Villamater, Regulator for Vista Montana Parks
Department of Toxic Substances Julie Pettijohn, Manager for all regulatory sites except Watson Park
Downtown Streets Team Jim Rettew, Interim Executive Director Emergency Medical Services Michael Cubano, Duty Chief
Emergency Services Volunteer Representative Annette Glanckopft, Volunteer Emergency Services Volunteer Representative Esther Nigenda, Volunteer Federal Aviation Administration David Zakaski, Airport Tower Manager Fellowship Plaza Shreya Shah, Senior Project Manager
Foothill - De Anza Community College District Simon Pennington, Associate Vice President, College and Community Relations, Marketing, and
Communications
Foothill - De Anza Community College District Joel Cadiz, Executive Director, Facilities Foothill - De Anza Community College District
Police Department
Daniel Acosta, Police Chief
Gavilan College Jaime Mata, Interim Vice President,
Administrative Services
Gilroy Unified School District Aurelio Rodriguez Coordinator, Safety and Emergency Preparedness
Gilroy/Hollister California Highway Patrol Phil Cooper, Captain Google Katherine Williams, Corporate Communications
Hidden Villa farm Lukas Wiborg, Assistant Property Manager Intel Corporation Stacy Sher, Crisis Manager
Kaiser Permanente—Santa Clara Brendan Gadd, Safety Specialist Kaiser Permanente—Santa Clara Charles L. Smith, Support Services Administrator Life Moves Philip Dah, Opportunity Center Manager
Loma Prieta Volunteer Fire Department Alex Leman, Chief Los Altos Hills County Fire District J. Logan, General Manager Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 15
Agency or Organization Point of Contact
Los Altos Hills County Fire District Captain (Ret.) Denise Gluhan Los Altos Hills County Fire District Eugenia Woods, Programs, Planning and Grants Manager
Los Altos School District Erik Walukiewicz, Assistant Superintendent, Business Services
Loma Prieta Resource Conservation District Dina Iden, Executive Director Morgan Hill Unified School District Carmen Garcia, Superintendent Moffett Field Ames Research Center, National
Aeronautics and Space Administration (NASA)
Anastasiya Maynich, Emergency Management
Specialist
National Weather Service, National Oceanic and
Atmospheric Administration (NOAA)
Brian Garcia, Meteorologist
Pacheco Pass Water District Neelima Palacherla, Executive Officer Palo Alto Chamber of Commerce Charlie Weidanz, Executive Director Palo Alto Medical Foundation Richard Stilleke, Director, Environmental Health and Safety
Palo Alto Planning and Transportation
Commission
Doria Summa, Vice Chair
Palo Alto Unified School District Mike Jacobs, Emergency Manager Pacific Gas and Electric (PG&E) Kevin Conant, Senior Public Safety Specialist Purissima Water District Phil Witt, General Manager
Purissima Water District Anthony Stoloski, Operations Manager Ravenswood Family Health Center Daisy Garcia, Associate, Disaster Preparedness and Project Management
Regional Water Quality Control Board Ava Castanha, Regulator, Environmental Innovation Center
Regional Water Quality Control Board Celina Hernandez, Regulator, Fire Training Regional Water Quality Control Board Alyx Karpowicz, Regulator, Roberts and Story Road Landfills
Regional Water Quality Control Board Vic Pal, Regulator, Singleton Landfill Rotating Safe Car Park Norman Puck, Program Director
San Francisquito Creek Joint Powers Authority Margaret Bruce, Executive Director San José Water John Tang, Vice President, Regulatory Affairs and Government Relations
Santa Clara County CERT President
Santa Clara County FireSafe Council Seth Schalet, Chief Executive Officer Santa Clara County FireSafe Council Amanda Brenner, Program Director, Hazardous Fuel Reduction
Santa Clara County FireSafe Council Dede Smullen, 2nd Vice President Santa Clara County Local Oversight Program Gerald O’Regan, Regulator for Fire Training Santa Clara County Local Oversight Program Joe Muzzio, Regulator for Fire Station at 1138 Olinder Road
Santa Clara County Local Oversight Program Shalom Marquardt, Regulator for Fire Station 8 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 16
Agency or Organization Point of Contact
Santa Clara County Parks Don Rocha, Director
Santa Clara County Planning & Development Samuel Gutierrez, Principal Planner Santa Clara County Planning & Development Michael Alvarez, Deputy Director Santa Clara County Sheriff’s Office Neil Valenzuela, Commander, West Valley Patrol Division
Santa Clara University Tyler Masamori, Emergency Planning Manager Santa Clara Valley Open Space Authority Derek Newman, Manager, Field Operations Santa Clara Valley Open Space Authority Megan Robinson, Supervising Open Space Technician
Santa Cruz County David Reid, Director, Office of Emergency Management
Saratoga Amateur Radio Association Jack Griswold, President Saratoga Area Senior Coordinating Council Tylor Taylor, Executive Director Saratoga CERT Charles Rader, Volunteer Lead
Saratoga Fire Protection District Commissioner Joseph Long Jr.
Saratoga Fire Protection District Commissioner Ernest Kraule Saratoga Fire Protection District Commissioner Eugene Zambetti Saratoga Fire Protection District Trina Whitley, Business Manager Saratoga Retirement Community Sarah Stel, Executive Director Silicon Valley Animal Control Authority (SVACA) Heidi Springer, Executive Assistant Silicon Valley Clean Energy Girish Balachandran, Executive Director San José Fire Department, San José Mineta
International Airport
Brendan Buller, Battalion Chief
San José Police Department, San José Mineta
International Airport
Jason Pierce, Lieutenant
Spring Valley Volunteer Fire Department Mike Hacke, Chief St. Louise Hospital (Santa Clara County Hospital
System)
Geoff Tull, Emergency Management Coordinator
Stanford Healthcare Kathy Harris, Emergency Manager
Stanford Healthcare Laura Jackson, Senior Manager, Office of Emergency Management
Stanford Healthcare Monica Plumb, Project Coordinator, Office of Emergency Management
Stanford Healthcare Taylor Wyatt, Project Coordinator, Office of Emergency Management
Stanford University Cody Hill, Associate Director, Stanford Resiliency and Emergency Response
Stanford University Board of Trustees Staff, Board of Trustees Office Stanford University Office of Emergency
Management
Keith Perry, Assistant Director and Emergency
Manager
Stanford University, IT Facilities, Infrastructure,
and Resilience
Matthew Ricks, Senior Director
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 17
Agency or Organization Point of Contact
Stanford University, Water Resources and Civil
Infrastructure
Tom Zigterman, Senior Director
Stanford University/Real Estate Mark Smith, Manager
Stanford University/Real Estate Ramsey Shuayto, Director, Asset Management The Villas Scott Clawson, Manager
Valley Water Flood Information Team Greg Meamber, Senior Engineer Vista Center for the Blind and Visually Impaired Karae Lisle, Chief Executive Officer West Valley Clean Water Program Authority Sheila Tucker, Executive Director West Valley College Stephanie Kashima, President
West Valley Sanitation District Jon Newby, District Manager Westwind Barn Tori Dye, Barn Manager
4.4 Establishment of the Planning Partnership
Santa Clara County OEM opened this planning effort to all eligible local governments and special districts within the OA. Each jurisdiction or special district wishing to join the planning partnership was asked to provide a “letter of intent to participate” that designated a point of contact and confirmed the organization’s commitment to the process and understanding of expectations. All planning partners provided this letter of intent. The planning partners covered under this plan are listed below.
Table 4: Planning Partner Main Points of Contact
Planning Partner Main Point of Contact
County of Santa Clara Dr. Parastou Najaf, Senior Emergency Manager – Mitigation/Recovery, Santa Clara County Office of Emergency Management
City of Campbell Dan Livingston, Captain of Support Services Division, Police Department
City of Cupertino Meredith Gerhardt, Emergency Management Analyst, Office of Emergency Management
City of Gilroy Andrew Young, Emergency Services and Volunteer Coordinator, Office of Emergency Services
City of Los Altos Kathryn Krauss, Captain of Operations, Police Department Town of Los Altos Hills Ann Hepenstal, Emergency Preparedness Consultant, Town of Los Altos Hills
Town of Los Gatos Nicolle Burnham, Director, Parks and Public Works Department
City of Milpitas Toni-Lynn Charlop, Manager, Office of Emergency Services City of Morgan Hill Jennifer Ponce, Coordinator, Office of Emergency Services City of Mountain View Robert Maitland, Emergency Services Coordinator, Office of Emergency Services
City of Palo Alto Nathaniel Rainey, Emergency Services Coordinator, Office of Emergency Services
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 18
Planning Partner Main Point of Contact
City of San José Jay McAmis, Deputy Director, Office of Emergency Management
City of Santa Clara Jennifer Guzman, Emergency Management Analyst, Office of Emergency Services
City of Saratoga Crystal Bothelio, Assistant City Manager, City Manager’s Department
City of Sunnyvale Daniel Moskowitz, Lieutenant, Office of Emergency Services, Department of Public Safety
Midpeninsula Regional Open Space
District
Brandon Stewart, Land and Facilities Department Manager, Midpeninsula Regional Open Space District
Santa Clara County Fire Department Louay Toma, Senior Emergency Manager, Santa Clara County Fire Department
Santa Clara Valley Water District Juan Ledesma, Program Administrator Supervisor, Office of Emergency Services
One-on-one planning meetings were held with planning partners throughout the planning process. A total of 43 individual meetings were held with plan participants to gather information and to provide guidance for the jurisdictions and special districts throughout the planning stages. Each meeting is described in Table 5.
Table 5: One-on-One Meetings with Planning Partners
Planning Partner Date Discussion Topic(s)
City of Campbell February 13, 2023 Planning process contacts Capabilities assessment
May 15, 2023 Planning documentation review
City of Cupertino February 6, 2023 Planning process contacts Capabilities assessment
April 20, 2023 Mitigation strategy
City of Gilroy February 14, 2023 Planning process contacts Capabilities assessment
City of Los Altos February 14, 2023 Planning process contacts Capabilities assessment
April 27, 2023 Capabilities assessment
Mitigation strategy
May 9, 2023 Planning documentation review
City of Milpitas March 17, 2023 Planning process contacts Capabilities assessment
Risk assessment
May 1, 2023 Risk assessment
Mitigation strategy
City of Morgan Hill February 14, 2023 Planning process contacts Capabilities assessment
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 19
Planning Partner Date Discussion Topic(s)
City of Mountain View January 31, 2023 Planning process contacts Capabilities assessment
March 15, 2023 Risk assessment
April 13, 2023 Mitigation action items
May 1, 2023 Mitigation strategy
City of Palo Alto February 7, 2023 Planning process contacts Capabilities assessment
Planning process timeline
City of Santa Clara February 8, 2023 Planning process contacts Capabilities assessment
Planning process timeline
March 16, 2023 Risk assessment with local planning team March 17, 2023 Risk assessment with water and sewer team March 26, 2023 Mitigation strategy
May 10, 2023 Planning documentation review
City of San José February 13, 2023 Planning process contacts Capabilities assessment
April 27, 2023 Capabilities assessment
Mitigation strategy
May 16, 2023 Planning documentation review
City of Saratoga February 9, 2023 Planning process contacts Capabilities assessment
March 14, 2023 Risk assessment
City of Sunnyvale January 26, 2023 Planning process contacts Capabilities assessment
March 3, 2023 Risk assessment
April 7, 2023 Risk assessment
Mitigation strategy
Midpeninsula
Regional Open
Space District
March 6, 2023 Planning process contacts
Capabilities assessment
Risk assessment
Planning process timeline
Santa Clara County
and Santa Clara
County Fire
Department*
February 10, 2023 Planning process contacts
Capabilities assessment
March 2, 2023 Planning process contacts
Capabilities assessment
March 8, 2023 Capabilities assessment
Risk assessment
March 28, 2023 Capabilities assessment
Risk assessment
Mitigation strategy
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 20
Planning Partner Date Discussion Topic(s)
Santa Clara Valley
Water District
January 23, 2023 Annex layout and contents
Community Rating System
February 21, 2023 Community Rating System
March 13, 2023 Community Rating System
April 21, 2023 Mitigation strategy
GIS and mapping
Town of Los Altos
Hills
March 17, 2023 Risk assessment
April 25, 2023 Risk assessment
Mitigation strategy
June 20, 2023 Annex draft review
Town of Los Gatos February 13, 2023 Planning process contacts Capabilities assessment
April 27, 2023 Capabilities assessment
Mitigation strategy
*Santa Clara County and Santa Clara County Fire Department held meeting together due to shared staff and resources.
Figure 1: Planning Partners Meeting
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 21
Figure 2: Planning Partners Mitigation Strategy Meeting
4.5 Defining the Planning Area
The defined planning area for this update has been defined as the Santa Clara County Operational Area (OA). The OA is defined as the unincorporated county and incorporated cities within the geographical boundary of Santa Clara County. Relevant OA characteristics are described in Section 5. The City of Monte Sereno did not actively participate in this MJHMP and does not have a planning partner annex; however, information and data related to the city are included throughout the plan as appropriate and relevant.
4.6 Review of Existing Programs
Hazard mitigation planning must include review and incorporation, if appropriate, of existing plans, studies, reports, and technical information (44 CFR, Section 201.6(b)(3)). Section 5.9 of this plan provides a review of laws and ordinances in effect within the OA that can affect hazard mitigation actions. In addition, the following programs can affect mitigation within the OA:
California Fire Code.
2016 California Building Code.
California State Hazard Mitigation Forum.
Local Capital Improvement Programs.
Local Emergency Operations Plan.
Local General Plans.
Housing Element.
Safety Element (prior and 2023 draft components).
Community Wildfire Protection Plan (2016 version and components of the 2023 draft). Local Zoning Ordinances.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 22
Local Coastal Program Policies.
An assessment of all planning partners’ regulatory, technical, and financial capabilities to implement hazard mitigation actions is presented in the individual planning partner-specific annexes in Volume 2.
Many of these relevant plans, studies and regulations are cited in the capability assessment.
4.7 Public Involvement
Broad public participation in the planning process helps ensure that diverse points of view about the OA’s needs are considered and addressed. Additionally, the plan must document how the public had an opportunity to be involved in the planning process, including underserved communities and vulnerable populations within the planning area were provided an opportunity to be involved. The public must have opportunities to comment on disaster mitigation plans during the drafting stages and prior to plan approval (44 CFR, Section 201.6(b)(1)).
4.7.1 Strategy
The planning team developed a robust public outreach process within the very short project timeline, attempting to reach as many Santa Clara County community members and stakeholders as possible through the following activities:
Development of a public outreach plan approved by the Core Planning Team. Partner with planners updating the Safety Element and Community Wildfire Protection Plan planning processes to expand public outreach efforts.
Attendance at advertised public outreach events and virtual meetings with live interaction. Development and advertisement of a public survey posted on the SCCOEM’s webpage to collect pertinent information from residents and the business community. Publication of the survey in Santa Clara County’s most spoken languages: English, Spanish, Chinese, Tagalog, and Vietnamese.
Use of social media, such as Nextdoor, Facebook, and Twitter to publicize the survey.
Stakeholder Outreach
Stakeholders are the individuals, departments, agencies, and jurisdictions that have a vested interest in the recommendations of the hazard mitigation plan. The effort to include stakeholders in this process included stakeholder participation on the Steering Committee. The following federal, state, regional, and local stakeholders also played a role in the planning process:
FEMA Region IX provided planning guidance throughout the planning process. The California Office of Emergency Services (Cal OES) provided planning guidance throughout the planning process. Cal OES also reviewed the draft and final version of the MJHMP as part of the hazard mitigation planning process required by DMA. Many local external stakeholders, including state agencies, local agencies, universities, and nonprofit organizations, were given the opportunity to review the draft plan and provide input. A list of these stakeholders is included in Table 3.
The strategy to involve the public and external stakeholders in this plan include the following:
Utilize a survey to determine if the public’s perception of risk and support of hazard mitigation has changed since the initial planning process.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 23
Utilize social media and local media to share information about the MJHMP process and inform OA citizens about opportunities to participate.
Identify and involve a comprehensive range of OA stakeholders. Partner with planners updating both the Safety Element and the Community Wildfire Protection Plan to expand public outreach efforts.
Public Survey
The planning team relied on the community survey (available in English, Spanish, Tagalog, Chinese, and Vietnamese) as the primary method for gathering information and feedback from the public. The secondary method was multiple in-person combined planning meetings which participants were introduced to hazard mitigation and invited to take the survey. The survey was approved by the Core Planning Team and was available to complete via the Santa Clara County Office of Emergency Management’s website. Flyers were also posted around the County and on participating jurisdiction’s official websites and social media pages.
Figure 3: Picture of Public Survey Announcement
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 24
Figure 4: Public Survey Media Announcement
The survey included 35 questions to:
Gauge the public’s perception of risk and identify what citizens are concerned about; Identify the best ways to communicate with the public; Determine the level of public support for the different mitigation strategies; and Understand the public’s willingness to invest in hazard mitigation.
Social Media
At the beginning of the plan development process, a website hosted on the Santa Clara County OEM main website was utilized to keep the public posted on plan development milestones and to solicit relevant input. The website was publicized in all press releases and public meetings. Information on the plan development process, the survey, and phased drafts of the plan was made available to the public on the site throughout the process. Santa Clara County OEM intends to keep a website active after the plan’s completion to keep the public informed about successful mitigation projects and future plan updates.
The website can be accessed at this link: https://emergencymanagement.sccgov.org/multijurisdictional-hazard-mitigation-plan-mjhmp.
Many of the participating local jurisdictions also promoted the website on social media and used social media platforms to share public meeting information, notice of the public survey, and notice of the public comment period. Valley Water, for example, posted to Twitter five times and Facebook 4 times as part of a multi-prong strategy. An example of the social media outreach is provided below.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 25
Figure 5: City of Campbell Social Media Outreach
Local Media and Press Releases
The Planning Team conducted a wide range of outreach activities in local media. The County developed three key messages to highlight the significance of the Public Survey Period:
1. Announcement of the Public Survey Period: Informing the community about the survey’s availability.
2. Planning for the Future: Emphasizing the importance of proactive hazard mitigation planning.
3. Your Participation Matters: Encouraging community members to participate and contribute to the planning process by taking the survey.
During the Public Survey Period for the MJHMP, Santa Clara County disseminated one press release to the various media outlets and utilized a specific media monitoring service to report media coverage for the MJHMP. Unfortunately, despite the County’s best efforts, no major media outlets covered the event.
However, Sing Tao Dailey, a prominent Chinese media outlet, published the information on their website on April 17, 2023. This media outlet boasts a wide-reaching presence across the United States, maintaining offices in major markets which includes New York, Los Angeles, and San Francisco. The press release was also published to the Office of Emergency Management’s website as part of the Newsroom page.
Valley Water also reached out to communities via local media, including Chinese News, El Observador, Murcury News, Metro, Nextdoor, and Vietnam Daily.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 26
Information was posted to the County’s social media sites including Facebook, Instagram, Twitter, as well as the Department of Planning and Development’s website and the County’s main website during the public survey period. To amplify public messaging, the County encouraged key stakeholders, including the Operational Area Joint Information System, the Access and Functional Needs & Cultural Competency Work Group, and the Operational Area Emergency Managers to amplify messaging with their served community members.
To simplify access to the survey and increase participation, the County established a user-friendly vanity URL. This URL received significant traction, directing 74% of community members to the Hazard Mitigation Webpage, resulting in 880-page views and 767 visits. Additionally, 81% of users who accessed the Hazard Mitigation Page were successfully redirected to the actual survey page. The Hazard Mitigation page was the second most popular site for the period.
The strategic use of local communication channels successfully enhanced community engagement, ensuring a more robust Multi-Jurisdictional Hazard Mitigation Plan.
Joint MJHMP Outreach
Plan integration was considered throughout the development of a public outreach approach for this plan update. As the Safety Element was being updated at the same time as the Santa Clara County Operational Area HMP, the Core Planning Team members coordinated to include hazard mitigation planning components during outreach for the Safety Element. At this meeting, members of the public were presented with interactive boards and polling questions to gauge their hazard concerns, personal preparedness measures, public outreach and education needs, and support for common infrastructure enhancements. The Hazard Mitigation Plan update was discussed, and the public was provided with information on hazard mitigation and hazard mitigation planning including a link to the public survey. This meeting was conducted at the Campbell Community Center, targeting vulnerable populations in the City of San Jose and central Santa Clara valley. The county geographically designed this approach to ensure that those residence who could not travel to the South County community outreach event in Gilroy (mentioned below) still had an opportunity to have their voices heard. Valley Water had staff representation in the audience to respond to and capture inquiries pertaining to Valley Water’s jurisdictions. More than 40 residents from across the county, including vulnerable pockets in the City of San Jose and the Santa Cruz mountain range, interacted and worked with the MJHMP to voice their concerns.
In determining which vulnerable communities to target for outreach, planning partners referenced the California Hazard Exposure and Social Vulnerability map, Figure 6 below. Two underserved or socially vulnerable communities were identified according to their estimated hazard exposure and social vulnerability. The largest area in San Jose is east of Highway 87 and a much smaller area is in South Santa Clara County, specifically the City of Gilroy. In addition, by using the CalEMA GIS dashboard, these two areas are also recognized for having a median household income of less than 80% of the statewide average and for having significant earthquake ground shaking potential.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 27
Figure 6: Hazard Exposure and Social Vulnerability Map for Santa Clara Valley The County also actively facilitated meetings and coordinated outreach between the team working on the HMP and the Community Wildfire Protection Plan (CWPP). Like the HMP, the CWPP includes recommendations for mitigation measures across the OA. It also includes annexes for the many of the same planning partners which highlight their unique wildfire history and considerations. These similarities presented a valuable opportunity for the two teams to solicit input from the public together. Four joint inperson Public Outreach meetings were conducted in remote, access and functional needs (AFN) areas of the incorporated County as well as an in-person meeting in the Gilroy/South County area where there are pre-identified vulnerable populations. All were welcome to attend. For those that could not make it in person, an additional online outreach meeting was held.
Draft Plan Final Public Comment Period
A public comment period was conducted to allow the public to provide feedback on the proposed draft of the plan prior to submittal to Cal OES for pre-adoption review and approval. This public comment period ran for 14 days from July 14 to July 28, 2023. The draft plan was shared by participating jurisdictions via their social media sites and emails to external stakeholders. The posted plan was accompanied by a narrative explaining to the public the purpose and content of the plan and was available to view on the County’s website.
The Planning Team received 17 comments from the public during the comment period. These comments were reviewed by the Planning Team and incorporated in the plan as appropriate.
4.7.2 Public Involvement Results
Survey Results
The survey received 588 responses. There were 576 responses to the English survey, 10 responses to the Chinese survey, and 2 responses to the Spanish survey. The use of multi-lingual outreach material proved to be valuable in providing the opportunity for more participation and in receiving a Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 28
broader range of feedback. The results of the survey were presented to the planning partners and will be used in all future decisions making regarding mitigation, risks, and hazards. The survey results regarding respondent’s concern for hazards are summarized in Appendix A of this volume.
Public Outreach Events
As mentioned, many joint planning efforts occurred between the Santa Clara County MJHMP, Safety Element, and Community Wildfire Protection Plan. This is the first time in Santa Clara County history that this kind of planning effort and coordination has occurred. There were several public meetings for each planning initiative, and each meeting included presentations about the Multijurisdictional Hazard Mitigation Plan.
By engaging the public both virtually and in person, the concept of mitigation was widely shared, and the public was provided the opportunity to review the draft plan. Participants at each meeting were encouraged to participate via the public survey. Table 6 summarizes each public outreach meeting that occurred across the OA.
Recordings of each meeting can be found at https://sccfiresafe.org/cwpp/ Figure 7: Public and Stakeholder Meeting with 99 Participants Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 29
Figure 8: Public and Stakeholder Meeting with 104 Participants Table 6: Summary of Public Outreach
Date Summary of Outreach
November 10,
2022
MJHMP presentation and invitation for public comment and feedback at the joint Safety Element Virtual Town Hall (virtual)
December 6,
2022
MJHMP presentation and invitation for public comment and feedback at the joint CWPP Community Outreach Meeting Campbell (in-person)
59 fliers distributed, 24 individual risk assessments conducted, 75+ contacts made regarding the plan
December 7,
2022
MJHMP presentation and invitation for public comment and feedback at the joint CWPP Community Outreach Meeting San Jose (in-person)
December 13,
2022
MJHMP presentation and invitation for public comment and feedback at the joint CWPP Community Outreach Meeting Milpitas (in-person)
December 15,
2022
MJHMP presentation and invitation for public comment and feedback at the joint CWPP Community Outreach Meeting Morgan Hill (in-person) December 15,
2022
MJHMP presentation and invitation for public comment and feedback at the joint Safety Element CARAS South County Community Listening Meeting (in-person) March 15,
2023
MJHMP presentation and invitation for public comment and feedback at the joint Safety Element Listening Session
June 14-28, 2023 Draft MJHMP published online and a public comment period was in place for two weeks. Comments were considered and implemented where applicable.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 30
Draft MJHMP Public Comment Period
During the development of the MJHMP, the public had the opportunity to review the Draft and make final comments. Every participating jurisdiction advertised this public comment period by using multiple online resources, including official social media accounts, websites, and online newsletters. These comments were taken into consideration and implemented where applicable.
Figure 9: Samples of Public Comment Period Advertisements Public Representation
In addition to directly providing the public the opportunity to comment on the plan, the Santa Clara County Access and Functional Needs and Cultural Competency Working Group which represents tens of community and faith-based organizations within the SCC operational area were consulted on the plan and were able to provide feedback based on the populations they serve. Approximately 100 non-profits and VOAD members participate in the AFN and Cultural Competency Working Group. SCC also has representation from community centers and two consulate generals. In addition, there are also advocates who do not have an affiliation but are Santa Clara County residents and provide input on LGBTQ+ and Disability topics. Some of the organizations include but are not limited to San Andreas Regional Center, Immigrant Info Services, Vista Center for the Blind, American Red Cross, Parents Helping Parents, Lighthouse. In general, the direct interaction and represented voices shared similar sentiments in concern for specifically the extreme heat and wildfire hazard, community preparedness, and education and outreach activities. Therefore, prioritization of the wildfire hazard, and the corresponding mitigation actions, along with high attention to public outreach and education efforts informed the many such related mitigation actions in the plan.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 31
4.8 Plan Development Chronology and Milestones
Table 7 summarizes important milestones in the plan update process.
Table 7: Plan Development Chronology and Milestones
Date Event Description
December
8, 2022
Initial meeting with Core Planning
Team
Planning groups
IEM project staff
Project phases
Proposed workshop schedule
Administration and logistics
December
14, 2022
Kick off meeting with planning
partners
Introductions
IEM project staff
Planning groups
Mitigation overview
Mitigation planning benefits
Intent of plan update
Plan participants
Hazards covered
Updated FEMA requirements
Planning expectations
Project phases
County planning efforts underway
Plan integration opportunities
Stakeholder identification
Use of SharePoint
January 18,
2023
Community Capabilities Review
Workshop with planning partners
Planning groups
Planning process contacts
▪ Local planning teams
▪ Internal stakeholders
▪ External stakeholders
Capabilities assessment
National Flood Insurance Program (NFIP)
Use of SharePoint
February
15, 2023
Risk Assessment Workshop with
planning partners
Project phases
Public outreach and documentation
Hazus
GIS
Community Rating System (CRS)
Risk assessment
Planning documents
Risk ranking
March 15,
2023
Stakeholder Engagement
Workshop #1
Workshop goals
Hazard mitigation planning
▪ Overview
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 4: Plan Update Approach 32
Date Event Description
▪ Planning process
Project phases
Mitigation action items
Feedback on data sources
April 3,
2023
Stakeholder Engagement
Workshop #2
Workshop goals
Multijurisdictional hazard mitigation plan recap
Mitigation strategy
Mitigation action items
Funding sources
Mitigation integration
April 3,
2023
Mitigation Strategy Workshop with
planning partners
Mitigation strategy
Mitigation projects working group
2017 mitigation strategy
Review of 2017 actions
New action items
Mitigation incorporation
April 4,
2023
Public survey published on County
of Santa Clara Office of
Emergency Management website
Thirty-five question survey published at
https://emergencymanagement.sccgov.org/pa
rtners/hazard-mitigation-program
April 18,
2023
Mitigation Strategy Working Group
Meeting
Working group expectations
Review of 2017 MHMP goals and objectives
Review of 2017 MHMP projects
Discussion of the current gaps in identifying
projects and accessing funding
May 19,
2023
Public survey closed Total of 588 responses received: 576 in English, 10 in Chinese, and 2 in Spanish.
June 2,
2023
Planning process wrap up meeting
with planning partners
Public survey results summary
Implementation
Monitoring and evaluation
Maintenance
Adoption
Draft review
Draft plan publicity for public and stakeholders
July 13,
2023
Draft plan published on County of
Santa Clara Office of Emergency
Management website for public
and stakeholder review
Public comment period was open for two weeks
to give the public a chance to review the Draft
and make comments.
September
25, 2023
Plan submittal to Cal OES Final draft plan submitted to Cal OES for review and approval.
January 16,
2024
Plan submittal to FEMA Final draft plan submitted to FEMA for review and approval.
Plan Approvable Pending
Adoption (APA) by FEMA.
FEMA to provide APA Letter once they approve
the final draft plan.
February 8,
2024
First planning partner adopts
approved plan.
All participants must formally adopt the plan. The
five-year lifecycle begins with the first adoption.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 5: Santa Clara County Operational Area Profile 33 5 Santa Clara County Operational Area Profile
5.1 Geographic Overview
The Santa Clara County Operational Area is in north-central California in the southern portion of the San Francisco Bay area (see Figure 9). With its numerous natural amenities and one of the highest standards of living in the country, the OA has long been considered one of the best areas in the United States in which to live and work. The county is also referred to as “Silicon Valley.” The Santa Clara County OA has a total area of 1,312 square miles. With a diverse population of more than 1.9 million residents,6F
7 it is one of the largest counties in the state and encompasses 15 incorporated cities.
San José is the largest city, with just over 1 million people,7F 8 followed by Sunnyvale and Santa Clara; the
west valley bedroom communities of Los Altos, Los Altos Hills, Los Gatos, Monte Sereno, and Saratoga; the high-tech communities of Campbell, Cupertino, Mountain View, and Palo Alto; industrial Milpitas, and the south county suburban expansion/rural interface areas of Gilroy, Morgan Hill, and their surrounding unincorporated areas. A significant portion of the county’s land area is unincorporated ranch and farmland.
The OA has a rich culture of ethnic diversity, artistic endeavors, sports venues, and academic institutions.
Numerous public and private golf courses are located throughout the OA and Santa Clara County operates 28 parks covering more than 50,000 acres, including lakes, streams, and miles of hiking and biking trails. The OA is home to three major universities—Stanford University, Santa Clara University, and San José State University—as well as several community colleges.
5.2 Historical Overview
The early inhabitants of the area now known as Santa Clara County were the indigenous Ohlone people, thought to occupy the area at least 1,000 years before Spain began to colonize California in the 18th century.
Spanish settlers established the Santa Clara Valley’s first mission and pueblo in Santa Clara and San José, respectively, and governed “El Llano de Los Robles” (Plain of the Oaks), until the Mexican Revolution led to Mexican control from the 1820s through 1840s. In 1850, California was admitted into the United States, and Santa Clara County was incorporated as one of the state’s original 27 counties.
Deriving its name from Mission Santa Clara, the county originally included much of what was Washington Township (part of Union City and Fremont) in what is now Alameda County. The current county boundaries were set in 1853 when Alameda County was established.
From 1850 to 1870, ranchers made a transition from raising cattle and sheep to cultivating hay and grain.
French immigrants planted the first vineyards. Mercury mining flourished. California’s first colleges were founded in Santa Clara County and the coming of the railroad produced a small boom in real estate. 7 United States Census Bureau. (2020). Quick Facts: Santa Clara County. https://www.census.gov/quickfacts/santaclaracountycalifornia 8 United States Census Bureau. (2020). Quick Facts: San José City. https://www.census.gov/quickfacts/fact/table/sanjosecitycalifornia,santaclaracountycalifornia/PST045222 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 5: Santa Clara County Operational Area Profile 34 Figure 10: Santa Clara County Operational Area (Planning Area) After 1870, orchards began displacing grain fields and vineyards. The Santa Clara Valley became the world’s leading producer of canned fruit and processed dried fruit. By the end of the 19th century, wealthy San Franciscans, such as Leland Stanford and James Lick, established farms and summer homes in the county.
Santa Clara County remained pastoral until World War II, when many people gravitated to California to work in war-related industries. To accommodate the growing population, mass-produced housing spread across the Santa Clara Valley, and agricultural land was subdivided and developed for housing. Like much of the rest of the United States in the decades immediately following the war, development in the county shifted from largely agricultural to largely suburban.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 5: Santa Clara County Operational Area Profile 35 At the same time, technology companies began to flourish in Santa Clara County, with significant support and encouragement from Stanford University. The Stanford Industrial Park, established in 1951, later became the Stanford Research Park and provided space for companies such as Hewlett-Packard, Eastman Kodak, General Electric, and Lockheed. Related companies began to form around the region, and by the 1970s Santa Clara County and surrounding areas became known as a center of hightechnology development. The term Silicon Valley was coined in 1971, referring to the high concentration of companies in the area that are involved in making silicon semiconductors and the computers that rely on them. Technology industries remain central to the area’s economy to this day.
5.3 Major Past Hazard Events
Presidential disaster declarations are typically issued for hazard events that cause more damage than state and local governments can handle without assistance from the federal government. A presidential disaster declaration puts federal recovery programs into motion to help disaster victims, businesses, and public entities. Some of the programs are matched by state programs. Santa Clara County has experienced 20 events (14 major disaster declarations, three emergency declarations, two fire management assistance declarations, and one fire suppression declaration) since 1950 for which presidential disaster declarations were issued. These events are listed in Table 8.
Table 8: Presidential Disaster Declarations8F
9 Type of Event FEMA Disaster
Number* Date
Severe Winter Storm DR-3592 03/10/2023
Severe Winter Storms, Flooding, Landslides, and Mudslides DR-4683 January 14, 2023 Severe Winter Storms, Flooding, and Mudslides EM-3591 January 9, 2023 Wildfires DR-4558 August 22, 2020
SCU Lightning Complex Fire DR-5338 August 21, 2020
COVID-19 Pandemic DR-4482 March 22, 2020
COVID-19 EM-3428 March 13, 2020
Severe Winter Storms, Flooding, and Mudslides DR-4308 April 1, 2017 Severe Winter Storms, Flooding, and Mudslides DR-4301 February 14, 2017 Summit Fire DR-2766 May 22, 2008
Wildfires DR-3287 06/28/2008
Croy Fire FS-2465 September 25, 2002
Severe Winter Storms and Flooding DR-1203 February 9, 1998 Severe Storms, Flooding, Mudslides, and Landslides DR-1155 January 4, 1997 Severe Winter Storms, Flooding Landslides, and Mud Flow DR-1046 March 12, 1995 Severe Winter Storms, Flooding, Landslides, and Mud Flows DR-1044 January 10, 1995 Severe Freeze DR-894 February 11, 1991
Loma Prieta Earthquake DR-845 October 18, 1989
Severe Storms and Flooding DR-758 February 21, 1986
Grass, Wildlands, and Forest Fires DR-739 July 18, 1985 9 Federal Emergency Management Agency. (2023). Declared Disasters. https://www.fema.gov/disaster/declarations Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 5: Santa Clara County Operational Area Profile 36 Type of Event FEMA Disaster
Number* Date
Coastal Storms, Floods, Slides, and Tornadoes DR-677 February 9, 1983 Severe Storms, Flood, Mudslides, and High Tide DR-651 January 7, 1982 Drought EM-3023 January 20, 1977
* DR = Disaster Declaration; EM = Emergency Declaration; FM = Fire Management; FS = Fire Suppression Review of these events helps to identify targets for risk reduction and ways to increase a community’s capability to avoid large-scale events in the future. Still, many natural hazard events do not trigger federal disaster protocol but have significant impacts on their communities. These events are also important to consider in establishing recurrence intervals for hazards of concern. Additional information about previous hazard events is included in Section 6 of this plan.
5.4 Physical Setting
5.4.1 Geology and Topography
The OA’s topography is characterized by its location in the southern San Francisco Bay area. The Santa Clara Valley runs the entire length of the county from north to south, ringed by the rolling hills of the Diablo Range on the east, and the Santa Cruz Mountains on the west. Salt marshes and wetlands lie in the northwestern part of the county, adjacent to the waters of San Francisco Bay.
5.4.2 Soils
Prior to 1950 and as far back as the late 1800s, Santa Clara Valley was the scene of a vibrant and productive agriculture industry. Many of the soils of the Santa Clara Valley are alluvial, deposited on fans or floodplains within the valley. The young, deep soils (Elder, Elpaloalto, Still, Stevens Creek, Landelspark, Botella, and Campbell) are naturally very fertile. Field crops were cultivated on the lower parts of the valley, and orchards spanned from the hills east of Milpitas and San José across the valley to Los Altos and Palo Alto. With the introduction of the electric water pump in the early 20th century, irrigation water from the plentiful ground-water supply became readily available on farms, increasing productivity.
The Santa Clara Valley became widely known for the production of high-quality orchard fruits, which were shipped across the United States.
Dams were constructed on major streams to store irrigation water and control flooding. As groundwater was rapidly pumped from a depth of several hundred feet, subsurface materials compacted which led to land subsidence. Subsidence damaged pipes and other in-ground structures, and levees were required to block tidewater from entering subsided land. The benefit of this control of streams and pumping of groundwater was a valley relatively free from flooding and high groundwater, an ideal condition for the rapid urban expansion that followed.
After World War II, urban growth in the San Francisco Bay area began to expand down to the south end of the bay and into the Santa Clara Valley. After 1950, the pace of development quickened, and subdivisions began to spring up. The first wave of development occurred on the soils along the El Camino Real corridor, where the alluvial fans were relatively level, with slopes of 2 percent or less. Development exploded in the 1960s and topsoil was moved to house lots from the street areas. This type of subdivision construction continued until about 1980, when more shaping of house lots to control drainage began. By 1980, home construction had started to slow because many of the level areas fit for construction were now already developed.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 5: Santa Clara County Operational Area Profile 37 After 1980, subdivision development moved up areas of alluvial fans and greater slopes, and lot-shaping became more common. After 1990, development moved into steep areas at the edge of the valley and the foothills. Soil disturbance can be severe in these areas, with more than 5 feet of cuts or fills.
Fills may consist of materials from several feet below the soil surface, have a high content of clay or fragments, and be low in organic matter and fertility. Cut areas may have subsoil materials at the surface, which also may have a high content of clay or fragments and be low in organic matter and fertility. Many residents have modified the soil surface texture in garden areas with sandy materials and mulches. In areas of the basin soils (Hangerone, Clear Lake, and Embarcadero), clay surface and subsurface textures and slow internal drainage due to a high clay content are problems for gardens, ornamental plants, and lawns.9F
10 5.4.3 Climate
Table 9 summarizes normal climate date from 1981 through 2022 at the National Climatic Data Center weather station at San José. The Mediterranean climate of the OA remains temperate year-round due to the area’s geography and its proximity to the Pacific Ocean. The area is warm and dry much of the year.
Rarely is the humidity uncomfortable, and the thermometer seldom drops below freezing. Rain is generally limited to winter and snow to the tops of local mountains.
Table 9: Normal Precipitation and Temperatures in the Operational Area, 1981–202210F 11 Months Mean Precipitation
(inches)
Minimum
Temperature (°F)
Maximum
Temperature (°F)
January 2.65 32 68
February 2.56 35 74
March 2.28 38 79
April 0.91 41 87
May 0.41 46 91
June 0.10 50 97
July 0.01 53 95
August 0.02 54 96
September 0.16 51 95
October 0.66 45 90
November 1.55 37 77
December 2.35 32 68
Annual 13.39 30 100
10 United States Department of Agriculture. (2015). Supplement to the Soil Survey of Santa Clara. https://www.nrcs.usda.gov/conservation-basics/natural-resource-concerns/soil/soil-science 11 National Oceanic and Atmospheric Administration. (n.d.). Climate Data Online. https://www.ncei.noaa.gov/cdo-web/ Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 5: Santa Clara County Operational Area Profile 38
5.5 Development Profile
5.5.1 Land Use
Table 10 shows current land use for unincorporated Santa Clara County; complete land use data was not available for municipalities in the OA. Land use information is analyzed in this plan for each identified hazard that has a defined spatial extent and location.
For hazards that lack this spatial reference, the information in the table serves as a baseline estimate of land use and exposure. The distribution of land uses for the unincorporated county will change over time.
Table 10: Unincorporated County Land Use
Type of Land Use Area (acres) Percentage of Total Area
Agricultural 33,355.5 5.53
General / Institutional 5,381.3 0.89
Open Space 548,603.4 90.88
Low Density Residential 15,988.7 2.65
High Density Residential 68.6 0.01
Commercial 161.8 0.03
Industrial 85.0 0.01
Total 603,644.5 100.00
5.5.2 Critical Facilities, Infrastructure, and Assets
Critical facilities and infrastructure are those that are essential to the health and welfare of the population.
These features become especially important after a hazard event. Critical facilities typically include public safety stations, schools, department operation centers, and emergency operations centers. Critical infrastructure can include the roads and bridges that provide ingress and egress and allow emergency vehicles access to those in need, and the utilities that provide water, electricity, and communication services to the community. Critical facilities identified in this plan were selected, mapped, and included in geographic information system (GIS) databases based on information provided through the Working Group meetings, stakeholder information requests, and the 2018 State of California Multi-Hazard Mitigation Plan.
Although many facilities and assets of the Santa Clara County OA are important to the quality of life, this plan focuses on those whose loss would result in the greatest impacts on life and safety in the event of a natural hazard. As defined for this hazard mitigation plan update, critical facilities are:
Structures or other improvements, public or private, that, because of function, size, service area, or uniqueness, have the potential to cause serious bodily harm, extensive property damage, or disruption of vital socioeconomic activities if it is destroyed or damaged or if its functionality is impaired. Critical facilities may include but are not limited to health and Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 5: Santa Clara County Operational Area Profile 39 safety facilities, utilities, government facilities, hazardous materials facilities, or vital community economic facilities.1F
12 All critical facilities and infrastructure were analyzed in Hazus to help rank risk and identify mitigation actions. The risk assessment for each hazard qualitatively discusses critical facilities with regard to that hazard. Table 11 summarizes the general types of critical facilities and infrastructure by local jurisdiction.
Figure 10 and Figure 11 show the locations of critical facilities and infrastructure in the OA. Due to the sensitivity of this information, a detailed list of facilities is not provided. The list is on file with Santa Clara County OEM.
Table 11: Critical Facilities and Infrastructure in the Operational Area Jurisdiction Essential
Facilities Transportation Utilities Hazardous Materials Community
Assets Jurisdiction
Campbell 21 23 0 6 7 93
Cupertino 26 26 2 5 16 95
Gilroy 25 34 2 7 13 118
Los Altos 22 8 0 0 11 73
Los Altos Hills 6 21 0 0 2 55
Los Gatos 20 35 0 1 6 79
Milpitas 32 66 1 60 19 178
Monte Sereno 1 1 0 0 1 5
Morgan Hill 22 14 1 8 10 69
Mountain View 37 52 1 20 29 174
Palo Alto 49 42 4 26 46 207
San José 370 498 18 135 191 1,479
Santa Clara
(city)
53 63 9 103 36 295
Saratoga 18 32 0 0 11 70
Sunnyvale 40 49 3 51 27 232
Unincorporated
County
38 187 17 4 48 327
Total 777 1151 58 426 473 3,549
12 Organization of American States. (n.d.). Critical Facilities Mapping. https://www.oas.org/dsd/publications/Unit/oea66e/ch07.htm Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 5: Santa Clara County Operational Area Profile 40 Figure 11: Critical Facilities in the Operational Area
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 5: Santa Clara County Operational Area Profile 41 Figure 12: Critical Infrastructure in the Operational Area
5.5.3 Future Trends in Development
An understanding of population and development trends can assist in planning for future development and ensuring that appropriate mitigation, planning, and preparedness measures are in place to protect human health and community infrastructure. The DMA requires that communities consider land use trends, which can alter the need for, and priority of, mitigation options over time. Land use and development trends significantly affect exposure and vulnerability to various hazards. For example, significant development in a hazard area increases the building stock and population exposed to that hazard. New development that has occurred in the last five years within the OA and potential future development in the next five years, as identified by each jurisdiction, is addressed in the planning partner annexes located in Volume 2 of this plan.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 5: Santa Clara County Operational Area Profile 42 The municipal planning partners have adopted general plans that govern land use decision and policy making for their jurisdictions. Decisions on land use will be governed by these programs. This plan will work together with these programs to support wise land use in the future by providing vital information on the risk associated with natural hazards in the OA. Incorporating information from the hazard mitigation into the general plan as the plans are updated will ensure that future development will be established with the benefits of the information on risk and vulnerability to natural hazards identified in this plan.
5.6 Demographics
Some populations are at greater risk from hazard events because of decreased resources or physical abilities. Those who are older, for example, may be more likely to require additional assistance. Research has shown that people living near or below the poverty line, those who are older, women, children, those who are racial and/or ethnic minorities, renters, individuals with disabilities, and others with access and functional needs, may all experience more severe impacts from disasters than the general population.
These more vulnerable populations may vary from the general population in risk perception, living conditions, access to information before, during, and after a hazard event, capabilities during an event, and access to resources for post-disaster recovery. Indicators of vulnerability—such as disability, age, poverty, and minority race and ethnicity—often overlap spatially and often in the geographically most vulnerable locations. Detailed spatial analysis to locate areas where there are higher concentrations of more vulnerable community members helps to extend focused public outreach and education and resources to these most vulnerable residents.
5.6.1 Population
Resident Population
Information about population is a critical part of planning because it directly relates to land needs such as housing, industry, stores, public facilities and services, and transportation. The 2020 U.S. Census estimated the OA’s population at 1,936,259.12 F
13 Population changes are useful socio-economic indicators. A growing population generally indicates a growing economy, while a decreasing population signifies economic decline. In this case, population estimates are assumed to be influenced by the COVID-19 pandemic, rising cost of living including housing, and decline in foreign immigration due to change in federal policy. Since 2011, California has experienced an increased number of people moving out of the State in a year than into it. The OA is no exception. Table 12 shows the population in the OA from 2000 to 2022 according to the California Finance Department.
Table 12: Recent Population Data13F
14 Jurisdiction
Population
2000 2005 2010 2015 2022
City of Campbell 38,138 37,406 39,349 41,986 42,833
13 United States Census Bureau. (2020). Quick Facts: Santa Clara County. https://www.census.gov/quickfacts/santaclaracountycalifornia 14 State of California Department of Finance. (2021, December). E-2 California County Population Estimates and Components of Change by Year. https://dof.ca.gov/Forecasting/Demographics/e-2-california-county-populationestimates-and-components-of-change-byyear/#:~:text=California%E2%80%99s%20population%20declined%20by%20173%2C000%20persons%20between %20July,estimates%20released%20today%20by%20the%20Department%20of%20Finance.
Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 5: Santa Clara County Operational Area Profile 43 Jurisdiction
Population
2000 2005 2010 2015 2022
City of Cupertino 50,546 53,632 58,302 58,038 59,610
City of Gilroy 41,464 45,782 48,821 54,324 59,269
City of Los Altos 27,693 27,381 28,976 30,513 31,526
Town of Los Altos Hills 7,902 7,852 7,922 8,595 8,400
Town of Los Gatos 28,592 28,070 29,413 31,157 33,062
City of Milpitas 62,698 62,177 66,790 74,140 80,839
City of Monte Sereno 3,483 3,324 3,341 3,445 3,488
City of Morgan Hill 33,556 35,011 37,822 42,382 46,451
City of Mountain View 70,708 70,629 74,066 76,712 83,864 City of Palo Alto 58,598 60,723 64,403 67,331 67,473
City of San José 894,943 901,159 945,942 1,030,053 976,482 City of Santa Clara 102,361 107,058 116,468 121,580 130,127 City of Saratoga 29,843 29,630 29,926 30,060 30,667
City of Sunnyvale 131,760 131,853 140,081 146,629 156,234 Unincorporated County 100,300 96,547 90,020 87,029 84,458 Total 1,682,585 1,698,234 1,781,642 1,903,974 1,894,783 Daily Commuting Population
According to the California Employment Development Department, Santa Clara County is the single largest commuter destination in Submarket C of the San Francisco Bay Area Economic Market, holding and/or importing 1,009,391 commuters daily.14F
15 This large commuter contingent has impacts on planning for the OA’s infrastructure and service needs, as well as on planning for hazard mitigation and emergency management. Commuters may be familiar with the area immediately surrounding their place of business or regular route to work but may be less familiar with the services and resources provided to the population during a disaster event.
The U.S. Census estimates that over 66.8 percent of workers in the OA commute alone (by car, truck, or van) to work, and mean travel time to work is 24 minutes. The state average is 28 minutes.15F 16 5.6.2 Age Distribution
As a group, the adults who are older are more apt to lack the physical and economic resources necessary for response and resiliency for hazard events and are more likely to suffer health-related consequences making recovery slower. They are more likely to be vision, hearing, and/or mobility impaired, and more likely to experience mental impairment or dementia. Additionally, adults who are older are more likely to live in assisted- living facilities where emergency preparedness occurs at the discretion of facility operators. These facilities are typically identified as “critical facilities” by emergency managers because 15 California Employment Development Department. (2020, August 28). WIOA Regional Planning Units. https://edd.ca.gov/siteassets/files/Jobs_and_Training/pubs/wsd20-01.pdf 16 United States Census Bureau. (2020). Quick Facts: Santa Clara County; California. https://www.census.gov/quickfacts/fact/table/santaclaracountycalifornia,CA/LFE305221 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 5: Santa Clara County Operational Area Profile 44 they require extra notice to implement evacuation. Residents who are older and living in their own homes may have more difficulty evacuating and could be stranded in dangerous situations. This population group is more likely to need special medical attention, which may not be readily available during natural disasters due to isolation caused by the event. Specific planning attention for the those who are older is an important consideration given the current trend of aging of the American population.
Children under 18 are particularly vulnerable to disaster events as well because of their young age and dependence on others for basic necessities. Children often experience increased physical and health challenges as well as issues learning after a disaster event. Additionally, very young children may be vulnerable to injury or sickness; this added vulnerability can be worsened during a natural disaster because they may not understand the measures that need to be taken to protect themselves from hazards. The unique needs of children are important to factor into disaster response and recovery efforts as well as when calculating the benefit and costs of mitigation alternatives. 16F 17 The overall age distribution for the OA is illustrated in Figure 13. Based on U.S. Census 2021 American Community Survey 1-Year Estimate, the mean age in the OA is 48.2 compared to California’s mean age of 37.6 years. Additionally, 14.5 percent of the OA’s population is 65 or older, compared to the state estimate of 15.2 percent. An estimated 21.2 percent of the OA population is 18 or younger, compared to the state estimate of 22.4 percent.
Figure 13: Overall Age Distribution in the Operational Area17F 18 17 Society for Research in Child Development. (2020, August 13). Understanding the Impacts of Natural Disasters on Children. https://www.srcd.org/research/understanding-impacts-natural-disasterschildren#:~:text=Every%20year%2C%20175%20million%20children%20globally%20are%20expected,communities% 20better%20prepare%20for%20and%20respond%20to%20disasters. 18 United States Census Bureau. (2021). American Community Survey, Age and Sex Santa Clara County, California. https://data.census.gov/table?q=Age+in+Santa+Clara+County+2021&tid=ACSST1Y2021.S0101 Santa Clara County Multijurisdictional Hazard Mitigation Plan—DRAFT Section 5: Santa Clara County Operational Area Profile 45
5.6.3 Race, Ethnicity, and Language
Research shows that racial and ethnic minorities are less likely to be involved in pre-disaster planning and experience higher mortality rates during a disaster event. Post-disaster recovery can be ineffective and is often characterized by cultural insensitivity. Since higher proportions of ethnic minorities live below the poverty line than the majority white population, poverty can compound vulnerability. According to the 2020 U.S. Census, the racial composition of the OA is predominantly Asian, at about 39 percent. The next most common race is White, at 32 percent. The racial distribution in the OA is shown below.