Santa Cruz City Council
May 26, 2026

CITY COUNCIL AGENDA
Regular Meeting - May 26, 2026
Council Chambers
809 Center Street
Santa Cruz
Additional location due to remote participation by Councilmember O’Hara The agenda was posted at this location.

Hakone Retreat Villa 1\f
Sengokuhara 1286-116, Sengokuhara Onsen, Hakone, 250-0631, Japan 11:30 A.M. ORAL COMMUNICATIONS, CONSENT, PUBLIC HEARINGS AND GENERAL

BUSINESS
Council meetings are hybrid, and may be viewed remotely, using any of the following sources:
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Correspondence to be included in the agenda packet must be received by 5:00 pm on Monday, May 25th
May 26, 2026 City Council 2
PLEASE NOTE:
 Council may take a break(s) as needed.
 Requests for extra speaking time on items other than Oral Communications must be made by 5:00 p.m. on Sunday, May 24th by emailing the Mayor and the City Clerk.

Approval will be confirmed via email.
[email protected] [email protected]
The City of Santa Cruz does not discriminate against persons with disabilities. Out of consideration for people with chemical sensitivities we ask that you attend fragrance free. Upon request, the agenda can be provided in a format to accommodate special needs. Additionally, if you wish to attend this public meeting and will require assistance such as an interpreter for American Sign Language, Spanish, or other special equipment, please call the City Clerk’s Department at 420-5030 at least five days in advance so that we can arrange for such special assistance, or email [email protected]. The Cal-Relay system number: 1-800-735-2922.

Si desea asistir a esta reunión pública y necesita ayuda - como un intérprete de lenguaje de señas americano, español u otro equipo especial - favor de llamar al Departamento de la Secretaría de la Ciudad al 420-5030 al menos cinco días antes para que podamos coordinar dicha asistencia especial o envié un correo electrónico a [email protected]. El número del sistema Cal-Relay es: 1-800-735-2922.

Agenda and Agenda Packet Materials: The City Council agenda and the complete agenda packet containing public records, which are not exempt from disclosure pursuant to the California Public Records Act, are available for review on the City’s website: www.santacruzca.gov/councilmeetings and at the Office of the City Clerk located at 809 Center Street, Room 8, Santa Cruz, California, during normal business hours.

Agenda Materials Submitted after Publication of the Agenda Packet: Pursuant to Government Code §54957.5, public records related to an open session agenda item submitted after distribution of the agenda packet are available at the same time they are distributed or made available to the legislative body on the City’s website at: www.santacruzca.gov/councilmeetings and are also available for public inspection at the Office of the City Clerk, 809 Center Street Room 8, Santa Cruz, California, during normal business hours, and at the Council meeting.

Need more information? Contact the City Clerk’s office at 831-420-5030.

City Council
11:30 AM
Call to Order
Roll Call
Oral Communications - Members of the public may address Council on matters not on the agenda, but within the jurisdiction of the Council. 30 minutes is allocated for Oral Communications. No extra time for groups will be granted.

May 26, 2026 City Council 3
Presentation

1. Shingu Delegation Report Back
Presiding Officer's Announcements
Statements of Disqualification
Additions and Deletions
City Attorney Report on Closed Session
Council Meeting Calendar

2. The City Council will review the meeting calendar attached to the agenda and revise it as necessary.

Consent Agenda

3. Minutes of the May 12, 2026 City Council Meeting (CC) LOCATION: None
Motion to approve as submitted.

4. Environmental Impact Report for 307 Chestnut Street (p502601) – Budget Adjustment (CD)
LOCATION: District 4
Motion to:
1) Approve a contract with Dudek (Encinatas, CA) to prepare the Environmental Impact Report for 307 Chestnut Street in the amount of $55,200 and authorize the Director of Community Development to execute change orders within the approved project budget; and 2) Adopt a resolution to amend the FY 2026 budget and appropriate funds in the amount of $55,200 from the applicant for the Environmental Impact Report for 307 Chestnut Street (p502601).

May 26, 2026 City Council 4
Consent Agenda (continued)

5. Update on the Implementation of the Downtown Plan Expansion (CD/PW/CM)
LOCATION: District 4
Accept the update on the one-year implementation of the Downtown Plan Expansion.

6. Approval of Monterey Bay Area Regional Climate Project Working Group (RCPWG) Memorandum of Understanding (MOU) (CM)
LOCATION: Citywide
Motion to:
1) Adopt a resolution affirming the City Council’s intention to commit to funding the City of Santa Cruz’s contribution to the RCPWG for two additional years (through FY 2028), for an annual contribution of $20,000 and a total contribution of $40,000; and
2) Authorize the City Manager, or designee, to enter into the MOU as a voting member of the RCPWG.

7. Downtown Association: Parking and Business Improvement Area Assessments for FY 2027 (ED)
LOCATION: District 4
Motion to:
1) Approve the annual report and work plan prepared by the Downtown Association for FY 2027; and
2) Adopt the Resolution of Intention to levy a Downtown Association Parking and Business Improvement Assessment for FY 2027 and schedule a public hearing for June 9, 2026 on the levy of the assessments for FY 2027.

May 26, 2026 City Council 5
Consent Agenda (continued)

8. Approve the Single Source Vendor Selection and Allocation of Funding in the Amount of $101,586 for Shower Repairs in Fire Station 61 from the FY 2026 Approved Fire Department Budget (FD)
LOCATION: District 4
Motion to:
1) Approve the single source vendor selection for Central Coast Construction Company (Cen-Con) and approve the expenditure of $101,586 for shower repairs in Fire Station 61; and
2) Adopt a CEQA finding of categorical exemption pursuant to: (1) 14 CCR § 15301 (Class 1 / existing facilities), (2) 14 CCR § 15302 (Class 2 / replacement or reconstruction), and (3) 14 CCR § 15061(b)(3) (common sense exemption).

9. Update to the City Emergency Operations Plan (FD)
LOCATION: Citywide
Motion to approve the updated 2025-2030 City Emergency Operations Plan.

10. Award a Citywide Contract for On-call Plumbing Services (FN) LOCATION: Citywide
Motion to award a citywide contract for on-call plumbing services to Silicon Valley Mechanical, Incorporated, San Jose, California, for 5 years, with 2 (1) year optional extensions, and to authorize the City Manager, or designee, to execute an agreement in a form approved by the City Attorney with Silicon Valley Mechanical. The Purchasing Manager is authorized to execute change orders within the approved budget.

May 26, 2026 City Council 6
Consent Agenda (continued)

11. Authorize the Purchase of Police Patrol Vehicle Equipment and Associated Labor to Upfit Three (3) Police Patrol Vehicles Using General Capital Improvement 350 Funds - Budget Adjustment (PD/PW) LOCATION: Citywide
Motion to adopt a resolution authorizing the City Manager to transfer funds in the amount of $65,021 from the General Capital Improvement 350 Fund to the FY 2026 General Fund to purchase patrol vehicle equipment, with associated labor costs, to upfit three (3) patrol vehicles.

12. Active Transportation Program Cycle 8 Grant Proposal (PW) LOCATION: Districts 1 and 2
Motion to apply for, accept, and appropriate funds from the California Transportation Commission Active Transportation Program Cycle 8 for the Eastside Neighborhood Connector and Sidewalk project.

13. Award Contract - Pump Station 1 and Soquel Pump Station Design Consulting Services (c401707)
LOCATION: District 4
Motion to award the Engineering, Design, and Consulting services contract for Pump Station 1 and Soquel Pump Station (c401707) with Carollo Engineers (Walnut Creek, CA) and direct the City Manager to execute a Professional Service Agreement in a form approved by the City Attorney. The Public Works Director is authorized to execute future amendments within the approved project budget.

End Consent Agenda
May 26, 2026 City Council 7
Public Hearings

14. 2nd Reading and Final Adoption of Ordinance No. 2026-11 Amending Santa Cruz Municipal Code Section 24.16.045 and Adding Part 5 to Chapter 24.16 Related to the City’s Local Preference Policy (ED/CD) LOCATION: Citywide
Adopt Ordinance No. 2026-11 amending Santa Cruz Municipal Code Section 24.16.045 and adding a new Part 5 to Chapter 24.16 “Local Preference Policy.”

15. Proposed City Charter Amendments (CC)
LOCATION: Citywide
Conduct a second public hearing, as required by Government Code Section 34458, to consider proposed amendments to the City Charter.

Motion to direct staff to return to Council at the June 23, 2026 meeting with a resolution calling an election to place a measure on the November ballot.

May 26, 2026 City Council 8
General Business
Per AB 2561, “The recognized employee organization for a bargaining unit shall be entitled to make a presentation at the public hearing at which the public agency presents the status of vacancies and recruitment and retention efforts for positions within that bargaining unit.”
One representative from each the following groups will have up to 10 minutes to address Council on the below item. Advance notice is requested.

Firefighters Local 1716
OE3 Mid-Management
OE3 Supervisors
Police Officers Association (POA)
Police Management Association (PMA)
SEIU

16. Public Posting of Vacant Funded Positions and Recruitment and Retention Efforts in Compliance with Assembly Bill 2561 (AB 2561) (HR) LOCATION: Citywide
Receive the information report on the City of Santa Cruz Vacancies and Recruitment and Retention Efforts Pursuant to Government Code Section 3502.3.

17. Fiscal Year 2027 Proposed Budget (CM/FN)
LOCATION: Citywide
Conduct the Fiscal Year (FY) 2027 Budget Hearings, receive information from staff for the City’s requested budget across all departments, the Enterprise Funds, and the Capital Investment Program, and provide feedback for preparation of the FY 2027 Adopted Budget.

Adjournment
May 26, 2026 City Council 9

INFORMATION ITEMS PREVIOUSLY DISTRIBUTED TO CITY COUNCILMEMBERS ADDENDUM TO CITY COUNCIL AGENDA – MAY 26, 2026

18. Finance Department: Portfolio Management Report – Pooled Cash and Investments as of March 31, 2026 5/1/26 (FNFYI 378)

MAYOR'S PROCLAMATIONS
ADDENDUM TO CITY COUNCIL AGENDA – MAY 26, 2026

19. Proclaiming the week of May 17–23, 2026 as “National Public Works Week” and encouraging all residents to join the American Public Works Association and local agencies in recognizing and celebrating public works and water professionals, engineers, managers, and employees for the essential contributions that they make to protect our national health and safety and advance the quality of life for all.

20. Proclaiming the week of May 10–16, 2026 as “National Police Week” and encouraging all citizens to observe the week with law enforcement officers, past and present, who, by their faithful and loyal devotion to their responsibilities, have rendered a dedicated service to their communities, and proclaiming May 15, 2026 as “National Peace Officers’ Memorial Day” in honor of those law enforcement officers who, through their courageous deeds, have made the ultimate sacrifice in service to their community or have become disabled in the performance of duty.

21. Proclaiming June 2, 2026, John Robinson’s birthday, as “John Robinson Day” and encouraging all citizens to honor him for his lifetime of contributions and remember him for his love of the sea.

22. Proclaiming Saturday, May 16, 2026 as “Positive Discipline Community Resources Day” and encouraging all citizens to recognize and celebrate PDCR and its team for their commitment to mutual respect, personal responsibility, and solutions-oriented problem-solving, which continue to foster healthier, safer, and more connected communities.

23. Proclaiming May 23–24, 2026 as “Santa Cruz Longboard Union Memorial Day Club Invitational Days” and encouraging all residents and visitors to celebrate this iconic community tradition and support the continued preservation of the Santa Cruz surf culture.

May 26, 2026 City Council 10
Advisory Body Appointments
The following positions are either currently vacant or the terms are due to expire.

Council will make appointments at a future meeting.

Board of Building and Fire Appeals Two openings – at-large nominations County Library Advisory Commission One opening – at-large nomination Downtown Commission Two openings – to be appointed by
Councilmembers Golder and O’Hara
Sister Cities Committee One opening – at-large nomination Public Hearing
If, in the future, you wish to challenge in court any of the matters on this agenda for which a public hearing is to be conducted, you may be limited to raising only those issues which you (or someone else) raised orally at the public hearing or in written correspondence received by the City at or before the hearing.

Any person seeking to challenge a City Council decision made as a result of a proceeding in which, by law, a hearing is required to be given, evidence is required to be taken, and the discretion in the determination of facts is vested in the City Council, shall be required to commence that action either 60 days or 90 days following the date on which the decision becomes final as provided in Code of Civil Procedure Section 1094.6 Please refer to code of Civil Procedure 1094.6 to determine how to calculate when a decision becomes “final.” The 60-day rule applies to all public hearings conducted pursuant to the City’s Zoning Ordinance, Title 24, Santa Cruz Municipal Code. The 90-day rule applies to all other public hearings.
2026 City Council Meeting Calendar
June 9 - Regular Meeting
June 19 - City Hall Closure - Juneteenth
June 23 - Regular Meeting
July 3 - City Hall Closure - Independence Day
July 14 and 28 Meetings Cancelled
August 11 - Regular Meeting
August 25 - Regular Meeting
September 7 - City Hall Closure - Labor Day
September 8 - Regular Meeting
September 11/12 - Rosh Hashanah (City observed - sundown to sundown) October 20/21 - Yom Kippur (City observed - sundown to sundown) September 22 - Regular Meeting
October 13 - Regular Meeting
October 27 - Regular Meeting
November 11 - City Hall Closure - Veteran's Day (observed) November 17 - Regular Meeting
November 26 - City Hall Closure - Thanksgiving Day
November 27 - City Hall Closure - Day After Thanksgiving Day December 4/5 - Hanukkah (City observed - sundown to sundown) December 8 - Regular Meeting
December 22 Meeting Cancelled
December 25

2.1 MINUTES ARE UNOFFICIAL UNTIL APPROVED BY COUNCIL
City of Santa Cruz
809 Center Street
Santa Cruz, California 95060

MINUTES OF A CITY COUNCIL MEETING
May 12, 2026
Closed Session
12:00 PM
Vice Mayor Kalantari-Johnson opened the City Council Closed Session at 12:01 p.m. in a public meeting via Zoom and in Council Chambers, for the purpose of announcing the agenda, and receiving public testimony.

Roll Call

Present: Councilmembers Trigueiro, Brunner, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson.

Absent: Mayor Keeley.

Staff: City Manager M. Huffaker, City Attorney C. Bronson, Deputy City Clerk Administrator J. Wood, City Clerk Administrator B. Bush.

Statements of Disqualification – Councilmember Brunner announced she will recuse herself from item 2 as it relates to her employment.

Public Comment on Closed Session Items
Vice Mayor Kalantari-Johnson opened the public comment period at 12:02 p.m. The following person spoke:

Unidentified person spoke regarding item 1.2.

Vice Mayor Kalantari-Johnson closed the public comment period at 12:06 p.m., at which time the meeting was closed to the public and Council adjourned to the Courtyard Conference Room.

3.1 May 12, 2026 CITY COUNCIL MINUTES 8253
Closed Session

1. Conference With Legal Counsel – Liability Claims (Government Code §54956.95) 1) Claimant: Preetam Donepudi
2) Claimant: Gerhard J. Philipp
3) Claimant: Mario Lastorina-Snyder
Claims against the City of Santa Cruz
Council received a status report, took up under agenda item 14, and no reportable action was taken.

2. Real Property Negotiations (Government Code §54956.8) Property: 1339 Pacific Avenue
APN: 005-076-09
Owner: 1339-1341 Pacific Avenue LLC
City Negotiator: Bonnie Lipscomb
Negotiating Parties: City of Santa Cruz, 1339-1341 Pacific Avenue LLC, Santa Cruz Natural History Museum
Under Negotiation: Price, terms of payment, or both
Councilmember Brunner recused herself from the discussion. Council received a status report from the City Negotiator, and took up under agenda item 13.

3. Conference with Labor Negotiators (Government Code §54957.6) SEIU
City Negotiator - Sara De Leon
Council received a status report from the City Negotiator, and no reportable action was taken.

3.2 May 12, 2026 CITY COUNCIL MINUTES 8254
City of Santa Cruz
809 Center Street
Santa Cruz, California 95060

MINUTES OF A CITY COUNCIL MEETING
May 12, 2026
1:00 PM
Call to Order – Vice Mayor Kalantari-Johnson called the meeting to order at 1:15 p.m. in Council Chambers.

Roll Call

Present: Councilmembers Trigueiro, Brunner, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson.

Absent: Mayor Keeley.

Staff: City Manager M. Huffaker, City Attorney C. Bronson, Assistant City Manager M. Templeton, Deputy City Manager/Director of Economic Development B. Lipscomb, Director of Community Development L.

Butler, Chief of Fire R. Oatey, Director of Parks and Recreation T. Elliot, Director of Public Works N. Nguyen, Deputy Chief of Police J. Garcia, Marine Safety Officer A. Moise, Housing and Community Development Manager J. de Wit, Principal Transportation Planner C. Gallogly, Parking Program Manager G. Hussey, Recreation Superintendent T. HeddenJones, Principal Management Analyst G. Liebig, Deputy City Clerk Administrator J. Wood, City Clerk Administrator B. Bush.

Oral Communications
At 1:15 p.m. Vice Mayor Kalantari-Johnson opened Oral Communications for members of the public who wished to speak regarding items not listed on the City Council agenda.

Unidentified person spoke regarding Vision Zero, the City’s commitment to eliminating traffic deaths by 2030, and requested Council prioritize quick-build safety projects for traffic safety in the next budget.

Unidentified person spoke regarding his attendance at the May 4th Water Commission meeting and stated his disagreement with the statistics provided regarding the loss of revenue.

3.3 May 12, 2026 CITY COUNCIL MINUTES 8255
Oral Communications (continued)
Unidentified person spoke regarding Coral Street, expressing they do not support the encampments being moved weekly for the streets to be cleaned, and stated the people living on Coral Street have not been provided water, phone charging, or personal mail services.

Megan Range spoke regarding her position at PG&E as the Government Relations Director and introduced herself to Council.

At 1:23 p.m. Vice Mayor Kalantari-Johnson closed Oral Communications.

Presentations

4. Mayoral Proclamation Declaring the Week of May 11—16 as National Police Week, and May 15, 2026, as National Peace Officers' Memorial Day Councilmember Golder read from a proclamation declaring May 11—16 as National Police Week, and May 15, 2026 as National Peace Officers’ Memorial Day. Deputy Chief of Police J. Garcia spoke.

5. Mayoral Proclamation Declaring May 17—23 as National Public Works Week Councilmember O’Hara read from a proclamation declaring May 17—23 as National Public Works Week. Director of Public Works N. Nguyen spoke.

6. Beach Safety Week
Chief of Fire R. Oatey spoke and responded to Council questions. Marine Safety Officer A. Moise gave a presentation on Beach Safety Week and responded to Council questions.

At this time Council heard Presiding Officer’s Announcements and proceeded in order through item 21.

7. Hans Christian Andersen Awards
Vice Mayor Kalantari-Johnson, Recreation Superintendent T. Hedden-Jones, Isabella Tuncer and Ana Maria Treadwell, Co-Chairs of the Subcommittee for the Sister City Sestri Levante, and Enda Brennan, Ex Offacio Member of the Sister Cities Committee, spoke about the Hans Christian Andersen writing awards and announced this year’s winners.

At 3:52 p.m. Council took a break and returned at 4:01 p.m. to hear item 22.

3.4 May 12, 2026 CITY COUNCIL MINUTES 8256
Presiding Officer's Announcements
Statements of Disqualification – Councilmember Brunner announced she will recuse herself from item 13 out of an abundance of caution as it relates to her employment.

Additions and Deletions – None.

City Attorney Report on Closed Session – See page 8253 for the report.

Council Meeting Calendar

8. The City Council reviewed and did not revise the meeting calendar attached to the agenda. City Clerk Administrator B. Bush reminded Council there would only be one meeting date for the budget hearings on May 26th.

Consent Agenda
Councilmember Trigueiro made a comment on items 10, 11, and 13.

Councilmember Brunner made a comment on items 10 and 11.

Councilmember Newsome made a comment on item 12.

Councilmember O’Hara made a comment on item 11.

Vice Mayor Kalantari-Johnson made a comment on items 11 and 13.

Vice Mayor Kalantari-Johnson opened the public comment period. The following people spoke:

Tremain Hedden-Jones made a comment on item 11.

Greg Bengston made a comment on item 11.

Vice Mayor Kalantari-Johnson closed the public comment period.

MOTION: Councilmember Trigueiro moved, seconded by Councilmember O’Hara, to approve the Consent Agenda.

ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Brunner (with the exception of item 13), Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson.

NOES: None.

ABSENT: Mayor Keeley.

DISQUALIFIED: Councilmember Brunner (item 13).

3.5 May 12, 2026 CITY COUNCIL MINUTES 8257
Consent Agenda (continued)

9. Minutes of the April 28, 2026 City Council Meeting (CC) LOCATION: None
Motion carried to approve as submitted.

10. Commission for the Prevention of Violence Against Women Appointment (CC) LOCATION: Citywide
Motion carried to approve Councilmember Trigueiro’s nomination of Kay Tollini to the Commission for the Prevention of Violence Against Women.

11. Explore the Establishment of a Citywide Office of Well-Being and Return with Recommended Next Steps (CN)
LOCATION: Citywide
Motion carried to:
 Direct staff to explore and develop options for establishing a Citywide Office of Well-Being within the City Manager’s Office to coordinate and advance the City’s Health in All Policies (HiAP) framework, voter-approved initiatives, and community well-being initiatives, and return with recommendations that include:
 Proposed organizational structure and staffing plan, funding options, and goals and objectives for an Office of Well-Being;
 A strategy to align existing funding sources, including voter-approved revenues, with any new grants or other funding opportunities;  A strategy to integrate existing programs, initiatives, and advisory bodies under a unified well-being framework using the findings and recommendations from the Council-directed advisory body study.  Direct staff to initiate two near-term priorities that would fall under the Office of Well-Being, including:
 Development of a Citywide Dashboard that highlights the state of various community indicators of success and strengthens transparency, accountability, and data-informed decision-making; and

3.6 May 12, 2026 CITY COUNCIL MINUTES 8258
Consent Agenda (continued)

11. Explore the Establishment of a Citywide Office of Well-Being and Return with Recommended Next Steps (CN) LOCATION: Citywide (continued)  Development of a Neighborhood Activation Micro-Grant Pilot Program model for City Council consideration, including recommended funding strategies to begin as early as 2027, to support recommended community-led efforts across City Council districts that improve neighborhood well-being, connection, and resilience.

12. Santa Cruz Wharf Eastside Resiliency Project (ED)
LOCATION: District 4
Motion carried to:
 Adopt Resolution No. NS-30,653 approving the plans for the Santa Cruz Wharf Eastside Resiliency Project (Project) prepared by Moffatt & Nichol;  Authorize the solicitation of bids and award of contract to construct the Project, in a form approved by the City Attorney;
 Authorize the City Manager, or designee, to execute change orders within the approved project budget; and
 Adopt a CEQA finding of statutory and categorical exemption, pursuant to Public Resources Code Section 21080, subd. (b)(2); CEQA Guidelines Section 15301 (Existing Facilities); CEQA Guidelines Section 15302 (Replacement or Reconstruction); and CEQA Guidelines Section 15303 (New Construction or Conversion of New Structures).

3.7 May 12, 2026 CITY COUNCIL MINUTES 8259
Consent Agenda (continued)

13. Santa Cruz Museum of Natural History Downtown Pops! Lease (ED) LOCATION: District 4
Motion carried to:
 Authorize the City Manager to execute, in a form to be approved by the City Attorney, a Downtown Pops! Master License Agreement between the City and 1339-1341 Pacific Avenue, LLC and a Sublicense Agreement between the City and the Santa Cruz Museum of Natural History;  Authorize the City to deviate from its typical Downtown Pops! model to support the Santa Cruz Museum of Natural History’s use of 1339 Pacific Avenue; and
 Adopt finding of categorical exemption from CEQA pursuant to: (1) 14 CCR 15301, Class 1 (Existing Facilities); and (2) 14 CCR 15061(b)(3) (Common Sense Exemption).

14. Liability Claims Filed Against the City of Santa Cruz (FN) Motion carried to reject the liability claims of 1) Preetam Donepudi and 2) Gerhard J. Philipp; and to return as late claim of 3) Mario Lastorina-Snyder, based on staff recommendation.

15. Floral Drive Water Main Replacement Project – Plans and Specifications, and Authorization to Advertise and Award Contract (WT)
LOCATION: County
Motion carried to:
 Approve plans and specifications for the Floral Drive Water Main Replacement Project (c700002) (Project) and authorize staff to advertise for bids. The City Manager, or designee, is hereby authorized and directed to execute the contract as authorized by Resolution No. NS-27,563;  Authorize the Water Director to execute change orders within the approved project budget; and
 Adopt a CEQA finding of statutory exemption pursuant to CEQA Guidelines § 15282 (k), which creates a CEQA exemption for pipeline replacements that do not exceed one mile in length.

3.8 May 12, 2026 CITY COUNCIL MINUTES 8260
Consent Agenda (continued)

16. Non-Flow Conservation Fund Reimbursement Agreement Between Resource Conservation District of Santa Cruz County and City of Santa Cruz - Award Contract (WT)
LOCATION: County
Motion carried to authorize the City Manager to execute an agreement in a form to be approved by the City Attorney with the Resource Conservation District of Santa Cruz County (RCD) to provide reimbursement to RCD for approved Non-Flow Conservation Fund conservation and restoration projects, not to exceed $3,684,575 over the course of five years, and authorize the Water Director to execute future contract amendments within the approved Habitat Conservation Plan (HCP) project budget.

17. Supervisory Control and Data Acquisition (SCADA) Radio Upgrade Project – Notice of Completion (WT)
LOCATION: County
Motion carried to accept the work of Telstar Instruments Inc. (Sacramento, CA) as complete per the plans and specifications, authorizing the filing of a Notice of Completion for the SCADA Radio Replacement Project (c702201), and authorizing the Water Director to sign the Notice of Completion as the Owner’s Authorized Agent.

18. Beltz 12 Phase II Ammonia Removal Improvements Project (c702203) – Notice of Completion (WT)
LOCATION: County
Motion carried to accept the work of ACCO Engineered Systems, Inc. Dba Geo H. Wilson Mechanical Contractors (Santa Cruz, CA) as complete per the plans and specifications, authorizing the filing of a Notice of Completion for the Beltz 12 Phase II Ammonia Removal Improvements Project (c702203), and authorize the Water Director to sign the Notice of Completion as the Owner’s Authorized Agent.

End Consent Agenda

3.9 May 12, 2026 CITY COUNCIL MINUTES 8261
Public Hearings

19. 2nd Reading and Final Adoption of Ordinance No. 2026-10 Amending Santa Cruz Municipal Code Chapter 9.90 AB 481 Military Equipment Use (PD) LOCATION: Citywide
Vice Mayor Kalantari-Johnson opened the public comment period. The following people spoke.

Unidentified person
Unidentified person
Vice Mayor Kalantari-Johnson closed the public comment period.

MOTION: Councilmember Golder moved, seconded by Councilmember Newsome, to adopt Ordinance No. 2026-10 amending Santa Cruz Municipal Code (SCMC) Chapter 9.90 “AB 481 Military Equipment Use” clarifying the procedure for amending the Military Equipment Use Policy in SCPD Policy 705.

ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Brunner, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson.

NOES: None.

ABSENT: Mayor Keeley.

DISQUALIFIED: None.

3.10 May 12, 2026 CITY COUNCIL MINUTES 8262
Public Hearings (continued)

20. First Reading of an Ordinance Amending Santa Cruz Municipal Code Section

24.16.045 and Adding Part 5 to Chapter 24.16 Related to the City’s Local Preference Policy (ED/CD)
LOCATION: Citywide
Housing and Community Development Manager J. de Wit gave a presentation and responded to Council questions.

Director of Community Development L. Butler responded to Council questions.

Vice Mayor Kalantari-Johnson opened the public comment period. The following people spoke.

Adrienne Pearson
Gillian Greensite
Bruce Van Allen
Vice Mayor Kalantari-Johnson closed the public comment period.

At 2:46 p.m. Council took a break and returned at 2:53 p.m.

MOTION: Councilmember Golder moved, seconded by Councilmember Brunner, to:
 Introduce for publication Ordinance No. 2026-11 amending Santa Cruz Municipal Code Section 24.16.045, and adding a new Part 5 to Chapter 24.16 “Local Preference Policy”; and
 Adopt Resolution No. NS-30,654 with an updated local preference policy.

ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Brunner, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson.

NOES: None.

ABSENT: Mayor Keeley.

DISQUALIFIED: None.

3.11 May 12, 2026 CITY COUNCIL MINUTES 8263
General Business

21. Consultant Contract for Street Design Standards, Parking Policy Near Transit Proximate Developments, and Status Update on Implementation of the Downtown Plan Expansion (PW)
LOCATION: Citywide (and District 4 for Downtown Plan Expansion Update) Principal Transportation Planner C. Gallogly gave a presentation and responded to Council questions.

Parking Program Manager G. Hussey responded to Council questions.

Director of Community Development L. Butler responded to Council questions.

Vice Mayor Kalantari-Johnson opened the public comment period. The following person spoke.

Unidentified person
Vice Mayor Kalantari-Johnson closed the public comment period.

MOTION: Councilmember Newsome moved, seconded by Councilmember Golder, to:
 Advertise a request for proposals for consultant assistance with street design standards and parking policy near transit proximate developments.

Authorize staff to select a consultant and execute a contract in a form approved by the City Attorney. Authorize the Public Works Director to approve future contract amendments within the approved project budget;  Direct staff to return in fall 2026 with options for consideration regarding residential permit parking rates, municipal code updates to the residential permit parking program, and objective standards for active transportation infrastructure;
 Provide feedback on potential future policy changes related to parking and transportation near development;
 Accept update on Major Transit Stop eligibility; and
 Direct staff to explore policy that removes all new multi-family housing developments from being included inside residential parking districts.

3.12 May 12, 2026 CITY COUNCIL MINUTES 8264
General Business (continued)

21. Consultant Contract for Street Design Standards (PW) LOCATION: Citywide (continued)
ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Brunner, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson.

NOES: None.

ABSENT: Mayor Keeley.

DISQUALIFIED: None.

At this time Council heard item 7.

22. 2026 Youth Liaison Program Presentation (CM)
LOCATION: Citywide
Principal Management Analyst G. Liebig introduced the item.

Sookie Ramos, Community Impact Coordinator with United Way Santa Cruz County, and Youth Liaisons Cayden Karsan, Bo Goldstein, and Sophia Hoffman gave a presentation.

MOTION: Councilmember Golder moved, seconded by Councilmember O’Hara, to accept the 2026 Youth Liaison Program Presentation.

ACTION: The motion carried with the following vote.

AYES: Councilmembers Trigueiro, Brunner, Newsome, Golder, O’Hara; Vice Mayor Kalantari-Johnson.

NOES: None.

ABSENT: Mayor Keeley.

DISQUALIFIED: None.

Adjournment – Councilmember O’Hara moved, seconded by Councilmember Golder, to adjourn. By consensus City Council adjourned at 4:16 p.m.

3.13 May 12, 2026 CITY COUNCIL MINUTES 8265
Respectfully Submitted:

Julia Wood, Deputy City Clerk Administrator
Attest:

Bonnie Bush, City Clerk Administrator
Approved:

Fred Keeley, Mayor

3.14 City Council

AGENDA REPORT
DATE: 05/21/2026
AGENDA OF:

DEPARTMENT:
05/26/2026
Community Development
SUBJECT: Environmental Impact Report for 307 Chestnut Street (p502601) – Budget Adjustment (CD)
LOCATION: District 4
RECOMMENDATION: Motion to:
1) Approve a contract with Dudek (Encinatas, CA) to prepare the Environmental Impact Report for 307 Chestnut Street in the amount of $55,200 and authorize the Director of Community Development to execute change orders within the approved project budget; and 2) Adopt a resolution to amend the FY 2026 budget and appropriate funds in the amount of $55,200 from the applicant for the Environmental Impact Report for 307 Chestnut Street (p502601).

BACKGROUND: On February 26, 2026, an application was submitted for the proposed project at 307 Chestnut Street (CP25-0120). The project located at 307 Chestnut Street consists of demolition of an existing single-family dwelling and construction of a new single-family dwelling (Project). A second house located on the property will be retained, and according to reports prepared for the applicant, no modifications are proposed to the second structure except for exterior painting, new roof, and interior improvements. Both existing structures were constructed in 1878. The property is considered a contributing resource to the Santa Cruz Downtown Historic District, which was listed on the National Register of Historic Places (NRHP) (Historic District) in 1989 (NRHP# 89001005). For this reason, the subject property and the NRHP Historic District are considered historical resources for the purposes of the California Environmental Quality Act (CEQA). Dudek will be preparing the Environmental Impact Report (EIR) for the proposed project for the City of Santa Cruz under Dudek’s Professional Services Agreement for on-call environmental consulting services and permitting.

DISCUSSION: Based on preliminary review of the Project, the EIR will be focused on historical resources. A preliminary review of the archaeological reconnaissance report did not identify potential archaeological resources on the property, and this issue will be addressed in the preliminary environmental analysis contained in the Initial Study. Because the Project consists of

4.1 replacement of an existing single-family structure with a new single-family structure, the Project would not result in a net increase in residential units that would lead to increased population and service and utility demands. The EIR will evaluate potential impacts related to the proposed demolition of one structure that is considered a historical resource under CEQA and potential impacts to the NRHP Historic District. A Historic Report prepared by Architectural Resource Group dated February 4, 2026 evaluates the effects of the new construction design on the NRHP Historic District. Dudek will incorporate this report into its impact analysis regarding the proposed new building’s design within the NRHP Historic District boundary. Thus, the CEQA historical resources impact assessment will be limited to a discussion of the subject property and its relationship to the overall NRHP Historic District.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION:

Demolition of a historical resource is considered a significant impact that would require preparation of an EIR. Dudek will complete the EIR in compliance with CEQA, which will include the additional following topics as required by the State CEQA Guidelines: significant unavoidable impacts, growth inducement, cumulative impacts, and alternatives.

HEALTH IN ALL POLICIES (HiAP): In 2019, the City adopted a Health in All Policies strategy with the pillars of sustainability, equity, and health. The proposed action advances HiAP by integrating sustainability, defined as the responsible stewardship of environmental, economic, and social resources, into the EIR analysis. Through the assessment of the potential impacts related to the proposed demolition of one structure that is considered a historic resource under CEQA and potential impacts to the NRHP historic district, the EIR will analyze current development needs with potential impacts on the environment.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: Yes

2. This recommendation requires a budget adjustment: Yes

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: There is an increase to General Fund revenues and expenditures in the amount of $55,200, which results in no net impact to the General Fund with the approval of the recommended action. The applicant has paid the fees for the EIR for 307 Chestnut Street, and funds are available in project p502601.

Prepared By:

Viviane Pearson
Principal Management Analyst
Rina Zhou
Senior Planner
Submitted By:

Lee Butler, LEED AP, AICP
Director of Community
Development
Approved By:

Matt Huffaker
City Manager
ATTACHMENT:

1. BUDGET ADJUSTMENT.PDF

4.2 City of Santa Cruz

BUDGET ADJUSTMENT REQUEST
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 Clear Form
FY26
05/01/2026
Budget Adjustment to appropriate $55,200 to fund the Environmental Impact Report (EIR) for 307 Chestnut Street (CP25-0120) and accept payment from applicant of $55,200 for project completion by contracted vendor Dudek. 101-50-71-1302-43310 p502601-127-4064-0 EIR for 307 Chestnut Street (CP25-0120) 55,200 Local Operating Grants & Contributions
55,200
101-50-71-1302-52199 p502601-100-2020-0 EIR for 307 Chestnut Street (CP25-0120) 55,200 Other Professional & Technical Services
55,200
0 Viviane
Pearson
Digitally signed by
Viviane Pearson
Date: 2026.05.01
17:44:44 -07'00'
Lee
Butler
Digitally signed
by Lee Butler
Date: 2026.05.01
17:12:47 -07'00'
Digitally signed
by Emily Burton
Date: 2026.05.08
'09:59:50 -07'00
Elizabet
h Cabell
Digitally signed by
Elizabeth Cabell
Date: 2026.05.08
11:38:24 -07'00' 4.3
City Council

AGENDA REPORT
DATE: 05/21/2026
AGENDA OF: 05/26/2026
DEPARTMENT: Community Development/Public Works/City Manager SUBJECT: Update on the Implementation of the Downtown Plan Expansion (CD/PW/CM)
LOCATION: District 4
RECOMMENDATION: Accept the update on the one-year implementation of the Downtown Plan Expansion.

BACKGROUND: In 2017, the City Council approved changes to the Downtown Plan that increased height limits and the maximum allowable floor area ratio. These changes were primarily focused in the areas along Pacific Avenue and Front Streets between Soquel Avenue and Laurel Street. Following the Coastal Commission's 2018 approval of said changes, the market rate housing development community responded quickly with project entitlement applications for three projects, two of which have now been built and occupied. Three other City-led, 100% affordable housing projects have also proceeded within or in the immediate vicinity of the area where the standards were updated. Those three City-led affordable housing projects have been either occupied or are under construction, and another developer-led 100% affordable housing project was also occupied in the immediate area of the changes.

Following the success of the earlier Downtown Plan in stimulating investment in the downtown, on May 13, 2025 and May 27, 2025, the City Council approved the Downtown Plan Expansion (DPE) project and certified its associated Environmental Impact Report. The DPE extended the boundary of the Downtown Plan into the South of Laurel Area (SOLA), roughly following both sides of Front Street and Pacific Avenue to the roundabout at Depot Park and extending slightly up the east side of Center Street from the roundabout. The DPE anticipates up to 1,800 new residential units in the SOLA, a new multi-purpose arena, and ground-floor commercial, along with various public amenities like new gathering spaces, riverwalk improvements, and bicycle and pedestrian improvements. With the plan having been adopted approximately one year ago, this report provides an update on the DPE implementation progress.

DISCUSSION: Following years of coordination with the Coastal Commission staff and following Council approval in May of 2025, the Coastal Commission certified the DPE changes in August 2025. A significant amount of private and public investment has occurred in the short nine months since the California Coastal Commission approval. Key highlights follow:

5.1  Enhanced Infrastructure Financing District (EIFD). Over the course of the past year, the City has completed the various steps necessary to establish an EIFD. The EIFD is intended to use a portion of the increasing new property taxes (tax increment) within its boundaries to fund various public improvements, many of which will be in the DPE area.

Establishment of the EIFD was completed in February 2026, and tax increment funding will begin to accrue later this year. Bonding against the new revenue could occur in approximately five-ten years, depending on development progress within the boundary of the EIFD.
 Development Applications. Two formal development applications have been received for sites located within the DPE since the new approvals took effect – one of which is a market rate project and the other being a 100% affordable housing project. The DPE includes an innovative Downtown Density Bonus program that stimulated interest in and facilitated the submittal of these applications.
o 407 Pacific Avenue. This 100% affordable housing project proposed by the affordable housing developer, CRP Affordable, contains 102 units of housing above ground floor commercial space. Pursuant to the Downtown Density Bonus program, the affordable units in this project serve as the off-site inclusionary (affordable) and density bonus units for the 201 Front Street project. The 407 Pacific project was approved at a Planning Commission hearing in April 2026, and no appeals were received. The applicant is currently applying for tax credits and is will move the project forward to construction following receipt of tax credits.
o 201 Front Street. This market rate residential project proposed by Lincoln Development Group contains 245 units above ground floor commercial that would be located primarily along Pacific Avenue and Spruce Street. The units along Laurel Street would be live/work units. This project is expected to go before the Planning Commission on June 4, 2026 and before the City Council on June 23, 2026. The applicant has indicated that they are interested in progressing the project to the building permit stage following entitlements.  Plan Lines. During the review of development proposals in the DPE area, questions arose related to the intersection of the roadway cross sections in the DPE and the cross sections for the private development. To address these questions, following council approval of the request for proposals, staff is now seeking consultant assistance to prepare plan line drawings for the DPE public rights-of-way. These drawings will reinforce objective standards in the DPE and help ensure that roadway improvements, including bicycle and pedestrian improvements, are understood early in the process and incorporated into development plans.
 Multi-Purpose Arena. City staff and development representatives continue to meet monthly to make progress on the development of a multi-purpose arena that would also serve as the home for the Santa Cruz Warriors G-League basketball team. City staff are currently working on building out a consultant team that would assist in updating and reevaluating the original market study and fiscal and economic analyses that were previously conducted in 2017. In addition to analyzing the market, fiscal and economic impacts of a permanent multi-purpose arena in the DPE, the scope will include a funding strategy for the proposed multi-purpose arena. Outside of the regular monthly meetings,

5.2 staff have also had multiple meetings with prospective development partners who are interested in the overall development in the DPE.
 Pump Station #1 Funding. Staff successfully applied for and were awarded a $15 million FEMA grant to approve Pump Station #1 at the southeast corner of Laurel and Front Streets. This critical piece of infrastructure would help alleviate expected flooding in the downtown after major rain events. The original $15 million grant was intended to cover both design (phase 1) and a significant portion of construction (phase 2); however, the new federal administration rescinded the construction portion of the funding and there is an expenditure deadline by end of 2026. Staff issued a request for proposals in February 2026 and plans to award the design phase contract to Carollo Engineers (Walnut Creek, CA) this month. Given the grant deadline, a portion of the design work is expected to be completed by the end of 2026, Task 1 – Additional Hydraulic Modeling and Task 2 – Basis of Design.

Next Steps. Over the next year, staff will work with the consultants on the design of Pump Station #1 and on the plan lines for the DPE. Additional funding for the pump station will need to be obtained to complete the design and construction effort, which will include improving the overall aesthetic. The plan line development is expected to be complete as soon as October 2026.

Staff also anticipates working with the development applicants on their next phase of work, which is the building plan check process. Construction of those development projects could commence as soon as early 2027.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION:

This update on the implementation of the DPE will not result in any changes to the environment and is not considered a project under CEQA.

HEALTH IN ALL POLICIES (HiAP): The DPE furthers the HiAP pillars of equity, sustainability, and health in that it supports new housing construction of all types, including facilitating affordable housing production (equity pillar) in the downtown core of Santa Cruz, which is the most sustainable place to grow in the region due to its compact nature and transit, bike, and pedestrian infrastructure, all of which promote active transportation and reduction of greenhouse gas emissions (sustainability and health pillars).

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: No impact.

Prepared & Submitted By:

Lee Butler
Director of Community Development
Nathan Nguyen
Director of Public Works
Bonnie Lipscomb
Deputy City Manager
Approved By:

Matt Huffaker
City Manager

5.3 ATTACHMENTS:

None.

5.4 City Council

AGENDA REPORT
DATE: 05/06/2026
AGENDA OF: 05/26/2026
DEPARTMENT: City Manager
SUBJECT: Approval of Monterey Bay Area Regional Climate Project Working Group (RCPWG) Memorandum of Understanding (MOU) (CM)
LOCATION: Citywide
RECOMMENDATION: Motion to:
1) Adopt a resolution affirming the City Council’s intention to commit to funding the City of Santa Cruz’s contribution to the RCPWG for two additional years (through FY 2028), for an annual contribution of $20,000 and a total contribution of $40,000; and 2) Authorize the City Manager, or designee, to enter into the MOU as a voting member of the RCPWG.

BACKGROUND: Climate change is a priority issue for organizations across the Monterey Bay region, encompassing Santa Cruz, San Benito, and Monterey counties. A focused and organized approach to accessing state and federal sustainability and resilience funding and resources is required to bring the region together to collectively and equitably achieve climate targets and resilience outcomes. Access to large scale transformative grant opportunities has the potential to accelerate implementation of climate change mitigation and adaptation projects and programs across the three-county region. To this end, the Monterey Bay Area Regional Climate Project Working Group (RCPWG) was formed in 2022 to collaborate and access transformative funding opportunities to achieve the region’s climate and resilience goals. The RCPWG has led the development of projects and grant applications and has been successfully awarded over $33 million since 2022. The City of Santa Cruz is a founding member of the RCPWG and the City’s Sustainability and Resiliency Officer serves as Chair of the RCPWG Strategy Team comprised of dues-paying voting members.

The mission of the RCPWG is to collaborate among groups and organizations in the Monterey Bay Area region, including organizations within Santa Cruz, San Benito, and Monterey Counties, to develop, prioritize, secure funding for, and effectively and equitably advocate for and implement regionally beneficial climate mitigation and adaptation projects and programs.

The RCPWG membership is currently composed of staff from Monterey, Santa Cruz and San Benito Counties, the cities of Capitola, Salinas, Santa Cruz, and Watsonville, and the Association

6.1 of Monterey Bay Area Governments (AMBAG). Each member agency provides annual contributions to support the activities of the RCPWG, particularly to hire grant writing consultants to develop regional and multi-jurisdictional grant applications. The cities of Marina and Monterey have recently adopted resolutions to join the RCPWG as formal dues-paying members, and the cities of Carmel-by-the-Sea, Hollister, and Seaside, among other jurisdictions, continue to participate in the RCPWG as observers.

The RCPWG adopted an interim charter in February 2023 to establish its initial governance structure and allow the group to pursue funding for the region while continuing to build its membership and relationships with social and environmental justice community-based organizations (CBOs).

RCPWG Activities
The RCPWG recognizes the importance of pursuing large regional grants for decarbonization and climate resilience by working collaboratively as a region, both to overcome individual capacity constraints and compete with larger, better-resourced metropolitan regions. Members of the RCPWG benefit from learning about grant opportunities, jointly developing competitive grant proposals, and accessing an established network of consulting and CBO partners that can lead and contribute to the development of grants and implementation of projects that address climate change in the region.

One or more representative(s) from each member agency participates in the RCPWG’s Strategy Team meetings to discuss RCPWG administration and upcoming grant opportunities.

Additionally, the RCPWG Chair and Vice Chair meet with the Managing Consultant, as needed, to discuss consultant contract obligations, agenda setting for upcoming meetings, the status of secured grant-funded projects, and strategies to pursue new grant funding opportunities. The primary activities of RCPWG members include:
 Share knowledge of grant opportunities and project updates across jurisdictions,  Scope projects and design roles in grant applications and other funding proposals,  Participate in grant-funded roles and projects,
 Evaluate grant application preparation and project execution process,  Attend one call every six weeks, or as needed, to discuss RCPWG operations and grant opportunities,
 Hire and manage consultants,
 Collectively decide which grants to pursue and how to pursue them, and  Support ongoing discussions of governance for RCPWG and equity considerations.

As described in the charter (Attachment: RCPWG Memorandum of Understanding Exhibit A), the RCPWG uses consent-based decision-making with respect to:
 The RCPWG’s annual budget and work plan funded by member contributions,  What grants the RCPWG pursues,
 Which advisors to invite to participate in discussions (including regional agencies, nonprofit 501(c)3 organizations, or tribal organizations/governments),  Subcommittee formation, and
 Membership and Leadership.

6.2 Since 2022, the RCPWG has been awarded the following grants:
 $15,713,981 award from the California (CA) Air Resources Board to pioneer the Monterey Bay Municipal Fleet Electrification and Workforce Accelerator with member jurisdictions.
 $14,346,751 award from the U.S. Department of Transportation to install 6 solar/battery microgrids and 252 public EV chargers in “disadvantaged” and low-income communities and implement workforce training. While RCPWG’s application was awarded, disbursement has been paused due to federal administration changes.  $2 million award from the Department of Energy (DOE) for residential decarbonization, electrification, and weatherization improvements.
 $649,335 award from the CA Governor’s Office of Land Use and Climate Innovation (LCI) to develop the Monterey Bay Area Climate Adaptation and Resilience Implementation and Funding Roadmap.
 $250,000 award from the National Oceanic and Atmospheric Administration (NOAA) to secure funding to implement priority projects identified in the Monterey Bay Area Climate Adaptation and Resilience Implementation and Funding Roadmap.  $100,000 award from Central Coast Community Energy (3CE) to develop RCPWG’s interim charter and an initial grant strategy and to support grant writing for electrification-focused funding proposals.
 $15,000 award from the Urban Sustainability Directors’ Network (USDN) to explore governance options and develop strategies for engaging community-based organizations.

DISCUSSION: As referenced above, the RCPWG secured a grant from the California Governor’s Office of Land Use and Climate Innovations’ Regional Resilience Grant Program in 2024 to, among other activities, formalize the governance of the RCPWG by creating a new joint Memorandum of Understanding (MOU) and updating the interim charter (Attachment: RCPWG MOU). This MOU and revised charter aim to establish necessary administrative and governance structures to promote a cooperative regional partnership for ensuring successful and sustainable execution of RCPWG activities.

The MOU defines and formalizes the RCPWG’s membership and dues structure, annual contribution levels for current members, and the Association of Monterey Bay Area Governments’ role as RCPWG’s Fiscal Sponsor, as well as payment terms, amendment processes, and compliance with relevant California state laws. The revised charter defines and formalizes the RCPWG’s membership categories, leadership structure, decision-making processes, annual budget and work plan development process, subcommittees, and meetings.

Member jurisdictions worked with each jurisdiction’s attorney to review, revise and finalize the MOU and charter.

The Sustainability and Resiliency Officer will continue to represent the City on the RCPWG Strategy Team and keep the City’s directors, Sustainability and Resiliency Committee and City Council advised on progress of the RCPWG and strategize with these bodies to increase the RCPWG’s inclusivity, capacity, and continued success in securing grant funding.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION:

Membership in RCPWG through the MOU does not constitute a project and is not subject to CEQA.

6.3 HEALTH IN ALL POLICIES (HiAP): The approval of the RCPWG MOU is aimed at enabling a just climate transition for our region, directly supporting the sustainability and equity pillars of HiAP. Because of the public health and safety co-benefits of the sustainability and resiliency projects funded and undertaken by the RCPWW, the approval of the MOU also indirectly supports the public safety pillar of HiAP.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: Yes

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: The City of Santa Cruz budgets $20,000 from the General Fund each year to contribute to the RCPWG, pooling funds with other jurisdictions. Adoption of this resolution (Attachment: Resolution) sets the intention that the City will continue to budget this $20,000 annual contribution through FY28.

Starting in FY27, participating RCPWG members will collectively contribute approximately $200,000 annually to fund one or more consultants to support RCPWG administration, project and grant application development, and continued efforts to engage additional partners across the region including local jurisdictions, regional agencies, tribes, CBOs, and academic institutions.

The RCPWG acknowledges city leadership’s recognition of how these funds act as multipliers, leveraged for greater success in obtaining funding and driving broader equitable climate impact.

Prepared By:

Tiffany Wise-West, P.E.

Sustainability and Resiliency
Officer
Submitted By:

Michelle Templeton
Assistant City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION.DOCX

2. RCPWG MEMORANDUM OF UNDERSTANDING AND EXHIBIT A CHARTER.PDF

6.4 RESOLUTION NO. NS-XX,XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ TO AFFIRM ITS INTENTION TO FUND THE CITY OF SANTA CRUZ’ CONTRIBUTION TO THE

MONTEREY BAY AREA REGIONAL CLIMATE PROJECT WORKING GROUP FOR TWO ADDITIONAL YEARS THROUGH FY 2028
WHEREAS, in April 2016 world leaders from 175 countries recognized the threat of climate change and the urgent need to combat it by signing the Paris Agreement, agreeing to keep warming "well below 2°C above pre-industrial levels" and to "pursue efforts to limit the temperature increase to 1.5°C"; and
WHEREAS, the State of California has allocated funding for climate change planning and implementation projects through California Climate Investments (i.e., the Greenhouse Gas Reduction Fund cap and trade program), the 2024 Climate Bond (i.e., Proposition 4), budget allocations, and funding provided through various state agencies; and WHEREAS, the City of Santa Cruz’ Climate Action Plan 2030, adopted in 2022, sets forth ambitious greenhouse gas emissions target and calls for regional collaboration on a just transition; and
WHEREAS, the Monterey Bay Area Regional Climate Project Working Group (RCPWG) was formed in 2022 to collaborate among agencies and organizations in Santa Cruz, San Benito, and Monterey counties to access transformative funding opportunities to achieve the region’s emissions reduction and climate resilience goals; and
WHEREAS, each RCPWG member contributes annually to the group’s fiscal sponsor, pooling funds to hire grant writers, strategists, and equity advisors; and WHEREAS, the RCPWG has set the stage for the region’ s just transition by pursuing grant funding, developing and carrying out project concepts, strengthening connections with community-based organizations and the Monterey Bay Area Climate Justice Collaborative, and inviting elected and executive participation in recent RCPWG activities; and WHEREAS, the RCPWG has led the development of grant applications that have led to over $33 million in total grant awards since 2022; and
WHEREAS, RCPWG members developed a joint Memorandum of Understanding (MOU) to define and formalize the RCPWG’s governance structure and membership; and WHEREAS, the City of Santa Cruz City Council affirms its commitment to the value and power of regional collaboration for securing transformative grants for climate mitigation, adaptation, and resilience projects that achieve equitable outcomes; NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Santa Cruz affirms its intention to join with other participating member agencies in executing the RCPWG’s

6.5 RESOLUTION NO. XX,XXX
2 new joint MOU and commit to funding the City’s contribution to the RCPWG annually for two years through fiscal year 2028.

PASSED AND ADOPTED this 26th day of May 2026 by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: _________________________
Fred Keeley, Mayor
ATTEST: _________________________________
Bonnie Bush, City Clerk Administrator

6.6 THE MONTEREY BAY AREA REGIONAL CLIMATE PROJECT WORKING GROUP (RCPWG) MEMORANDUM OF UNDERSTANDING (“MOU”)

1. RCPWG Members and Purpose of MOU
The Monterey Bay Area Regional Climate Project Working Group (RCPWG) Memorandum of Understanding (“MOU”) is an agreement by and between the participating public agencies listed below:

CITY OF CAPITOLA

CITY OF CARMEL-BY-THE-SEA

CITY OF MARINA

CITY OF MONTEREY

CITY OF SALINAS

CITY OF SANTA CRUZ

CITY OF WATSONVILLE

COUNTY OF MONTEREY

COUNTY OF SAN BENITO

THE ASSOCIATION OF MONTEREY BAY AREA GOVERNMENTS
The purpose of this MOU is to define and formalize the working relationship among the parties listed above (individually referred to as “Party” and collectively referred to as the “Parties”), in the Monterey Bay Area Regional Climate Project Working Group (RCPWG). This MOU defines the shared goals and objectives of the Parties as they collaborate in operating the RCPWG and establishes necessary administrative and governance structures to promote a cooperative relationship for ensuring successful development and implementation of RCPWG activities.

2. Mission
Climate change is a priority issue for organizations across the Monterey Bay Area region. A focused and coordinated approach to pursuing competitive funding and other resources needed is required to unite the region in achieving equitable and resilient outcomes. Access to large-scale, transformative grant opportunities has the potential to accelerate implementation of climate change mitigation and adaptation projects and programs across the tri-county Monterey Bay Area region, including increasing access to funding for individual jurisdictions.

The RCPWG’s mission is to collaborate among organizations in the Monterey Bay Area, including Santa Cruz, San Benito, and Monterey counties, to develop, prioritize, secure funding for, and effectively and equitably implement regionally beneficial climate mitigation, adaptation, and hazard mitigation projects and programs. The RCPWG works with its members and regional 1 6.7
partners to secure funding for regional grants that individual members may not have the ability to secure on their own; effectively and equitably allocate funding for ambitious climate action and resilience projects; establish more effective collaboration mechanisms to align policies and projects to best address our region’s most pressing climate equity challenges; and activate working groups to support deeper coordination amongst RCPWG members and non-member agencies, foundations, nonprofits, academia, and other partners to advance specific project priorities.

3. Background
The RCPWG emerged as a concept in 2021-2022 when a group of local government and nonprofit representatives across the Monterey Bay Area, encompassing Monterey, San Benito, and Santa Cruz counties, began meeting informally on a monthly basis. Through these meetings, the group recognized an opportunity to pursue large regional grants for decarbonization and climate resilience by working collaboratively as a region, both to overcome individual capacity constraints and compete with larger, better-resourced metropolitan regions.

In February 2022, City of Santa Cruz, City of Watsonville, County of Monterey, County of San Benito, County of Santa Cruz, and Ecology Action, a regional nonprofit organization, each made an initial contribution to fund start-up activities to support regional collaboration on grant applications. The Community Foundation of Santa Cruz served as the RCPWG’s initial fiscal sponsor and in 2023, fiscal sponsorship transitioned to the County of Santa Cruz.

Since 2022, the RCPWG was successfully awarded the following grants to support the development of RCPWG’s governance structure and implement regional climate projects, totaling over $33 million:
● $15,713,981 award from the CA Air Resources Board to pioneer the Monterey Bay Municipal Fleet Electrification and Workforce Accelerator with member jurisdictions. ● $14,346,751 award from the U.S. Department of Transportation to install 6 solar/battery microgrids and 252 public EV chargers in “disadvantaged” and low-income communities and implement workforce training. While RCPWG’s application was awarded, disbursement has been paused due to federal administration changes. ● $2 million award from the Department of Energy (DOE) for residential decarbonization, electrification, and weatherization improvements.
● $649,335 award from the CA Governor’s Office of Land Use and Climate Innovation (LCI) to develop the Monterey Bay Area Climate Adaptation and Resilience Implementation and Funding Roadmap.
● $250,000 award from the National Oceanic and Atmospheric Administration (NOAA) to secure funding to implement priority projects identified in the Monterey Bay Area Climate Adaptation and Resilience Implementation and Funding Roadmap. 2 6.8
● $100,000 award from Central Coast Community Energy (3CE) to develop RCPWG’s interim charter and an initial grant strategy and to support grant writing for electrification-focused funding proposals.
● $15,000 award from the Urban Sustainability Directors’ Network (USDN) to explore governance options and develop strategies for engaging community-based organizations.

4. Structure and Governance
The RCPWG shall be governed pursuant to the RCPWG Charter and By-laws, attached hereto as Exhibit A, which defines RCPWG’s membership types, leadership and decision-making structure, and channels for effective and transparent communication. The RCPWG is led by a Chair, Vice Chair, Fiscal Sponsor, and Strategy Team involving one or more representative(s) from each Party.

The Fiscal Sponsor provides administrative and financial management support to the RCPWG.

Upon execution of this MOU, the Association of Monterey Bay Area Governments (AMBAG) shall assume the role of Fiscal Sponsor for a two-year term and the County of Santa Cruz shall transfer any remaining RCPWG project funds to AMBAG within 60 days of the MOU taking effect.

The RCPWG is funded by annual member contributions, set for a period of two years, based on a recommended sliding scale of $5,000 to $30,000. Local agency member contributions are individually determined based on each member’s ability to contribute to the RCPWG. Regional agency members contribute a recommended minimum of $75,000, unless otherwise approved by the Strategy Team, to support RCPWG operations and specific outcomes identified by the regional agency in collaboration with the Chair, Vice Chair, and Fiscal Sponsor.

Annual RCPWG member contributions for FY 2026-27 and FY 2027-28 are as follows:

MEMBER AGENCY ANNUAL DUES
City of Capitola $5,000
City of Carmel-by-the-Sea $5,000
City of Marina $5,000
City of Monterey $5,000
City of Salinas $7,500
City of Santa Cruz $20,000
City of Watsonville $5,000
3 6.9

MEMBER AGENCY ANNUAL DUES
County of Monterey $30,000
County of San Benito $15,000
The Association of Monterey Bay Area Governments $75,000 On July 1, 2026 or upon the MOU Effective Date, AMBAG in its role as the RCPWG Fiscal Sponsor will invoice member agencies for their FY 2026-27 dues. On July 1, 2027, AMBAG in its role as the RCPWG Fiscal Sponsor will invoice member agencies for their FY 2027-28 dues.

Member dues shall be payable within 45 days of invoice, unless otherwise mutually agreed in writing by the applicable member and Fiscal Sponsor. At a member’s request, and upon approval by the Fiscal Sponsor, invoices may be consolidated to cover multiple years of member dues.

5. Withdrawal and Termination
The MOU will continue until terminated by two-thirds majority vote of the Parties. Any Party can withdraw from the RCPWG on 30 days’ written notice to the other Parties.

Withdrawal shall not relieve a Party of obligations previously incurred under grant agreements, contracts, or approved work plans entered into prior to the effective date of withdrawal.

6. Adding a Partner to the MOU
Any local government located within the geographical area of the RCPWG, which shall encompass Monterey, San Benito, and Santa Cruz counties, is eligible to become a member of the RCPWG and a Party to the MOU. Any regional government agency located within this geographical area of the RCPWG is eligible to become a regional agency member of the RCPWG and a Party to the MOU. Any higher education institution located within the geographical area of the RCPWG is eligible to become a higher education member of the RCPWG and a Party to the MOU.

Local agency member applications shall be automatically approved by the Strategy Team. The Strategy Team shall review member applications from regional agencies and higher education institutions and vote to add a new member to the RCPWG. A unanimous vote and re-signing of the MOU by all parties are required to formally add new members.

Current and new voting members must provide an annual contribution within 45 days of receiving an invoice to support the administration and operations of the RCPWG in accordance with Section 4 of this MOU.
4 6.10
Upon the addition of a new member, the RCPWG Fiscal Sponsor shall manage an amendment process to this MOU pursuant to Section 9 below to formalize the addition of a new member.

This amendment process shall be initiated within one year of the approval to add a new member.

7. Agreement to Mediate Dispute
In the event a dispute arises between any of the Parties regarding the governance or operations of the RCPWG, and an informal resolution cannot be reached, the Parties agree to submit the dispute to mediation. The mediation shall be held before a neutral attorney, a retired judge, or a third party mediator. The selection of the mediator shall be determined by a two-thirds majority vote of the Strategy Team. Should the Strategy Team be unable to select a mediator, the Fiscal Sponsor shall select a mediator based on input from the Strategy Team. The Parties shall make their best efforts to schedule the mediation as soon as possible after the selection of the mediator.

Costs for the mediation shall be split equally between the Parties to the dispute.

8. Counterparts
This MOU may be executed in counterparts, each of which is an original and all of which constitute one and the same instrument.

9. Amendments
This MOU may be amended only by a unanimous vote of all Parties to this MOU. Amendments must be in writing and executed by authorized representatives from all Parties. Amendments shall take place no more than once a year.

10. Liability
Each Party’s respective employees remain subject to the direction and control of their respective employer and shall not be considered as an employee of the other Parties. Each Party shall be responsible for the acts or omissions of its respective employees and volunteers and shall incur any liabilities arising out of the acts or omissions of its respective employees and volunteers relating to this MOU.

Each Party shall bear their own respective costs related to administering any obligations under this MOU and retain financial and any other responsibility for the employment, salary, benefits, and terms and conditions of all staff or employees assigned to work pursuant to this MOU.

Nothing in this MOU obligates any Party to assume liability for grants funds administered by or through the RCPWG or by or through the Fiscal Sponsor, except to the extent such Party separately agrees to obligations under a specific grant agreement.

11. Notices
5 6.11
Any and all notices required to be given pursuant to the terms of this MOU shall be provided electronically or in writing. Written notices shall be by personal service or sent by certified mail, return receipt requested, to the respective addresses set forth below. Notice shall be effective upon actual receipt or refusal as shown on the receipt obtained pursuant to the foregoing.

City of Capitola
Jamie Goldstein
City Manager
420 Capitola Ave
Capitola, CA, 95010
(831) 475-7300
[email protected]
City of Marina
Layne Long
City Manager
211 Hillcrest Ave,
Marina, CA 93933
(831) 884-1278
[email protected]
City of Salinas
Rene Mendez
City Manager
200 Lincoln Ave
Salinas CA 93901
(831) 758-7201
[email protected]
City of Watsonville
Tamara Vides
City Manager
275 Main Street, Suite 400
Watsonville, CA 95076
(831) 768-3034
[email protected]
County of San Benito
Esperanza Colio Warren
County Executive Officer
481 Fourth Street
Hollister, CA 95023
(831) 636-4000
[email protected]
City of Carmel-by-the-Sea
Brandon Swanson
Acting City Administrator
PO Box CC
Carmel-by-the-Sea, CA, 93921
(831) 620-2000
[email protected]
City of Monterey
Dante Hall
City Manager
580 Pacific Street
Monterey, CA 93940
(831) 646-3760
[email protected]
City of Santa Cruz
Matt Huffaker
City Manager
809 Center Street Room 10
Santa Cruz, CA 95060
(831) 420-5011
[email protected]
County of Monterey
Sonia De La Rosa
County Administrative Officer
168 W. Alisal St, 3rd Floor
Salians, CA 93901
(831) 755-5029
[email protected]
The Association of Monterey Bay
Area Governments
Amaury Berteaud
Director of Sustainability Programs
24580 Silver Cloud Ct
Monterey, CA, 93940
(831)264-5089
[email protected]
6 6.12

12. California Public Records Act
The Parties are public agencies subject to the disclosure requirements of the California Public Records Act (“CPRA”). If a Party’s proprietary information is contained in documents or information submitted to the other Parties pursuant to this MOU, and the Party claims that such information falls within one or more CPRA exemptions, the Party must clearly mark such information “Confidential” or “Confidential and Proprietary,” and identify the specific lines containing the information. In the event of a request for such information, the Party that received the CPRA request will make best efforts to provide notice to the applicable Party prior to such disclosure. If a Party contends that any such documents are exempt from disclosure under the CPRA and wishes to prevent disclosure, and the Party receiving the CPRA request disagrees, it is required to obtain a protective order, injunctive relief, or other appropriate remedy from a court of competent jurisdiction. If the Party seeking to prevent disclosure fails to obtain such remedy prior to disclosure of the requested records as required under the CPRA, the Party that received the CPRA request may disclose the requested information without any liability.

13. Entire Agreement and Modification
This MOU supersedes all previous MOUs and agreements between the Parties related to the subject of this MOU and constitutes the entire understanding of the Parties.

The Parties agree that this MOU is independent of any other contract(s), Memorandum of Agreement, and/or any other agreements not expressly pertaining to the RCPWG among or between the Parties.

14. Severability
The unenforceability, invalidity, or illegality of any provision(s) of this MOU shall not render the other provisions unenforceable, invalid, or illegal.

15. Governing Law
This MOU shall be governed by and interpreted in accordance with California Law. 7 6.13

16. Signatories and Warranty of Authority
IN WITNESS WHEREOF, the undersigned warrant and represent that each is authorized to execute this MOU and that their respective signatures serve to legally obligate their respective representatives, agents, successors, and assigns to comply with the provisions of this MOU, and the undersigned have executed this Memorandum of Understanding on the dates set forth below, to be effective on _______________________ (“Effective Date”) as established by the final signatory, AMBAG as RCPWG’s Fiscal Sponsor.

City of Capitola
Signature: _____________________________________ Date: ________________________ Jamie Goldstein, City Manager
City of Carmel-by-the-Sea
Signature: _____________________________________ Date: ________________________ Brandon Swanson, Acting City Administrator
City of Marina
Signature: _____________________________________ Date: ________________________ Layne Long, City Manager
City of Monterey
Signature: _____________________________________ Date: ________________________ Dante Hall, City Manager
City of Salinas
Signature: _____________________________________ Date: ________________________ Rene Mendez, City Manager
City of Santa Cruz
Signature: _____________________________________ Date: ________________________ Matt Huffaker, City Manager
8 6.14
City of Watsonville
Signature: _____________________________________ Date: ________________________ Tamara Vides, City Manager
County of Monterey
Signature: _____________________________________ Date: ________________________ Sonia De La Rosa, County Administrative Officer
County of San Benito
Signature: _____________________________________ Date: ________________________ Esperanza Colio Warren, County Executive Officer
The Association of Monterey Bay Area Governments
Signature: _____________________________________ Date: ________________________ Maura F. Towney, Executive Director
9 6.15

EXHIBIT A
Monterey Bay Area Regional Climate Project Working Group Charter and By-laws (“RCPWG Charter and By-laws”)

1. The Challenge and Opportunity
Climate change is a priority issue for organizations across the Monterey Bay Area region. A focused and coordinated approach to pursuing competitive funding and other resources needed is required to unite the region in achieving equitable and resilient outcomes. Access to large-scale, transformative grant opportunities has the potential to accelerate implementation of climate change mitigation and adaptation projects and programs across the three-county region, including increasing access to funding for individual jurisdictions.

2. Mission
The Monterey Bay Area Regional Climate Project Working Group (RCPWG) collaboratively develops, prioritizes, secures funding for, and effectively and equitably implements regionally beneficial climate mitigation, adaptation, resilience, and hazard mitigation projects and programs. The RCPWG collaborates among groups and organizations in the Monterey Bay Area region, which includes Santa Cruz, San Benito, and Monterey counties.

3. Membership
Members of the RCPWG benefit from being part of and collaborating with an established network of partners across the Monterey Bay Area to lead to the development and implementation of projects that address shared climate mitigation and adaptation priorities.

RCPWG members benefit from defining and prioritizing regionally beneficial projects, learning about grant opportunities, accessing consultant support to develop joint grant applications, and collaborating on funded projects. RCPWG members have the opportunity to collaborate on grant applications to secure funding for priority projects and new staff positions.

RCPWG membership includes dues-paying local agencies, regional agencies, and higher education institutions.

Local Agency Members (voting members): Dues-paying cities and counties within the Monterey Bay Area, which includes Monterey, San Benito, and Santa Cruz counties are voting members of the RCPWG.

Regional Agency Members (voting members): Dues-paying regional agencies working across the entirety of the Monterey Bay Area are voting members of the RCPWG. Regional agencies 10 6.16
may coordinate with the Chair and Vice Chair, and with consent of voting members, to define RCPWG aligned priorities and specific outcomes that their annual contribution will support.

Higher Education Members (voting members): Dues-paying higher education institutions based within the Monterey Bay Area are voting members of the RCPWG.

Advisory Members: Regional agencies, 501(c)3 nonprofit organizations, higher education institutions, or tribal organizations/governments may serve as non-voting advisors and attend RCPWG Strategy Team meetings upon consent of voting members.

Observers: Potential members may request to send up to two representatives to participate in RCPWG meetings as non-voting observers. Local agencies, regional agencies, and higher education institutions may participate as non-voting observers without prior approval required.

Members are expected to provide member agency staff rates on an annual basis to the Fiscal Sponsor and the Managing Consultant to support RCPWG grant writing efforts.

4. Leadership & Decision Making
The RCPWG is led by a Chair, Vice Chair, and Strategy Team and is supported by a Fiscal Sponsor and Managing Consultant (as defined below). All RCPWG decision-making and spending matters will be subject to any policies governing the Fiscal Sponsor. The RCPWG prioritizes consensus-based decision-making, whereby members deliberate with the aim of reaching an outcome that is supported by all voting members. When consensus cannot be reached, decisions will be made by consent, meaning the absence of objections, which supports accelerated decision making. Consensus requires all members to agree with the decision, while consent allows for disagreement as long as no one objects to the decision. If neither consensus nor consent is attainable, decisions will be made by a two-thirds majority vote.

Chair and Vice Chair: The RCPWG is led by a Chair and Vice Chair, designated by a two-thirds majority vote of the voting members of the RCPWG, each serving a one-year term and with no term limits. Any representative of a voting member organization is eligible to serve as Chair or Vice Chair.

The Chair and Vice Chair provide overall leadership and strategic guidance, including setting Strategy Team meeting agendas, chairing Strategy Team meetings, and facilitating an annual work planning process for the Managing Consultant. The Chair and Vice Chair, along with the Fiscal Sponsor, hold signature authority on behalf of the RCPWG, approves RCPWG-related invoices, and serve as the final decision-makers on RCPWG matters not addressed in the Charter and By-laws. The Chair and Vice Chair may delegate responsibilities to the Managing Consultant, subject to available resources in the RCPWG’s annual budget and work plan, except in instances where such delegation would create a conflict of interest for the Managing Consultant.
11 6.17
Strategy Team: The RCPWG Strategy Team includes one or more representative(s) from each member organization, including local agency members, regional agency members, higher education members, and advisory members. Decisions are made by voting members of the Strategy Team (dues-paying local agency members, regional agency members, and higher education members) with input from advisory members and observers. Each member organization is provided with one vote. If multiple representatives from any single member organization are present when a vote is called, a primary representative must be identified to cast the member agency’s vote.

The Strategy Team provides strategic direction and collective governance to the RCPWG and RCPWG-sponsored projects with voting members serving as the RCPWG’s primary decision-making body. The Strategy Team makes decisions with respect to which grants the RCPWG pursues, projects the RCPWG develops, subcommittee formation, and the future membership, leadership, and dues structure of the RCPWG as it evolves, including the formation of an ad-hoc steering or executive committee. The Strategy Team also provides strategic oversight on RCPWG projects and approves the annual work plan for the RCPWG’s Managing Consultant, including stipends.

Fiscal Sponsor: The Fiscal Sponsor shall be designated by a two-thirds majority vote of the voting members of the RCPWG.

The Fiscal Sponsor serves as the overall funds holder and financial administrator for the RCPWG. The Fiscal Sponsor is responsible for receiving, managing, and disbursing RCPWG funds, including membership dues, grant awards to the RCPWG as the prime recipient or co-applicant, and other revenue secured by the RCPWG; administering contracts with consultants and contractors to support the RCPWG’s approved work plan; maintaining financial records; and providing regular financial reports to the Chair, Vice Chair, and Strategy Team. The Fiscal Sponsor, along with the Chair and Vice Chair, holds signature authority on behalf of the RCPWG, approves RCPWG-related invoices, and serves as the final decision-makers on RCPWG matters not addressed in the Charter and By-laws.

The Fiscal Sponsor’s responsibilities are limited to the activities expressly authorized by the RCPWG through approved budgets, work plans, and contracts. The Fiscal Sponsor shall not be liable for misuse of funds by subrecipients or contractors, except to the extent caused by the Fiscal Sponsor’s sole negligence or willful misconduct, and provided it exercises reasonable oversight consistent with applicable laws, grant requirements, and contractual obligations.

Managing Consultant: The RCPWG can be supported by a third-party Managing Consultant contracted by the Fiscal Sponsor to implement the RCPWG’s work plan. All costs for the Managing Consultant shall be paid by the Fiscal Sponsor.

The Managing Consultant supports overall RCPWG administration and operations, under the direction of the Chair, Vice Chair, and Strategy Team, including supporting Strategy Team 12 6.18
meetings, outreach and engagement, subcommittees, project and proposal development, grant writing, and funding opportunity coordination. The Managing Consultant’s annual RCPWG work plan describes specific activities to be completed.

5. Budget and Work Plan
The RCPWG follows a two-year budget forecast cycle, with the annual base budget determined by the current level of local and regional agency member contributions to the RCPWG. Variable dues from new members provide the RCPWG with flexibility to undertake additional activities as part of the approved work plan or new activities approved by voting members.

The two-year budget forecast is supported by annual budgets and work plans, which are developed by the Managing Consultant in collaboration with the Chair and Vice Chair and are approved by voting members.

6. Subcommittees
Subcommittees of the RCPWG will be established to support the mission of the RCPWG with respect to specific focus areas (e.g. building electrification, transportation, waste, etc.).

Subcommittees will have the primary focus of identifying, developing, and if awarded, implementing grants. Each subcommittee must have a minimum of three participating RCPWG members, and one member who is willing to serve as a Subcommittee Liaison.

The Subcommittee Liaison is responsible for creating agendas, facilitating subcommittee meetings, advancing the subcommittee toward its agreed upon purpose, and reporting back to the RCPWG (verbally or in writing) on the progress and decisions of the subcommittee. The RCPWG can initiate or sunset a subcommittee through standard voting procedures.

Subcommittee Liaisons may delegate responsibilities to the Managing Consultant pending available resources in the RCPWG’s annual budget and work plan.

7. Meetings
Members of the RCPWG are expected to attend and actively participate in regular RCPWG meetings, including mandatory attendance at up to two in-person meetings per year.

The RCPWG Strategy Team will meet virtually every six weeks for up to two hours. Additional virtual meetings may be held, as needed, to conduct RCPWG business. Two in-person meetings or retreats will be held each year, instead of or in addition to Strategy Team meetings, with meeting locations rotating between the three counties. Subcommittee meeting frequency will be determined by Subcommittee Liaisons based on input from subcommittee members.

A quorum, defined as three-fifths (3/5) of voting members, is required for any vote; quorum is not required for general discussion or meeting participation. 13 6.19

8. Amendments
This Charter and By-laws may be amended by a unanimous vote of voting members.

9. Acknowledgement
By executing the RCPWG MOU, each Party (voting member) acknowledges and agrees to the provisions of this Exhibit (RCPWG Charter and By-laws) and to participate in the RCPWG in accordance with its terms.

10. Record of Amendments
Amendment
No.

Date
Approved
Description of Change Approved By
14 6.20
1 Julia Wood
From: Garrett <[email protected]>
Sent: Thursday, May 21, 2026 10:18 PM
To: City Council
Subject: AGENDA ITEM #6 Climate action waste of money group AGENDA ITEM #6 Climate action waste of money group
Dear Council,
On principal I oppose regional authorities in all forms as they are the product of lazy legislators, and operate outside the elected system of government, and are largely unaccountable.

This is going to cost at first $20,000 a year (for WHAT it doesn't really say, hire consultants to do whatever
Monterey Bay Area Regional Climate Project Working Group (RCPWG) was supposedly going to do.

Then it suggests it might cost 10 x times that later.

The IPCC came out recently and stated its worst case scenarios for climate change are "not plausible".

It is also not even remotely plausible the RCPWG is going to accomplish any degree of climate control in 100 lifetimes, but they will spend money, and that's the real idea. Control and get hands on money, lots of control, lots of money.

I don't think you should agree to hand over monies for ANYTHING without some idea of concretely what you will be getting for it in exchange. Maybe ask?? HaHa guess not, it's on the Consent agenda.

You horribly disappoint me and perhaps have been infected with woke mind virus, yeah perhaps that's it..

Garrett Philipp

6.21 City Council

AGENDA REPORT
DATE: 05/07/2026
AGENDA OF: 05/26/2026
DEPARTMENT: Economic Development
SUBJECT: Downtown Association: Parking and Business Improvement Area Assessments for FY 2027 (ED)
LOCATION: District 4
RECOMMENDATION: Motion to:
1) Approve the annual report and work plan prepared by the Downtown Association for FY 2027; and
2) Adopt the Resolution of Intention to levy a Downtown Association Parking and Business Improvement Assessment for FY 2027 and schedule a public hearing for June 9, 2026 on the levy of the assessments for FY 2027.

BACKGROUND: In accordance with State law, the Downtown Association (DTA) is required to submit an annual report for each year in which assessments are to be levied in the Downtown Parking and Business Improvement Area. The attached document, prepared by the DTA, fulfills the requirement for Fiscal Year (FY) 2027 and is being submitted for Council approval. The City acts as a fiscal agent on behalf of the Downtown Association, but is not a member of the Downtown Association, nor is the City involved in the preparation of the plan.

DISCUSSION: The business improvement assessment formula allows for an annual Consumer Price Index (CPI) adjustment in the rate. The annual CPI adjustment as of February 2026 is

2.5%; therefore, the rate per square foot will increase from $0.56 to $0.57. The annual report outlines the DTA’s planned activities for the fiscal year, budgeted expenses and revenues, and contributions from sources other than the assessments levied. The DTA will continue to provide cleaning, safety, and welcoming services through the Ambassador and Information Kiosk programs. The DTA will also continue to support business owners and our local economy through downtown marketing and community events, advocacy, and membership business services.

The DTA’s plan has been approved by the DTA Board for FY 2027. Following City Council approval of the plan, a resolution declaring the intention of the City to levy and collect the assessments within the Parking and Business Improvement Area must be adopted. The resolution shall also set a public hearing to be held on June 9, 2026. Notice of the public hearing will be

7.1 given by publishing the Resolution of Intention in a newspaper of general circulation in the City once, at least seven days prior to the public hearing. At the public hearing, written and oral protests, if any, may be made in accordance with California Street and Highways Code Sections 36524 and 36525. Prior to the public hearing, protests may be submitted to the City Clerk’s Office.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The proposed Council action is not a “project” under CEQA because it does not have the potential to cause a physical change in the environment directly or indirectly. (See also 14 CCR § 15378(b)(2)and (4)(“Project does not include . . . (2) Continuing administrative or maintenance activities . . . (4) The creation of government funding mechanisms or other government fiscal activities, which do not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment.”)) HEALTH IN ALL POLICIES (HiAP): The proposed Council action and services provided by the DTA through the annual workplan align with the HiAP goals of equity, community connectedness, and increased economic vitality for the downtown business improvement area.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: There is no fiscal impact to the City. Revenues collected from the assessment are turned over to the Downtown Association to be spent for promotional activities in the Parking and Business Improvement Area.

Prepared By:

Rebecca Unitt
Economic Development
Manager
Submitted By:

Bonnie Lipscomb
Deputy City Manager
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. RESOLUTION.DOCX

2. ANNUAL REPORT AND WORKPLAN.PDF

3. BUDGET.PDF

7.2 RESOLUTION NO. NSRESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA CRUZ TO LEVY

DOWNTOWN ASSOCIATION PARKING AND BUSINESS IMPROVEMENT
ASSESSMENTS FOR FISCAL YEAR 2027
WHEREAS, in accordance with California Streets & Highways Code §36533, the Downtown Association of Santa Cruz has prepared a report to the City of Santa Cruz for Fiscal Year (FY) 2027 pertaining to the Parking and Business Improvement Area assessments for the Parking and Business Improvement Area; and
WHEREAS, pursuant to California Streets & Highways Code §36533, the City Council has heretofore considered that annual report and by motion approved the report; and WHEREAS, Santa Cruz Municipal Code §5.05.030 requires semi-annual assessments to be imposed within the Business Improvement Area pursuant to a formula set forth in Municipal Code §5.05.040.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SANTA CRUZ AS FOLLOWS:

1. The City Council hereby declares its intention to levy and collect, on a semiannual basis, assessments within the Parking & Business Improvement Area for FY 2027.

2. The proposed activities authorized by Santa Cruz Municipal Code Chapter 5.05 are described in the Downtown Association of Santa Cruz report.

3. The annual report of the Downtown Association of Santa Cruz is on file with the City Clerk.

4. The proposed assessments will be calculated under the formula for assessment found in Santa Cruz Municipal Code §5.05.040. This formula is based on the square footage of benefitted businesses, the type of business, and the zone in which it is found. The annual Consumer Price Index adjustment is 2.5% (February 2025 to February 2026), resulting in an increase of the per square foot rate from $0.56 to $0.57.

5. The Parking and Business Improvement Area is generally bounded on the East by the San Lorenzo River, on the West by Cedar Street, on the South by Laurel Street and on the North by River, North Pacific, and Water Streets. The precise boundaries of Zones 1 and 2 are shown on diagrams contained in Santa Cruz Municipal Code Chapter 5.05.

6. The Santa Cruz City Council will hold a public hearing in the City Council Chambers on Tuesday, June 9, 2026, to receive any oral or written protests or endorsements to the regularity or sufficiency of the Business Improvement Assessment. If protests complying with Streets and Highways Code §36524 and §36525 are received from the owners of businesses which will pay fifty percent or more of the total assessment, the procedure will be terminated and will not be

7.3 RESOLUTION NO. NS2
reconsidered until one full year has elapsed. Protests may be made at the public hearing or any time prior to the City Clerk’s Office.

7. The City Clerk is directed to give notice of the public hearing to consider the levy of business improvement assessments for FY 2027 by publishing this Resolution of Intention in a newspaper of general circulation in the City once, at least seven days prior to the public hearing.

PASSED AND ADOPTED this 26th day of May, 2026, by the following vote:

AYES:

NOES:

ABSENT:

DISQUALIFIED:

APPROVED: ____________________________
Fred Keeley, Mayor
ATTEST: ____________________________
Bonnie Bush, City Clerk Administrator

7.4 Downtown Association of Santa Cruz
FY2026-27 Work Plan
Approved by the Board of Directors on April 21, 2026
Introduction
The Downtown Association of Santa Cruz is a 501c(6) member benefit organization established to promote the Downtown business district. The organization’s mission is to provide effective leadership to create, promote and sustain downtown as a unique and economically viable business, entertainment, social and cultural center.

The Downtown Association operates a merchant-based Business Improvement District (B.I.D.) funded by a special assessment on those operating businesses in the district. The organization is governed by a volunteer board of directors, elected from, and representing, the assessed members of the district.

Staff includes an Executive Director, Director of Marketing & Events, and part-time Membership Champion. Through our contractor, BlockbyBlock, the Downtown Association also has a full-time Operations Director, and staffs the Downtown Ambassador Program along with the Downtown Information Kiosk. Additionally, the work of the association is augmented by interns, social media partners, artists, event staff, and volunteers.

This work plan has been developed by the Board and staff to serve as a roadmap to guide the activities and resource allocation of the Downtown Association for FY2026-27.

Year in Review
Downtown business owners approved an increase in Business Improvement Assessments (BIA) midway through FY2023-24. The approval was for rates intended to raise $420K in total fees for the association in FY2024-25. Unfortunately, total BIA collected in FY2024-25 was only $398K, due in a large part to the closure of major Pacific Avenue retailers like New Leaf, Forever 21 and

7.5 O’Neill. With the opening of major retailer Anthropologie and other small businesses this year, $410K in BIA was billed in total for FY2025-26 (an increase over the prior year, but still shy of the association’s approved operating goals.)
By increasing sponsorship and event revenues, the Downtown Association has made up much of this funding gap, and continued to provide critical services in the following four core areas:

1. District Marketing: The Downtown Association of Santa Cruz actively markets Downtown Santa Cruz as the primary shopping district for Santa Cruz County through outreach to local residents and to visitors from Monterey, San Benito and Santa Clara communities. In order to reach a diverse and engaged group of visitors to the downtown district, the Downtown Association uses a multi-faceted approach to marketing that utilizes digital marketing (including social media boasting over 28,000 instagram followers, website and digital newsletters
“e-news”) along with a robust calendar of
in-person community events that increase
foot traffic to downtown streets and
businesses year round. With the help of an
engaged Board of Directors, the Marketing
Committee also churns out new promotion
ideas each year to bring more people to
Downtown Santa Cruz.

2. Advocacy: The Downtown Association
maintains collaborative working relationships with organizations across Santa Cruz county, particularly with those that also serve the association’s members, such as the Santa Cruz County Chamber of Commerce, Santa Cruz County Business Council, Visit Santa Cruz, Workforce Santa Cruz County and the Small Business Development Center of Santa Cruz. The association also partners with City of Santa Cruz departments serving Downtown. Advocacy activities last year focused on supporting businesses impacted by construction in our district, and strengthening our partnership with UCSC. In the year ahead, the association will support the completion of planned city improvements to downtown’s alleyways, and advocate for new art additions to the district.

3. Member Networking & Support: The association works to keep downtown business owners, managers and employees connected and informed about local business resources and issues primarily through the weekly Business News, which is distributed via email and Facebook and read by hundreds of Downtown business owners and staff each week. The Downtown Association also hosts periodic business mixers for its members and organizes numerous workshops, including an annual de-escalation training and public safety meeting with SCPD, Downtown Outreach Workers and Downtown Ambassadors. The association also organizes Downtown hiring managers to lead our Teen Job Training workshop in the spring, which serves dozens of local youth looking for their first job, and results in summer hires. The association also publicizes its Board of Directors’ committee meetings to encourage members’ volunteer engagement.

4. Clean, Safe & Welcoming Programs: In addition to receiving support from Business Improvement Assessments, the Downtown Ambassador and Information Kiosk programs are supported by significant funding from the Downtown Management Corporation. The

7.6 Downtown Association contracts with BlockbyBlock, which runs Ambassador operations for 150+ downtowns across the country, to provide these services. Our Downtown Ambassadors run a hospitality program assisting visitors, and also take charge of daily litter, remove graffiti, report public maintenance issues to the city, and connect people in need to social services, in addition to connecting businesses to resources, as evidenced by the impressive statistics below. The association maintains close working relationships with the Santa Cruz Police Department and Encompass Services Downtown Outreach Workers, as well as the City Manager and Office of Economic Development, who provide critical support to our Ambassadors and downtown’s safety and cleanliness.

7.7 2025-2026 PROGRAMS

DISTRICT MARKETING & BRAND MANAGEMENT
Promoting Downtown has long been a core purpose of the Downtown Association. The Downtown Association of Santa Cruz manages the Downtown Santa Cruz brand and promotes the businesses, events and elements that support its visibility and appeal, including:
● Continual alignment of social media and digital marketing ● Brand management across all promotions, events and communications ● Ongoing encouragement of brand alignment with our members and collaborators The brand is conveyed through all of the association’s marketing efforts, designed to bring people to the district and enhance the experience of everyone spending time in Downtown Santa Cruz.

SOCIAL MEDIA & DIGITAL MARKETING
All of the association's promotional efforts direct visitors to downtown businesses and to the Downtown
Association’s website, which remains current with
Downtown events, activities and a complete and
expanded directory of businesses. Our social media
presence has over 45,000 followers across platforms,
and continues to gain popularity on Instagram, Facebook and Twitter. Social media continues to be a cost effective way to reach Downtown Santa Cruz fans with the many
specific events, activities and business promotions in the district.

DOWNTOWNSANTACRUZ.COM
The Downtown Santa Cruz website is a cornerstone of
the association’s marketing. Utilizing a platform designed for downtowns across the country, the site has enhanced SEO, and provides a wealth of information and resources for visitors, locals and for the Downtown Santa Cruz
business community. An online events calendar lists daily activities, concerts, plays, festivals, book readings,
classes and everything else happening for the public in the district. A comprehensive business directory helps direct people to the food, shops or services they’re hoping to find. The site also provides valuable information to help the association’s business members find the resources they need to be successful in Downtown Santa Cruz.

DIGITAL E-NEWS
Our e-newsletter, This Week Downtown, with a reach of over 5,000 residents and fans, provides a weekly highlight of what’s happening downtown, from the big ticket events, to the more obscure, plus information about new businesses, deals, and interesting happenings.

7.8 BUSINESS DIRECTORIES
Each of our member businesses is listed on our online DowntownSantaCruz.com Business Directory. We also publish and distribute 65,000 copies of a popular fold-out illustrated paper Map & Directory with listings of all the retail, restaurants and services in the district, and maintain three freestanding business directory wayfinding signs on Pacific Avenue.

DOWNTOWN EVENTS & PROMOTIONS
Throughout the year, the Downtown Association promotes dozens of special, themed activities, building on successful traditions and inventing new activations. Awaited community events include the annual Kids Day, bi-annual Wine Walks, monthly Sidewalk Sales and winter Holiday traditions. Popular new programs, added in the last 3 years, include Free Holiday Gift Wrapping, the Halloween Dog Costume Contest, UCSC event partnerships, and Street Festival Subsidies.

Downtown Sidewalk Sales
On the last weekend of each month, from March through Black Friday Weekend, the retail shops spill out onto the sidewalk for highly visible month-end sales.

Kids Day
Dozens of children’s community organizations
provide free activities during this fun street fair. Kids Day welcomes thousands of local families to
Downtown for entertainment and great specials in
our Downtown shops and restaurants.

Ice Cream Month
Each year we host a coloring contest and invite
Santa Cruz artists of all ages to color their own
exciting ice cream treat. Winners are selected in a
variety of categories with a grand prize of ice cream
for a year at all the favorite Downtown ice cream
spots.

Where’s Waldo
Where’s Waldo is a great local summer activity that brings Waldo seekers around Downtown and into stores on a month-long scavenger hunt. The promotion culminates with a special event at Bookshop Santa Cruz with prizes and Waldo himself.

Back to School
Our back to school promotions celebrate students from kindergarten to postgraduates. Our targeted promotions for UCSC slugs and Cabrillo students aim to introduce our area’s newer residents to Downtown shops, restaurants, events and attractions.

7.9 Downtown Trick or Treat
One of our community’s favorite Santa Cruz traditions is Downtown Trick or Treat. Once again the Downtown Association will partner with our business members and the Santa Cruz Department to invite the community downtown for a fun, safe trick-or-treating good time. New bonus event: enter your pup in the Halloween Dog Costume Contest at Abbott Square Market! Downtown Wine Walks
These popular events showcase local wineries while introducing wine lovers to new retail spots Downtown, and bringing them back to visit their favorites. Presented twice a year, in May and in November, the Wine Walk is a great opportunity to bring visitors from around the Bay Area to spend a great afternoon in Downtown Santa Cruz.

Downtown Holiday Parade
The Official Kick Off to the Holiday Season happens on the first Saturday in December as the Downtown Holiday Parade marches, rolls, pedals, dances and sings up Pacific Avenue, bringing out thousands of locals, an amazing cross section of our community, and of course, the big finale with the Santa Cruz High School Cardinal Regiment Band followed by the Man of the Hour atop a shiny, red, antique Santa Cruz Fire Engine.

Free Gift Wrapping
To show how much we appreciate the choice to shop local and support Downtown businesses, the Downtown Association of Santa Cruz offers free gift wrapping to holiday shoppers on select days during December.

Reindeer Roundup
The holidays provide many opportunities for
Downtown promotion. Similar to our Summer
Where’s Waldo Scavenger hunt, Reindeer
Roundup brings families into stores throughout the
month of December, helping Santa find his team.

Golden Envelope with Surprise Elf!
The Downtown Association rewards downtown
holiday shoppers who are supporting local
businesses during Black Friday weekend, including
on Small Business Saturday. Sharing the fun on
social media, our holiday elf surprises shoppers
making purchases at participating retailers with
Golden Envelopes filled with surprise gift cards.

Santa on Pacific Avenue
Those who have visited Santa on Pacific Avenue for a photo op know that the experience is not matched anywhere. These relaxed visits with our very special ambassador to the North Pole have reached a level of legend among local kids, parents and grandparents.

7.10 Free Holiday Movies
The Downtown Association partners with Del Mar Theater to offer free family holiday movies on weekends in December, also raising donations for Second Harvest Food Bank.

Partner Events: Street Festival Subsidy
In addition to producing events in-house, the
Downtown Association sponsors and supports
the production of a number of events
throughout the year that promote the brand of
Downtown Santa Cruz. Included in these
events are Earth Day, First Friday Santa Cruz,
Dance Week Santa Cruz, Santa Cruz
Juneteenth, the Santa Cruz Pride Parade &
Festival, and more. Our Street Festival Subsidy
program, which provides financial and
organizing assistance, also boosts foot traffic
on side streets off Pacific Avenue, with community-building block parties like So Fresh Clothing’s Fitted & Kicks, Penny Ice Creamery’s Hoops & Scoops, Yoso Wellness Spa & the Annex’s Waves of Wellness, and Redwood Record’s Cedar Street Fair.

DOWNTOWN DOLLARS
Our Downtown Dollars program keeps tens of thousands of dollars in Downtown every year.

Accepted at 85+ businesses in the district, Downtown Dollars make great gifts and are available for purchase at Bookshop Santa Cruz, Pacific Cookie Company, the Downtown Information Kiosk, and online. Downtown Dollar gifts encourage local spending.

DOWNTOWN INFORMATION KIOSK
For over a decade, the visitor information center in the kiosk located at 1130K2 Pacific Avenue, at the intersection of Soquel Avenue in front of New Leaf Community Market, has been a Santa Cruz institution. The location provides valuable information and resources to visitors and locals, while promoting businesses and activities throughout the district. The cost of operating the kiosk has been offset by donated rent from the City of Santa Cruz Economic Development Department.

DOWNTOWN ADVOCACY
The Downtown Association maintains current knowledge of organizations and agencies that support doing business Downtown, and connects downtown businesses to resources. Downtown Association staff and Board members also serve as informed representatives of the downtown business community, on relevant issues, to the City Council, city management and other organizations interested in contributing to the business climate or community events in Downtown Santa Cruz. The Downtown Association’s ability to effectively represent the business interests downtown is dependent upon strong relationships with the many communities who use and support Downtown, as well as listening to our business members.

7.11 MEMBERSHIP EVENTS
One of the greatest assets of Downtown is our business community leaders, who bring their passions and talents downtown and open their doors to the public, defining the common experiences of Downtown Santa Cruz. The Downtown Association recognizes this asset, and fosters the connection of its members, and their ability to support each other, by hosting networking events designed to bring members together and enhance the sense of community.

The Association also offers grand opening ribbon cuttings to new business, and hosts informational meetings to educate and engage the business community on current issues.

EDUCATIONAL WORKSHOPS
The Downtown Association hosts workshops and partners with other business service agencies to provide information, tools and knowledge that will help our members succeed.

DOWNTOWN AMBASSADOR PROGRAM
The Mission of the Downtown Ambassadors is to be the best part of people’s day in Downtown Santa Cruz.

The Downtown Ambassador program is largely funded by the Downtown Association’s partnership with the Downtown Management Corporation.

Since 2018 the Ambassador program has been a vital element of downtown management, and of businesses’ and visitors’ downtown experience. Providing a welcoming presence in the downtown is the core function of the program, but the impact and benefits reach well beyond. In addition to serving visitors by providing local information, recommendations and directions, the Ambassadors serve as a liaison with city agencies, contractors, service providers and others involved in Downtown management, maintenance, social services, and public safety.

Regular coordination with the Public Works downtown maintenance team, the sanitation department, waste removal services, and property owners adds a level of efficiency and accountability in addressing the ongoing and growing cleaning and maintenance needs of downtown’s built environment. The Ambassador team communicates both through the City of Santa Cruz’ Community Request for Service Portal (CRSP), as well as by selectively escalating issues of pressing concern via direct communications with relevant city departments.

Communication with the Santa Cruz Police Department, County Mental Health liaisons, Downtown Outreach workers, and with members of our community looking for, or in need of services, extends the valuable impact and reach of the program.

Ongoing, boots on the ground engagement with Downtown Businesses and with district residents also does a lot to build community in the Downtown.

7.12 Other Special Initiatives
Cognizant of the numerous large, mixed-use retail and residential developments underway in our district, the Downtown Association of Santa Cruz seeks to have an ongoing voice in the character of downtown. The Downtown Association supports a 10-minute walking city, uses that are complimentary to existing businesses, family-friendly attractions and experiences, as well as privately-managed public outdoor spaces, which are widely desired by downtown’s patrons.

Conclusion
The Downtown Association of Santa Cruz is a pillar in promoting, managing, and advocating for our city’s core while supporting the community of neighborhood business leaders who make Downtown the attractive, unique, fun and lively place it is today. The Downtown Association is also an active participant in making our district cleaner, safer, and more welcoming, and in building the economic vibrancy of the Santa Cruz community.

7.13 FY 2025/26 FY 2026/27

REVENUE
Ambassador Services (DMC Contract) $358,423 $367,384
Business Improvement Assessment (BIA) $380,000 $395,000 Events & Sponsorships $45,000 $47,500
Advertising & Other $65,000 $60,116
Total Revenue $848,423 $870,000

EXPENSES
Staffing
Ambassador Program & Kiosk Operations $393,542 $405,085 District Marketing, Advocacy & Business Support $284,889 $305,742 Total Staff Expense $678,431 $710,827
District Marketing
Promotional Expenses $40,000 $43,500
Activation / Event Expenses $50,000 $55,500
Marketing Total $90,000 $99,000
Beautification $15,000 $5,000
Overhead $50,000 $51,450
Other $12,500 $3,000
Total Expense $845,931 $869,277
NET $2,492 $723
Downtown Association of Santa Cruz
Annual Budget

7.14 City Council

AGENDA REPORT
DATE: 05/07/2026
AGENDA OF: 05/26/2026
DEPARTMENT: Fire
SUBJECT: Approve the Single Source Vendor Selection and Allocation of Funding in the Amount of $101,586 for Shower Repairs in Fire Station 61 from the FY 2026 Approved Fire Department Budget (FD)
LOCATION: District 4
RECOMMENDATION: Motion to:
1) Approve the single source vendor selection for Central Coast Construction Company (CenCon) and approve the expenditure of $101,586 for shower repairs in Fire Station 61; and 2) Adopt a CEQA finding of categorical exemption pursuant to: (1) 14 CCR § 15301 (Class 1 / existing facilities), (2) 14 CCR § 15302 (Class 2 / replacement or reconstruction), and (3) 14 CCR § 15061(b)(3) (common sense exemption).

BACKGROUND: Firefighters are in regular contact with carcinogens, pathogens, and other harmful materials daily due to working conditions and job requirements. Decontamination is an essential part of the profession and is required per National Fire Protection Association (NFPA) 1500 and 1585 to mitigate cancer risks, and to specifically mitigate post-incident, on-scene, or station-based risks. Showering after calls where carcinogens and pathogens are present is a critical tool for decontamination practices for firefighters. Fire Station 61 is a core component of the City’s critical infrastructure and requires 24/7 staffing to ensure continuity of public safety operations. When core systems within this facility degrade or fail, it is necessary to quickly assess and repair any deficiencies in order to sustain emergency response functions safely and effectively.

The showers at Fire Station 61 were identified by Facilities as leaking and requiring repairs in 2013. Patching and repair projects have been utilized over the years to mitigate the problem. In 2023, it was determined that a full replacement was required to address years of water damage to the supporting structure that could no longer be mitigated through patching Recently, the failure of the entire shower bay elevated the project’s prioritization and highlighted the need to accelerate repairs to prevent further damage to the building structure and apparatus below.

8.1 DISCUSSION: The Fire Department engaged Cen-Con to address the immediate demolition and remediation work for the repairs. Due to the risk and safety concerns , a contractor needed to be selected outside the standard procurement timeline to expedite the project. Based on the circumstances and demonstrated capability, Cen-Con was identified as the most appropriate contractor to proceed with the work expeditiously. They had prior knowledge of the conditions of the showers and surrounding structure, had recently worked with Facilities and were available to start immediately.

With showering serving as an integral component of the decontamination process for firefighters and all three showers in Fire Station 61 declared unusable, on April 10th , portable showers were deployed to the parking lot behind Fire Station 61 for firefighters to use for the duration of the project. The cost of the shower rental and resulting increase to the total project cost was an additional factor to consider and another reason to move quickly.

Section 3.08.150 of the Santa Cruz Municipal Code allows the Purchasing Manager to award a contract without competition when the purchasing manager or its designee determines in writing, after conducting a good faith review of available sources, that there is only one source for the required supply, service, or construction item. Additionally, Santa Cruz Municipal Code section

3.08.160 allows for emergency procurement when there is a threat to public health, welfare, or safety, so long as there is “such competition as is practicable under the circumstances.” As a vendor with the City for multiple years, Cen-Con has consistently provided reliable, quality, competitive, and timely service that allows the Fire Department to continue emergency response services to the community during facility improvement projects and repairs. The pricing for services and materials is competitive with industry standards.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The proposed City Council action is not a “Project” under CEQA because it will not “cause either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment.” (Pub Resources Code § 21065.) And, even if the remodel project discussed in this report is deemed a “project” under CEQA, the following exemptions would apply:
 14 CCR § 15301: Class 1 categorical exemption for “repair, maintenance, . . . or minor alteration of existing public . . . structures, facilities, . . .involving negligible or no expansion of existing or former use.”
 14 CCR § 15302: Class 2 categorical exemption for “replacement or reconstruction of existing structures and facilities where the new structure will be located on the same site as the structure replaced and will have substantially the same purpose and capacity as the structure replaced.”
 14 CCR § 15061(b)(3): The “common sense exemption” applies because “it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.”
HEALTH IN ALL POLICIES (HiAP): The proposed project directly supports the City’s Health in All Policies (HiAP) pillars by addressing core health and public safety objectives for public safety personnel. Firefighters assigned to Fire Station 61 are required to live onsite for extended shifts and rely on the station’s showers for their basic needs and required decontamination.

8.2 The proposed improvements will remove hazardous conditions such as mold exposure to the firefighters and water damage to the building. By remediating the station to meet current building and health standards, the City is not only fulfilling its obligation to provide a safe working environment, but also advancing its HiAP goals of promoting wellness, equity, and sustainability. The project ensures that all employees, regardless of assignment location, have access to the same baseline standard of workplace health and safety.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: The full cost of the repairs, $101,586, will be absorbed in the Fire Department’s current operating budget. There is no ongoing expenditure or commitment resulting from this action.

Prepared By:

Megan Nutt
Principal Management
Analyst
Submitted By:

Rob Oatey
Fire Chief
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. CEN-CON BID DATED APRIL 8, 2026.PDF

2. CEN-CON INC CHANGE ORDER REQUEST.PDF

8.3 Wiktor Kluzniak
License #474947 335 Swift Street
DIR #1000002106 Santa Cruz, Ca.
95060
Date: April 8, 2026
Construction Estimate for: City of Santa Cruz
Work to be constructed at: SC Fire Station #1
Contact: Dan Himan, City of Santa Cruz
<h> Phone No.: (000) 000-0000 Cell: (408) 750-6411
<w> Phone No.: (831) 420-5574 Fax: (000) 000-0000
E-Mail: [email protected]
All labor and materials needed to perform the work described below.

1. Renovate/Remodel (3) showers adjacent to dressing area. Price for three showers…........................…..... $89,668.00 a. Demolish existing ceramic tiles, shower pans, plumbing fixtures, and glass doors. b. Provide new Terrazzo pans, mixing valves, and shower heads. c. Install new Solid Surface Corian "Linen" panels to shower walls & lid. d. Install new glass shower doors, 3/8 satin glass w/coating. Frameless like existing.

Does not include unforeseen conditions.

Sub-Total……………………………………………………………………………………………………………………………………………………… $89,668.00 Total Cost for Construction…………………………………………………………………………………………………………………. $89,668.00 email: [email protected]
Office (831) 459-9270 or FAX (831) 459-9297

CENTRAL COAST CONSTRUCTION COMPANY
CEN-CON Inc.

Fire Station #1 Shower Renovations - Revised

8.4 Wiktor Kluzniak
License #474947 335 Swift Street
DIR #1000002106 Santa Cruz, Ca.
95060
Date: April 27th, 2026
Construction Estimate for: City of Santa Cruz
Work to be constructed at: SC Fire Station #1
Contact: Josh Coleman, Santa Cruz Fire Chief
<h> Phone No.: (000) 000-0000 Cell: (831) 000-0000
<w> Phone No.: (831) 420-5574 Fax: (000) 000-0000
E-Mail: [email protected]
All labor and materials needed to perform the work described below.

1. Additional rot repair damage found during demo…........................…........................................................... $10,968.00 a. Furnish and install new Tera-lite epoxy flooring and cove base at changing areas. b. Install new subfloor and blocking for 8 linear ft of blocking for new coatings in each changing areas. c. Install additional waterproofing CIM at changing area. d. Modify Seating brackets for new work.
e. Substitute new Terrazzo pans with Tera-lite Epoxy flooring upcharge (no 6 week delay)…...................... $950.00 Does not include unforeseen conditions.

Sub-Total……………………………………………………………………………………………………………………………………………………… $11,918.00 Total Cost for Construction…………………………………………………………………………………………………………………. $11,918.00 email: [email protected]
Office (831) 459-9270 or FAX (831) 459-9297

CENTRAL COAST CONSTRUCTION COMPANY
CEN-CON Inc.

Fire Station #1 Shower Renovations - COR

8.5 City Council

AGENDA REPORT
DATE: 05/06/2026
AGENDA OF: 05/26/2026
DEPARTMENT: Fire
SUBJECT: Update to the City Emergency Operations Plan (FD) LOCATION: Citywide
RECOMMENDATION: Motion to approve the updated 2025-2030 City Emergency Operations Plan.

BACKGROUND: The City of Santa Cruz Emergency Operations Plan (EOP) establishes the framework for how the City prepares for, responds to, and recovers from emergencies. The EOP defines roles and responsibilities across City departments, outlines coordination with partner agencies, and aligns with local, state, and federal emergency management requirements, including the California Emergency Services Act, the Standardized Emergency Management System (SEMS), and the National Incident Management System (NIMS).

The EOP is periodically reviewed and updated to reflect changes in hazards, organizational structure, and regulatory guidance. The 2025–2030 update incorporates lessons learned from recent emergencies and aligns with current guidance from the Federal Emergency Management Agency (FEMA), the California Governor’s Office of Emergency Services (Cal OES), and the Santa Cruz County Office of Resilience, Response, and Recovery (OR3). City departments participated in the update to ensure the plan reflects current capabilities and responsibilities. City Council approval is required to formally adopt the updated EOP.

DISCUSSION: The updated 2025–2030 Emergency Operations Plan provides an all-hazards framework consistent with applicable local, state, and federal emergency management frameworks. Approval of the EOP ensures continued compliance with SEMS and NIMS and authorizes its use as the City’s primary emergency management plan. Approval provides a framework for training, exercising, and utilizing the processes and systems outlined through the plan, and offers the foundation for additional plans focused on specific functional elements of an emergency, or focused on specific types of hazards.

Adoption of the updated EOP does not require new funding and supports the City’s ongoing preparedness and operational readiness.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: This action is not a “project” under CEQA because it does not meet all of the requirements set out in

9.1 Pub. Resources Code § 21605. CEQA Guidelines § 15387(b)(2) and § 15387(b)(5) provide that “general policy and procedure making” and/or “organizational or administrative activities” that do not result in physical changes to the environment are not considered “projects” under CEQA.

In the alternative, if the Council action is considered a CEQA “project”, it is exempt from further CEQA review under the following exceptions:
 CEQA Guidelines § 15061(b)(3) – The common sense exemption, because it can be shown with certainty that the proposed Council action will have no effect or a positive effect on the environment.
 CEQA Guidelines § 15306 – data collection and information gathering.

HEALTH IN ALL POLICIES (HiAP): The Emergency Operations Plan (EOP) supports the City’s Health in All Policies (HiAP) framework by promoting coordinated, community-centered approaches to emergency preparedness, response, and recovery. By establishing clear roles, communication pathways, and decision-making processes, the EOP advances the public health and equity pillars of HiAP. It supports timely, accessible, and inclusive emergency actions that protect life and reduce disproportionate impacts on vulnerable populations during emergencies.

FISCAL IMPACT:

1. The recommendation in this report impacts the General Fund: No

2. This recommendation requires a budget adjustment: No

3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: There is no direct fiscal impact to the general fund.

Prepared By:

Meredith Albert
Principal Management
Analyst
Submitted By:

Rob Oatey
Fire Chief
Approved By:

Matt Huffaker
City Manager
ATTACHMENTS:

1. 2025-2030 EMERGENCY OPERATIONS PLAN.PDF

9.2 �n::�
"""'CITY OF
SANTA
CRIil

EMERGENCY

OPERATIONS
PLAN
2025-2030

9.3 City of Santa Cruz Emergency Operations Plan 2025-2030 2 | Page

ABOUT THIS PLAN
Who is this plan intended for?
This plan is intended for all City staff with emergency roles and for partner agencies that support the City during disasters.

What does the Emergency Operations Plan do?
The plan establishes how the City organizes, coordinates, and manages emergency response, recovery, and information-sharing.

What is an EOC?
A City Emergency Operations Center (EOC) is the central location where a city coordinates its response to emergencies or major incidents. It is not the place where field response happens; instead, it is where leaders, planners, and partner agencies collect information, set priorities, and coordinate resources.

Who does what in an emergency?
The plan assigns clear roles and responsibilities using the Incident Command System and the EOC structure so every unit knows its mission.

How do City departments use this plan?
Departments follow the roles, checklists, and coordination pathways assigned in the plan to carry out essential functions during an incident.

Where are additional hazard-specific plans found?
Hazard-specific annexes and protocols are published alongside the EOP and linked within it for quick access during an emergency.

When does this plan get activated?
The plan activates when an incident exceeds routine operations or when the City Manager or Fire Chief authorizes a coordinated emergency response.

How does the plan support decision-making?
The plan provides triggers, procedures, and coordination tools that guide timely, risk-based decisions during fast-moving events.

9.4 City of Santa Cruz Emergency Operations Plan 2025-2030 3 | Page
If you don’t find what you need in this
document, reach out to the City Office of
Emergency Services for guidance.

Base Plan = strategy, roles, concept of
operations
Annexes = functions and hazards
Appendices = data, tools, and references

9.5 City of Santa Cruz Emergency Operations Plan 2025-2030 4 | Page
Table of Contents
PLAN OVERVIEW................................................................................................. 9 Promulgation ................................................................................................................................ 9 Record of Changes ................................................................................................................... 10 Department Coordination and Concurrence ....................................................................... 11 Public Access and Distribution List ........................................................................................... 12 Integration with other Plans ...................................................................................................... 13 Training to the Plan .................................................................................................................... 14 Review Cycle .............................................................................................................................. 14 Alignment with the Federal Emergency Management Agency’s Comprehensive Preparedness Guide (CPG 101) Planning Principles ............................................................. 14 SECTION 1: INTRODUCTION.............................................................................. 17

1.1 Overview, Purpose, Scope ................................................................................................. 17

1.2 Objectives ............................................................................................................................. 18

1.3 Planning Assumptions .......................................................................................................... 18

1.6 Alignment to Standards ...................................................................................................... 19 SECTION 2: COMMUNITY PLANNING AREA, HAZARD/ THREAT ANALYSIS ... 21

2.1 Community Planning Area ................................................................................................. 21

2.2 Hazard and Threat Analysis Summary ........................................................................ 25

2.3 Critical Infrastructure and Community Assets .................................................................. 30

2.4 Hazards Addressed through the Emergency Management Cycle .............................. 32

2.5 Alignment to Standards ...................................................................................................... 33 SECTION 3: CONCEPT OF OPERATIONS .......................................................... 36

3.1 Purpose and Scope ............................................................................................................. 36

3.2 Authority to Activate the Plan ............................................................................................ 36

3.3 Field Command and EOC Coordination .......................................................................... 36

3.4 Emergency Proclamations and Declarations .................................................................. 37

3.5 Legal Authorities and Resolution of Legal Issues .............................................................. 42

3.6 Interdepartmental and Interagency Coordination ........................................................ 42

3.7 Equity, Access, and Community Considerations ............................................................. 42

3.8 Supporting Plans and Partner Coordination ..................................................................... 43

9.6 City of Santa Cruz Emergency Operations Plan 2025-2030 5 | Page

3.9 Operational Priorities ........................................................................................................... 43 Section3.10 Scalable And Flexible Operations ...................................................................... 44 SECTION 4: ORGANIZATION, ROLES, RESPONSIBILITIES, RESOURCES............. 46

4.1 ESF Roles and Responsibilities ............................................................................................. 46

4.2 ICS Organization .................................................................................................................. 51

4.6 Training and EOC Activation Preparedness ..................................................................... 57

4.7 Resource Management, NIMS Capabilities and Resource Typing................................ 58 SECTION 5: DIRECTION, CONTROL, and COORDINATION............................ 61

5.1 Coordination ........................................................................................................................ 61

5.2 Structure of Command and Control ................................................................................. 66

5.3 City Emergency Operations Center (EOC) ...................................................................... 68

5.10 Alignment to Standards .................................................................................................... 70 SECTION 6: INFORMATION COLLECTION, ANALYSIS, AND SHARING............ 73

6.1 Situational Awareness ......................................................................................................... 73

6.2 Information Coordination & Dissemination ....................................................................... 78

6.3 Communications Infrastructure for Emergency Operations .......................................... 82 Alignment to Standards ............................................................................................................ 85 SECTION 7: PUBLIC INFORMATION, ALERT AND NOTIFICATION .................... 88

7.1 Emergency Public Information Principles .......................................................................... 88

7.2 Roles, Responsibilities & Authorities .................................................................................... 89

7.3 Coordinated Information Sharing ...................................................................................... 89

7.4 Continuity, Testing & Maintenance ................................................................................... 91

7.5 Alignment to Standards ...................................................................................................... 91 SECTION 8: ADMINISTRATION, FINANCE, AND LOGISTICS ............................. 94

8.1 Finance & Administration Overview .................................................................................. 94

8.2 Documentation & Record-Keeping .................................................................................. 94

8.3 Vital Records Protection...................................................................................................... 95

8.4 Procurement & Contracting ............................................................................................... 96

8.5 Cost Tracking and Timekeeping ........................................................................................ 96

8.6 Disaster Cost Recovery........................................................................................................ 96

8.7 Insurance Administration .................................................................................................... 96

9.7 City of Santa Cruz Emergency Operations Plan 2025-2030 6 | Page

8.8 Logistics Coordination Interface ........................................................................................ 97

8.9 Demobilization Documentation & After-Action Records ............................................... 97

8.10 Alignment to Standards .................................................................................................... 97 SECTION 9: RECOVERY................................................................................... 100

9.1 Recovery Organization .................................................................................................... 100

9.2 Damage Assessment & Community Needs Analysis ..................................................... 100

9.3 Sources of Emergency Reimbursements and Assistance ............................................. 101

9.4 Housing, Human Services & Community Recovery ....................................................... 101

9.5 Long-Term Economic and Infrastructure Recovery ....................................................... 102

9.6 Environmental and Natural Resources Recovery .......................................................... 102

9.7 Transition to Mitigation & Resilience Planning ................................................................ 102

9.8 Alignment to Standards .................................................................................................... 102 SECTION 10: PLAN MAINTENANCE ................................................................ 105

10.1 Update Process Assumptions and Notes ...................................................................... 106

10.2 Plan Maintenance Process Assumptions and Notes ................................................... 108

10.3 Alignment to Standards .................................................................................................. 109 SECTION 11: ALIGNMENT WITH STANDARDS................................................. 112

11.1. Alignment with Federal Frameworks ............................................................................ 112

11.2 Alignment with California State Frameworks and Authorities .................................... 113

11.3 Alignment with Regional and Operational Area Plans ............................................... 114

11.4 Alignment with Local Plans ............................................................................................. 115

11.5 Summary of Alignment .................................................................................................... 117

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9.9 City of Santa Cruz Emergency Operations Plan 2025-2030 8 | Page

PLAN OVERVIEW
Includes:
 Promulgation
 Record of Changes
 Department Coordination
 Public Access and Distribution List
 Integration with other Plans
 Training to the Plan
 Review Cycle
 Alignment with Standards

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PLAN OVERVIEW
Promulgation
The promulgation document confers EOP official status and assigns City staff the responsibility to prepare and maintain the supporting standards outlined here. It commits the City to the ongoing process of training, exercises, and plan maintenance efforts needed to support the EOP. The promulgation document also allows the chief executive to affirm their support for emergency management.

Office of the City Manager
PROMULGATION OF THE 2025–2030 EMERGENCY OPERATIONS PLAN As City Manager, I hereby approve and promulgate the 2025–2030 City of Santa Cruz Emergency Operations Plan (EOP). This plan provides the official framework the City will use to prepare for, respond to, recover from, and mitigate emergencies and disasters affecting our community. Promulgation grants the EOP formal authority and directs all City departments to support and maintain the standards, roles, and procedures outlined in the plan. Each department is responsible for ensuring staff readiness, developing and updating internal procedures, and integrating emergency management into daily operations.

By issuing this promulgation, the City affirms its commitment to ongoing training, exercises, and plan maintenance, recognizing that effective emergency management requires continuous improvement and coordination across the organization.

This letter also serves as my statement of support for the City’s emergency management program and for the collaborative work required to protect life, property, infrastructure, and the environment. I extend my appreciation to the City staff and partner agencies who contributed to the development of this plan.

The 2025–2030 Emergency Operations Plan is hereby approved and effective immediately. ___________________________________________________________ City Manager, City of Santa Cruz Date

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City of Santa Cruz Emergency Operations Plan 2025-2030
Record of Changes

RECORD OF CHANGES
Date Revisions Contact
2004 Whole document review; update R.Solick
2005 Revise format R.Solick
2006 Whole document review; update R.Solick
2006-2007 Revise format R.Solick
2007 Content update R.Solick
2008 Whole document review; update R.Solick
2009 Content update; Glossary; Acronyms R.Solick
2010 SEMS/NIMS; whole document R.Solick
2010 Annex review R.Solick
2011 Distribution; Annex review R.Solick
2012 EOP Crosswalk R.Solick
2013 Appendices B: Hazard Analysis R.Solick
2015 EOP Crosswalk CalOES P. Horvat
2017– 2018 EOP Crosswalk CalOES R.Solick / P. Horvat
2025 EOP Crosswalk CalOES, CPG101, EMAP M.Albert

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Department Coordination and Concurrence
This Emergency Operations Plan represents the coordinated work of all City departments, each of which contributed subject-matter expertise, operational insights, and departmental requirements during its development. Their input, review, and refinement are reflected throughout this plan, ensuring that the document accurately describes the City’s capabilities, responsibilities, and collective approach to emergency preparedness, response, and recovery. A single emergency operations framework requires joint decision-making, participation in plan reviews, and agreement on responsibilities. The staff listed below reflect this vision for unity in how the City prepares for, responds to, and recovers from emergencies.

DEPARTMENT COORDINATION
Department Representative
City Manager’s Office Michelle Templeton
Fire Department Rob Oatey
Police Department Bernie Escalante
Public Works Department Kevin Crossley
Risk Management Ross Brandon
Water Department Chris Coburn
Finance Department Elizabeth Cabell
Parks and Recreation Department Mike Godsey
Planning Department Lee Butler
Economic Development David McCormic
Human Resources Sara DeLeon
Information Technology Ken Morgan

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Public Access and Distribution
The following entities received electronic copies of this EOC. This Emergency Operations Plan will be accessible in digital format on the City of Santa Cruz website. Printed copies may also be reviewed or obtained by the public at the Fire Department Administration Office and at City Hall upon request.

In March 2026, the draft plan update was distributed electronically to a range of community partners, public agencies, and local organizations for review and comment. Feedback was requested from neighborhood and volunteer preparedness groups, including the County of Santa Cruz Office of Resilience, Response, and Recovery; as well as education partners including Santa Cruz City Schools and the University of California, Santa Cruz.

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Integration with other Plans
Plan Relationship to EOP / Purpose Plan Maintenance
Emergency Operations
Plan (This Document)
Defines how the City organizes, leads, and
coordinates emergency response; establishes
policy and operational expectations.

Lead: OES. All City departments
participate. City Council approval
required.
2025–2030 Local
Hazard Mitigation
Plan (LHMP)
Identifies hazards, vulnerabilities, and longterm risk-reduction strategies that inform emergency planning.

Lead: CMO/OES—full
departmental engagement. City
Council approval required.

General Plan (Housing
& Safety Elements)
Provides a policy framework and programs
that guide land-use, safety, and resilience
strategies intertwined with emergency
planning.

Updated through City planning
processes; adopted by City Council.

Wildfire Resiliency
Plan
Outlines strategies to reduce wildfire risk and
strengthen preparedness and response across
the WUI.

Leads: OES, Water, Parks &
Recreation.

Water Department
Emergency Response
Plan (ERP)
Department-specific emergency procedures
with detailed mutual aid, resource, and
operational guidance complementary to the
EOP.

Lead: Water Department;
coordinated with OES to ensure
alignment.

Wharf Master Plan
Long-range planning, infrastructure, and
operations guidance intersect with evacuation,
coastal hazards, and emergency response.

Updated through planning and
capital project processes.

Emergency Planning
Annexes
Detailed operational and tactical plans
supporting the EOP (e.g., Tsunami Plan, Alert
& Warning Annex, Evacuation Annex, COOP,
Extreme Weather Protocol).

Lead: OES with participating
departments. Updated as procedures
and capabilities evolve.

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Training to the Plan
The City of Santa Cruz Emergency Management Training Program establishes a structured approach to preparing staff for emergency response. It defines training pathways for two groups:
(1) City staff assigned to specific Emergency Operations Center (EOC) roles, and (2) City staff who do not have designated EOC positions but may be required to support City operations as Disaster Service Workers (DSWs) during an emergency.

The Office of Emergency Services (OES) Manager, in coordination with EOC Section Chiefs, maintains and regularly refines role-specific training requirements. This includes ongoing familiarization with the EOC environment, individual position responsibilities, decision-making expectations, and the systems used to manage incidents, including SEMS, ICS, and NIMS.

Training requirements are adjusted as plans, systems, and threats evolve to ensure staff readiness remains aligned with the City’s most likely emergency scenarios.

The City reinforces this training through a quarterly emergency exercise program, primarily using tabletop exercises. These exercises are explicitly tied to the Emergency Operations Plan (EOP) and its supporting annexes, and are designed to translate written plans into operational practice. Each exercise highlights specific elements of the EOP that are most relevant to participating departments, allowing staff to build confidence, test assumptions, and strengthen coordination across City functions. Together, the APO, ongoing role-based training, and recurring exercises ensure that the City’s emergency plans are living documents that are routinely practiced, refined, and understood by staff before an emergency occurs.

Review Cycle
The EOP will be reviewed and updated periodically by the EOC Director, with Section Chiefs responsible for providing interim staffing updates and revised contact information.

Comprehensive reviewing and updating occur every three to five years. Departments must submit updated Standard Operating Procedures to ensure compliance with the EOP Concept of Operations. Information about the Updating process for this EOP is detailed in Section 10: Plan Maintenance.

Alignment with the Federal Emergency Management Agency’s Comprehensive Preparedness Guide (CPG 101) Planning
Principles
This Plan was developed in alignment with the Federal Emergency Management Agency’s Planning Principles (CPG101 2021, pp1-2):

1. Planning should be community-based, representing the whole population and its needs.

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2. Planning should emphasize caring for people with disabilities and individuals with access and functional needs, infants, children, and older adults.

3. Planning should include all stakeholders in the community.

4. Planning should address equity in all phases of the planning process.

5. Planning should engage the private sector.

6. Planning should include elected and appointed officials throughout the process.

7. Planning is a fundamental process to manage risk.

8. Planning should use analytical approaches to address uncertainty.

9. Planning should consider all hazards and threats.

10. Time, uncertainty, risk, and experience influence planning.

11. Planning is a key component of the National Preparedness System.

12. Plans should clearly identify the mission, supporting goals, and desired results.

13. Planning should depict the anticipated environment for action.

14. Planning does not need to start from scratch.

15. Planning should identify tasks, allocate resources to accomplish those tasks, and establish accountability.

16. Effective plans tell those with operational responsibilities what to do and why, and they instruct those outside the jurisdiction how to provide support and what to expect.

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SECTION 1:

INTRODUCTION
Includes:
 Overview, Purpose, Scope
 Objectives
 Assumptions
 Alignment with Standards

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SECTION 1: INTRODUCTION
Plan overview, purpose, scope, objectives, and assumptions

1.1 Overview, Purpose, Scope
 EMERGENCY OPERATIONS PLANS 
An EOP is the official playbook for how a jurisdiction prepares for, responds to, and recovers from emergencies. It assigns roles, establishes coordination structures, and guides decisions when normal operations are disrupted. This EOP applies to all City departments and partner agencies. It does not replace field expertise — it provides the structure within which expertise is applied.

The City of Santa Cruz Emergency Operations Plan (EOP) defines departmental roles and operations across all phases of emergency management, aligns with municipal code and state/federal frameworks, and sets standard procedures for mitigation, preparedness, response, and recovery. It ensures coordination with other jurisdictions. The City of Santa Cruz plans for, and responds to, emergency events in accordance with the Santa Cruz County Operational Area Memorandum of Understanding (MOU). This MOU ratifies local government agreements to comply with SEMS, as mandated by California law.

This plan identifies the operational concepts and procedures associated with coordinating and supporting field response to emergencies, emergency operations center activities, and the recovery process.

The City of Santa Cruz Emergency Operations Plan (EOP) provides a flexible framework for coordinating citywide response to any
emergency—natural or human-caused—
that may impact the community. The
EOP consists of a Base Plan and
supporting annexes and attachments. It
aligns with the Standardized Emergency
Management System (SEMS), the
National Incident Management System
(NIMS), and integrates with county,
state, and federal emergency guidance.

The plan is scalable to address various
incidents and evolving threats. It
supports coordination with regional partners, neighboring jurisdictions, and special districts.  THE EMERGENCY OPERATIONS PLANSSTANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS) 
• California’s mandatory framework for organizing
emergency response across all levels of government
(Gov. Code §8607).
• Tiers: Field → City → Operational Area (County)
→ Region → State
• All City emergency operations must comply with
SEMS as it aligns City actions with County, State, and
Federal response.

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This EOP complements and connects
with other City emergency and
resilience planning efforts, including the
Continuity of Operations and Continuity
of Government (COOP/COG) Plans,
and the Local Hazard Mitigation Plan
(LHMP). It reflects a whole community
approach that prioritizes inclusive
engagement, especially for historically
underserved populations and individuals
with access and functional needs.

1.2 Objectives
The following objectives guide the EOP:
• Define the City’s emergency management structure and coordination systems. • Support an inclusive, community-centered approach to preparedness, response, recovery, and mitigation.
• Clarify roles, responsibilities, and lines of authority across City departments and partners.
• Facilitate effective use and coordination of resources before, during, and after an emergency.
• Strengthen partnerships with outside agencies and mutual aid providers. • Ensure all planning is accessible, adaptive, and aligned across local and regional levels.

1.3 Planning Assumptions
Planning assumptions anchor the plan in realistic conditions, set expectations for how the City and partners will operate, and clarify what the plan does—and does not—presume during an incident. They ensure everyone uses the same starting point when interpreting roles, making decisions, and activating the plan.
 NATIONAL INCIDENT MANAGEMENT
SYSTEM (NIMS) 
• Federal framework (HSPD-5) that standardizes
terminology, structure, and processes for emergency
management nationwide.
• Required for all jurisdictions receiving federal
preparedness funding.
• NIMS compliance includes ICS use, resource typing,
and training standards. All City staff must complete IS700.

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• Emergency authorities are activated through local, state, and federal proclamations or declarations, and SEMS and NIMS guide all emergency management activities. • The Governor may proclaim a State of Emergency with or without a City request. • All City employees are Disaster Service Workers, limited by safety training and equipment requirements, and the City Injury and Illness Prevention Program remains in effect.
• Emergency management includes and protects diverse and AFN populations, with full compliance with ADA and non-discrimination laws.
• Response is coordinated at the lowest practical level, escalating only as required, AND Coordination spans all levels of government, special districts, nonprofits, businesses, and volunteers.
• Incidents may occur suddenly and without warning.
• Coastal geography and limited access may delay aid.
• Communications systems may fail.
• Mutual aid will be requested when City capacity is exceeded. • Departments maintain and update supporting plans and procedures. • This EOP is all-hazards, flexible, and adaptable to operational needs. • EOP and communications are designed for accessibility, with ongoing commitment to Section 508 compliance

1.6 Alignment to Standards
This section aligns with national, state, and regional standards to ensure consistency and interoperability across all phases of emergency management. It meets key EMAP criteria, including hazard and risk analysis (4.1, 4.3), whole community integration (4.4), and clear goals and objectives (4.6). The plan follows the Cal OES 2023 EOP Crosswalk (§1–§10) and FEMA CPG-101 planning guidance, incorporating required elements, standardized structure, and accessibility principles. It also mirrors the County of Santa Cruz EOP assumptions and applies SEMS/NIMS concepts to ensure coordinated roles across Local, Operational Area, and State levels.

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SECTION 2:

COMMUNITY

PLANNING AREA,

HAZARD/ THREAT

ANALYSIS
Includes:
 Planning Area
 Hazard and Threat Analysis Summary from the Local Hazard Mitigation Plan  Critical Infrastructure and Community Assets
 Hazards
 Alignment with standards

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SECTION 2: COMMUNITY PLANNING AREA,

HAZARD/ THREAT ANALYSIS
This section summarizes the impacts of different natural hazards presented through the FEMAapproved 2025–2030 City of Santa Cruz Local Hazard Mitigation Plan (LHMP) Risk Assessment (Section 4). The LHMP’s hazard, vulnerability, and risk analysis is integrated here into an all-hazards emergency operations planning threat framework consistent with FEMA’s Comprehensive Preparedness Guide (2021).

2.1 Community Planning Area
The City of Santa Cruz, seat of Santa Cruz County, lies on the northern Monterey Bay, 32 miles south of San Jose and 75 miles south
of San Francisco. Covering 12.69
square miles, it has a compact urban
core bordered by redwood forests,
agricultural land, parks, and coastal
recreation areas that form a greenbelt.

Known for its moderate climate and
diverse natural and built environment,
the City features coastal bluffs,
lagoons, the Santa Cruz Beach
Boardwalk, UC Santa Cruz, and the
Monterey Bay National Marine Sanctuary. The 2020 Census counted 62,956 residents; proportional analysis shows 59,424 living in the City’s 34 neighborhoods defined by the 2030 General Plan.
 Why Geography Matters 
• Santa Cruz is bordered by ocean, mountains, and linked with the region through limited road corridors. Access
can be cut off in multiple hazard scenarios.
• Population swells seasonally: ~63,000 residents +
19,000 UCSC students + peak summer tourism.
• These factors shape every aspect of this plan: evacuation routes, shelter capacity, resource staging, and
communication strategies.

Neighborhood Area
(acres) Pop
Arana Gulch 66.46 0
Banana Belt Neighborhoods 454.77 5,188
Beach and Boardwalk District 98.26 1,369
Beach Hill/Beach Flats Neighborhoods 60.09 983
Branciforte Drive Neighborhoods 48.87 636
California Street/Mission Hill Neighborhoods 158.45 2,152 Carbonera Neighborhoods 212.09 332
DeLaveaga Park 552.98 39
Downtown District 88.35 1,559

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Seasonal Variability: The City population fluctuates seasonally. The University of California, Santa Cruz (UCSC) houses approximately 10,000 students across ten residential colleges, and enrolls more than 19,000 students each academic year. The peak tourism season is from June to September
Neighborhood Area
(acres) Pop
Downtown Neighborhoods 187.48 3,804
Harvey West District 247.46 890
King Street Neighborhoods 238.89 3,033
Lighthouse Field State Beach 47.66 56
Lighthouse/The Circles Neighborhoods 572.21 7,015
Lower Ocean Neighborhoods 77.93 1,727
Lower Seabright Neighborhoods 117.98 781
Mission Street Corridor 73.34 834
Moore Creek Upland Open Space 250.76 17
Natural Bridges State Beach 66.65 47
Neary Lagoon 61.66 472
Ocean Street Corridor 30.98 543
Pogonip 619.69 13
Prospect Heights Neighborhoods 226.97 2,223
River Street District 65.17 763
San Lorenzo Park Neighborhoods 7.40 40
Soquel Avenue Corridor 91.21 1,081
Tanner Heights Neighborhoods 73.44 216
University of California, Santa Cruz 1057.46 8,458
Upper Ocean Neighborhoods 33.34 733
Upper Seabright Neighborhoods 481.65 6,430
Water Street Corridor 65.97 923
Western Drive/Nobel Neighborhoods 579.87 3,762
Westlake Neighborhoods 396.71 2,443
Westside Industrial District 391.87 862

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9.26 City of Santa Cruz Emergency Operations Plan 2025-2030 25 | Page

2.2 Hazard and Threat Analysis Summary
The City Emergency Operations Plan builds on the Local Hazard Mitigation Plan by translating hazard, spatial, and demographic risk analysis into an emergency-management lens focused on response needs, coordination, and decision-making. This section first summarizes the natural hazards identified in the LHMP, including population vulnerability, critical infrastructure and asset exposure, and historical hazard patterns. It then addresses human-caused hazards, which involve more uncertain and complex variables and require a different analytical approach.

Different hazards affect different parts of the City, expose different populations to risk, and disrupt different City services, infrastructure, and operational functions. The 2025-2030 LHMP provides maps showing areas at risk from each of the ten natural hazards assessed. These can be found in Appendix B of that document.

2.2.1 Natural Hazards
Santa Cruz’s coastal setting, seismic risk, aging infrastructure, and climate stressors heighten exposure, particularly for vulnerable
populations and critical assets. Primary
natural hazards posing a risk to the City
include coastal erosion, flooding
(riverine, flash, and coastal),
earthquakes, landslides, sea level rise,
tsunamis, wildfire, extreme heat,
drought, and dam failure. Any of these
may turn into a cascading hazard.

Historical records show recurring stormrelated disasters, particularly associated with atmospheric rivers, El Niño
conditions, and coastal storms. Climate change is projected to intensify many of these hazards.

Natural Hazards - 2025-2030 LHMP
Coastal Erosion Flooding Earthquake
Dam Failure Landslides Extreme Heat
Drought Sea Level Rise Tsunami
Wildfire
 CASCADING HAZARDS 
When one hazard triggers another. Examples:

Earthquake → dam failure → flooding | Wildfire
→ rain → landslides | Power outage → water
system failure → public health crisis
Cascading hazards increase complexity and resource
demands. This plan assumes compound events are
possible and plans for them.

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2.2.2 High-Risk Areas and Vulnerable Populations
High-risk areas include the entire coastal edge of the City, particularly West Cliff Drive, the Beach and Boardwalk District, Seabright neighborhoods, Natural Bridges State Beach, and the Santa Cruz Harbor, which are exposed to coastal erosion, flooding, and tsunami inundation.

Inland, the San Lorenzo River corridor and lower-lying downtown areas are vulnerable to riverine and flash flooding. Hillside and foothill areas such as DeLaveaga Park, Pogonip, Moore Creek, and UC Santa Cruz are highly susceptible to landslides and wildfire. Critical infrastructure at risk includes transportation corridors, water and wastewater systems, power and communications infrastructure, hospitals, congregate care facilities, and coastal recreational and commercial assets. Vulnerable populations include residents in floodplains, coastal zones, wildfire-prone neighborhoods, lower-income communities, visitors, unhoused populations, and individuals with access and functional needs.

2.2.3 Historical Occurrence and Likelihood of Future Risk Historical data show repeated storm-related disasters, including multiple federal disaster declarations for flooding, landslides, and coastal storms, as well as significant tsunami impacts in 2011 and 2022. Earthquake risk remains high due to proximity to major fault systems, with the majority of the City subject to strong ground shaking. Drought and extreme heat events have increased in frequency over the past two decades. Based on climate projections and historical trends, these hazards are expected to continue—and in many cases intensify—over future planning horizons, making them a persistent and credible threat to the jurisdiction

2.2.4 Human-caused Hazards
In addition to natural hazards, Santa Cruz faces artificial threats and cascading scenarios that disrupt public safety, services, and community wellbeing. Risks include power outages from planned or unplanned power outages, equipment failures, wildfires, cyberattacks that turn off critical infrastructure, active-attacker
incidents, and civil unrest. Terrorism or
other intentional attacks featuring weapons.

CBRNE stands for Chemical, Biological,
Radiological, Nuclear, and Explosive
(CBRNE) describes a category of active
attack outside the City of Santa Cruz's
experience, but not beyond the State's or
Nation's expertise. Various factors, events,
and concurrent issues might threaten the
region and the City’s agricultural security, food, and water supplies. Cascading hazards occur when events overlap—wildfire followed by rain causing landslides, earthquakes triggering dam  CBRNE 
• Chemical • Biological • Radiological • Nuclear •
Explosive
• A category of deliberate or accidental threats requiring specialized response capabilities.
• The City does not maintain CBRNE response teams
locally. Response is coordinated through County OES,
Cal OES, and federal partners (FBI, FEMA, DOD).

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failures and power outages, or heatwaves during power outages. These compound events heighten risks to vulnerable populations and essential systems, requiring integrated planning, interagency coordination, and adaptable response.

The City of Santa Cruz’s understanding of intentional and non-natural hazards—including cyberterrorism, civil unrest, active attackers, and other deliberate disruptions—is informed through partnerships with the County Operational Area and the Northern California Regional Intelligence Center (NCRIC), the regional hub for intelligence-sharing. As the designated regional fusion center, the NCRIC provides intelligence analysis, threat briefings, and information on suspicious activity directly relevant to local risks and critical infrastructure. The City’s link to the NCRIC is further supported through statewide channels, including the California State Threat Assessment Center (STAC), which focuses on strategic threat trends that may affect local jurisdictions. Together, these relationships ensure Santa Cruz has access to vetted intelligence that strengthens preparedness for human-caused hazards and supports the rapid exchange of information before and during evolving threats.

2.2.5 Integration of Threat Intelligence / Man-Made Hazards The City incorporates threat intelligence and situational awareness from state and local fusion centers, Joint Terrorism Task Forces, Cal OES, federal partners, and regional coordination bodies to inform its hazard and threat analysis. This includes information related to terrorism, civil unrest, cybersecurity threats, and emerging risks that may not be captured solely through historical hazard data. Intelligence products and partner briefings are integrated into planning, preparedness, and operational decision-making to ensure alignment with broader regional and national threat assessments.

2.2.6 All-Hazards and Emerging Threat Considerations
The City’s hazard and threat analysis incorporates agricultural security and food supply considerations (including drought and supply chain disruptions), cybersecurity risks to municipal systems and critical services, and chemical, biological, radiological, nuclear, and explosive (CBRNE) incidents through coordination with regional, state, and federal partners. Pandemic risk is addressed as a distinct but overlapping hazard, informed by recent experience and integrated into continuity, public health, and mass care planning.

2.2.7 Assumptions, Methods, and Tools
The hazard and threat analysis is based on the methodologies outlined in the LHMP, including hazard profiling, historical frequency analysis, climate projections, vulnerability overlays, and consequence-based assessment. Tools and references include FEMA hazard mitigation planning guidance, state hazard analysis methodologies, Cal-Adapt climate projections, USGS seismic models, FEMA flood mapping, and locally developed vulnerability analyses. The analysis

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assumes continued population growth, aging infrastructure, climate-driven hazard amplification, and regional interdependence.

2.2.8 Mapping of High-Risk Areas
Maps included in the LHMP and referenced in the EOP depict high-risk areas for coastal erosion, floodplains, seismic shaking zones, landslide susceptibility, wildfire hazard severity zones, tsunami inundation areas, sea level rise projections, and critical infrastructure locations. These maps are used operationally to inform evacuation planning, protective actions, resource prioritization, and situational awareness during emergencies.

2.2.9 Cross-Jurisdictional and Regional Risks
The City recognizes that many hazards may originate outside its jurisdiction, including watershed runoff, upstream dam failure, regional power or communications outages, wildfire spread, coastal and marine incidents, tsunamis, and civil disturbance or terrorism affecting neighboring jurisdictions. Regional coordination and mutual aid are therefore integral to the City’s hazard and threat planning assumptions.

2.2.10 Time-Based Variables
Time variables significantly influence hazard impacts and response complexity. These include seasonal storm patterns, wildfire seasonality, drought cycles, tourist and special event surges, daily commute periods, school schedules, and the speed of onset of different hazards (e.g., earthquakes and tsunamis versus prolonged storms or heat waves). These variables are incorporated into preplanning, staffing, evacuation considerations, and public messaging strategies.

2.3 Critical Infrastructure and Community Assets
A detailed inventory of these community assets and critical infrastructure appears in Appendix 2 to this Plan and serves as a foundational reference for preparedness, response, and recovery planning.

Vulnerability and impact analysis explicitly considers critical infrastructure protection by identifying infrastructure exposed to high-hazard areas and assessing interdependencies among systems such as power, water, transportation, communications, and healthcare. The analysis recognizes that infrastructure failure—whether caused by natural hazards, cyber incidents, or human-caused events—can cascade across jurisdictions and significantly increase consequences, necessitating coordinated response and prioritization during EOP activation.

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FEMA identifies “community lifelines and other critical facilities” essential to life, safety, and economic viability. For this plan, these types of assets are referred to as “critical facilities and infrastructure” for City-owned and/or operated facilities and infrastructure and “other major assets” for buildings and facilities that are located within City limits, utilized by the community, and often serve as community gathering places but are not owned and/or operated by the City.

Maps showing the locations of critical infrastructure are available in the LHMP Appendix B Figures 3a through figure 5.

The City maintains a diverse portfolio of facilities that support governance, emergency response, community services, and infrastructure operations. City departments manage core assets, including City Hall campus buildings, fire stations and the Emergency Operations Center, a police station, and a wide network of parks, recreation sites, and community facilities. Public Works and Water Department assets form the backbone of critical infrastructure, spanning transportation systems, stormwater and wastewater facilities, and an extensive water supply and distribution network. These systems include reservoirs, pipelines, treatment facilities, pumps, and wells that sustain daily operations and emergency response capabilities.

The community also relies on a broad set of external and partner-owned assets, including schools, libraries, affordable housing, historic structures, and major destinations such as the Santa Cruz Beach Boardwalk, Santa Cruz Harbor, and Kaiser Permanente Arena. Transportation infrastructure, including Highways 1, 9, and 17 and a network of bridges, enables regional connectivity and evacuation movement. Natural systems such as the San Lorenzo River, local creeks, levees, and watersheds play a critical role in flood management and environmental stability. Water supply assets, including Loch Lomond, provide essential storage capacity and long-term resilience.

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2.4 Hazards Addressed through the Emergency Management
Cycle

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The entire community shares responsibility for the city’s emergency management organization.

Individuals and households must prepare emergency plans, maintain supplies, and stay informed to protect themselves and their families. The private sector ensures continuity of operations, safeguards employees and customers,
and supports resource needs during
disasters. Community-based
organizations engage vulnerable
populations, deliver essential
services, and help build resilience
before, during, and after emergencies.

Together, these roles form an
integrated approach to mitigation,
preparedness, response, and recovery
that strengthens the city’s ability to
withstand and recover from disasters.

The following outlines the roles of
whole community partners across the phases of the emergency management cycle:

Mitigation: City hazard reduction is shared across sectors: elected officials set codes and policies; departments maintain infrastructure and implement projects; businesses invest in safe operations; nonprofits educate and advocate; households take protective measures; and county, state, and federal agencies provide funding, guidance, and regulation.

Planning and Preparedness: Emergency planning and preparedness is a shared responsibility:
city leadership sets priorities, allocates resources, and promotes training; departments maintain and exercise plans; businesses ensure continuity and staff readiness; nonprofits engage communities and volunteers; households plan, equip, and practice; and public partners align operations and provide technical support.

Response: During emergencies, city leadership declares and funds the response; departments execute plans and sustain services; businesses protect people and facilities while offering support; nonprofits provide essential relief; households evacuate and follow guidance; and public partners deliver mutual aid and specialized assistance.

Recovery: In recovery, city leadership drives policy and aid; departments restore infrastructure and manage debris; businesses reopen and stabilize the economy; nonprofits support residents and rebuilding; households repair and recover; and public partners provide funding, expertise, and programs.

2.5 Alignment with Standards
 Phases of Emergency Management 
• MITIGATION — Reduce risk before it becomes an
emergency. (Land use codes, seismic retrofits, public
education.)
• PREPAREDNESS — Plan, train, equip, and exercise
before an incident. (This EOP, drills, EOC training.)
• RESPONSE — Immediate actions to save lives and
stabilize the incident.
• RECOVERY — Restore services and community
functions. Short-term (weeks) and long-term (years).

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Section 2 provides the City’s hazard and threat summary, drawing on and explicitly aligning with the Local Hazard Mitigation Plan and other hazard studies, and directly implementing EMAP’s requirements for hazard identification, risk assessment, and consequence analysis. This section fulfills CPG-101 and Cal OES crosswalk expectations for a Situation Overview and risk environment description, including major threats such as flooding, wildfire smoke, tsunamis, and coastal hazards. Its structure and hazard list are consistent with the County EOP’s hazard analysis and OA-level risk framing, supporting a common picture of risk across the Operational Area.

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SECTION 3:

CONCEPT OF

OPERATIONS
Includes:
 Purpose and Scope
 Activation Authority
 Coordination with Field Command
 Emergency Proclamations and Declarations
 Legal Authorities
 Coordination
 Equity, Access, and Community Considerations
 Supporting Plans
 Operational Priorities
 Scalable and Flexible Planning Features

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SECTION 3: CONCEPT OF OPERATIONS

3.1 Purpose and Scope
This Concept of Operations (CONOPS) describes how the City of Santa Cruz manages emergencies across the preparedness, response, and recovery continuum, with primary emphasis on response coordination. It defines authority, roles, decision-making processes, and coordination mechanisms used by City departments and partners to manage incidents of varying scale and complexity. The CONOPS ensures a transparent, flexible, and operationally consistent approach to emergencies, aligned with the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).

3.2 Authority to Activate the Plan
The City Manager, acting as the Director of Emergency Services under Santa Cruz Municipal Code Chapter 2.20 and the California Emergency Services Act, has the authority to activate this Emergency Operations Plan (EOP) and the City Emergency Operations Center (EOC), in whole or in part. Department Directors, the Fire Chief, or the Police Chief may recommend activation based on incident conditions, forecasted impacts, or anticipated resource needs. Activation authority may also be exercised in coordination with Santa Cruz County, Cal OES, or the Governor when conditions exceed local capability.

Emergency response in the City of Santa Cruz follows the National Incident Management System (NIMS) and the Standardized Emergency Management System (SEMS) as required under Homeland Security Presidential Directive-5 and California Government Code §8607.

Field-level command begins with the first qualified responder on scene and is formally transferred to more qualified personnel as they arrive, consistent with ICS command transfer protocols.

3.3 Field Command and EOC Coordination
 FIELD OPERATIONS VS EOC OPERATIONS 
• FIELD (ICS/IC): Commands on-scene operations. Directs resources. Makes tactical decisions. • EOC: Does NOT command the field. Supports field command with policy decisions, resource coordination, interagency liaison, and situational awareness.
• Clear separation of these roles prevents duplication and confusion during a response.

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Emergency response begins at the field level under the Incident Command System (ICS). The first qualified responder assumes command, with command formally transferred as additional qualified personnel arrive, consistent with ICS protocols. When incidents escalate or are anticipated—such as during severe weather, flooding, coastal hazards, or other emerging threats—the City may activate its EOC to provide policy direction, resource coordination, situational awareness, and interagency support. The EOC does not command field operations; it supports field command through coordination, logistics, planning, and information management.

More information about EOC organization of roles and responsibilities is found in section 4.

See also Section 5: Direction, Control, and Coordination See also Section 5.3 City EOC

3.4 Emergency Proclamations and Declarations
 LOCAL EMERGENCY PROCLAMATION 
• A formal legal declaration that conditions exceed normal capacity (Gov. Code §§8630–8634). • Issued by: The City Manager (Director of Emergency Services). • Effect: Activates emergency powers • Enables state/federal aid requests • Unlocks CDAA and FEMA reimbursement eligibility.
• Must be ratified by City Council within 7 days. Renewed every 30 days. Timing directly affects cost recovery eligibility.

When conditions are, or are likely to become, beyond local response capability, the Director of Emergency Services may proclaim a Local Emergency pursuant to California Government Code §§8630–8634 and Santa Cruz Municipal Code Chapter 2.20. Local Emergency Proclamations must comply with the timeline described below so that related costs are eligible for reimbursement under the California Disaster Assistance Act (CDAA).

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The City coordinates emergency proclamations with Santa Cruz County Operational Area partners and Cal OES to support requests for a State of Emergency or a Federal Emergency or Major Disaster Declaration under the Stafford Act, when warranted. While not strictly required for every incident, a state emergency proclamation often precedes or accompanies a federal declaration because it helps establish the severity, mobilize state resources, and document that local/state capacity is exceeded. (E.g., Ca Gov. Code § 8625 for state emergency.)

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What this means operationally:

As incident complexity increases, the City moves through a tiered legal and management framework that:

1. Activates ICS/EOC coordination (NIMS/SEMS compliance)

2. Authorizes heightened emergency powers (local ordinance + Gov. Code §8630)

3. Unlocks state and federal resources (CDAA + Stafford Act)

4. Improves eligibility for cost recovery (FEMA Public Assistance, 44 CFR §206) This ensures the City can rapidly mobilize, expand capabilities, and protect life, property, and essential infrastructure when disasters exceed normal operating conditions.

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FAQs: Emergency Proclamations
When is a Local Emergency Proclaimed?
When conditions are, or are likely to become, beyond local capability, the City Manager/Emergency Services Director may proclaim a Local Emergency under California Government Code §§8630–8634.

How is a Local Emergency Proclaimed?
The proclamation:
• Must be ratified by City Council within 7 days and reviewed every 60 days per Gov. Code §8630(c)
• Must be issued within 10 days of incident onset for eligibility under the California Disaster Assistance Act (CDAA), Gov. Code §8680 et seq.
• Grants extraordinary authorities (e.g., curfews, emergency orders) authorized in Santa Cruz Municipal Code Chapter 2.52
• Formally documents impacts using damage assessment reporting standards required by Cal OES and FEMA Public Assistance regulations (44 CFR Part 206) • A Local Emergency Proclamation is a legal prerequisite for requesting state and federal disaster support
How is a State Emergency Proclaimed?
• Requested by the City Council through Cal OES, supported by a local proclamation and Initial Damage Estimate (IDE) per California Emergency Services Act, Gov. Code §8625. —Or—
• Issued unilaterally by the Governor when “conditions of extreme peril” exceed local capabilities (Gov. Code §8625).

How is a Federal Emergency Declared?
Federal declarations—Emergency or Major Disaster—may follow under the Robert T. Stafford Act (42 U.S.C. §§5121-5207) When
• damage and losses exceed state/local capacity to respond and recover (including financial, staffing, equipment, and logistics).
• mutual-aid or multi‐jurisdictional response is required across regions, and the state recognizes that additional federal support is necessary.
• Governor certifies that the event meets the federal definition and submits the request.

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3.5 Legal Authorities and Resolution of Legal Issues
Emergency operations are conducted under the authorities provided by the Santa Cruz Municipal Code, the California Emergency Services Act, SEMS, NIMS, and applicable state and federal regulations. The City Attorney advises the Director of Emergency Services and the EOC on legal questions arising from preparedness, response, and recovery actions, including:
• Interpretation of emergency powers and authorities
• Emergency contracting and procurement
• Mutual aid and resource agreements
• Liability considerations and disaster service worker status

3.6 Interdepartmental and Interagency Coordination
The Emergency Management Organization (EMO) coordinates with all relevant City departments, boards, and divisions to ensure a unified City response. Departments perform emergency functions that align with their day-to-day responsibilities to the greatest extent possible.

The City coordinates closely with:
• Santa Cruz County Operational Area agencies
• Neighboring jurisdictions
• Cal OES and state agencies
• Federal partners, as required
Coordination follows SEMS and NIMS principles to ensure interoperability, shared situational awareness, and effective resource management.

3.7 Equity, Access, and Community Considerations

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Emergency operations prioritize life safety and are implemented in a manner that addresses the needs of people of color and others who have been historically underserved, marginalized, or adversely affected by persistent poverty and inequality. Planning and response efforts incorporate equity considerations in evacuation, sheltering, communications, and recovery operations.

Collectively these considerations are considered Access and Functional Needs (AFN).

The City accounts for:
• Children: including
safety, reunification,
sheltering, and access to
essential services.
• Individuals with
disabilities and others
with access and
functional needs:
including physical accessibility, programmatic accommodations, and accessible communications.
• Household pets and service animals: including evacuation, sheltering, and reunification considerations consistent with state and federal guidance.

3.8 Supporting Plans and Partner Coordination
This EOP is supported by and coordinated with other response and support plans, including but not limited to:
• Hospital and healthcare emergency plans
• School and childcare emergency plans
• Facility-specific emergency and continuity plans
• Departmental emergency procedures and annexes
These plans collectively support the implementation of this EOP and ensure coordinated, wholecommunity emergency management.

3.9 Operational Priorities
 ACCESS AND FUNCTIONAL NEEDS (AFN) 
• Individuals who may require additional assistance before, during, or after an emergency.
• Includes: people with disabilities • limited English proficiency • older adults • children • unhoused residents • medical device users • people with limited transportation.
• ADA compliance and non-discrimination requirements apply to ALL emergency operations. AFN considerations are built into evacuation, sheltering, alerting, and recovery planning.

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During all emergencies, the City operates according to the following priorities:
• Save Lives – Protect life and health equitably and inclusively. • Protect Property – Safeguard public and private property, critical infrastructure, and essential services.
• Preserve the Environment – Minimize impacts to natural and cultural resources. • Restore Services – Support continuity of government and community recovery.

Section3.10 Scalable And Flexible Operations
The City’s emergency management posture is scalable and adaptable. EOC activations, staffing levels, and coordination mechanisms are adjusted based on incident magnitude, duration, and complexity. Regular City operations may need to be suspended for the duration of the emergency.

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SECTION 4:

ORGANIZATION,
ROLES,

RESPONSIBILITIES,

RESOURCES
Includes:
 Emergency Support Functions: Roles
 ICS Organization
 Staff Readiness
 Resource Management, NIMS Capabilities

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SECTION 4: ORGANIZATION, ROLES,

RESPONSIBILITIES, RESOURCES
For information about how the City coordinates during an emergency response refer to Section 5.

This plan presents organization first by describing the City’s Emergency Support Frameworks and then by defining the City Emergency Operations Center organization.

4.1 ESF Roles and Responsibilities
 Emergency Support Function (ESF) 
• ESFs organize response by FUNCTION, not department. Each ESF groups related capabilities under a lead agency.
• 18 ESFs cover: Transportation • Communications • Public Works • Firefighting • Emergency Management • Mass Care • Logistics • Public Health • HAZMAT • Utilities • Law Enforcement • Recovery • Public Information • Finance • Cybersecurity.
• ESF numbering matches County, State, and Federal systems — enabling seamless coordination across jurisdictions.

A detailed inventory of these Emergency Support Functions appears in Appendix 3 to this Plan and serves as a foundational reference for preparedness, response, and recovery planning.

The 2025 Emergency Operations Plan (EOP) introduces the Emergency Support Function (ESF) framework as a key organizational element alongside the traditional Incident Command System (ICS). Emergency Support Functions organize City emergency response by function rather than department, aligning City operations with County, State, and National response systems.

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Each ESF defines a coordinated capability and assigns lead and supporting departments alongside external partners, ensuring clear roles and crossjurisdictional interoperability. The ESF framework aligns the City’s structure with the systems used at the County, State, and Federal levels, promoting consistency and interoperability across jurisdictions.

How do ESFs work with ICS?
When combined with ICS, it provides a comprehensive and flexible foundation for managing incidents of any scale or complexity. Together, these two systems formalize and clarify areas of coordination and responsibility that were previously informal or undefined in earlier versions of the City’s EOP. This integrated approach ensures that City departments and partner agencies can operate cohesively under a shared structure that supports effective communication, decision-making, and resource management.

The City’s Emergency Support Functions (ESFs) correspond to those used at the County, State, and Federal levels. While the same functional areas provide a common framework for coordination, ESFs often look different at the city level. Certain functions—such as Food and Agriculture—are typically led by County or State agencies, with the City contributing to regional coordination and local implementation as needed. These functions are included here to demonstrate alignment with established emergency management frameworks and to support seamless integration across all levels of government.

4.1.1 Emergency Support Functions
Note: Across local, county, state, and federal emergency management frameworks, Emergency Support Functions use the same functional numbering and titles (for example, Transportation) but apply different prefixes or formatting—such as ESF 1, CA-ESF 1, or ESF #1—to reflect the governing jurisdiction and framework while preserving functional alignment.

City ESF Where the function sits in the City
Emergency Operations Center
ESF 1: Transportation
Coordinates the movement of people, goods, and
equipment. Maintains evacuation routes and traffic
flow during emergencies.

Logistics Section (Transportation Unit)
Coordinates closely with Operations Section
(evacuation, care and shelter needs, infrastructure
branch) and Planning Section (situation analysis)
ESF 2: Communications Logistics Section (IT/ Communications Unit) Emergency Support functions

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City ESF Where the function sits in the City
Emergency Operations Center
Restores and maintains phone, radio, and data
systems. Supports alerts and information flow.

ESF 3: Public Works
Repairs and clears infrastructure, restores utilities,
manages debris, and supports damage assessment.

Operations Section (Infrastructure Unit)
Coordinates closely with Planning Section
(Situation Analysis / Damage Assessment Unit)
ESF 4: Firefighting and Marine Safety
Coordinates firefighting and rescue on land and
water. Provides suppression, marine response, and
mitigation of hazardous conditions.

Operations Section (Fire Branch)
ESF 5: Emergency Management
Directs EOC operations, resource coordination,
situation reporting, and interagency communication.

Management Section (Planning Section)
Coordinates most closely with: All Sections, with
primary linkage to Planning and Operations.

ESF 6: Mass Care & Shelter
Provides sheltering, feeding, and human services for
displaced residents. Coordinates with social and
community partners.

Operations Section (Care and Shelter Branch)
Coordinates closely with Management Section
(Liaison with outside agencies, partners) and
Logistics Section (volunteers, supplies, facilities,
transportation)
ESF 7: Logistics
Tracks and delivers resources, manages staging
areas, and coordinates procurement and supply
chains.

Logistics Section
ESF 8: Public Health & Medical
Supports medical response, EMS, disease control,
and public health messaging.

Operations Section (Care and Shelter Branch)
County takes the lead on Disease control, City
supports with Care and Shelter Operations and on
Public Information
ESF 9: Search & Rescue (merged w/ ESF 4 and 13)
ESF 10: Hazardous Materials
Responds to hazardous material releases, spills, and
cleanup operations.

Operations Section (Fire Branch)
ESF 11: Food, Agriculture & Animal Services Operations Section (Care and Shelter Branch)

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The following table identifies the lead City departments for each Emergency Support Function (ESF). Lead departments coordinate efforts within their assigned function supported by other City departments, outside agencies, and partner organizations. This framework builds upon the matrices of departmental functional responsibilities established in the City’s 2011 and 2018 Emergency Operations Plans, recognizing that roles and responsibilities remain adaptive and dynamic as conditions, capabilities, and partnerships evolve. The list serves as a foundation for coordination and a starting point for engaging partner agencies when collaboration has not yet been established.

City ESF Where the function sits in the City
Emergency Operations Center
Protects food safety and coordinates pet and
livestock evacuation and sheltering.

ESF 12: Utilities
Restores power, water, wastewater, and solid waste
systems.

Operations Section (Infrastructure Branch)
ESF 13: Law Enforcement & Evacuation
Provides law enforcement, evacuation, access
control, and public order.

Operations Section (Law Branch)
ESF 14: Infrastructure
Leads short- and long-term recovery, debris
removal, and damage documentation.

Operations Section (Infrastructure Branch) &
Planning Section (Situation Analysis and Damage
Assessment Unit / Economic Recovery Unit)
ESF 15: Public Info, Alert & Warning
Coordinates media releases and emergency alerts.

Ensures clear, bilingual, and accessible public
information.

Management Section (PIO)
ESF 16: Evacuation (merged w/ ESF 13)
ESF 17: Disaster Finance & Cost Recovery
Tracks expenses, manages disaster accounting, and
leads reimbursement and claims.

Finance Section (Recovery and Cost
Analysis Unit) & Planning Section (Economic
Recovery Unit)
ESF 18: Cybersecurity
Protects City networks and data systems, monitors
cyber threats, and restores IT functionality.

Logistics Section (IT and Communications Unit)
& Management Section

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4.1.2 ESF Leading and Supporting Departments
ESF 9 (Search and Rescue), and ESF 13 (Evacuation) are merged with other functions.

4.1.3 Status of Annexes (ESF Annexes and Hazard Specific Annexes) Annex, Plan, or Protocol Status (2/4/2026)
ESF1 -Transportation
ESF 2- Communications
ESF 3- Public Works & Engineering
ESF 4- Firefighting (includes Marine)
ESF 5-Emergency Management This Plan, upon completion, guides ESF 5 ESF 6-Mass Care & Shelter Care and Shelter Annex Working Draft 2025 ESF 7- Logistics & Resource Support
ESF 8-Public Health & Medical
Search & Rescue (merged with ESF 4 and ESF 13)
ESF 10- Hazardous Materials
ESF 11- Food, Agriculture & Animal Care
ESF 12- Utilities & Energy
ESF 13 - Law Enforcement & Evacuation Evacuation Annex Working Draft 2024 ESF 14- Recovery
ESF 15- Public Information & Warning Alert and Warning Annex Working Draft 2025 Evacuation (merged w/ ESF 13)
ESF 17- Disaster Finance & Cost Recovery Recovery Annex Working Draft 2025 ESF 18- Cybersecurity

9.52 City of Santa Cruz Emergency Operations Plan 2025-2030 51 | Page

4.2 ICS Organization
The City’s coordinated response to an emergency uses the Incident Command System (ICS), a standardized, scalable
framework for managing
incidents of any size or
complexity. ICS provides a
common organizational
structure, terminology, and set
of management principles that
allow City departments,
mutual aid partners, and
outside agencies to operate
together effectively under a
single, coordinated command.

ICS FIVE-SECTION STRUCTURE

COMMAND OPERATIONS PLANNING LOGISTICS FINANCE /
ADMIN
Sets objectives,
assigns responsibilities,
authorizes the plan.

Executes tactics.

Manages field resources.

Achieves objectives.

Collects information.

Builds the action plan.

Projects future needs.

Provides facilities,
supplies, personnel,
equipment, services.

Tracks costs.

Manages time records.

Supports cost recovery.

Under ICS, incident objectives, strategies, and tactics are developed by the Incident Commander and implemented through the Operations, Planning, Logistics, and Finance/Administration functions as needed. The structure expands or contracts based on incident conditions, allowing the City to apply only the resources and command elements required for the situation.

As incidents grow in duration, complexity, or impact, the City may activate the Emergency Operations Center (EOC) to support on-scene command by coordinating resources, policy direction, interagency support, and information sharing. The relationship between field-level ICS operations and EOC activation, staffing, and roles is described in greater detail in Section 5 of this plan.
 INCIDENT COMMAND SYSTEM 
• Standardized, scalable management structure for any incident type or size. Required under NIMS.
• Five sections: Command • Operations • Planning • Logistics • Finance/Administration
• Core principles: One supervisor per person (unity of
command) • 3–7 subordinates max (span of control) •
Expands/contracts with the incident • Common terminology throughout.

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EOC Position Checklists for all EOC Sections appears in Appendix 4 to this Plan and serves as a foundational reference for preparedness, response, and recovery planning. ICS Forms are included in Appendix 6 and 7 for use by EOC staff in an emergency. It is the responsibility of each section to know which forms are used in the EOC.

The City EOC is organized into the following sections:
• Management Section – overall direction, policy guidance, public information, liaison functions
• Planning & Intelligence Section – situation status, resource tracking, EOC Action Plan development
• Operations Section – support and coordination of field operations including law, fire, care and shelter, and infrastructure branches.

Public works, planning, water, and parks departments report up through the relevant branches in this section, and coordinate with department operations centers through this section
• Logistics Section – communications, facilities, supplies, transportation, volunteers, donations
• Finance & Administration Section – cost tracking, documentation, and recovery
The diagram below shows all of the EOC roles based on both ICS section and emergency support function, where appropriate.

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9.55 City of Santa Cruz Emergency Operations Plan 2025-2030 54 | Page

4.2.1 Management Section
Director – Management (ESF 5)
• Provides executive direction, authorizes major policy decisions, and represents the City’s overall emergency posture.

Policy Group (ESF 5)
• Establishes policy direction, risk tolerance, and political alignment for emergency response and recovery decisions.

EOC Manager – Management (ESF 5)
• Directs EOC operations, sets operational priorities, and ensures coordination across all sections.

Safety Officer (ESF 5, 13)
• Identifies hazards, enforces safety practices, and mitigates risks to responders, staff, and the public.

Legal Officer (ESF 5, 13)
• Provides legal guidance on authorities, liabilities, emergency actions, and documentation requirements.

Public Information Officer (ESF 15)
• Coordinates public messaging, media relations, and information releases to ensure timely, accurate communication.

Liaison Coordinator (ESF 5)
• Facilitates coordination with external agencies, partners, and assisting jurisdictions.

4.2.2 Operations Section
Section Chief – Operations
• Executes tactical response actions and directs field operations to meet incident objectives.

Law Branch (Director: SCPD)
• Manages law enforcement operations, security, evacuations, and traffic control.

Fire Branch (Director: SCZFD)

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• Conducts fire suppression, rescue, EMS, and hazardous materials operations.

Care & Shelter Branch (Director: Parks & Rec)
• Coordinates sheltering, mass care, and support services for displaced populations.

Infrastructure Branch (Director: PW / Water)
• Maintains and restores critical infrastructure, utilities, and public works systems.

Water Unit (Lead: Water)
• Manages potable water, wastewater, and water system continuity and protection.

Parks Unit (Lead: Parks)
• Manages City parks, facilities, and open spaces supporting response and sheltering needs.

4.2.3 Planning and Intelligence Section ((ESF 5)
Section Chief – Planning
• Develops situational awareness, anticipates future needs, and supports decisionmaking.

Situation Analysis Unit
• Collects, analyzes, and synthesizes incident data to inform operational decisions.

Economic Recovery Unit (Lead: Economic Development)
• Assesses economic impacts and plans for business continuity and community recovery.

Documentation Unit
• Maintains official records, action logs, and documentation for compliance and cost recovery.

Resource Tracking Unit
• Tracks personnel, equipment, and resource assignments across the incident.

Advanced Planning Unit
• Develops contingency plans and anticipates future operational challenges.

GIS / Technology Unit (Lead: IT)

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• Produces maps, spatial analysis, and technical tools to support situational awareness.

4.2.4 Logistics Section (ESF 7)
Section Chief – Logistics Unit
• Provides facilities, personnel, equipment, and services needed to sustain operations.

Supply / Purchasing Unit
• Procures goods and services required for emergency response and continuity.

Facilities Unit
• Secures, sets up, and maintains EOC and incident support facilities.

Transportation (ESF 1)Unit
• Coordinates movement of people, equipment, and resources.

IT (ESF 2, 12) Unit
• Maintains communications systems, networks, and technical support.

Personnel / Volunteers (ESF 7) Unit
• Manages staffing, scheduling, and volunteer integration.

4.2.5 Finance and Administration Section (ESF 7, 14)
Section Chief – Finance
• Manages financial oversight, cost tracking, and reimbursement compliance.

Claims Unit
• Processes damage claims and liability documentation.

Timekeeping Unit
• Tracks staff time and labor costs associated with the incident.

Recovery / Cost Analysis Unit
• Analyzes costs, supports reimbursement, and informs recovery planning.

Procurement (ESF 17) Unit

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• Ensures emergency purchasing complies with financial and regulatory requirements.

4.6 Staff Readiness
Training Requirements for EOC Staff and for City Disaster Service Workers City emergency preparedness falls into
two tiers, outlined below. First, basic
preparedness for all full-time City
staff, who may be required to serve as
Disaster Service Workers during an
emergency that disrupts normal
operations, consistent with California
Government Code §§ 3100–3109. Second, advanced emergency management skills for staff with designated City EOC roles, who are required to complete additional training to effectively manage emergency response and recovery operations on behalf of the City. Together, this tiered training structure builds EOC activation preparedness by ensuring all City staff understand their  DISASTER SERVICE WORKERS 
Every California public employee is automatically a
Disaster Service Worker (Gov. Code §§3100–3109).

During a declared emergency, City employees may be
assigned duties outside their normal job.

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Disaster Service Worker obligations while equipping designated EOC staff with the specialized skills needed to operate the EOC effectively and sustain the City’s emergency management program.

Tier 1: Training required for City Disaster Service Workers (DSWs).

All full-time City of Santa Cruz employees are designated Disaster Service Workers under California Government Code §§ 3100–3109 and must complete baseline emergency management training every three years. Required training includes FEMA Independent Study courses IS-100 (Introduction to the Incident Command System), and IS-700 (National Incident Management System). These courses provide foundational knowledge of how emergencies are managed, how the City integrates with other jurisdictions, and how staff may be assigned during incidents that disrupt normal operations.

Tier 2: Training required for City EOC-designated staff.

City staff assigned formal roles in the City’s Emergency Operations Center must complete additional, role-specific training beyond the DSW baseline. This includes IS-200 (ICS for Initial Action Incidents), CSTI section-specific EOC training every three years, participation in at least one City-sponsored emergency exercise annually, monthly EOC communications tests, and periodic disaster cost recovery training. EOC staff are also required to review key City plans, including the Emergency Operations Plan and Local Hazard Mitigation Plan. This advanced training is tracked by the Office of Emergency Services to ensure staff are prepared to manage coordination, decision-making, response, and recovery during an EOC activation Additional consideration: EOC Credentialing Requirements The most efficient use of City staff time prioritizes readiness for City Emergency Operations Center (EOC) activation over state emergency management credentialing. Focusing on core EOC skills and practicing emergency operations as the City is most likely to use them provides the highest return on investment for EOC training time.

At the same time, the City recognizes the professional value to individual staff who choose to pursue emergency management credentials through the California Specialized Training Institute (CSTI), and also recognizes the value of training alongside County staff in CSTI classes. City staff are encouraged, but not required, to attend CSTI training when courses are relevant to City emergency operations, and are offered locally. If the state credentialing process becomes more streamlined—requiring less staff time to understand requirements, access training, and maintain certifications—the City will move toward requiring standardized statewide emergency management training.

4.7 Resource Management, NIMS Capabilities

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The City of Santa Cruz utilizes the FEMA National Incident Management System (NIMS) resource typing standards to ensure that emergency personnel, equipment, and teams are organized and described in a consistent manner aligned with county, state, and federal partners.

NIMS resource typing supports clear roles, responsibilities, and coordinated resource assignments within the EOP’s organization, as well as the assignment of responsibility section.

By applying resource typing across City departments, Santa Cruz can:
• Rapidly request or offer mutual aid with clearly defined resource capabilities • Improve situational awareness and resource tracking during EOC activations • Support efficient mobilization and demobilization throughout the incident lifecycle • Align with State of California Standardized Emergency Management System (SEMS) and federal NIMS requirements
• Enhance cost recovery documentation by clearly listing resources deployed during incidents
Resource typing also enables the City to maintain accurate inventories of critical assets — such as public safety personnel, public works equipment, shelter teams, and coastal rescue resources — so they can be quickly matched to evolving operational needs.

This plan adopts current FEMA typing guidance, including resource definitions published in the NIMS Guideline for Resource Management (2023) and related updates to the Resource Typing Library Tool (RTLT). City capabilities aligned with NIMS resources are reviewed in the NIMS Resource Inventory Appendix 5 to this Plan.

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SECTION 5:

DIRECTION,
CONTROL, and

COORDINATION
Includes:
 Coordination
 Command and Control
 City EOC Structure


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SECTION 5: DIRECTION, CONTROL, and

COORDINATION

5.1 Coordination
Senior Elected and Appointed Officials
The City Council and City Manager provide overall policy direction, authorize emergency proclamations, and support the allocation of City resources during emergencies. The Mayor serves as the City’s official spokesperson when appropriate and supports intergovernmental coordination. Executive leadership ensures continuity of government and alignment between emergency response actions and City policy objectives.

Local Agencies and Responsibilities
City departments carry out emergency response and recovery functions regardless of incident type, organized through the Emergency Support Function (ESF) structure. Departments serve as ESF leads or supporting agencies based on functional expertise rather than departmental hierarchy. All City agencies maintain readiness to support emergency operations consistent with assigned ESF roles, departmental SOPs, and Disaster Service Worker requirements.

As incidents increase in size, duration, and complexity, the City expands coordination from routine department operations and mutual aid to sustained engagement with County, regional, State, Federal, private sector, and voluntary partners through the Operational Area structure.

Santa Cruz County serves as the Operational Area lead under the California Emergency Services Act, with the County EOC functioning as the central hub linking the City of Santa Cruz to State coordination and extended recovery support. EOC Activation levels are explained in the context of coordination in Section 5. Internal Coordination

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State Agency Support
The City coordinates with State agencies through Santa Cruz County and Cal OES to support local operations as needed. Common State partners include Cal OES, California Highway Patrol, California Department of Transportation, California Department of Public Health, California Department of Fish and Wildlife, California National Guard, and other agencies providing law enforcement, transportation, environmental protection, public health, and resource support.

Regional Organizations
Regional organizations support City operations through coordination, information sharing, and mutual aid. These include Santa Cruz County OES, neighboring jurisdictions, special districts, regional transportation and utility partners, healthcare coalitions, and regional coastal and watershed coordination groups.

Federal Agency Support
Federal agencies provide assistance when local and State resources are insufficient or when incidents exceed State capabilities. Likely Federal partners include FEMA, the U.S. Coast Guard, Department of Justice and FBI, Department of Transportation, Federal Aviation Administration, National Transportation Safety Board, Department of Defense, and other agencies providing emergency management, law enforcement, transportation, and technical support.

Government-Sponsored Volunteer Resources
The City incorporates trained, government-sponsored volunteer resources such as Community Emergency Response Teams (CERT), Medical Reserve Corps, and City-sponsored volunteers. These resources are activated through established procedures and integrated into operations under appropriate supervision.

Private Sector and Voluntary Organizations
The City coordinates with private and voluntary partners to support sheltering, feeding, reunification, animal services, health and social services, and recovery, with particular emphasis on organizations serving people of color, individuals with disabilities, people with access and functional needs, and communities historically underserved or disproportionately impacted by disasters.

External Coordination

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5.1.1 Prevention and Intelligence Coordination
The City supports prevention activities through coordination with law enforcement partners and information sharing with regional and State intelligence and fusion centers, as appropriate.

Prevention responsibilities focus on threat awareness, information sharing, infrastructure protection, and coordination with public safety agencies. Section 2 describes the City’s relationship with regional intelligence-sharing organizations.

5.1.2 Coordination of Critical Infrastructure Protection and Restoration The City manages critical infrastructure protection and restoration through coordination between Operations, Planning, and Logistics Sections and infrastructure-owning departments. Critical infrastructure and community assets are listed in section 2 of this Plan. Responsibilities include damage assessment, prioritization of restoration, coordination with utilities and external partners, and protection of lifeline systems essential to public safety and continuity of operations.

5.1.3 Coordination of Unaffiliated Volunteer Management The City manages unaffiliated volunteers through established procedures that emphasize safety, accountability, and effective use of skills. Volunteers are directed to recognized volunteer organizations or designated intake processes and are assigned roles consistent with their training and credentials.

5.1.4 Roles of the Public, NGOs, and Private Sector
The City recognizes that individuals, households, NGOs, and businesses are critical partners in emergency management. Public readiness reduces demand on emergency services. Local nonprofits, faith-based groups, and CBOs may augment response and recovery, while businesses provide essential goods, services, and lifeline infrastructure.

5.1.5 Mutual Aid and Assistance Agreements, Joint Powers Authorities  MUTUAL AID 
• Agreements allowing jurisdictions to share personnel, equipment, and resources during emergencies. • California Master Mutual Aid Agreement (MMAA): Signed by all cities, counties, and the State.

Forms the legal basis for most requests.
• Requests flow UP the SEMS tiers until met: City → County OA → Region → State → Federal. Costs may be reimbursable through CDAA or FEMA.

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• Santa Cruz Regional 9-1-1 Joint Powers Agreement (JPA) — the dispatch/9-1-1 JPA (“NetCom”) that provides police/fire dispatch for the City of Santa Cruz and other agencies.
• Agreement for Fire Protection & Emergency Response Services (City ↔ UC Santa Cruz) — City provides fire suppression/EMS on campus under a formal agreement (approved by City Council; referenced by UCSC).
• California Disaster & Civil Defense Master Mutual Aid Agreement — statewide mutual-aid agreement adopted by all cities/counties (City of Santa Cruz participates as an incorporated city); forms the legal basis for fire/law mutual aid. • Fire & Rescue Emergency Mutual Aid Plan (Cal OES) — operational plan implementing the Master Mutual Aid Agreement for fire/rescue mutual aid used by local departments, including the City.
• Santa Cruz County EMS Integration Authority (EMSIA) — JPA — integrates firebased medical resources countywide and interfaces with the County’s ambulance contract (AMR); City Fire is listed among participating agencies. • Alert & Warning Platform MOU (County ↔ NetCom), noted to support Genasys/Zonehaven rollout — County Emergency Management Council minutes record “an MOU with NetCom” related to the alerting system; City is an operational partner/user
• City ↔ Santa Cruz Port District agreements (incl. Wharf/Harbor operations & emergency coordination) — City Council action authorized the City Manager to amend an MOU and execute related agreements with the Port District; Port documents also reference prior City–Port MOUs/easements that support operations in the harbor/shoreline area (relevant for storm/TSU response and access). • Coastal Incident Response coordination — LAFCO service review notes marine search-and-rescue is conducted under a Coastal Incident Response Plan in coordination with City/County/State resources (an interagency operating agreement/plan framework).
• Santa Cruz Regional 9-1-1 participation (City Police & Fire) — in addition to the JPA itself, public-facing pages document that NetCom dispatches for the City’s agencies (useful as a plain-language reference when citing City’s participation). • County Operational Area framework & SEMS/NIMS alignment — while not an MOU per se, the County EOP documents the Operational Area relationships and

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mutual-aid mechanisms that the City operates within (often paired with local OA agreements).
• City–UCSC earlier fire-services consolidation communications — City’s archived newsletter describes the City–UCSC fire-services agreement and intent to consolidate services (historic context supporting Item #2). • Ambulance transport contract context (County ↔ AMR) — County minutes describe the EMS system contract and partner agencies (the framework the City operates in for medical incidents).

The City participates in JPAs that influence emergency management:
• Santa Cruz Regional 9-1-1 (NetCom): Provides 9-1-1 call-taking, dispatch, and alert/warning (WEA/IPAWS).
• Santa Cruz County Animal Services Authority: Coordinates animal care and evacuation services.
• Library Joint Powers Board: Provides facilities for resilience centers, PSPS support, and sheltering services.

The City’s Emergency Operations Organization (EOO) will be activated, in whole or in part, by the:
• City Manager, serving as the Director of Emergency Services (DES) under the City of Santa Cruz Municipal Code
• City Emergency Manager, serving as the Emergency Operations Center (EOC) Director
• DES or designee, if unavailable
Activation may occur:
• Upon receipt of a watch or warning of an impending or threatened emergency • In the event of an actual emergency or a significant planned special event • Upon proclamation of a Local Emergency
Scalable activation enables the City to deploy appropriate resources and coordinate each incident.

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5.2 Structure of Command and Control

5.2.1 Local Response Structure
The City EOC ensures an organized and unified response to any incident affecting Santa Cruz, with detailed responsibilities further outlined in EOP annexes The City coordinates with Santa Cruz County,
neighboring cities, state and federal agencies, special districts, and community partners to ensure effective
emergency response and recovery. This requires
enhanced coordination, communication, and planning
across government, nonprofit, private, and academic
sectors.

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On-Scene Command and Management
All response operations follow the Incident Command System (ICS). The designated Incident Commander (IC) manages field-level operations, develops strategies and tactics, and directs resources.

Field/Initial Response
Initial response is conducted by City of Santa Cruz first responders—Fire, Police, Public Works, and supporting departments—using established plans and ICS structures. Their priorities include life safety, incident stabilization, property preservation, and environmental protection.

If incidents exceed City resources, mutual aid or countywide resources may be requested. For multi-jurisdictional incidents, a Unified Command (UC) may be established. The IC may request City EOC activation to provide policy support, coordination, and resource management.

State & Federal Field Response
State and federal agencies operating within City boundaries—such as State Parks, CalTrans, or NOAA—may participate in field operations. These agencies will integrate into ICS structures and coordinate with the City EOC.

Mutual Aid
If City resources are insufficient, mutual aid will be requested under the California Master Mutual Aid Agreement (MMAA) and through County/Operational Area coordination. This includes law enforcement, fire, public works, and health/medical mutual aid systems. For information about MMAs refer to Section 5.1.4.

5.2.2 Department Operations Centers (DOCs)
 DEPARTMENT OPERATIONS CENTER (DOC) 
• A department’s internal coordination hub during an emergency. • DOC role: Manages departmental field operations • Tracks internal resources • Routes unmet needs and resource requests to the City EOC.
• DOC ≠ EOC: The DOC handles department-level tactical coordination. The EOC sets citywide priorities and external coordination.

A Department Operations Center (DOC) serves as the department’s internal coordination hub during an emergency. It allows the department to manage field operations, track resources, and

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maintain continuity of day-to-day responsibilities while interfacing with the City Emergency Operations Center (EOC).

The DOC focuses on tactical and departmental coordination, while the City EOC provides strategic direction, policy coordination, and cross-department prioritization. The DOC does not replace field Incident Command; instead, it supports incident operations by consolidating information, managing staffing and resources, and elevating issues that require City-level decisions or support.

During an activation, the DOC:

Maintains situational awareness of departmental
operations and impacts
Coordinates staffing, equipment, and internal
resources
Supports one or more Incident Command Posts
(ICPs), as applicable
Identifies unmet needs, constraints, or risks
affecting department operations
Routes formal resource requests, situation
updates, and policy issues to the City EOC
The City EOC:

Integrates information from all activated DOCs
and Incident Command Posts
Establishes citywide priorities and objectives
Resolves cross-department conflicts and
resource competition
Coordinates with County, regional, State, and
Federal partners
Supports policy decisions, emergency
declarations, public information, and recovery
planning
Communication between the DOC and the City EOC occurs through designated department liaisons, standardized reporting formats, and scheduled coordination briefings. This structure ensures that operational decisions remain close to the field while strategic decisions, resource allocation, and external coordination occur at the City level.

This DOC–EOC relationship allows the City to scale its response, maintain unity of effort, and sustain operations during incidents of increasing complexity or duration.

5.3 City Emergency Operations Center (EOC)
The City EOC may be activated when additional coordination and resources are required. The EOC supports field operations, maintains situational awareness, facilitates policy-level decisionmaking, and ensures continuity of government.

The City Manager, acting as the Director of Emergency Services under Santa Cruz Municipal Code Chapter 2.26 and the California Emergency Services Act, has the authority to activate this Emergency Operations Plan (EOP) and the City Emergency Operations Center (EOC), in whole or in part. Department Directors, the Fire Chief, or the Police EOC and DOC Activations

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Chief may recommend activation based on incident conditions, forecasted impacts, or anticipated resource needs. Activation authority may also be exercised in coordination with Santa Cruz County, Cal OES, or the Governor when conditions exceed local capability.

The activation levels provide a framework, not fixed steps. EOC activations are scalable and flexible—responses may combine elements from different levels, operate virtually or in person, and adjust to the specific needs of the incident.

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5.3.1 EOC Structure

5.10 Alignment to Standards

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Section 5 (referenced throughout the draft and in County cross-references) explains how the City leads, manages, and coordinates emergency operations across field, department, and EOC levels, including authorities for EOC activation, mutual aid coordination, and integration with the OA EOC. This aligns with EMAP incident management and coordination standards and directly supports CPG-101 checklists for communications and coordination, particularly how local communications and operations integrate into regional networks. The section is designed to be parallel to County EOP Section 5 (“Direction, Control & Coordination”) and meets Cal OES crosswalk expectations for describing EOC activation, mutual aid, and Local–OA–State coordination pathways.

Standard /
Framework Elements Addressed in Section 5
EMAP 3.2 Coordination; 4.6 Incident Management (command, control, and coordination structures); 4.7 Resource Management, Mutual Aid & Logistics (interfaces).

Cal OES 2023
Crosswalk
§§48–50: Management, Operations, and Planning/Intelligence sections, including mutual aid, evacuation, DOC/EOC interface, and OA coordination.

FEMA CPG-101 Communications & Coordination checklist for integrating local operations into regional/state frameworks and describing command relationships.

County EOP
Alignment
Directly parallels County Section 5 “Direction, Control & Coordination” (local response structure, OA EOC, mutual aid), ensuring operational consistency during joint activations.

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SECTION 6:

INFORMATION

COLLECTION,

ANALYSIS, AND

SHARING
Includes:
 Situational Awareness
 Information Sharing
 Emergency Communications Infrastructure

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SECTION 6: INFORMATION COLLECTION,

ANALYSIS, AND SHARING
Building and sharing information for emergency situational awareness and emergency operations. This section addresses the communications infrastructure needed to support emergency operations. For public-facing information sharing and coordination of emergency information, alerts, and emergency notifications to the public, refer to section 7.

A primary objective of the City of Santa Cruz Emergency Operations Center (EOC) is the collection, analysis, and sharing of information and intelligence to create a Common Operating Picture (COP). Accurate, timely situational awareness enables effective, consistent, coordinated, and timely City decision-making.

6.1 Situational Awareness
 COMMON OPERATING PICTURE (COP) 
• A shared, real-time display of incident information used by all responding agencies. • Built from: field reports • sensor data • GIS mapping • agency situation reports • intelligence products. • Why it matters: Without a shared COP, agencies may act on different information — causing gaps, duplication, or conflicting actions.
• The Planning & Intelligence Section builds and maintains the COP during EOC activations.

The City uses a clear, repeatable process to analyze continuous information flows from many sources and convert them into actionable intelligence that supports policy, operations, and public information. Coordination among City departments, special districts serving City residents, local NGOs, private-sector partners, and the Santa Cruz County Operational Area (OA) ensures a more comprehensive COP.

All organizations supporting the City EOC adhere to established communications systems and protocols to organize, integrate, and coordinate the exchange of information and intelligence. • Information: Raw, unevaluated data (e.g., field reports, media, social media) that has not been vetted.

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• Intelligence: Information analyzed and validated for accuracy, relevance, and timeliness to support decision-making.

6.1.1 Information Sources
Typical sources used by the City to build situational awareness and the COP include:
• Open-source information:
o Open-source information (OSINT) is used by the City as a supplementary situational awareness and verification input to support Emergency Operations Center (EOC) objectives. OSINT includes publicly available information sources such as news reporting, official agency and partner social media accounts, and trusted public data feeds. o These sources provide rapid visibility into developing conditions, public impacts, infrastructure disruptions, transportation issues, weather updates, and regional incidents that may affect City operations. Official social media channels and public alerts from partner agencies help confirm incident timelines, protective action recommendations, and operational status across jurisdictions.
o OSINT supports decision-making by adding speed and breadth to the common operating picture, especially in the early stages of an incident when field reports and formal situation reports may still be limited. It helps identify emerging issues, public behavior trends, and rumor patterns that may require clarification through official messaging. o Within the EOP framework, OSINT is treated as supportive, not authoritative, information. EOC staff validate open-source reporting against human intelligence, GIS data, and official agency channels before acting on it. Verified open-source information may inform situational briefings, planning assumptions, and public information strategies, and may trigger follow-up checks through field personnel or partner agencies.
• Imagery, sensors, and technical data:
o Imagery, sensors, and technical data are used by the City as authoritative, real-time decision-support inputs to achieve Emergency Operations Center (EOC) objectives. These sources provide measured, instrument-based observations that help define hazard severity, geographic extent, timing, and projected impacts. They reduce

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uncertainty, support trigger-based actions, and enable consistent, defensible operational decisions.
o Technical data sources include fixed and mobile cameras, remote sensing imagery, weather stations, stream and river gauges, tidal and coastal monitoring stations, seismic sensors, air quality monitors, traffic and transportation system data, and utility system telemetry. Examples include National Weather Service weather observations and forecasts, river stage and flow data, tide and surge data, wave and surf measurements, traffic speed and closure data, and infrastructure status indicators. Together, these inputs help the EOC build and maintain a current, evidence-based common operating picture.
o The EOC uses these data streams to monitor changing conditions, project incident development, and prioritize operational objectives and resource assignments. Technical data supports hazard-based decisionmaking by quantifying conditions such as rainfall intensity, river levels, wind speeds, temperature extremes, wave heights, inundation potential, and transportation network performance. When integrated with mapping and field reports, these data help confirm impact areas, identify populations and facilities at risk, and anticipate cascading effects. o Protective action triggers and thresholds may be directly tied to specific technical data and authoritative warning products. Examples include National Weather Service warnings, watches, and advisories; river stage thresholds; rainfall or flow-rate triggers; tsunami alerts and messages; and extreme heat or cold criteria. When defined thresholds are met, preestablished protective actions — such as evacuation, shelter-in-place, facility closure, or operational posture changes — may be implemented without delay. This trigger-based approach reduces ambiguity, speeds decision-making, and supports consistent action across operational periods and personnel.
o Hazard-specific annexes and protocols define how technical data is applied in incident decision-making. Annexes such as the Flood Annex, Tsunami Annex, and Extreme Weather Protocol identify the specific sensors, feeds, warning products, and measurement thresholds used for that hazard, along with the corresponding operational actions and coordination steps. This structure ensures that technical data is not only monitored, but systematically tied to operational decisions, protective actions, and interagency coordination within the SEMS/NIMS framework.

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• Human intelligence:
o Human intelligence is used by the City as a primary situational awareness and decision-support input to achieve Emergency Operations Center (EOC) objectives. Human intelligence consists of structured and unstructured field observations, incident reports, and status updates provided by people operating in or directly connected to impacted areas. o Sources include first responders and City field crews (Police, Fire, Public Works, Water, Parks), Department Operations Centers (DOCs), CERT and trained volunteers, and liaisons from schools, transit providers, harbor/port operations, and utilities. Additional inputs may come from elected officials and trusted community partners who maintain direct visibility into neighborhood-level conditions and emerging needs.
o Human intelligence supports operational decision-making by validating, refining, or challenging technical data sources such as sensors, cameras, and mapping layers. Field reports help confirm actual conditions on the ground, identify impacts not yet reflected in technical systems, and surface access issues, service disruptions, and life-safety concerns. DOC and liaison reporting provides sector-specific status updates that inform resource prioritization and coordination across functions. o Within the EOP framework, human intelligence flows through established SEMS/NIMS channels, including situation reports, operational check-ins, liaison updates, and incident action planning processes. The EOC integrates these inputs into the common operating picture, uses them to guide protective action decisions, resource assignments, and public information, and cross-checks them against other data sources to improve accuracy and timeliness.
• Mapping/Geographic Information Systems (GIS):
o The City uses mapping data, including but not limited to GIS layers, as a core decision-support tool to achieve Emergency Operations Center (EOC) objectives. City and County GIS layers are used to visualize hazards, impacts, demographics, critical facilities, access and functional needs (AFN) populations, transportation routes, and infrastructure status. When available, the City also incorporates Operational Area visualization and situational awareness tools (such as County platforms and official data feeds) to strengthen the common operating picture.

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o GIS layers support hazard-based decision-making by allowing EOC staff to overlay real-time incident information with pre-mapped risk and resource data. This enables faster assessment of who and what is at risk, which facilities and systems are exposed, and where operational priorities should be focused.
o Pre-established GIS evacuation zones are specifically used to support protective action decisions when a threat requires population displacement.

Zone-based mapping allows the EOC and field agencies to implement evacuations using defined geographic areas rather than improvised boundaries. This supports coordinated law enforcement operations, public works support, alert and warning, and public information messaging tied to consistent zone identifiers. See the Functional Annex focused on Evacuation, or hazard-specific annexes to review evacuation planning for specific situations.
o Within the EOP framework, mapping and GIS products are applied through the Roles and Responsibilities and Concept of Operations structures.

Departments, Emergency Support Functions, and partner agencies use the same mapped zones and overlays to align operational assignments, resource deployment, and public messaging. This approach produces a shared geographic reference, reduces ambiguity, and supports coordinated, scalable, SEMS/NIMS-compliant incident management across City and partner organizations.
• Public safety intelligence:
o Products from the Northern California Regional Intelligence Center (NCRIC), the California State Threat Assessment Center (STAC), and DHS I&A, when relevant and shared at the local level. The City of Santa Cruz’s understanding of intentional and non-natural hazards—including cyberterrorism, civil unrest, active attackers, and other deliberate disruptions—is informed by its close intelligence partnerships with the County Operational Area and the Northern California Regional Intelligence Center (NCRIC), the regional hub for intelligence sharing. As the designated regional fusion center, the NCRIC provides intelligence analysis, threat briefings, and information on suspicious activity directly relevant to local risks and critical infrastructure. The City’s link to the NCRIC is further supported through statewide channels, including the California State Threat Assessment Center (STAC), which focuses on strategic threat trends that may affect local jurisdictions. Together, these relationships ensure Santa Cruz has access to vetted intelligence that

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strengthens preparedness for human-caused hazards and supports the rapid exchange of information before and during evolving threats. • Non-governmental partners and elected officials:
o Businesses, nonprofits, faith-based and community-based organizations, and City Council offices often surface granular community impacts—especially for residents with disabilities, AFN, and culturally diverse populations.

6.1.2 Essential Elements of Information (EEIs)
The City EOC maintains standing EEIs to guide initial information collection. EEIs are the critical facts needed within a defined time window to establish/maintain situational awareness and inform decisions. Standing EEIs are refined at activation by the EOC Director and Planning & Intelligence Section, based on the incident type.

The EOC may issue Requests for Information (RFIs) to City departments, special districts (e.g., water, transit, schools), neighboring jurisdictions, NGOs, private utilities, and the OA/State to close priority information gaps.

6.1.3 FEMA Community Lifelines
The City uses FEMA’s Community Lifelines to organize impact/needs assessments, drive EEIs/RFIs, set priorities, and communicate status. Lifelines include: Safety & Security; Food, Hydration & Shelter; Health & Medical; Energy; Communications; Transportation; Hazardous Materials; and Water Systems.

6.2 Information Coordination & Dissemination
The City maintains structures and mechanisms to collect, vet, deconflict, and disseminate information, translating it into actionable intelligence:
• On-Scene Incident Command (IC/UC)
• City EOC (if activated) and City DOCs
• City Joint Information System (JIS) and participation in local/regional/state Joint Information Centers (JICs) when activated
• Special districts and critical partners serving City residents (e.g., NetCom/9-1-1, schools, transit, water, harbor/port, utilities, healthcare)

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• Santa Cruz County OA EOC and, as needed, State/Regional EOCs • Subject-matter partners: National Weather Service (NWS), County departments, NCRIC/fusion centers, Cal OES, Caltrans, USACE, and others

6.2.1 On-Scene Incident Command Leadership
The IC/UC provides real-time updates to the City DOC or City EOC (depending on activation).

Early delivery of ICS-201 Incident Briefing (in person or virtual) is preferred. Field inputs should describe current conditions, protective actions, operational priorities, resource needs, and immediate risks.

6.2.2 City Department Operations Centers (DOCs)
City DOCs (e.g., Police, Fire, Public Works, Water, Parks & Recreation) vet and summarize field inputs into DOC Situation Reports (SitReps) and submit them to the City EOC on a defined battle rhythm. DOCs also process and elevate City resource requests to the EOC when needs exceed departmental capacity.

6.2.3 City Emergency Operations Center (EOC)
When activated, the City EOC is the hub for gathering, analyzing, and disseminating incident information relevant to Santa Cruz. Key elements include:
• Operations Section: Maintains continuous two-way communications with field branches/ICs and critical partners to ensure the COP reflects “ground truth” and whole-community impacts.
• Planning & Intelligence Section: Manages collection, validation, analysis, display, and protection of information; produces the EOC Action Plan (EOC-AP), maps, and decision products.
• EOC Briefings: Scheduled by the EOC Director at least once per operational period; includes Action Plan Briefings at each operational period transition. • Situation Reports (SitReps): Compiled each operational period (or as directed) and distributed to City leadership, City departments/DOCs, partner agencies, and the OA as appropriate. Some materials may be marked CUI or otherwise controlled. • Liaisons: Agency/organization reps with authority to speak for their entities (e.g., schools, transit, harbor/port, utilities, hospitals, NGOs, business sector) provide regular inbound/outbound reporting and coordinate issue resolution.

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6.2.4 Coordination with Other EOCs
If neighboring City or special-district EOCs activate—or when the OA EOC activates—the City of Santa Cruz EOC exchanges SitReps, objectives, and resource status to support a shared COP and unified priorities. Coordination may occur via assigned liaisons, scheduled calls, shared platforms, or other interoperable methods. When activated, the City of Santa Cruz EOC will develop and share jurisdictional Situation Reports (SitReps) based on field reports and City EOC activities. These SitReps will be submitted to the Santa Cruz County Operational Area EOC to support the development of a Common Operating Picture (COP). The COP will be shared back with the City EOC for validation and concurrence.

Communications between the City EOC, the County EOC, and other activated local EOCs (Watsonville, Capitola, Scotts Valley) will be conducted through assigned liaisons, phone calls, video or conference calls, and other communication methods as appropriate.

The City EOC will also use CalEOC and OASIS systems (see Section 7: Communications, Public Information, and Warning) to share situational awareness and critical information with the California State Operations Center (SOC).

6.2.5 Regional Fusion Center/ Intelligence & Fusion Center Coordination See also Section 2.2.5 Integration of Threat Intelligence See also Section 5.1.1 Prevention and Intelligence Coordination The City of Santa Cruz leverages established intelligence partnerships to monitor and assess intentional, human-caused threats—including cyberattacks, terrorism, targeted violence, organized criminal activity, and other deliberate disruptions. The City coordinates intelligence collection, review, and dissemination through the Santa Cruz County Operational Area Emergency Management program, which serves as the primary conduit to the Northern California Regional Intelligence Center (NCRIC), the region’s federally recognized fusion center.

The City Manager, serving as the Director of Emergency Services (DES), designates the Emergency Operations Center (EOC) Planning Section—and when activated, the Intelligence/Investigations function—to manage operational‐level intelligence needs.

Information flows include:

Threat Intake & Suspicious Activity Reporting (SAR):

City personnel forward suspicious activity information through established County channels to

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NCRIC, consistent with the Nationwide SAR Initiative (NSI) and privacy/civil rights protections.

Fusion Center Products & Alerts:

The Planning Section receives, reviews, and—when appropriate—disseminates NCRIC and State Threat Assessment Center (STAC) bulletins, situational reports, cyber advisories, and local infrastructure threat updates to relevant departments and field responders.

Critical Infrastructure Protection Coordination:

Intelligence relating to public safety facilities, lifeline infrastructure, public events, and massgathering venues is shared with City Police, Fire, Public Works, Information Technology, and partner utilities to support protective posture adjustments.

Integration During EOC Activation:

During an incident or elevated threat period, the Planning Section’s Intelligence/Investigations function participates in Unified Command information sharing, ensuring alignment with law enforcement operations and maintaining operational security.

These processes ensure the City maintains situational awareness of evolving threats and integrates vetted intelligence into local preparedness, operational planning, and protective decision-making.

6.2.6 Liaisons
Liaisons are a primary means of coordinating information for the City’s Emergency Operations Center (EOC) during an activation. Given the number of potential agencies and organizations involved in an incident affecting Santa Cruz, assigned liaisons and agency/organizational representatives must have the authority to speak on behalf of their parent agencies or organizations.

Liaisons may come from other government agencies (e.g., neighboring cities, special districts, the County of Santa Cruz, state or federal agencies), non-governmental organizations, and the private sector. Their role is to provide input on their organization’s policies, resource availability, and other incident-related matters. Depending upon the incident and level of activation, liaisons may also include representatives from various City departments. Liaisons ensure regular twoway reporting between their organization and the EOC.

Authorities & References
• SEMS/NIMS information management doctrines
• CalEOC statewide platform guidance
• FEMA Information Management for EOCs standards

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6.3 Emergency Communications Infrastructure
The City of Santa Cruz relies on a diverse and constantly evolving communications and information-technology ecosystem to support emergency operations. Advances in cloud platforms, mobile applications, satellite connectivity, and interoperable radio systems have significantly enhanced the City’s ability to coordinate, share information, and maintain situational awareness during emergencies.

Because this technology landscape evolves more rapidly than many other elements of this Emergency Operations Plan (EOP), this section is expected to require more frequent review and updating. While the City’s emergency management doctrine, decision-making authorities, and coordination processes remain relatively stable, the tools used to support those processes may change as new capabilities are adopted or legacy systems are retired.

This section describes the communications infrastructure used to support emergency coordination before, during, and after incidents requiring Emergency Operations Center (EOC) activation or enhanced interdepartmental coordination.

6.3.1 Communications Principles for Emergency Operations Emergency communications in Santa Cruz are guided by the following principles:

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Redundancy: No single system is relied upon as the sole means of communication. Multiple pathways are maintained to reduce single points of failure.

Interoperability: Systems are selected and configured to support coordination across City departments, partner agencies, and regional response organizations.

Scalability: Communications tools must support routine coordination, partial activations, and full EOC activations.

Clarity: Communications use plain language, avoid jargon, and support both top-down and bottom-up information flow.

Accessibility: Public-facing and internal systems support accessible formats and multilingual communications where feasible.

Security and Reliability: Systems are managed in accordance with City IT security policies to protect sensitive information while remaining reliable during emergencies.

6.3.2 Governance, Roles, and Responsibilities
The City’s communications infrastructure is maintained and supported through coordinated roles:

The Information Technology Department maintains enterprise systems, networks, cybersecurity controls, and continuity of IT services during emergencies.

Santa Cruz Regional 9-1-1 (NetCom) provides 24/7/365 public safety dispatch and supports emergency notification and coordination for police, fire, and EMS agencies throughout the region.

The Emergency Operations Center (EOC) coordinates operational communications, situational awareness, and information sharing across departments and with external partners during activations.

Department Operations Centers (DOCs) and field units interface with the EOC using the systems described below.

6.3.3 Enterprise Digital Communications Platforms
Internal Coordination and Collaboration
During emergencies or periods of heightened monitoring, the City uses enterprise digital platforms to coordinate staff activities and share information:

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Microsoft Teams is the primary platform for internal coordination, including chat, voice/video conferencing, document sharing, and incident-specific channels.

Microsoft Outlook is used for official email communications, notifications, and documentation.

These platforms support both routine coordination and EOC activations and allow staff to participate remotely when appropriate.

6.3.4 Resilient Connectivity and Continuity of Operations Satellite Communications and Internet Resilience
To maintain connectivity during disruptions to terrestrial infrastructure, the City maintains satellite-based capabilities:

Starlink provides resilient, high-bandwidth internet connectivity when fiber, cable, or cellular networks are unavailable.

Starlink enables rapid EOC activation in alternate locations with power and a clear view of the sky.

It supports web-based situational awareness tools, cloud platforms, video coordination, and data sharing.

Satellite connectivity reduces reliance on local carriers and mitigates single-point-of-failure risk.

6.3.5 Land Mobile Radio (LMR) Systems
Interoperable land mobile radio systems remain essential for field operations and command-andcontrol:

The City operates interoperable LMR networks used by Police, Fire, Public Works, Lifeguards, and Harbor Patrol.

Additional users and talkgroups may be added during large or complex incidents.

The EOC maintains radios to enable direct communication with field responders and dispatch when required.

LMR systems provide reliable voice communications when cellular networks are congested or unavailable.

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6.3.6 Marine Radio Communications
For coastal and maritime incidents, the City maintains marine radio capabilities:

Marine band radios are used by Harbor Patrol, Lifeguards, the Port District, and the U.S. Coast Guard.

The EOC maintains the ability to monitor and communicate on marine frequencies during coastal emergencies, maritime incidents, or search-and-rescue operations.

6.3.7 Volunteer and Auxiliary Communications Support
CERT and Amateur Radio
When primary systems are degraded or when neighborhood-level reach is needed:

Community Emergency Response Team (CERT) members and Amateur Radio Emergency Service (ARES) volunteers may provide supplemental communications and situational awareness.

These resources can extend communications into neighborhoods, support damage reporting, and serve as trusted messengers when other systems are disrupted.

6.3.8 Cybersecurity and Information Protection
All communications and information systems used during emergencies are subject to City cybersecurity policies and controls. The City balances the need for rapid information sharing with the protection of sensitive, law-enforcement-sensitive, and personally identifiable information.

6.3.9 Maintenance, Training, and Plan Updates
Communications systems described in this section are supported through routine maintenance, testing, and staff training. Because technologies and platforms evolve, this section of the EOP will be reviewed more frequently than other plan elements and updated as systems, vendors, or operational practices change.

Alignment to Standards
Section 6 (Information Collection, Analysis, and Sharing) defines how the City builds situational awareness and shares information during emergencies, aligning with EMAP standards for communications, facilities, and operational planning, as well as CPG-101 expectations for information collection, documentation, and situational analysis. The section is designed to

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harmonize with County EOP Section 6 “Information Collection, Analysis, & Dissemination,” using similar concepts such as essential elements of information, lifelines, and multi-level EOC information flows. This section supports Cal OES crosswalk criteria for Planning/Intelligence functions around situation status, analysis, documentation, and advanced planning.

Standard /
Framework Elements Addressed in Section 6
EMAP

4.5 Operational Planning & Procedures; 4.6 Incident Management (situation status & analysis); 4.8 Communications & Warning (information flows that support alerting).

Cal OES 2023
Crosswalk
§50 Planning/Intelligence Section: situation status, analysis, information display, documentation, planning, and demobilization inputs.

FEMA CPG-101 Information collection and documentation checklists (situation reports, damage assessment, documentation of response and recovery actions).

County EOP
Alignment
Parallels County Section 6 “Information Collection, Analysis, & Dissemination,” including lifeline-based situational awareness and multi-EOC coordination.

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SECTION 7: PUBLIC

INFORMATION,

ALERT AND

NOTIFICATION
Includes:
 Principles of Public Information in an Emergency
 Roles, Responsibilities, Authorities
 Coordinated Public Information
 Continuit, Testing, Maintenance

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SECTION 7: PUBLIC INFORMATION, ALERT AND

NOTIFICATION
Review of the methods and systems for coordinating emergency alerts, notification, and communication of public information
Timely, accurate, and accessible emergency communication is essential to protect life safety, maintain public trust, and support coordinated response operations. The City of Santa Cruz uses redundant systems, trained personnel, and coordinated procedures to share protective action guidance with residents, visitors, and workers before, during, and after emergencies.

Emergency public information must be timely, accurate, and accessible to the entire community. Messaging is designed to be physically received, understandable, personally applicable, and actionable. The City tailors outreach to residents, visitors, and those with access and functional needs—including individuals with limited English proficiency, unhoused residents, and populations with limited access to communications infrastructure. Communication includes multiple languages and formats such as ASL, captioning, large print, 508-compliant documents, and audio messaging to ensure equitable access.

7.1 Emergency Public Information Principles
(Addresses: CPG-101: Public Information, EMAP 4.12.1, Cal OES §57) All messaging during an incident must be:
• Accessible/ Able to be physically received
• Understandable
• Personally applicable
• Actionable
Public information must consider:
• Individuals with disabilities or access/functional needs • Individuals with limited English proficiency
• Unhoused residents
• Visitors and transient populations
• Neighborhoods with limited power/connectivity access

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7.2 Roles, Responsibilities & Authorities
(Aligns to ICS, SEMS, EMAP 4.12.2, 4.12.4, 4.8.1)
During EOC activation, messaging follows established policies and is coordinated through the Public Information Officer (PIO) under the EOC Director. The PIO Team is responsible for rumor control, media relations, community messaging, and ensuring proper approvals before releasing information. City Information Technology supports communications systems; Santa Cruz Regional 9-1-1 (NetCom) maintains emergency dispatch infrastructure needed for reliable communications. All City officials, staff, and volunteers must refer public or media inquiries to the PIO to ensure consistent and coordinated messaging.

Public Information Officer (PIO) Function
The PIO, under the EOC Director, leads coordinated messaging, rumor control, media relations, and approvals.
• PIO Team supports multi-lingual messaging, public inquiries, and rumor monitoring
All information released must be cleared through the EOC chain of command.

All staff and volunteers must defer media/public inquiries to PIO staff
Communications Infrastructure Support
Maintained by the Information Technology Department with Santa Cruz Regional 9-1-1 (NetCom).

7.3 Coordinated Information Sharing
(Aligns to EMAP 4.12.4-.5, CPG-101 JIS/JIC)
A contact list of outside partner agencies and jurisdictions is included in Appendix 8 of this Plan.

7.3.1 Joint Information System (JIS)
The City participates in a coordinated Joint Information System (JIS) with regional partners to ensure unified messaging during emergencies. The JIS allows agencies to develop and share consistent, approved public information and actively monitor and correct misinformation. When

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needed, a Joint Information Center (JIC) may be activated in person or virtually, and City PIOs may be embedded with partner agencies to verify, coordinate, and disseminate official information.

The JIS provides:

Common message development & sharing
Public information strategy to EOC leadership
Rumor/misinformation monitoring and correction
A Joint Information Center (JIC) may be activated physically or virtually.

7.3.2 Coordinated Alert and Warning Systems
(Aligns to CPG-101 Public Alert & Warning Checklist, EMAP 4.8, Cal OES: §57) The City uses multiple redundant alerting platforms to provide rapid, hazard-specific warnings and protective action instructions. Systems include CruzAware (voice, text, email, app alerts with geotargeting and multilingual capability), Wireless Emergency Alerts/EAS via IPAWS, ShakeAlert earthquake early warnings, NOAA Weather Radios, and tsunami notifications. When infrastructure disruptions occur—such as cellular outages or commercial power loss—messaging may be delivered through door-to-door notifications, posted signage, loudspeakers, volunteers, and neighborhood networks to protect residents and visitors. Accessibility remains a requirement for all alerting systems. The City uses multiple parallel systems to issue life-safety notifications:
• CruzAware – opt-in alerts (text/voice/email/app, geo-targeting, multilingual) • IPAWS – WEA + EAS via NetCom authority
• ShakeAlert – earthquake early warning
• NOAA Weather Radios – backup warning channels
• Tsunami Warning System – automated tsunami notifications When digital systems fail, methods include:
• Door-to-door notifications, loudspeakers, posted signage, neighborhood messengers System accessibility is required at every stage: ASL, captioning, large print, 508-compliant docs, audio formats, and multilingual translation.

7.3.3 Public Outreach and Community Information Networks (Aligns to Cal OES AFN comms, EMAP 4.12.3)
Throughout an emergency, the City uses both high-tech and community-based outreach platforms to reinforce messaging and maintain situational awareness. Communications may be

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distributed through the City’s social media, websites, radio, and printed media; neighborhood associations; faith-based and nonprofit partners; and schools—including coordinated messaging with UCSC through CruzAlert. Human-to-human networks supplement mass communication to reach residents in areas with limited access to connectivity. Information channels include:
• Social media, City websites, radio, and print news media • Neighborhood groups, CBOs, schools, faith-based networks • Human-to-human outreach to serve areas with limited infrastructure • UCSC coordination using CruzAlert to reach campus community

7.3.4 Rumor Management and Public Inquiry Support
(Addresses: CPG-101 Communications, EMAP 4.12.4(5))
To maintain public confidence, misinformation is monitored and addressed proactively through the PIO Team and, if activated, a JIC. Public information staff verify details, respond to false information, and issue updates in multiple languages and formats as quickly as possible. The City will also coordinate with community leaders and trusted messengers to reinforce verified information and ensure messaging remains aligned across all partner agencies.

PIO/JIC responsibilities include:
• Monitoring and correcting misinformation
• Engaging trusted messengers to reinforce official guidance • Responding rapidly to community questions and feedback

7.4 Continuity, Testing & Maintenance
(Aligns to EMAP 4.12.6–4.12.7, 4.8.2–4.8.5)
The City regularly tests and evaluates alerting and messaging systems to confirm reliability and performance across operating environments. Lessons from real-world incidents and exercises drive updates to outreach materials, SOPs, and staff training to improve accessibility, redundancy, and operational readiness continuously. Key components—including JIS/JIC procedures and communications protocols—are reviewed and revised on a recurring schedule consistent with statewide standards and EMAP expectations. • All alerting systems and procedures are exercised regularly • Required corrective actions must be documented and implemented • Lessons learned from incidents drive accessibility & redundancy improvements

7.5 Alignment to Standards

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Section 7 explicitly anchors the City’s emergency public information and alerting activities in CPG-101, EMAP Standards 4.8 and 4.12, Cal OES crosswalk, and state accessibility statutes, and lists key authorities and frameworks, including the OA JIS procedures and NetCom IPAWS protocols. It details how the City uses JIS/JIC structures, accessible and multilingual communications, and coordinated messaging to monitor and correct misinformation, aligning with EMAP expectations for communications, warning, and emergency public information. The section is intentionally aligned with County EOP Section 7 (“Communications & Public Information and Warning”) so that City messaging, systems, and roles (PIO team, JIC, alerting tools) match OA practices and Cal OES crosswalk elements for CA-ESF-2 Communications and CA-ESF-15 Public Information.

Standard /
Framework Elements Addressed in Section 7
EMAP 4.8 Communications & Warning; 4.12 Emergency Public Information & Education, including JIS/JIC use and system testing/maintenance.

Cal OES 2023
Crosswalk
CA-ESF-2 Communications and CA-ESF-15 Public Information; requirements for accessible alert & warning and AFN integration; Management and Operations responsibilities for public information and warning.

FEMA CPG-101 Public Information and Public Alert & Warning functional annex guidance, including accessible communications and whole-community messaging.

County EOP
Alignment
Mirrors County Section 7 content on PIO roles, JIS/JIC, media coordination, radio use, and social media platforms for incident communication.

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SECTION 8:

ADMINISTRATION,

FINANCE, AND

LOGISTICS
Includes:
 Finance and Administration Overview
 Documentation
 Vital Records Protection
 Procurement and Contracting
 Cost Tracking and Timekeeping
 Cost Recovery
 Insurance
 Logistics Coordination Interface
 Demobilization
 Alignment with Standards

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SECTION 8: ADMINISTRATION, FINANCE, AND

LOGISTICS
Financial management, logistics, mutual aid, DSW policy, contracts, insurance, and after-action reporting
Finance, administration, and documentation are critical to maintaining accountability, supporting continuity of operations, ensuring the legal and responsible use of emergency funds, and enabling cost recovery through state and federal reimbursement programs. This section establishes the processes the City uses to track incident-related costs; manage contracts, personnel time, and procurement; preserve vital records; and document actions throughout response and recovery.
(Aligns to CPG-101 Finance & Admin Annex; EMAP 4.10 Cost Recovery & Records Management; Cal OES Crosswalk §58–§62)

8.1 Finance & Administration Overview
The Finance/Administration Section Chief coordinates financial, procurement, resource tracking, contract, and personnel documentation activities during activation of the Emergency Operations Center (EOC). These functions ensure the City remains compliant with legal requirements and applicable reimbursement policies. Similar to Operational Area practices, the City tracks costs systematically to support eligibility for state and federal assistance.

Primary functions include:
• Fiscal management and expenditure tracking
• Personnel timekeeping and DSW administration
• Contracting and purchasing
• Insurance administration
• Cost recovery planning and documentation
See also Section 4.2.5 EOC Finance and Administration Section

8.2 Documentation & Record-Keeping

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Accurate documentation is required to demonstrate operational conditions, decisions, missions, and resource deployments throughout the incident lifecycle. All EOC Sections must retain detailed written or digital records such as situation reports, forms, unit logs, and action plans.

Record-keeping requirements include:
• Use of SEMS/NIMS-compatible ICS forms
• Daily documentation of all decisions, expenditures, and assignments • Secure storage of files for audit and legal review post-incident The City aligns its documentation approach with county standards for reimbursement and compliance.

8.3 Vital Records Protection
City departments must identify and safeguard records essential to emergency management operations and the legal continuity of government—e.g., contracts, insurance, personnel, financial data, GIS/infrastructure data, and emergency plans. Backup copies should be secured in alternate IT systems or protected sites when feasible, consistent with county best practices.

Departments maintain responsibility for:
• Routine data backups
• Secure storage of physical and digital records
• Priority restoration of key systems following outages In the City of Santa Cruz, the following individuals are responsible for the preservation of vital records:
• City Clerk
• Information Technology Director
Vital records are defined as those records that are essential to:
• Protect and preserve the rights and interests of individuals, governments, corporations, and other entities. Examples include contracts, legislative actions, land and tax records, license registers, birth and death records, and articles of incorporation.
• Conduct emergency response and recovery operations. Records of this type include utility system maps, locations of emergency supplies and equipment, emergency operations plans and procedures, personnel rosters, etc. Departments retain critical system maps both online and in some cases, in a sealed vault (i.e., Public Works).

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• Reestablish normal governmental functions and protect the rights and interests of the government. Constitutions and charters, statutes and ordinances, court records, official proceedings, and financial records would be included here.

8.4 Procurement & Contracting
Emergency procurement is governed by City policies and authorities that allow expedited purchasing during declared emergencies. The Finance Section ensures purchases are allowable, reasonable, and properly documented to meet FEMA and Cal OES reimbursement rules.

Contracts, vendor agreements, and mutual aid requests must follow official protocols similar to the County’s framework.

All purchased or hired resources must be:
• Incident-related
• Requested or approved by authorized personnel
• Supported by receipts, logs, and usage documentation

8.5 Cost Tracking and Timekeeping
Cost tracking begins at incident onset. Each department is responsible for maintaining records of:
• Staff time (including Disaster Service Worker status activation) • Emergency work assignments and overtime justification • Equipment and material costs tied to incident objectives Tracking supports reimbursement eligibility through approved public assistance programs and must comply with FEMA’s cost principles for grants.

8.6 Disaster Cost Recovery
The Finance Section leads cost recovery efforts by organizing reimbursement requests and submitting applications to Cal OES and FEMA. Eligible costs may include staff time, debris management, emergency protective measures, contracts, and equipment usage — as also reflected in the Operational Area cost categories.

As damage assessments are completed, the City coordinates with the County Operational Area to determine available assistance pathways and required documentation.

8.7 Insurance Administration

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Insurance claims are pursued in parallel with state and federal reimbursement processes. The City Risk Management Division coordinates:
• Insurance notifications
• Coverage validation and deductibles
• Claims tracking and settlement
Insurance may reduce the reimbursable amount claimed from FEMA/Cal OES, depending on program rules.

8.8 Logistics Coordination Interface
The Finance/Administration and Logistics Sections collaborate to ensure proper procurement, accountability, and tracking of requested resources — including mutual aid and vendor-provided equipment. Resource ordering follows a standardized request→approval→delivery→tracking model consistent with county logistical operations.

8.9 Demobilization Documentation & After-Action Records Following deactivation, all cost data, logs, and official records are submitted to Finance for final review. The City participates in the Operational Area After-Action/Corrective Action process to document performance, identify improvements, and maintain EMAP compliance. County alignment ensures consistent reporting methods and corrective action tracking across jurisdictions.

8.10 Alignment to Standards
Section 8 provides a detailed framework for finance, administration, record-keeping, cost tracking, procurement, vital records protection, logistics interface, disaster cost recovery, insurance, and demobilization documentation, explicitly cross-referencing CPG-101, EMAP finance and records management standards, and Cal OES crosswalk §§58–62. It establishes roles (Finance/Administration Section Chief, Risk Management, City Clerk, IT Director) and processes that mirror County EOP Section 8 (“Administration, Finance, & Logistics”), including documentation, cost recovery, vital records, and logistics–finance coordination. The quick crosswalk at the end of the section confirms alignment with EMAP 4.10, 4.11, 4.12, and CPG101’s Administration, Finance & Logistics checklist, and with Cal OES crosswalk requirements for Finance/Administration Section responsibilities.

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Standard /
Framework Elements Addressed in Section 8
EMAP

3.4 Administration & Finance; 4.10 Financial Management; 4.11 Records Management; 4.12 Admin & Documentation, including cost recovery and AAR/CAP documentation.

Cal OES 2023
Crosswalk
§§58–62 Finance/Administration Section (fiscal management, timekeeping, purchasing, compensation & claims, cost recovery, travel) addressed across 8.1–

8.10. FEMA CPG-101
Administration, Finance & Logistics checklist (MAAs, staff augmentation, financial records, cost recovery programs, documentation) reflected in finance processes, vital records, and documentation practices.

County EOP
Alignment
Closely parallels County Section 8 for documentation, cost tracking, vital records, eligible costs, insurance, logistics management, and mutual aid, supporting OAconsistent reimbursement and audit practices.

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SECTION 9:

RECOVERY
Includes:
 Recovery Organization
 Damage Assessment and Community Needs Analysis
 Emergency Reimbursement and Assistance
 Housing, Human Services, Community Recovery
 Long-term Economic and Infrastructure Recovery
 Environmental Recovery
 Transition to Mitigation and Resilience Planning
 Alignment to standards

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SECTION 9: RECOVERY
Financial recovery and demobilization efforts
Recovery begins as soon as life-safety response actions are underway. The City of Santa Cruz manages recovery through a coordinated, phased process aimed at restoring services, supporting impacted residents and businesses, repairing public infrastructure, reducing future risk, and accelerating long-term community resilience. Recovery phases include:
• Short-term: Re-entry, debris removal, critical infrastructure restoration • Intermediate: Restoration of city services, support programs, and local business stabilization • Long-term: Housing recovery, environmental restoration, rebuilding, economic vitality Effectively managed recovery requires coordinated decision-making and early priority-setting that avoids cascading negative impacts. County guidance notes that decisions made early in recovery significantly shape outcomes and timelines.

9.1 Recovery Organization
The City integrates with the Santa Cruz County Operational Area (OA) recovery structure. The County may activate a Recovery Task Force to coordinate broad stakeholder involvement and manage long-term restoration following EOC deactivation.

City organizations responsible for recovery may include:
• City Manager – policy leadership and intergovernmental coordination • Fire and Police – reentry and ongoing safety/security • Public Works – damage assessments, debris, lifelines, infrastructure restoration • Economic Development – local business stabilization and permitting assistance • Housing and Human Services partners – temporary and permanent housing support • Parks & Recreation and Sustainability – environmental, natural resources recovery • Finance – documentation, insurance, and reimbursement process The City continues to support county-led Recovery Support Functions (RSFs) aligned with the National Disaster Recovery Framework, which focuses on restoring and revitalizing the community's health, social, economic, natural, and environmental fabric.

9.2 Damage Assessment & Community Needs Analysis

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Damage and community impact information drives recovery resource allocation and federal/state assistance eligibility. The City conducts:
• Initial Damage Estimates (IDE) for rapid situational awareness • Detailed assessments in partnership with County/State/Federal programs • Documentation of economic, housing, environmental, and infrastructure impacts Damage assessment findings are shared with the OA to support a coordinated request for disaster declarations.

9.3 Sources of Emergency Reimbursements and Assistance
Multiple potential reimbursement and financial relief programs, consistent with the County OA approach, support recovery operations:
• FEMA Public Assistance (PA) – damage to public infrastructure, debris removal • FEMA Individual Assistance (IA) – direct household support for eligible residents • Small Business Administration (SBA) Disaster Loans – business and homeowner loans • Federal Highway Administration (FHWA) – emergency relief for transportation systems • U.S. Army Corps of Engineers / NRCS – waterway, environmental recovery support • California Disaster Assistance Act (CDAA) – state cost-share for emergency recovery • Insurance claims – parallel process coordinated with City Risk Management Public Assistance work categories are included in the County EOP (Category A–G and timelines).

9.4 Housing, Human Services & Community Recovery
The City collaborates with County, State, FEMA, HUD, and nonprofits to:
• Support displaced residents
• Transition from shelters to temporary or permanent housing • Address food insecurity, healthcare, mental wellness, and AFN needs • Promote equitable and trauma-informed recovery
Local community-based organizations play a critical role in connecting underserved populations to assistance.

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9.5 Long-Term Economic and Infrastructure Recovery
The City focuses on restoring:
• Water and utilities
• Transportation corridors and public facilities
• Tourism-based economic drivers and small business continuity • Critical public spaces such as beaches, parks, and waterfront access Infrastructure projects may incorporate hazard mitigation funds to reduce future risk.

9.6 Environmental and Natural Resources Recovery
Recovery must restore natural areas damaged by fires, floods, storms, and spills — including coastal ecosystems critical to tourism, fisheries, and cultural identity. The City ensures environmental compliance during debris and infrastructure projects and coordinates with the County to mitigate long-term impacts to the coastline and waterways.

9.7 Transition to Mitigation & Resilience Planning
The City engages partners to:
• Incorporate lessons learned into plans and codes
• Pursue mitigation funding under Stafford Act §404
• Align with the City Local Hazard Mitigation Plan and Climate Action & Adaptation Plan This reinforces community resilience and reduces future disaster losses.

9.8 Alignment to Standards
Section 9 frames recovery as a phased, coordinated process (short-term, intermediate, long-term) to restore services, support residents and businesses, repair public infrastructure, reduce future risk, and build resilience, explicitly noting that early decisions strongly influence outcomes, consistent with County guidance. This supports EMAP’s program elements for continuity, mitigation, and incident management by tying recovery operations to risk reduction and continuity of government. It also aligns with CPG-101 recovery and documentation checklists and Cal OES crosswalks’ CA-ESF-14 Recovery expectations for describing the recovery organization, cost recovery linkages, and coordination with OA and state programs, as referenced in County Section 9.

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Standard /
Framework Elements Addressed in Section 9
EMAP

4.4 Continuity Planning & Procedures; 4.5 Operational Planning & Procedures; supports 4.2 Hazard Mitigation by emphasizing risk reduction in long-term recovery.

Cal OES 2023
Crosswalk
CA-ESF-14 Recovery (recovery coordination, programs, and OA integration) and linkages back to Finance/Administration cost recovery and eligible cost criteria.

FEMA CPG-101
Recovery and After-Action/Improvement Plan guidance (review of actions, documentation of impacts, use of lessons learned to adjust plans and mitigation).

County EOP
Alignment Aligns conceptually with County Section 9 Recovery

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SECTION 10: PLAN

MAINTENANCEAINT
Includes:
 Planning Process
 Update Process
 Alignment with Standards

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SECTION 10: PLAN MAINTENANCE
The City of Santa Cruz updated its 2025–2030 Emergency Operations Plan through a comprehensive and collaborative process conducted throughout 2025. This effort engaged all City departments in a series of planning meetings, workshops, and focused discussions to ensure that operational roles, responsibilities, and coordination pathways accurately reflect current capabilities and practices. The update followed an iterative review process in which departments provided detailed feedback on draft sections and annexes, supported by legal and risk management assessments to confirm compliance with state and federal requirements. The City also coordinated closely with partner agencies—including the County Operational Area and regional public safety and emergency management partners—to ensure alignment with broader response frameworks. The result is a plan designed to guide coordinated response and recovery efforts for the next five years.

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he

10.1 Update Process Assumptions and Notes
• Lead agency based on precedent: City’s Office of Emergency Services -Fire Department.
• Scope: Full rewrite of 2018 EOP; annex updates; hazard-specific revisions; incorporation of 2025 Local Hazard Mitigation Plan assessment
• Guiding frameworks for the update process:
o FEMA CPG-101 (v3) guidance for plan structure and
content.

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o Cal OES Local Government EOP Crosswalk (Californiaspecific compliance checklist). o SEMS/NIMS compliance requirements (mandatory in
California; Government Code §8607).
o Integration with Local Hazard Mitigation Plan (LHMP)
o EMAP standards (optional but increasingly used as best practice).
• Updates to risk profile (Section 2) using the City’s LHMP, Cal OES data, USGS/NWS info, and new local hazard analyses.
• Incorporate lessons learned from recent incidents, real-world afteractions, and exercises. Assess changes in capabilities, staffing, resources, and technology across departments.
• Verify prioritization of the following Emergency Support Function (ESF) and hazard annexes with the City Manager’s Office (11/19/2025)
o ESF 6 - Care and Shelter
o ESF 15 -Emergency Alert and Notification
o ESF 13 – Evacuation Annex
o Hazard: Extreme Weather -Protocol
o Hazard: Tsunami Annex
o Hazard: Flood Annex
o Hazard: Integrated ESF 13 and Flooding Annex
• Full draft circulated to all departments, ESF leads, and City leadership at least three times in 2025 (6/23/2025, 8/27/2025, 10/25/2025)
• Conducted working sessions with City departments and collected written comments.

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• Incorporated feedback, especially around roles, responsibilities, and communication pathways.

10.2 Plan Maintenance Process Assumptions and Notes
The following notes and assumptions pertain to the maintenance of this document as a cornerstone of the City emergency management program. For emergency operations planning assumptions, see section 1: Planning assumptions
• Publish internally via Teams/SharePoint
• Training
• Conduct EOP orientation for staff and ESF leads.
• Integrate into annual training and exercise schedule. • Annual updates for contact lists, thresholds, and roles. • Post-incident updates from AAR/IPs.
• Comprehensive review every 3–5 years.
• Maintain a documented EOP maintenance cycle in the base plan.

Notes about socializing this plan
• Training must be ongoing, not one-time. Staff turnover, new programs, and evolving hazards mean that the plan needs regular refreshers to stay familiar and usable.
• Most staff will not read the whole plan. Socialization should rely on short modules, role-based content, job aids, and practical walk-throughs rather than expecting staff to absorb the whole document.
• Training should be tied to real tasks. Staff learn best when shown how the plan affects their work during activation (e.g., “Here’s your checklist,” “Here’s how to log a resource request,” “Here’s what this annex asks of your department”).

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• Orientation should follow any significant update. When sections or annexes change, quick briefings, email summaries, or short videos help staff understand what’s new and what matters to them.
• Partner agencies need tailored touchpoints. County OES, fire, police, water, harbor, parks, transit, utilities, NGOs, and private partners benefit from short, relevant overviews rather than receiving the entire plan. • Exercises are the most effective teaching tool. Tabletops, drills, and seasonal readiness briefings reinforce plan content better than passive review. • Use multiple channels to share updates. Teams/SharePoint posts, brief emails, one-page highlights, training days, and coordination meetings help ensure staff actually see and absorb changes.
• Expect varying levels of engagement. Some staff will be highly invested; others will need repeated reminders and simple, actionable materials. • Leadership endorsement matters. When division managers and department heads reinforce the importance of the plan, staff are more likely to engage with training and updates.
• Socialization is an opportunity to surface gaps. Conversations during training often reveal outdated assumptions, missing contacts, or unclear responsibilities—feeding the next plan update cycle.

10.3 Alignment to Standards
Section 10 describes how the City will regularly review, update, and maintain the EOP, including triggers for revision, stakeholder review, and integration of lessons learned and EMAP/Cal OES criteria; Section 1 explicitly points to Section 10 as the detailed description of the update process.

This fulfills EMAP expectations for program administration, evaluation, exercises, and corrective actions, and directly aligns with CPG-101 guidance on plan development, maintenance, and use of after-action findings to revise the EOP. It also supports Cal OES crosswalk “Plan Development and Maintenance” criteria. It maintains consistency with County EOP practices for periodic review, exercise-driven updates, and OA coordination, ensuring the City EOP stays synchronized with County and State frameworks over time.

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Standard /
Framework Elements Addressed in Section 10
EMAP

3.1 Program Administration & Evaluation; 4.11 Exercises, Evaluations & Corrective Actions; supports ongoing compliance with all Chapter 4 elements through scheduled updates.

Cal OES 2023
Crosswalk
Plan Development and Maintenance requirements (review cycle, stakeholder involvement, use of AAR/CAP), tied to Planning/Intelligence demobilization and documentation responsibilities.

FEMA CPG-101 Plan review and maintenance guidance, including incorporating after-action findings, exercises, and changes in threats or policy into EOP revisions.

County EOP
Alignment
Aligns with County practice of periodic base plan and ESF updates, COOP/COG program maintenance, and RWG/EM Council oversight of EOP revisions.

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SECTION 11:

ALIGNMENT WITH

STANDARDS
Includes:
 Alignment with Federal Standards
 Alignment with State Standards
 Alignment with Regional and Operational Area Standards  Alignment with local Plans
 Summary of Alignment

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SECTION 11: ALIGNMENT WITH STANDARDS
The City of Santa Cruz Emergency Operations Plan (EOP) is intentionally designed to operate within, and be interoperable with, the broader emergency management system established at the federal, state, and regional levels. This alignment ensures that the City’s actions during preparedness, response, and recovery are consistent with nationally recognized standards; that coordination with the Santa Cruz County Operational Area, Cal OES, and FEMA is seamless; and that the City remains eligible for state and federal disaster assistance and reimbursement.

11.1. Alignment with Federal Frameworks

11.1.1 FEMA Comprehensive Preparedness Guide 101 (CPG 101) This EOP follows FEMA’s CPG 101 as the national standard for developing emergency operations plans. The plan incorporates CPG 101’s principles of flexibility, scalability, clarity of roles, risk-based analysis, whole community engagement, and operational planning cycles, ensuring the City’s planning methods are consistent with FEMA expectations. CPG 101 also guides the structure of the Base Plan, annex system, and planning assumptions.

11.1.2 National Incident Management System (NIMS)
The EOP fully aligns with the National Incident Management System, as required by Homeland Security Presidential Directive-5. NIMS provides the standardized doctrine—ICS, resource typing, credentialing, integrated communications, unified command, and mutual aid coordination—that underpins all emergency operations described in this plan. City staff training, EOC structure, and ICS/NIMS position descriptions adhere to NIMS guidance.

11.1.3 National Preparedness System & National Planning Frameworks The EOP reflects the five National Planning Frameworks—Prevention, Protection, Mitigation, Response, and Recovery—by establishing City responsibilities that align with federal core capabilities. This ensures interoperability with FEMA, DHS, and other federal partners during major incidents requiring federal assistance.

11.1.4 Stafford Act & FEMA Regulations (44 CFR)
The EOP supports compliance with the Stafford Act and Title 44 of the Code of Federal Regulations, which govern federal disaster declarations, Public Assistance, Individual Assistance, cost recovery requirements, and hazard mitigation programs. The City’s direction and control processes, resource documentation, and proclamation procedures align with these federal requirements to maintain eligibility for federal reimbursement.

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11.2 Alignment with California State Frameworks and
Authorities

11.2.1 California Standardized Emergency Management System (SEMS) This plan is fully compliant with SEMS (Gov. Code §8607), which is required for state reimbursement of disaster costs. SEMS establishes the five functional levels—Field, Local Government, Operational Area, Regional, and State—and integrates:
• Incident Command System (ICS)
• Multi-agency coordination
• Mutual aid
• Public information systems
All City response operations, EOC functions, and coordination mechanisms described in this plan adhere to SEMS regulations (California Code of Regulations, Title 19).

11.2.2 California Emergency Services Act (Gov. Code §§ 8550–8669.7) The EOP reflects the authorities and emergency powers granted under state law, including procedures for:
• Local emergency proclamations
• Requests for state and federal assistance
• Continuity of government
• Resource prioritization and emergency orders
These authorities are integrated into the City’s Concept of Operations and direction/control structure.

11.2.3 California Disaster Assistance Act (CDAA)
Procedures for damage assessment, cost tracking, and proclamation timelines in this EOP meet CDAA requirements, ensuring City eligibility for reimbursement of eligible emergency response and recovery costs.

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11.2.4 California Emergency Support Functions (CA-ESFs) The City’s ESF structure mirrors and aligns with the CA-ESF system. This connection ensures interoperability between the City, the Operational Area, and Cal OES. Each City ESF identifies its counterpart at the County and State levels (e.g., CA-ESF 1 Transportation; CA-ESF 15 Public Information), enabling smooth upward reporting and coordinated support.

11.3 Alignment with Regional and Operational Area Plans See section 5.1.5 Coordination with Mutual Aid and Assistance Agreements, Joint Powers Authorities

11.3.1 Santa Cruz County Operational Area Emergency Operations Plan The City’s EOP is operationally consistent with the County OA EOP. As an incorporated jurisdiction within the Operational Area, the City coordinates response activities, information sharing, and resource requests through the County EOC, consistent with SEMS requirements.

SitReps, resource ordering, proclamations, and interoperable communications methods align with County procedures.

11.3.2 Regional Mutual Aid Systems
The EOP aligns with established California mutual aid systems, including:
• Fire and Rescue Mutual Aid
• Law Enforcement Mutual Aid
• Public Works Mutual Aid
• Public Health and Medical Mutual Aid
• EMAC (Emergency Management Assistance Compact), when
applicable
• This ensures the City can both request and provide assistance consistent with statewide agreements.

11.3.3 Regional Intelligence & Information-Sharing Frameworks The EOP incorporates the City’s connection to:
• Santa Cruz County OA

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• Northern California Regional Intelligence Center (NCRIC) • California State Threat Assessment Center (STAC)
These partnerships inform hazard assessments, intentional threat reporting, situational awareness, and public safety intelligence.

11.4 Alignment with Local Plans

11.4.1 Local Hazard Mitigation Plan (LHMP)
The EOP is directly informed by the City’s 2025–2030 LHMP, which identifies the City’s hazard profiles, vulnerabilities, and long-term mitigation strategies. The LHMP provides the foundational risk assessment that shapes planning assumptions, operational priorities, and annex development within the EOP. This integration supports consistency with FEMA’s mitigation planning requirements and strengthens eligibility for Hazard Mitigation Assistance grants.

11.4.2 City General Plan – Safety and Housing Elements
The EOP aligns with Safety Element policies governing seismic safety, floodplain management, wildfire risk, coastal hazards, evacuation, climate adaptation, and critical facilities. Housing Element policies related to displacement risk, sheltering, and recovery support inform the City’s mass care and long-term housing strategies.

11.4.3 Functional Annexes, Hazard Annexes, and Continuity Plans All EOP annexes—including Alert & Warning, Evacuation, Mass Care & Shelter, Flood, Tsunami, Extreme Weather, and Continuity of Operations—are designed to integrate with this Base Plan and with state and federal frameworks. This ensures consistency across all planning

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documents and avoids conflicting guidance during an emergency.

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11.5 Summary of Alignment
The EOP ensures that local actions reflect and support federal, state, and regional systems. This alignment creates:
• Interoperable communication and coordination
• Clear pathways for resource requests and mutual aid
• Compliance with reimbursement and regulatory requirements • A unified structure for operations across all levels of government • A shared understanding of roles and authorities
By grounding its emergency management doctrine in NIMS, SEMS, CPG 101, the LHMP, and regional plans, the City ensures that its emergency response and recovery operations are consistent, scalable, and capable of functioning effectively within California’s multi-level emergency management system.

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APPENDICES

1. Glossary of Terms and Acronyms

2. Critical Infrastructure and Key Resources

3. Emergency Support Functions

4. EOC Position Checklists

5. NIMS Resource Inventory and Capabilities

6. ICS Forms A

7. ICS Forms B

8. Contact List

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GLOSSARY OF ACRONYMS, TERMS & DEFINITIONS
This glossary provides a plain-language definition for every abbreviation, acronym, jargon term, proper noun, technical phrase, and named system used in the City of Santa Cruz Emergency Operations Plan 2025–2030. 302 entries are listed in a single alphabetical sequence. Entries beginning with numerals are sorted first. All definitions assume no prior emergency management training.
0–
9 44 CFR Title 44, Code of Federal Regulations. The section of federal law that governs FEMA programs, disaster declarations, Public Assistance (cost recovery), and related regulations.
44 CFR Part 206 The section of the Code of Federal Regulations governing FEMA's Disaster Assistance programs, including Public Assistance rules, eligible cost categories, and reimbursement documentation requirements.

A
Action Planning
Meeting
A scheduled meeting, held at the start of each operational period, where the EOC Director, EOC Manager, and Section Chiefs review the situation, agree on objectives, and approve the Incident Action Plan (IAP/EOC-AP).

Activation Level A scalable description of the extent to which the EOC is staffed and operational. Levels range from monitoring/standby through partial activation to full activation. Activation is flexible and tailored to the incident.

Active Attacker /
Active Shooter
A deliberate human-caused threat involving an individual or group engaged in killing or attempting to kill people in a populated area. Response coordinated through Law Branch and County/FBI.

ADA Americans with Disabilities Act. Federal law requiring equal access for people with disabilities. All City emergency programs, facilities, messaging, and services must comply.

Advanced Planning
Unit
A Planning Section unit that looks ahead 36–72 hours to anticipate future operational challenges and develop contingency options before they become urgent.

AFN Access and Functional Needs. People who may require additional assistance before, during, or after an emergency — including those with disabilities, limited English proficiency, older adults, children, unhoused residents, and medical device users.

After-Action Report
(AAR)
A formal document completed after a real incident or exercise that evaluates performance, identifies what worked and what did not, and recommends improvements.

Required for EMAP compliance.

Alert & Warning
Annex
A City EOP annex (Working Draft 2025) detailing systems, procedures, and authorities for issuing public emergency alerts. Closely aligned with ESF 15.

All-Hazards An approach to emergency planning that prepares for any type of incident — natural, technological, or human-caused — rather than planning for only specific events.

AMR American Medical Response. The private ambulance company contracted to provide advanced life support (ALS) transport countywide under the County EMS system.

AMR (American
Medical Response)
Private ambulance company providing advanced life support (ALS) transport countywide under contract with Santa Cruz County.

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Arana Gulch A City open space area in the southeastern part of Santa Cruz. The EOP's neighborhood planning areas include Arana Gulch, with zero permanent residential population.

ARES Amateur Radio Emergency Service. A volunteer program within the Amateur Radio community providing supplemental communications during emergencies when primary systems fail.

ARES (Amateur
Radio Emergency
Service)
Volunteer ham radio operators providing supplemental communications when primary systems fail, including neighborhood-level damage reporting.

ASL American Sign Language. Used as one of many accessible communication formats for emergency messaging to the Deaf and hard-of-hearing community.

Atmospheric River A narrow corridor of concentrated atmospheric moisture that produces heavy precipitation when it reaches the coast. A primary driver of winter flooding, landslides, and storm events in Santa Cruz.

B
Banana Belt
Neighborhoods
A neighborhood cluster in central Santa Cruz with approximately 5,188 residents. One of the more densely populated neighborhoods in the City.

Base Plan The core document of the EOP containing strategic direction, organizational structure, authorities, coordination mechanisms, and planning assumptions. All annexes and appendices support the Base Plan.

Battle Rhythm The scheduled cycle of reporting, briefings, and coordination activities within the EOC — e.g., hourly SitRep updates, operational period planning meetings, daily leadership briefings.

Beach and
Boardwalk District
The coastal area centered on the Santa Cruz Beach Boardwalk, heavily exposed to tsunami inundation, coastal flooding, and storm surge hazards.

Branch An ICS organizational level below a Section and above a Unit or Group. In the City EOC, Operations has four Branches: Law, Fire, Care & Shelter, and Infrastructure.

Branciforte A neighborhood and drive in eastern Santa Cruz, including Branciforte Drive Neighborhoods (~636 residents). Bordered by DeLaveaga Park.

C
CA-ESF California Emergency Support Function. California's version of the federal ESF structure, used at the state and Operational Area level. Uses the same functional numbering (e.g., CA-ESF 1 Transportation, CA-ESF 15 Public Information).

CA-ESF System California Emergency Support Functions — same 18 functional areas as federal ESFs, prefixed with "CA-" to indicate state jurisdiction (e.g., CA-ESF 1, CA-ESF 15). California requires ESF alignment for SEMS/NIMS compliance and state reimbursement.

Cal OES California Governor's Office of Emergency Services. The state agency responsible for coordinating California's emergency management system, SEMS compliance, disaster declarations, and state/federal reimbursement programs.

Cal WARN California Water/Wastewater Agency Response Network. A voluntary peer-to-peer mutual aid network for water and wastewater utilities. Best operated at the department (DOC) level; referenced in the EOP as a tool for the Water Unit and Infrastructure Branch.

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CalEOC California's statewide web-based emergency management platform. Used by EOCs at all levels to share SitReps, resource requests, and situational data. The City EOC uses CalEOC to report to the County OA EOC and ultimately the State SOC.

CalFire California Department of Forestry and Fire Protection. Provides fire suppression, emergency resources, and mutual aid through state and local fire mutual aid systems.

May assume lead agency role for fires in State Responsibility Areas.

California
Department of Fish
and Wildlife
State agency involved in environmental recovery, wildlife incident response, and coordination for events affecting coastal and inland natural resources.

California
Department of
Public Health
(CDPH)
State public health agency that may coordinate with the County and City during public health emergencies, pandemics, and incidents affecting community health.

California Disaster
Assistance Act
(CDAA)
State law (Gov. Code §8680 et seq.) establishing California's cost-sharing program for emergency response and recovery. Requires a Local Emergency Proclamation issued within 10 days of incident onset for cost eligibility.

California
Emergency Services
Act
State law (Gov. Code §§8550–8669.7) establishing the legal framework for emergency powers, the Director of Emergency Services role, emergency proclamations, mutual aid, and the state emergency management system.

California
Government Code
§§3100–3109
The California statutes designating all public employees as Disaster Service Workers.

During a declared emergency, DSWs may be assigned any duties needed for emergency response regardless of normal job classification.

California
Government Code
§8607
The specific statute requiring all California jurisdictions to comply with SEMS as a condition of state disaster reimbursement.

California
Government Code
§8625
Authorizes the Governor to proclaim a State of Emergency when conditions of extreme peril exist, either upon a local request or unilaterally.

California
Government Code
§§8630–8634
The statutes governing Local Emergency Proclamations — who can issue them, required ratification by the City Council within 7 days, 60-day renewal cycle, and conditions for termination.

California Highway
Patrol (CHP)
State law enforcement agency providing traffic control, highway incident response, and evacuation support on state highway corridors within the City.

California National
Guard
State military force that may provide personnel, equipment, transportation, and specialized capabilities when activated by the Governor in support of local emergency response.

California State
Parks
Manages Lighthouse Field State Beach, Natural Bridges State Beach, and other state parks within or adjacent to the City. May participate in field operations and evacuation coordination.

CalTrans California Department of Transportation. Manages state highways (Hwy 1, Hwy 9, Hwy 17) within the City. A key partner for road closures, debris clearance, and transportation coordination during emergencies.

CAO County Administrative Office. The executive administrative office of Santa Cruz County.

CAP Corrective Action Plan. A follow-up document to an AAR listing specific improvements, responsible parties, and timelines for addressing identified gaps.

Care & Shelter
Branch
EOC Operations Branch responsible for mass care, emergency sheltering, feeding, and support services for displaced residents. Led by Parks & Recreation.

Care and Shelter
Annex
A City EOP annex (Working Draft 2025) detailing operations for emergency sheltering and mass care. Supports ESF 6.

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CBO Community-Based Organization. A nonprofit or volunteer organization rooted in a specific community, often serving vulnerable or underrepresented populations.

CBRNE Chemical, Biological, Radiological, Nuclear, Explosive. A category of deliberate or accidental threats requiring specialized response. City responds in coordination with County OES, Cal OES, and federal partners (FBI, FEMA, DOD).

CDBG-DR Community Development Block Grant – Disaster Recovery. A federal HUD grant program providing flexible funding for long-term disaster recovery, housing, and economic revitalization.

CEMT County Emergency Management Team. Santa Cruz County's emergency management leadership team within the Office of Response, Recovery and Resilience (OR3).

CERT Community Emergency Response Team. Trained City volunteers who assist professional responders with basic first aid, light search and rescue, damage assessment, and community outreach during emergencies.

CERT (Community
Emergency
Response Team)
City-trained volunteers providing supplemental support during disasters — light rescue, first aid, damage assessment, shelter support, and public outreach.

City of Capitola A neighboring incorporated city in Santa Cruz County. Coordinates with Santa Cruz City EOC during county-wide emergencies.

City of Scotts Valley A neighboring incorporated city in Santa Cruz County. Coordinates with Santa Cruz City EOC during county-wide emergencies.

City of Watsonville A neighboring incorporated city in Santa Cruz County. Coordinates with Santa Cruz City EOC during county-wide emergencies.

Climate Action &
Adaptation Plan
A City planning document establishing policies and programs to address climate change impacts, including those affecting emergency preparedness, infrastructure resilience, and long-term hazard mitigation.

CMO City Manager's Office. The executive office of the City of Santa Cruz, which houses OES and serves as the lead for ESF 5 (Emergency Management) and ESF 15 (Public Information).

Coast Guard (USCG) U.S. Coast Guard. Provides maritime search and rescue, port security, and coastal/marine incident response. Coordinates with Harbor Patrol and City EOC during coastal emergencies.

Coastal Erosion The wearing away of coastal land by wave action, sea level rise, and storm surge.

Particularly affects West Cliff Drive, Natural Bridges, and the Seabright/Harbor areas. A high-priority hazard in the LHMP.

Common Operating
Picture (COP)
A shared, real-time display of incident information used by all responding agencies to ensure decisions are based on the same understanding of conditions.

CONOPS Concept of Operations. The section of the EOP (Section 3) that describes how the City manages emergencies — who activates the plan, how command is established, and how decisions are made.

Continuity of
Government (COG)
Procedures ensuring that essential City government functions and legal authorities continue during and after a disaster, including succession of authority.

Continuity of
Operations (COOP)
Plans and procedures ensuring that essential City department functions continue with minimal interruption during a disaster or emergency.

COOP/COG Plans Continuity of Operations Plan / Continuity of Government Plan. Companion documents to the EOP that ensure essential City functions and legal authorities are maintained during disasters.

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CPG-101 (v3, 2021) FEMA's Comprehensive Preparedness Guide 101 — the national standard for developing, maintaining, and exercising emergency operations plans. The City's EOP structure and planning assumptions follow CPG-101 principles.

Credentialing Verifying that incoming mutual aid personnel have required qualifications and authorizations before they are assigned to the incident. Critical for specialized roles like water system operators.

CruzAlert UC Santa Cruz's emergency notification system for campus students, faculty, and staff.

Coordinates with the City EOC during emergencies affecting the UCSC campus.

CruzAware The City of Santa Cruz's opt-in emergency notification system. Sends alerts via text, voice call, email, and app with geo-targeting and multilingual capability. Managed by the Logistics IT/Communications Unit, with messaging authorized by the PIO.

CSTI California Specialized Training Institute. A state training program (affiliated with Cal OES and Cal Poly SLO) offering emergency management courses and credentials for California government staff.

CUI Controlled Unclassified Information. Sensitive government information that requires safeguarding but is not formally classified. Some EOC situation reports or intelligence products may be designated CUI.

Cyberattack /
Cybersecurity
Threat
Deliberate attacks on City information systems, networks, or critical infrastructure controls. May disrupt SCADA systems controlling water, wastewater, or other utilities.

D
Dam Failure A potential catastrophic release of water from Loch Lomond Reservoir or other dams upstream. Could produce rapid downstream flooding of major severity.

Damage
Assessment
The systematic evaluation of disaster impacts on infrastructure, buildings, businesses, and populations to inform resource allocation, proclamation requests, and FEMA/State reimbursement applications.

Declaration (Federal) A presidential decision (Emergency or Major Disaster) under the Stafford Act that unlocks FEMA Public Assistance, Individual Assistance, and other federal programs. Requires a governor's request following a local proclamation.

DeLaveaga Park A large City-owned open space and recreation area (~552 acres) in the northeastern part of Santa Cruz. Susceptible to landslides and wildfire in the WUI zone.

Demobilization The process of safely releasing and returning resources (personnel, equipment) when they are no longer needed, ensuring proper check-out, documentation, and debrief.

DHS U.S. Department of Homeland Security. Federal department overseeing FEMA, NIMS, and national emergency management and security frameworks. DHS I&A refers to the Office of Intelligence and Analysis.

Director of
Emergency Services
(DES)
The City Manager's formal title when exercising emergency authority under the California Emergency Services Act and Santa Cruz Municipal Code Chapter 2.20.

DOC Department Operations Center. A department's internal coordination hub during an emergency. Different from the EOC — the DOC manages department-level tactical operations while the EOC coordinates citywide strategy.

Documentation Unit Planning Section unit responsible for maintaining official EOC records, action logs, and all documentation needed for compliance and FEMA cost recovery.

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Downtown District /
Downtown
Neighborhoods
The central urban core of Santa Cruz, including Pacific Avenue. Approximately 5,363 residents in combined downtown planning areas.

Drought Extended below-normal precipitation causing water supply stress, agricultural impacts, and increased wildfire risk. A current and projected future hazard for Santa Cruz.

DSW Disaster Service Worker. Every California public employee is automatically a DSW under Gov. Code §§3100–3109. During a declared emergency, DSWs may be assigned duties outside their normal job description.

E
Earthquake A sudden release of seismic energy from fault movement. Santa Cruz is near several major fault systems and experiences a high probability of significant ground shaking.

Triggers include the San Andreas Fault, Zayante-Vergeles Fault, and others.

EAS Emergency Alert System. A national public warning system that sends emergency alerts over broadcast radio, television, and cable through the FCC. Activated via IPAWS by NetCom.

Economic Recovery
Unit
Planning Section unit that assesses economic impacts and plans for business continuity and community recovery. Led by City Economic Development.

EDA Economic Development Administration. A federal agency (U.S. Dept. of Commerce) that may provide disaster recovery grants for economic revitalization.

El Niño A periodic warming of the central/eastern Pacific Ocean that increases precipitation, storm intensity, and coastal flooding risk in California during winter months.

EMAC Emergency Management Assistance Compact. A national mutual aid agreement enabling states to share resources during disasters. If California declares a state emergency, EMAC may bring resources from other states.

EMAP Emergency Management Accreditation Program. A voluntary national accreditation standard for emergency management programs. The City uses EMAP standards as a best-practice framework for plan development and evaluation.

Emergency
Management Cycle
The four phases of emergency management: Mitigation (reducing risk), Preparedness (planning, training, exercising), Response (immediate life-safety actions), and Recovery (restoring services and community functions).

Emergency
Management
Organization (EMO)
The City's full organizational framework for emergency preparedness, response, and recovery — encompassing the EOC, DOCs, field ICS, and supporting agencies.

Emergency
Proclamation (Local
Emergency)
A formal legal declaration by the City Manager (as Director of Emergency Services) or City Council that conditions exceed local response capacity. Must be ratified by City Council within 7 days. Required for CDAA and FEMA reimbursement eligibility.

EMS Emergency Medical Services. Pre-hospital medical care and ambulance transport. EMS in Santa Cruz is primarily provided by City Fire (first response/BLS) and AMR (ALS transport) under the County EMS system.

EOC Emergency Operations Center. The central location where the City coordinates its response to emergencies. The EOC does not command field operations — it provides policy direction, resource coordination, and situational awareness to support field command.

EOC Action Plan
(EOC-AP)
The operational period plan produced by the Planning Section and approved by the EOC Director, summarizing objectives, assignments, and priorities for the period.

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EOC Manager The position that directs day-to-day EOC operations, facilitates Action Planning meetings, and ensures coordination across all sections. Reports to the EOC Director.

EOO Emergency Operations Organization. The full organizational structure activated during an emergency — including the EOC, DOCs, field Incident Command, and all supporting agencies and roles.

EOP Emergency Operations Plan. The City's official planning document (this document) that establishes roles, coordination structures, and procedures for managing emergencies.

ESF Emergency Support Function. A way of organizing emergency response by function (e.g., Transportation, Public Works, Mass Care) rather than by department. 18 ESFs are used at federal, state, and local levels.

Essential Elements
of Information (EEI)
The critical specific facts that EOC leadership needs within a defined time window to maintain situational awareness and make informed decisions.

Evacuation Annex A City EOP annex (Working Draft 2024) providing detailed evacuation plans, zone maps, routes, and coordination procedures. Aligned with ESF 13.

Extreme Heat Extended periods of abnormally high temperatures. An increasing hazard due to climate change, with disproportionate impacts on the elderly, outdoor workers, unhoused residents, and those without air conditioning.

Extreme Weather
Protocol
A City hazard-specific planning document (Working Draft) addressing response to heat events, severe storms, and other weather emergencies.

F
FAA Federal Aviation Administration. The federal agency that regulates airspace; may be involved in incidents affecting flight operations or when air resources are requested.

FBI Federal Bureau of Investigation. The lead federal law enforcement agency for terrorism and certain criminal investigations. A likely federal partner in incidents involving intentional threats or CBRNE.

FEMA Federal Emergency Management Agency. The federal agency that coordinates the national response to major disasters, administers Public Assistance (PA) and Individual Assistance (IA) reimbursement programs, and publishes NIMS, CPG-101, and related guidance.

FEMA Individual
Assistance (IA)
Federal program providing housing, rental, and financial assistance directly to eligible individuals and households after a presidentially declared Major Disaster.

FEMA Public
Assistance (PA)
Federal reimbursement program (Category A through G) covering eligible costs for debris removal (Cat. A), emergency protective measures (Cat. B), and permanent restoration of public infrastructure (Cat. C–G) after a major disaster declaration.

FHWA Federal Highway Administration. A federal agency that administers emergency relief funding for roads and bridges damaged by natural disasters.

Finance/Admin
Section
EOC section responsible for financial oversight, cost tracking, documentation, procurement compliance, and FEMA reimbursement preparation.

Fire Branch EOC Operations Branch managing fire suppression, rescue, EMS, and hazardous materials operations. Led by the Santa Cruz City Fire Department (SCZFD).

Flash Flood A rapid, sudden rise in water levels from intense rainfall, urban runoff, or rapid snowmelt.

Can occur with little warning in the San Lorenzo River watershed and coastal drainages.

Flood Annex A City hazard-specific planning annex addressing flood preparedness, response, and recovery, including trigger-based protective actions tied to river gauge data and NWS warnings.

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Flooding (Riverine) Overflow of rivers and streams — primarily the San Lorenzo River — during storm events.

The lower river corridor through downtown Santa Cruz is a high-risk flooding zone.

G
Genasys /
Zonehaven
Commercial emergency alert and evacuation zone management platforms that support geographically targeted alerts and evacuation zone identification. Used in the County's alerting infrastructure.

General Plan The City of Santa Cruz's long-range planning document. The Safety Element and Housing Element are most directly relevant to emergency management, addressing seismic safety, flood risk, wildfire, evacuation, and recovery housing.

GIS Geographic Information System. Computer mapping technology used to display, analyze, and share spatial data (incident areas, resources, hazard zones, evacuation routes, critical facilities). The GIS/Technology Unit maintains EOC mapping products.

GIS/Technology Unit Planning Section unit that produces maps, spatial analysis products, and technical tools to support situational awareness and operational decisions.

H
Harvey West District An industrial and mixed-use area in northern Santa Cruz (~890 residents). Includes Harvey West Park Yard (Public Works operations facility).

Hazard A condition or phenomenon with the potential to cause harm to people, property, infrastructure, or the environment. Can be natural (earthquake, flood) or human-caused (HAZMAT spill, cyberattack).

Hazardous Materials
(HAZMAT)
Substances posing a chemical, biological, or physical risk — including industrial chemicals, fuel spills, and transportation accidents. Response coordinated through ESF 10 / Fire Branch.

HSPD-5 Homeland Security Presidential Directive-5. The federal directive that required all jurisdictions to adopt NIMS and ICS as a condition of receiving federal preparedness funding.

HUD U.S. Department of Housing and Urban Development. Administers CDBG-DR grants and works with FEMA on disaster housing recovery programs.

Human Intelligence
(HUMINT)
Situational awareness gathered from people — field reports, DOC updates, community partners, elected officials — as distinct from technical sensors or open-source data.

Human-Caused
Hazard
A threat created by deliberate or accidental human action — including HAZMAT incidents, cyberattacks, active attackers, civil unrest, terrorism, and infrastructure failure.

I
ICP Incident Command Post. The field location from which the Incident Commander manages on-scene operations. Distinct from the EOC, which is off-scene.

ICS Incident Command System. A standardized management structure used for all incidents, regardless of type or size. Required under NIMS. Provides a common organizational structure, terminology, and management principles. The City EOC is organized on ICS principles.

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ICS-201 (Incident
Briefing)
A standard ICS form used to brief incoming resources on incident conditions, objectives, current actions, and resource assignments. The first formal product produced by field command at the onset of an incident.

Improvement Plan
(IP)
A companion document to the AAR listing specific corrective actions, responsible parties, and completion timelines.

Incident Any occurrence that requires emergency response — including natural disasters, technological accidents, criminal acts, public health events, or planned special events that exceed routine operations.

Incident Action Plan
(IAP)
The written plan defining objectives, strategies, and assignments for a specific operational period. At the EOC level, called the EOC-AP.

Incident Commander
(IC)
The single individual at the field level responsible for all aspects of incident response, including strategic objectives, tactics, and resource management. The IC does not report to the EOC — the EOC supports the IC.

Infrastructure
Branch
EOC Operations Branch overseeing restoration of critical infrastructure, utilities, roads, and public works systems. Led by Public Works/Water Directors.

Initial Damage
Estimate (IDE)
A rapid, preliminary assessment of damage shortly after an incident onset. Used to support proclamation decisions and early resource requests.

Intelligence Information that has been analyzed and validated for accuracy, relevance, and timeliness to support decision-making. Distinguished from raw, unverified information.

IPAWS Integrated Public Alert and Warning System. The federal platform allowing authorized officials to send WEA messages to cell phones and EAS messages over broadcast media within a defined area. NetCom operates IPAWS for the City.

IS-100 FEMA Independent Study Course 100: Introduction to the Incident Command System.

Required training for all City Disaster Service Workers (Tier 1 training).

IS-200 FEMA Independent Study Course 200: ICS for Single Resources and Initial Action Incidents. Required training for designated City EOC staff (Tier 2 training).

IS-700 FEMA Independent Study Course 700: Introduction to the National Incident Management System (NIMS). Required training for all City Disaster Service Workers (Tier 1 training).

IT Information Technology. The City department (also the function within Logistics Section, ESF 2) responsible for maintaining networks, systems, cybersecurity, and communications infrastructure.

J
JIC Joint Information Center. A physical or virtual location where PIOs from multiple agencies coordinate to develop unified public messaging. Activated for large or multi-agency incidents.

JIS Joint Information System. The coordinated network of information-sharing protocols, roles, and processes (including the JIC) that supports consistent public messaging across agencies.

JPA Joint Powers Authority / Agreement. A formal legal arrangement allowing two or more California government agencies to jointly exercise shared powers. NetCom (9-1-1 dispatch), EMSIA (EMS coordination), and the Library JPA are examples.

K

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Arena
A major community assembly facility in Santa Cruz. Listed as a community asset in the EOP.

King Street
Neighborhoods
A residential area in northwestern Santa Cruz (~3,033 residents).

L
LAFCO Local Agency Formation Commission. A state-mandated body that reviews municipal service areas and annexations. Referenced in the EOP regarding coastal incident response and service coordination.

Land Mobile Radio
(LMR)
Two-way radio systems used for field communications by police, fire, public works, harbor patrol, and lifeguards. Includes trunked radio and VHF/UHF systems. Essential when cellular networks fail.

Landslide The movement of rock, earth, or debris down a slope. A significant hazard in Santa Cruz hillside areas, particularly during or following heavy rainfall after wildfire or drought.

DeLaveaga, Pogonip, and UCSC hillsides are susceptible.

Law Branch EOC Operations Branch managing law enforcement, evacuations, access control, and security. Led by Santa Cruz Police Department (SCPD).

Legal Officer EOC Management position providing legal guidance on authorities, procurement, liabilities, and documentation requirements. Typically the City Attorney or designee.

Liaison Coordinator EOC Management position that facilitates coordination with external agencies, neighboring jurisdictions, and assisting organizations. Manages incoming agency representatives in the EOC.

Lifelines (FEMA
Community
Lifelines)
Eight essential community functions that enable daily life and emergency operations:

Safety & Security; Food, Hydration & Shelter; Health & Medical; Energy; Communications; Transportation; Hazardous Materials; Water Systems.

Lighthouse / The
Circles
Neighborhoods
One of the most populous neighborhood clusters in Santa Cruz (~7,015 residents), located on the west side near Natural Bridges.

Local Hazard
Mitigation Plan
(LHMP)
The City's 2025–2030 FEMA-approved hazard mitigation plan. Identifies 10 natural hazards, assesses vulnerabilities, and establishes long-term risk-reduction strategies. A current LHMP is required for FEMA Hazard Mitigation Assistance grant eligibility.

Loch Lomond
Reservoir
The City's primary water storage reservoir (approximately 8,600–9,200 acre-feet capacity). Located in the San Lorenzo Valley. Water system continuity from Loch Lomond is a critical infrastructure concern during emergencies.

Logistics Section EOC section providing facilities, personnel, equipment, communications, and services to sustain emergency operations.

Lower Ocean
Neighborhoods /
Lower Seabright
Coastal residential areas (~2,508 residents total) in the eastern/central part of the City, exposed to coastal flooding and tsunami inundation.

M
MAA / MMAA Mutual Aid Agreement / Master Mutual Aid Agreement. Formal agreements authorizing jurisdictions to share personnel, equipment, and resources during emergencies.

California's MMAA is signed by all cities, counties, and the State and forms the legal basis for most mutual aid requests.

Management
Section
The top level of the EOC structure, including the EOC Director, EOC Manager, Policy Group, Safety Officer, Legal Officer, PIO, and Liaison Coordinator.

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MBARD Monterey Bay Air Resources District. The regional air quality agency. Relevant during wildfire smoke events or HAZMAT incidents affecting air quality.

Microsoft Teams /
Outlook
City enterprise digital platforms used for internal EOC coordination, chat, video conferencing, document sharing, and email communications during emergencies and activations.

Mission Street
Corridor / Mission
Hill
A major commercial and residential corridor in central Santa Cruz (~834 residents in Mission Street Corridor; California Street/Mission Hill has ~2,152 residents).

Mitigation Actions taken before an emergency to reduce risk — e.g., seismic retrofits, land-use regulations, floodplain management, and public education.

Monterey Bay The body of water forming the City's southern boundary. Santa Cruz lies on the northern shore of Monterey Bay, which shapes coastal hazards including tsunami, erosion, and storm surge.

Monterey Bay
National Marine
Sanctuary
A federally-protected marine area surrounding Monterey Bay. Relevant for environmental recovery planning after coastal spills or disasters.

Moore Creek /
Carbonera
Open space and residential areas in the western/upper portions of Santa Cruz. Moore Creek Upland Open Space (~250 acres) and Carbonera Neighborhoods (~332 residents) are in the WUI.

MOU Memorandum of Understanding. A written agreement between two or more parties establishing roles, responsibilities, and expectations — often used for mutual aid, shared services, and interagency coordination.

MRC Medical Reserve Corps. Volunteer health and medical professionals who support community health and emergency response. Activated through public health or logistics channels.

MRC (Medical
Reserve Corps)
Volunteer health and medical professionals activated through public health channels to augment medical capacity during public health emergencies and large-scale disasters.

Mutual Aid Agreements allowing jurisdictions to share personnel, equipment, and resources during emergencies at no initial cost. Resource requests flow up the SEMS tiers until met.

N
National Disaster
Recovery
Framework (NDRF)
A federal framework guiding how communities recover from disasters across six Recovery Support Functions (RSFs). The City supports NDRF RSFs through County-led recovery coordination.

National
Preparedness
System
FEMA's framework for building and sustaining the capabilities needed to prevent, protect, mitigate, respond to, and recover from emergencies. Based on five National Planning Frameworks.

Natural Bridges
State Beach
A state beach on the western end of Santa Cruz, managed by California State Parks.

Exposed to coastal erosion and tsunami hazards; approximately 47 resident-adjacent population.

NCRIC Northern California Regional Intelligence Center. The federally-recognized regional fusion center serving the Bay Area and Northern California. Provides threat intelligence, suspicious activity analysis, and security briefings to local agencies. The City's primary link to NCRIC is through Santa Cruz County OA.

NCRIC (Northern
California Regional
Intelligence Center)
The federally-designated regional fusion center serving Northern California and the Bay Area. Provides threat intelligence, suspicious activity analysis, and security briefings. The City accesses NCRIC through Santa Cruz County OA.

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NetCom (Santa Cruz
Regional 9-1-1)
The Santa Cruz Regional 9-1-1 Joint Powers Authority providing 24/7 public safety dispatch, 9-1-1 call-taking, and emergency notification (WEA/IPAWS) for police, fire, and EMS agencies in Santa Cruz County. NetCom is the City's IPAWS authority.

NGO Non-Governmental Organization. A nonprofit organization that may provide services during emergencies — sheltering, feeding, case management, and social services. The American Red Cross is a primary NGO partner.

NIMS National Incident Management System. The federal framework (required under HSPD-5) that standardizes emergency management terminology, structures, and processes nationwide. NIMS includes ICS, resource typing, credentialing, and unified command.

NIMS (National
Incident
Management
System)
The federal doctrine (required under HSPD-5) that standardizes emergency management terminology, organizational structures, and processes nationwide. Includes ICS, resource typing, credentialing, and unified command. All jurisdictions receiving federal preparedness funding must comply.

NOAA National Oceanic and Atmospheric Administration. The federal agency responsible for weather forecasting (through NWS), tsunami warnings, and coastal ocean monitoring.

NOAA Weather
Radio
A continuous broadcast of weather information and emergency alerts operated by the National Weather Service, providing backup warning capability when digital systems fail.

NRCS Natural Resources Conservation Service. A USDA agency that may provide assistance for watershed, erosion, and flood recovery.

NRCS (Natural
Resources
Conservation
Service)
USDA agency providing technical and financial assistance for watershed, erosion, and waterway recovery following disasters.

NSI Nationwide Suspicious Activity Reporting (SAR) Initiative. A federal program establishing standards for how law enforcement and government personnel identify and report suspicious activity potentially linked to terrorism or other threats.

NWS National Weather Service. The NOAA agency that issues official weather warnings, watches, and advisories (e.g., flood warnings, extreme heat advisories). NWS products often trigger the City's protective actions.

O
OA Operational Area. Under SEMS, the county (Santa Cruz County) serves as the Operational Area — the coordination hub linking cities and special districts to the State.

All City resource requests escalate through the OA.

OASIS California's Operational Area Satellite Information System. A state platform used for information sharing and situational awareness between EOCs. The City EOC uses OASIS alongside CalEOC to communicate with the State SOC.

OES Office of Emergency Services. The City's emergency management program, housed in the City Manager's Office and managed by the Emergency Services Manager / Emergency Manager. Leads EOP development, training, and EOC coordination.

Operational Period A defined time window (typically 12 or 24 hours) during which an EOC Action Plan is in effect. At the end of each operational period, the plan is reviewed and updated.

Operations Section EOC section that executes tactical response actions through four branches: Law, Fire, Care & Shelter, and Infrastructure.

OR3 Office of Response, Recovery and Resilience. The Santa Cruz County department responsible for county emergency management, OA EOC operations, and emergency planning.

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OSINT is treated as supportive, not authoritative, and must be validated against official sources.

P
Pandemic A widespread outbreak of infectious disease affecting large populations across multiple jurisdictions. Addressed in the EOP as an overlapping hazard with implications for mass care, continuity, and public health coordination.

Parks Unit Infrastructure Branch unit managing City parks, facilities, and open spaces in support of emergency response, sheltering, and resource staging.

Personnel &
Volunteers Unit
Logistics Section unit managing EOC staffing, shift schedules, and volunteer integration.

PIO Public Information Officer. The EOC position responsible for coordinating public messaging, media relations, and information releases. All public and media inquiries are routed through the PIO.

PIO (Public
Information Officer)
EOC Management position coordinating all public messaging, media relations, and emergency notifications. All media inquiries must be routed to the PIO.

Planning Section EOC section responsible for situational awareness, Situation Reports, Incident Action Plan development, resource tracking, damage assessment, and advanced planning.

Pogonip A large (~619 acres) open space and park area in the northern part of Santa Cruz, adjacent to UCSC. Located in the WUI and susceptible to wildfire and landslides.

Policy Group An advisory body at the EOC consisting of the City Manager, Mayor, City Attorney, and senior department directors. Convenes to address policy-level decisions, proclamations, and political considerations.

Power Outage
(Unplanned)
An unexpected loss of electrical service from equipment failure, wildfire damage, weather, or cyberattack. May cascade to water system failure, communications disruption, and public health impacts.

PPE Personal Protective Equipment. Safety equipment (gloves, masks, gowns, etc.) used by responders and EOC staff to protect against hazards.

Preparedness Actions taken before an emergency to build capability — including planning, training, exercises, and equipping responders and community members.

Proclamation (Local
Emergency)
See Emergency Proclamation above.

Procurement Unit Finance/Admin Section unit ensuring emergency purchasing complies with FEMA and City financial rules to maintain reimbursement eligibility.

Protective Action A decision or directive taken to protect lives from a hazard — e.g., evacuation, shelter-inplace, road closure, or boil water advisory.

PSPS Public Safety Power Shutoff. A utility-initiated power outage by PG&E to reduce wildfire risk during extreme fire weather conditions. The City plans for PSPS as a distinct hazard scenario.

PSPS (Public Safety
Power Shutoff)
A planned, utility-initiated power outage (by PG&E) to reduce wildfire ignition risk during extreme fire weather. The City plans for PSPS as a distinct scenario with impacts on vulnerable populations and critical infrastructure.

Public Works Unit Infrastructure Branch unit managing roads, bridges, drainage, and public infrastructure assessment and repair.

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Recovery Actions taken after an emergency to restore community services, repair infrastructure, support affected residents and businesses, and reduce future risk. Begins during response and extends weeks to years.

Recovery Annex A City EOP annex (Working Draft 2025) addressing post-disaster recovery operations, economic stabilization, and community services restoration.

Red Cross
(American Red
Cross)
Primary NGO partner for mass care, emergency sheltering, and feeding operations.

Activates alongside the City Care & Shelter Branch during major displacement events.

Re-entry The controlled process of allowing residents, businesses, and responders back into areas that had been evacuated or restricted following an emergency.

Request for
Information (RFI)
A formal information request from the EOC to a department, partner agency, or external organization to fill a specific situational awareness gap.

Resource Tracking
Unit
Planning Section unit maintaining real-time tracking of all deployed and available personnel, equipment, and resources.

Resource Typing The NIMS process of categorizing resources (personnel, teams, equipment) by capability level so requestors know exactly what they are getting when they ask for mutual aid.

Response Immediate actions taken during or after an emergency to save lives, stabilize the incident, and protect property and the environment.

Robert T. Stafford
Act
Federal law (42 U.S.C. §§5121–5207) governing federal disaster declarations, FEMA programs, Public and Individual Assistance, and hazard mitigation grants (§404 Stafford Act mitigation program). A presidential declaration under the Stafford Act unlocks FEMA PA and IA programs.

RSF Recovery Support Function. Federal (National Disaster Recovery Framework) organizational groupings for coordinating long-term community recovery efforts (e.g., Housing, Economic, Infrastructure, Health).

RTLT Resource Typing Library Tool. A FEMA online database of standardized resource definitions and capability descriptions used for NIMS resource typing.

S
Safety Officer EOC Management position identifying hazards, enforcing safety practices, and mitigating risks to EOC staff, field responders, and the public.

San Lorenzo River A 29-mile river running through downtown Santa Cruz and emptying into the Pacific. The lower 2.63 miles flow through the City. A primary driver of riverine and flash flooding, particularly in combination with atmospheric river events.

Santa Cruz Beach
Boardwalk
The historic amusement park on the City's central beach. One of the City's highest-profile community assets, located in a high-hazard coastal zone.

Santa Cruz County
Animal Services
Authority
JPA that coordinates pet and livestock care, evacuation, and sheltering. A key partner for AFN-compliant evacuation planning involving household pets.

Santa Cruz County
Emergency
Management
Council (SCCEMC)
A countywide body coordinating emergency planning across jurisdictions and recommending policies to local governments on emergency management.

Santa Cruz County
EMS Integration
Authority (EMSIA)
JPA coordinating fire-based medical resources countywide, interfaces with AMR ambulance contract, and integrates City Fire EMS operations into the county system.

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OA / OR3
The Santa Cruz County Operational Area, managed by the Office of Response, Recovery and Resilience (OR3). The OA EOC is the primary coordination hub linking the City to state and regional resources under SEMS.

Santa Cruz Harbor A working harbor for recreational and commercial fishing vessels, managed by the Santa Cruz Port District. Located at the eastern end of the City's coastline and exposed to coastal storm, tsunami, and sea level rise hazards.

Santa Cruz Library
Joint Powers Board
JPA governing City libraries; libraries may serve as resilience centers, PSPS support sites, and community sheltering facilities.

Santa Cruz Metro
Transit
Regional public transit agency. A key partner for evacuation transportation, transit schedule coordination, and mobility support for residents without private vehicles.

Santa Cruz MidCounty Groundwater
Basin
One of two major groundwater basins under City jurisdiction (~56.05 square miles). An important secondary water supply source.

Santa Cruz Port
District / Harbor
Manages the Santa Cruz Harbor and Wharf. Coordinates with City EOC on coastal incidents, marine search and rescue, and harbor-area evacuations.

Santa Cruz Regional
9-1-1 (NetCom)
See NetCom above.

SAR Suspicious Activity Report / Search and Rescue. In intelligence context: a report of behavior potentially linked to terrorism or crime. In operations context: search and rescue field operations.

SBA Small Business Administration. Provides low-interest disaster loans to businesses and homeowners after federally declared disasters.

Scalable Activation The ability to activate only the EOC elements, staffing levels, and coordination mechanisms that a specific incident requires — not a fixed all-or-nothing response.

SCPD Santa Cruz Police Department. Leads the Law Branch in the EOC Operations Section (ESF 13 — Law Enforcement and Evacuation).

SCPD (Santa Cruz
Police Department)
City police department. Leads the Law Branch in the EOC. Responsible for law enforcement, evacuation, traffic control, and access management.

SCZFD Santa Cruz City Fire Department. Leads the Fire Branch in the EOC Operations Section (ESF 4 — Firefighting and Marine Safety).

SCZFD (Santa Cruz
City Fire
Department)
City fire department. Leads the Fire Branch in the EOC. Responsible for fire suppression, rescue, EMS, hazmat, and marine safety operations.

Sea Level Rise Long-term increase in mean sea level due to climate change. Increases exposure of coastal infrastructure to flooding, storm surge, and erosion. A chronic and escalating hazard for Santa Cruz's coastline.

Seabright
Neighborhoods
Residential area in eastern Santa Cruz (~781 residents in Lower Seabright). Located near the harbor and exposed to coastal hazards and tsunami inundation.

Section 404
(Stafford Act)
The Hazard Mitigation Grant Program (HMGP) provision, allowing FEMA to fund mitigation projects after a disaster declaration to reduce future risk.

Section 508 Section 508 of the Rehabilitation Act of 1973. Requires federal agencies and those receiving federal funding to make electronic information and communications accessible to people with disabilities.

Section Chief The head of each major EOC section (Operations, Planning, Logistics, Finance/Admin).

Reports to the EOC Manager.

Seismic Hazard Earthquake-related hazards including ground shaking, liquefaction, landslides, dam failure, and tsunami generation. Santa Cruz has high seismic exposure.

SEMS Standardized Emergency Management System. California's mandatory emergency management framework (Gov. Code §8607). Establishes five operational tiers: Field,

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SEMS (Standardized
Emergency
Management
System)
California's mandatory emergency management framework (Gov. Code §8607). Five operational tiers: Field → Local Government → Operational Area (County) → Region → State. All California emergency response must comply with SEMS. Non-compliance may result in loss of state reimbursement.

ShakeAlert The Pacific Northwest and California earthquake early warning system. Provides seconds of advance notice before shaking arrives, enabling automated protective actions.

Referenced in the City's alerting system.

Situation Analysis /
Damage
Assessment Unit
Planning Section unit collecting, analyzing, and displaying incident data to inform EOC decision-making and produce SitReps.

Situation Report
(SitRep)
A periodic written summary of incident conditions, actions taken, resource status, and priorities. Produced by the Planning Section EOC and shared with leadership, DOCs, and the County OA EOC.

Situational
Awareness
An accurate, current understanding of incident conditions, impacts, and trends — needed to make effective decisions during emergencies.

SOC State Operations Center. The California State EOC operated by Cal OES in Sacramento.

Activated for statewide emergencies. The City EOC shares SitReps and situation data with the SOC via CalEOC and OASIS.

SOP Standard Operating Procedure. Documented step-by-step procedures for recurring tasks.

Departments maintain SOPs that complement the EOP's broader framework.

Soquel Avenue
Corridor
A commercial and residential corridor running through central and eastern Santa Cruz (~1,081 residents).

Span of Control The ICS principle that one supervisor should manage no more than 3–7 subordinates (ideal: 5) to maintain effective oversight.

STAC State Threat Assessment Center. A California state intelligence center (aligned with Cal OES) that provides strategic threat trend analysis to local jurisdictions, complementing the regional intelligence provided by NCRIC.

STAC (California
State Threat
Assessment Center)
California state intelligence center providing strategic threat trend analysis at the state level, complementing NCRIC's regional intelligence products.

Starlink Low-earth orbit satellite internet service providing high-bandwidth connectivity when terrestrial networks (fiber, cable, cellular) fail. The City maintains Starlink capability to sustain EOC operations and alternate site activations.

Supply/Purchasing
Unit
Logistics Section unit procuring, receiving, and distributing goods and supplies for emergency operations.

T
Tabletop Exercise
(TTX)
A facilitated discussion-based exercise where staff walk through a hypothetical scenario to test plans, roles, and decision-making without deploying real resources. The City uses TTXs quarterly.

Tanner Heights /
Westlake
Residential neighborhoods in central-western Santa Cruz (Tanner Heights: ~216 residents; Westlake: ~2,443 residents).

Timekeeping Unit Finance/Admin Section unit tracking all staff hours and labor costs to support payroll compliance and FEMA reimbursement.

Title 19 (California
Code of
Regulations)
The section of California law containing SEMS regulations and emergency management requirements for local jurisdictions.

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Trigger-Based
Action
A pre-defined operational response that automatically activates when a specific measurable threshold is met (e.g., river stage reaches flood level → issue evacuation order for Zone A).

Tsunami A series of large ocean waves generated by underwater earthquakes, landslides, or volcanic eruptions. Santa Cruz's coastline has documented tsunami history (2011, 2022).

The entire coastal zone is in the tsunami inundation area.

Tsunami Annex A City hazard-specific annex addressing tsunami preparedness, warning systems, evacuation zones, and response procedures.

U
UCSC University of California, Santa Cruz. A major campus within the City with approximately 19,000 enrolled students and 10,000 on-site residents. UCSC uses CruzAlert for campus notifications and coordinates with the City EOC during emergencies.

UCSC (UC Santa
Cruz)
University of California, Santa Cruz. Located within the City with approximately 19,000 students. UCSC uses its own alert system (CruzAlert) and coordinates with City EOC during incidents. City Fire provides emergency services on campus under a formal agreement.

UCSC (University of
California, Santa
Cruz)
See also Part 8 (Local Organizations). UCSC campus occupies approximately 1,057 acres in the northern part of the City with 8,458+ on-site residents. Located in the WUI and susceptible to wildfire and landslides.

Unified Command
(UC)
An ICS structure used when multiple agencies or jurisdictions share management responsibility for an incident. Allows coordinated action without loss of individual agency authority.

Unity of Command The ICS principle that each person reports to one and only one supervisor, eliminating confusion and conflicting direction.

Upper Ocean
Neighborhoods /
Upper Seabright
Residential areas in eastern Santa Cruz (Upper Ocean: ~733 residents; Upper Seabright:
~6,430 residents). Upper Seabright is one of the City's most populous neighborhoods.

USACE United States Army Corps of Engineers. Federal agency that may provide technical and operational support for flood control, waterway recovery, and debris management after disasters.

USACE (U.S. Army
Corps of Engineers)
Federal agency providing technical and operational support for flood control, waterway recovery, debris removal, and emergency infrastructure projects.

USGS United States Geological Survey. Federal science agency providing seismic monitoring data, earthquake hazard mapping, and geological risk analysis used in City hazard planning.

USGS (U.S.

Geological Survey)
Federal science agency providing seismic monitoring, earthquake hazard maps, and ShakeAlert earthquake early warning system data.

V
Vital Records Records essential to emergency operations and continuity of government — including contracts, utility maps, personnel rosters, financial records, land records, and emergency plans.

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Water Department
Emergency
Response Plan
(ERP)
The Water Department's internal emergency response plan providing detailed operational procedures for water system emergencies. Coordinated with the EOP.

Water Street
Corridor
A commercial and transitional corridor in central Santa Cruz (~923 residents).

Water Unit Infrastructure Branch unit managing potable water, wastewater, and water system continuity during emergencies.

WEA Wireless Emergency Alert. Short emergency messages (up to 360 characters) sent to cell phones within a defined geographic area via IPAWS. Used for imminent threats requiring immediate action. Sent by NetCom on behalf of the City.

WEA (Wireless
Emergency Alert)
Short emergency messages sent to cell phones within a geographic area via IPAWS, regardless of carrier. Used for imminent life-safety threats (tsunami, flash flood, evacuation). Activated by NetCom.

Western Drive /
Nobel
Neighborhoods
Residential area in western Santa Cruz (~3,762 residents).

Westside Industrial
District
Industrial area in northwestern Santa Cruz (~862 residents).

Wharf Master Plan A long-range infrastructure and operational plan for the Santa Cruz Wharf. Relevant to coastal hazard evacuation, coastal incident response, and harbor area emergency operations.

Whole Community A FEMA and EOP philosophy that effective emergency management must engage all segments of the community — including historically underserved populations, people with disabilities, the private sector, and nonprofits — not just government agencies.

Wildfire Uncontrolled fire burning in vegetation. The WUI areas of Santa Cruz (Pogonip, DeLaveaga, UCSC hillsides) are at elevated risk. Wildfire may also occur as a result of PSPS events or during dry, windy weather.

Wildfire Resiliency
Plan
A City planning document (led by OES, Water, and Parks) addressing wildfire risk reduction strategies in the Wildland-Urban Interface.

Wildland-Urban
Interface (WUI)
Areas where the City's developed land meets undeveloped wildland vegetation.

Neighborhoods adjacent to Pogonip, DeLaveaga, Moore Creek, and UCSC are in the WUI and face elevated wildfire risk.

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Critical Infrastructure and Key Resources - Page 1 of 10

CRITICAL INFRASTRUCTURE & KEY RESOURCES (CIKR)
This document extracts Critical Infrastructure & Key Resources (CIKR) content from Section 2 of the City of Santa Cruz EOP 2025–2030, organized by the four operational categories below. Where the EOP explicitly identifies assets, they are listed verbatim. Where the EOP acknowledges a dependency or risk category without enumerating specific assets, that is noted — and the appropriate follow-on reference (typically the LHMP Appendix B or a department-level plan) is identified.
⚠ Planning Note: The EOP states that detailed CIKR maps are located in LHMP Appendix B, Figures 3a–5.

Asset lists in this document reflect what the EOP explicitly enumerates; departments should cross-reference the LHMP and their own ERPs for site-level detail.

1. Water, Power & Telecommunications
ESF 2 · ESF 12 · ESF 18 · Section 2.3, 6.3
1A. Water System Infrastructure
The Water Department owns and operates 97 facilities and infrastructure assets, as listed in the EOP. The system includes upstream raw water collection through treated distribution to end users.

Asset Category Description / Quantity
Water System Facilities 97 facilities total — reservoir, interties, diversion facilities, treatment facilities, storage tanks, pump stations, and wells
Loch Lomond Reservoir Primary water storage; ~175 acres surface area; ~8,600–9,200 acre-feet capacity (~2.8–3 billion gallons); maximum depth ~150 ft Raw Water Pipelines 19.12 linear miles — conveys untreated water from source to treatment Treated Water Distribution 262.87 miles of distribution system serving the City Levees 2.93 linear miles of levees protecting water infrastructure and adjacent areas
Groundwater Basins Santa Cruz Mid-County Basin (~56 sq mi) and Santa Margarita Basin (~34.76 sq mi) — secondary water supply sources
Watersheds Laguna (7.79 sq mi), Lidell (5.98 sq mi), Majors (4.98 sq mi), San Lorenzo (135.95 sq mi)
Wastewater System Public Works operates stormwater and wastewater system: pump stations, storage tanks, generators, and a treatment facility
⚠ Planning Note: Note from EOP (§2.2.2): Water and wastewater systems are explicitly listed as critical infrastructure at risk in high-hazard areas. The EOP identifies a cascading failure pathway: Power outage → water system failure → public health crisis. Some Water and Public Works infrastructure extends beyond City limits; all 97 facilities are included in City asset counts. 1B. Electrical Power Infrastructure
The EOP references power infrastructure as a critical system at risk but does not enumerate specific electrical facilities by name or count. Power-related dependencies and vulnerabilities appear throughout multiple sections.

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Critical Infrastructure and Key Resources - Page 2 of 10 Reference EOP Language / Context
Critical Infrastructure at Risk EOP §2.2.2 explicitly lists "power and communications infrastructure" among critical assets exposed to high-hazard areas including coastal, inland, and hillside zones
PG&E / PSPS EOP references Public Safety Power Shutoffs (PSPS) as a distinct hazard scenario with significant impacts on vulnerable populations and critical City infrastructure. PG&E is cited as the relevant utility
Cascading Hazard "Power outage → water system failure → public health crisis" — EOP §2.2.1 Cascading Hazards callout
Cross-Jurisdictional Risk EOP §2.2.9 notes that regional power outages may originate outside City jurisdiction, requiring coordinated response with neighboring jurisdictions ESF 12: Utilities Restores power, water, wastewater, and solid waste systems.

Infrastructure Branch in Operations Section leads. External partner: PG&E (implied by PSPS references)
EOC Backup Power City generators listed as part of Public Works infrastructure assets; EOC has independent backup power capability (referenced in continuity context)
Starlink Dependency City maintains Starlink satellite connectivity specifically because "fiber, cable, or cellular networks" may be unavailable — all of which depend on or co-depend with the power grid
⚠ Planning Note: Gap in EOP: Specific electrical infrastructure assets (substations, transmission lines, service territory) are not enumerated in the EOP. The LHMP Appendix B maps include critical infrastructure locations.

For detailed power infrastructure dependencies, the Infrastructure Branch should coordinate with PG&E and the City's ESF 12 planning.
1C. Telecommunications & Communications Infrastructure
Section 6.3 of the EOP (Emergency Communications Infrastructure) provides the most detailed inventory of telecommunications assets. These are reproduced here with their CIKR relevance noted.

System / Asset Description & CIKR Significance
NetCom (Santa Cruz Regional 9-1-
1)
Primary public safety dispatch center — a Joint Powers Authority providing 24/7/365 police, fire, and EMS dispatch for the City. Also the City's IPAWS authority for WEA/EAS broadcasts. A critical single point of regional coordination
City IT Department Systems Maintains enterprise networks, cybersecurity controls, and IT continuity.

Governs all City digital infrastructure. Lead for ESF 18 (Cybersecurity) Microsoft Teams Primary platform for internal EOC coordination — chat, voice/video conferencing, document sharing, incident channels. Cloud-dependent; requires internet connectivity
Microsoft Outlook Official City email communications and documentation. Cloud-dependent Land Mobile Radio (LMR) Interoperable two-way radio networks used by Police, Fire, Public Works, Lifeguards, and Harbor Patrol. Functions when cellular networks are congested or unavailable. City maintains EOC radios for direct dispatch communications
Starlink (Satellite Internet) High-bandwidth satellite internet backup maintained by the City. Activated when terrestrial fiber, cable, or cellular networks fail. Enables EOC activation at alternate sites with power and clear sky view

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Critical Infrastructure and Key Resources - Page 3 of 10 Marine Band Radios Used by Harbor Patrol, Lifeguards, Santa Cruz Port District, and U.S.

Coast Guard for coastal and maritime incident communications. EOC can monitor marine frequencies
CruzAware City opt-in public notification platform. Sends alerts via text, voice, email, and app with geo-targeting and multilingual capability. Managed by IT/Communications Unit; messaging authorized by PIO
ARES / Amateur Radio Amateur Radio Emergency Service volunteers providing supplemental neighborhood-level communications and damage reporting when primary systems fail
CERT Communications CERT members extend communications into neighborhoods; serve as trusted messengers when digital systems are disrupted
CalEOC / OASIS State platforms used to share SitReps, resource requests, and situational data with the County OA EOC and the State Operations Center (SOC) Private Cellular Networks Commercial carriers (unnamed in EOP). Acknowledged as a dependency — Starlink and LMR are maintained specifically because cellular networks may be congested or unavailable during emergencies

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2. Hospitals & Healthcare / Care Facilities
ESF 6 · ESF 8 · Section 2.2.2, 2.3, 3.8
The EOP explicitly identifies hospitals and congregate care facilities as critical infrastructure at risk (§2.2.2) and requires that hospital and healthcare emergency plans be maintained as supporting plans (§3.8). However, the EOP does not enumerate specific hospitals or care facilities by name — this level of asset detail is referenced to the LHMP and to department-level coordination with the County.
⚠ Planning Note: The EOP treats hospitals as a critical community dependency and a response coordination partner, but does not attempt to list all healthcare facilities. ESF 8 (Public Health & Medical) is led by Santa Cruz County Public Health, with City supporting through Care & Shelter operations and Public Information. The ESF 8 lead department has the detailed asset inventory.
2A. Healthcare Facilities — EOP References
Reference EOP Language / Context
Critical Infrastructure at Risk §2.2.2: "hospitals, congregate care facilities" explicitly named in the list of critical infrastructure exposed to high-hazard areas (coastal erosion, flooding, tsunami inundation, landslide, wildfire)
ESF 8: Public Health & Medical Covers medical response, EMS, disease control, and public health messaging. Santa Cruz County Public Health leads. City's Care & Shelter Branch (Parks & Rec) supports. No specific facility list in EOP Supporting Plans Requirement §3.8: "Hospital and healthcare emergency plans" listed as required supporting plans that must coordinate with the EOP
Regional Healthcare Coordination EOP references healthcare coalitions as regional coordination partners.

County EMS Integration Authority (EMSIA) integrates fire-based medical resources countywide. AMR provides ALS ambulance transport under County contract
EMS Coordination City Fire Department provides first response BLS/ALS services; interfaces with County EMS system and AMR for transport. NetCom dispatches all EMS calls in the City
Cascading Vulnerability Power and water system failures cascading to public health crisis explicitly identified — hospitals are highly vulnerable to simultaneous infrastructure failures
AFN / Medical Device Users EOP §3.7: planning must account for individuals who rely on medical devices — a direct dependency on both healthcare infrastructure and home power
2B. City-Owned Care & Community Facilities
The following City-owned and operated facilities function as community care, shelter, and service resources during emergencies. These are explicitly listed in the EOP Section 2.3 City Assets table.

Facility Description & Emergency Role
City Manager — 9 Facilities Includes emergency shelters and safe parking programs — active emergency support assets
London Nelson Community Center City Parks & Rec facility; potential shelter and mass care site Nueva Vista Community Center City Parks & Rec facility; potential shelter and mass care site, serving a diverse community

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Critical Infrastructure and Key Resources - Page 5 of 10 Market St. Senior Center City Parks & Rec facility; critical for AFN/older adult services; high vulnerability population support
Santa Cruz Teen Center City Parks & Rec facility; youth services during emergencies Santa Cruz Civic Auditorium Large assembly venue; potential mass care or staging site Harvey West Pool Parks facility with large footprint; potential staging or cooling center use 3 Santa Cruz Public Libraries Joint Powers Board facilities; referenced in EOP as resilience centers and PSPS support sites
Santa Cruz City Schools — 9
Schools
City Schools Special District; referenced as having their own emergency plans coordinating with EOP. Potential shelter sites
⚠ Planning Note: Specific private hospitals and skilled nursing / congregate care facilities within the City (e.g., Dominican Hospital, Sutter Health facilities, skilled nursing homes) are not listed in the EOP. The EOP directs coordination to the County ESF 8 lead and to individual facility emergency plans. The Infrastructure Branch and Care & Shelter Branch should maintain a current facility inventory and relationship with each facility's emergency manager.

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3. Government Facilities
ESF 5 · ESF 13 · Section 2.3
Section 2.3 of the EOP provides the City's critical facility inventory organized by department. The following tables reproduce that inventory, supplemented with the relevant ESF assignments and emergency roles drawn from Sections 4 and 5 of the EOP.
3A. City of Santa Cruz — Owned & Operated Facilities
Department / Asset Type Count & Description
City Hall Campus 11 buildings — executive, administrative, and support functions; seat of City government; EOC policy decision-making hub during activations City Manager Facilities 9 facilities — includes emergency shelters and safe parking programs.

Includes the primary OES function
Fire Department 6 facilities — fire stations (multiple), lifeguard headquarters, and the Emergency Operations Center (EOC) itself
Police Department 1 police station — SCPD headquarters; Law Branch EOC lead Public Works Department 124 parking lots and structures, corporation yard, resource recovery facility, stormwater and wastewater pump stations, storage tanks, generators, and a treatment facility. Note: some facilities extend beyond City limits
Water Department 97 water system facilities — reservoir, interties, diversion facilities, treatment facilities, storage tanks, pump stations, and wells. Note: some extend beyond City limits
Parks & Recreation Department 57 parks, trails, beaches, open spaces, greenways, and facilities (see detail in Section 3B below)
Levees 2.93 linear miles of levees protecting portions of the City 3B. Named Parks & Recreation Facilities (EOP §2.3)
The EOP explicitly names the following Parks & Recreation facilities as part of the City's 57-facility inventory:
• DeLaveaga Golf Course
• Harvey West Pool
• London Nelson Community Center
• Santa Cruz Civic Auditorium
• Santa Cruz Teen Center
• Santa Cruz Wharf
• Surfing Museum
• Market St. Senior Center
• Santa Cruz Natural History Museum
• Harvey West Parks Yard (operations facility)
• Santa Cruz Shakespeare venue
• Nueva Vista Community Center
3C. Special Districts, JPAs & Institutional Partners with Government Facilities Agency / District Facilities & Emergency Role

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Critical Infrastructure and Key Resources - Page 7 of 10 Santa Cruz City Schools 9 school facilities (Special District). EOP §3.8 requires school emergency plans to coordinate with the EOP. Schools are potential shelter sites and have defined student reunification procedures
Santa Cruz Public Libraries 3 library facilities (Joint Powers Board). EOP references libraries as resilience centers and PSPS community support sites
University of California, Santa
Cruz (UCSC)
1,057 acres, 10 residential colleges housing ~10,000 students; 19,000+ enrolled. A Special District within City limits. UCSC maintains its own emergency plan and the CruzAlert notification system. City Fire provides emergency services on campus under a formal agreement. A major planning variable for seasonal population
NetCom (Santa Cruz Regional 9-1-
1)
JPA dispatch center — critical government communications infrastructure serving all City public safety agencies. 24/7/365 operations; IPAWS authority
Santa Cruz Port District Manages the Harbor and Wharf. City holds MOUs covering emergency coordination and access. Harbor and Wharf relevant to coastal incident response and evacuation
Santa Cruz County Animal
Services Authority
JPA handling animal evacuation, care, and sheltering. Key partner for AFN-compliant evacuation that addresses household pets
Santa Cruz County EOC / OR3 Santa Cruz County Office of Response, Recovery and Resilience.

Activates the Operational Area EOC; serves as the coordination hub linking the City to State resources under SEMS
3D. Transportation Infrastructure (Government-Managed)
Asset Details
Highway 1 6.07 linear miles within City — primary coastal route; managed by CalTrans; critical evacuation corridor; exposed to coastal flooding and tsunami
Highway 9 1.36 linear miles within City — primary route to San Lorenzo Valley; managed by CalTrans; vulnerable to landslide and flooding Highway 17 1.64 linear miles within City — primary route to Bay Area; managed by CalTrans; vulnerable to landslides and earthquake damage Bridges 25 pedestrian and vehicular bridges within City limits San Lorenzo River Levees 2.93 linear miles — protects downtown and riverside areas from flooding; maintenance shared between City and Army Corps
San Lorenzo River (City Reach) 2.63 linear miles flowing through downtown Santa Cruz to the Pacific; primary riverine flooding driver; flood annex addresses operations

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4. Private-Sector Dependencies
ESF 1 · ESF 7 · ESF 17 · Section 2.3, 2.2.4, 5.1.4
The EOP addresses private-sector dependencies in three ways: (1) explicit enumeration of major private community assets in Section 2.3; (2) acknowledgment of private utility and infrastructure dependencies throughout Sections 2 and 6; and (3) the whole-community framework in Section 5.1.4 recognizing that businesses provide essential goods, services, and lifeline infrastructure. What the EOP does not do is provide a comprehensive private-sector asset inventory — that level of detail belongs in ESF-specific annexes and departmental plans. 4A. Named Private & Non-Government Community Assets (EOP §2.3) Asset Description & Operational Significance
Santa Cruz Beach Boardwalk 1 facility — major coastal amusement park; one of the City's highest-profile economic assets; located in high-hazard coastal/tsunami zone; large public gathering venue requiring evacuation planning
Santa Cruz Harbor 1 harbor — commercial fishing, recreational boating, and tourism; managed by Santa Cruz Port District; exposed to coastal storm, tsunami, and sea level rise hazards; marine response coordination point Kaiser Permanente Arena 1 major indoor assembly venue; potential mass care or operations staging site during large emergencies; significant public gathering capacity Affordable & Subsidized Housing
Properties
190 buildings — identified as a distinct asset category in the EOP; high density of vulnerable populations; major concern for displacement and recovery housing
Historic Buildings 719 buildings — significant portion of the City's built environment; may be structurally vulnerable; cultural, economic, and community identity significance in recovery
4B. Private Utility Dependencies
The EOP acknowledges the following private utilities as dependencies without enumerating their specific assets.

These represent operational dependencies that affect City emergency response capability.

Utility / Provider EOP Reference & Dependency Type
PG&E (Electrical Power) Acknowledged as the electric utility through PSPS references. Power outages (planned/unplanned) listed as a major hazard (§2.2.4). Power loss triggers cascading failures to water systems, communications, and care facilities. ESF 12 (Infrastructure Branch) coordinates utility restoration. No PG&E asset inventory is included in the EOP
Private Telecommunications
Carriers
Commercial cellular and landline providers acknowledged as dependencies — Starlink backup maintained specifically for when "fiber, cable, or cellular networks are unavailable" (§6.3.4). Carrier identities not specified in EOP. Regional power outage → telecom failure pathway acknowledged (§2.2.9)
AMR (American Medical
Response)
Private ambulance company under County contract providing advanced life support (ALS) transport. Integrated into City EMS system through EMSIA JPA. EMS response depends on AMR availability and routing Private Internet / Cloud Providers Microsoft Teams and Outlook are the City's primary coordination platforms — both cloud-dependent and commercially provided. A commercial service outage during a disaster would require fallback to LMR and Starlink

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Critical Infrastructure and Key Resources - Page 9 of 10 4C. Economic & Tourism Dependencies
The EOP's recovery section (§9.5) explicitly identifies tourism-based economic drivers as a restoration priority.

Section 5.1.4 establishes that businesses "provide essential goods, services, and lifeline infrastructure." The following private-sector categories are embedded in the EOP's planning framework:

Dependency Category EOP Context & Significance
Tourism Industry §9.5: listed as a primary economic recovery priority — "tourism-based economic drivers and small business continuity." The Boardwalk and Harbor are named assets. Seasonal population surge (summer peak) shapes evacuation and shelter capacity planning
Santa Cruz Harbor (Port District) Commercial fishing and recreational boating. Coastal incident response anchor point. Harbor Patrol uses marine band radios coordinated with City EOC. Emergency access to Harbor from City critical during tsunami/coastal events
Retail / Food Supply Chain §2.2.6 acknowledges "agricultural security and food supply considerations" and "supply chain disruptions" as emerging hazard considerations. No specific retailer or distributor is named
Santa Cruz Beach Boardwalk Major employer and economic anchor. High transient population during events. Located in tsunami inundation zone — a simultaneous victim and recovery driver
Private Hospitals / Healthcare Not named in EOP but referenced as critical. Represent private-sector medical infrastructure that City response depends on. The County ESF 8 lead coordinates with private healthcare institutions
Private Schools / Childcare §3.8 lists "school and childcare emergency plans" as supporting plans the EOP must coordinate with — implies private schools and childcare facilities are within scope
4D. Regional Transportation Infrastructure (Cross-Jurisdictional) The EOP identifies transportation access as a defining geographic constraint for the City. Several transportation assets involve private-sector providers or state-managed infrastructure relevant to private-sector operations.

Asset EOP Reference
Santa Cruz Metro Transit Named as a mutual aid and coordination partner for evacuation transportation (ESF 1 lead support). A semi-public JPA providing regional bus service. Loss of transit service significantly impacts car-free residents, UCSC students, and AFN populations
Highways 1, 9, and 17 The only major road corridors connecting Santa Cruz to the region. EOP explicitly notes: "Santa Cruz is bordered by ocean, mountains, and linked with the region through limited road corridors. Access can be cut off in multiple hazard scenarios" (§2.1 callout). All three are CalTrans-managed but private logistics, supply chains, and emergency resupply depend entirely on their operability
Santa Cruz Harbor / Port Managed by Santa Cruz Port District (independent special district).

Commercial supply and fishing operations depend on Harbor access.

Coastal storm and tsunami damage to the Harbor would disrupt both economic activity and marine emergency response
EOP CIKR Coverage — Summary of Gaps & Next Steps

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Critical Infrastructure and Key Resources - Page 10 of 10 The following items are acknowledged in the EOP as critical but are not enumerated in Section 2. Each represents a planning gap that should be addressed in department-level plans, ESF annexes, or the LHMP. • Specific private hospitals and skilled nursing / congregate care facilities — coordinate with County ESF 8 (Public Health)
• PG&E substation and transmission line locations — coordinate with PG&E and ESF 12 Infrastructure Branch
• Private cellular carrier infrastructure (towers, switching centers) — coordinate with carriers and IT/Communications Unit
• Private food retailers, grocery distributors, and fuel supply chain — coordinate with ESF 7 (Logistics) and County for supply chain disruption planning
• Private school and childcare facility inventory — coordinate with OES, City Schools, and County for supporting plan integration
• Detailed maps of all CIKR assets — available in LHMP Appendix B, Figures 3a–5; should be integrated into EOC GIS/Technology Unit mapping products
Reference: LHMP 2025–2030 Appendix B · ESF Annexes (in development) · Water Department ERP · Section 6.3 (Communications Infrastructure)

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EMERGENCY SUPPORT FUNCTIONS (ESFs)
Emergency Support Functions (ESFs) organize City emergency response by function rather than by department, and align the City's operations with the same functional framework used at the County (Operational Area), State, and Federal levels. Each ESF assigns a Lead Department, identifies City Support Departments, and names External Partners. The City uses 20 ESFs: the standard 18 from the federal framework, plus ESF 19 (Governance) and ESF 20 (Continuity of Operations), which reflect local operational needs.

ESF 9 (Search & Rescue) and ESF 16 (Evacuation) are merged into ESF 4 and ESF 13 respectively, consistent with the 2023 SEMS update. They are retained in this appendix for reference and are shown in gray.

EOC Section Color Key
Management
Section Operations Section Planning Section Logistics Section Finance / Admin Section
Merged / not
a standalone
unit
City addition
(not in
standard 18-
ESF federal
set)
★ ESF 19 and ESF 20 are City additions beyond the standard 18-ESF federal and state framework.

Quick Reference — All ESFs
ESF Title Lead Department EOC Section / Unit
1 Transportation Public Works Logistics — Transportation Unit 2 Communications IT Logistics — IT/Communications Unit
3 Public Works & Engineering Public Works Operations — Infrastructure Branch 4 Firefighting & Marine Safety Fire Dept. Operations — Fire Branch 5 Emergency Management OES Management / Planning Sections 6 Mass Care, Shelter & Human
Svc.

Parks & Rec / HRT Operations — Care & Shelter Branch
7 Logistics & Resource Support Finance / Purchasing Logistics Section (all units) 8 Public Health & Medical County Health / Fire Operations — Care & Shelter Branch 9 Search & Rescue Fire Dept. Merged → ESF 4 & 13
10 Hazardous Materials Fire Dept. Operations — Fire Branch 11 Food, Agriculture & Animal
Care
Parks & Rec / County Operations — Care & Shelter Branch 12 Utilities & Energy Water Dept. Operations — Infrastructure Branch 13 Public Safety & Security Police Dept. Operations — Law Branch 14 Recovery Public Works / Finance Operations & Planning Sections 15 Public Information & Warning Communications / PIO Management — PIO 16 Evacuation Police Dept. Merged → ESF 13
17 Disaster Finance & Cost
Recovery
Finance Dept. Finance / Admin Section
18 Cybersecurity IT Logistics / Management Sections
19 Elected Officials /
Governance ★
City Manager's Office Management — Policy Group
20 Continuity of Operations ★ City Manager's Office Management / Planning Sections

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Full ESF Descriptions
ESF 1 — Transportation
EOC: Logistics Section — Transportation Unit

FUNCTION
Coordinates transportation resources,
routes, and restrictions to move people,
responders, and supplies safely and
efficiently during an incident.

LEAD
Public Works

CITY SUPPORT
• Police
• Water
• Parks & Recreation

EXTERNAL PARTNERS
• Caltrans
• Santa Cruz Metro Transit
• County OR3
ESF 2 — Communications
EOC: Logistics Section — IT / Communications Unit · ESF 18 Cybersecurity also under IT

FUNCTION
Restores and maintains phone, radio, and
data systems. Supports alerts and
information flow.

LEAD
Information Technology (IT)

CITY SUPPORT
• Police
• Fire
• OES
• Communications

EXTERNAL PARTNERS
• Cal OES Public Safety
Communications
• NetCom (Santa Cruz
Regional 9-1-1)
• Telecom providers
ESF 3 — Public Works & Engineering
EOC: Operations Section — Infrastructure Branch · Planning Section (Situation Analysis / Damage Assessment Unit)

FUNCTION
Repairs and clears infrastructure, restores
utilities, manages debris, and supports
damage assessment.

LEAD
Public Works

CITY SUPPORT
• Water
• Parks & Recreation
• Risk Management

EXTERNAL PARTNERS
• County OR3
• U.S. Army Corps of
Engineers
• Coastal Commission
ESF 4 — Firefighting & Marine Safety
EOC: Operations Section — Fire Branch · ESF 9 (Search & Rescue) merged here

FUNCTION
Coordinates firefighting and rescue on
land and water. Provides suppression,
marine response, and hazardous
conditions mitigation.

LEAD
Fire Department (includes
Marine Safety Division)

CITY SUPPORT
• Police
• Parks & Recreation
• Water

EXTERNAL PARTNERS
• CalFire
• California State Parks
• U.S. Coast Guard
• County Fire
ESF 5 — Emergency Management
EOC: Management Section · Planning Section · Applies across all sections

FUNCTION LEAD
Office of Emergency Services
(OES)

EXTERNAL PARTNERS
• Santa Cruz County OR3
• Cal OES Coastal Region

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Directs EOC operations, resource
coordination, situation reporting, and
interagency communication.

CITY SUPPORT
• All City Departments
ESF 6 — Mass Care, Shelter & Human Services
EOC: Operations Section — Care & Shelter Branch

FUNCTION
Provides sheltering, feeding, and human
services for displaced residents.

Coordinates with social and community
partners.

LEAD
Parks & Recreation / Homeless
Response Manager

CITY SUPPORT
• Fire
• Police
• Communications

EXTERNAL PARTNERS
• American Red Cross
• County Human Services
• CERT
ESF 7 — Logistics & Resource Support
EOC: Logistics Section (all units)

FUNCTION
Tracks and delivers resources, manages
staging areas, and coordinates
procurement and supply chains.

LEAD
Finance / Purchasing

CITY SUPPORT
• OES
• Public Works
• Human Resources

EXTERNAL PARTNERS
• County Logistics Branch
• Private vendors
ESF 8 — Public Health & Medical
EOC: Operations Section — Care & Shelter Branch · County leads; City supports

FUNCTION
Supports medical response, EMS,
disease control, and public health
messaging.

LEAD
Santa Cruz County Health
(Primary) / Fire Department
(EMS)

CITY SUPPORT
• Human Resources
• Communications

EXTERNAL PARTNERS
• County Health Services
Agency (HSA)
• Local hospitals
• EMSA
• EMSIA (JPA)
ESF 9 — Search & Rescue
EOC: Merged with ESF 4 (Fire Branch) and ESF 13 (Law Branch) — not a standalone unit

FUNCTION
Conducts technical, water, and urban
search and rescue operations.

LEAD
Fire Department

CITY SUPPORT
• Police
• Public Works
• Parks & Recreation

EXTERNAL PARTNERS
• Cal OES SAR
• USAR Task Force 3
ESF 10 — Hazardous Materials
EOC: Operations Section — Fire Branch

FUNCTION LEAD EXTERNAL PARTNERS

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Responds to hazardous material
releases, spills, and cleanup operations.

Fire Department (Hazmat Team)

CITY SUPPORT
• Public Works
• Water
• County Environmental
Health
• U.S. EPA
ESF 11 — Food, Agriculture & Animal Care
EOC: Operations Section — Care & Shelter Branch

FUNCTION
Protects food safety and coordinates pet
and livestock evacuation and sheltering.

LEAD
Parks & Recreation / County
Animal Services

CITY SUPPORT
• Police
• Fire

EXTERNAL PARTNERS
• County Animal Services
• CART (County Animal
Response Team)
• Humane Society
ESF 12 — Utilities & Energy
EOC: Operations Section — Infrastructure Branch

FUNCTION
Restores power, water, wastewater, and
solid waste systems.

LEAD
Water Department

CITY SUPPORT
• Public Works
• IT
• Risk Management

EXTERNAL PARTNERS
• PG&E
• Soquel Creek Water
District
• Waste Management
ESF 13 — Public Safety & Security
EOC: Operations Section — Law Branch · ESF 16 (Evacuation) merged here

FUNCTION
Provides law enforcement, evacuation,
access control, and public order.

LEAD
Police Department

CITY SUPPORT
• Fire
• Public Works
• OES

EXTERNAL PARTNERS
• Santa Cruz County Sheriff
• California Highway Patrol
(CHP)
• State Parks Rangers
ESF 14 — Recovery
EOC: Operations Section (Infrastructure Branch) and Planning Section (Situation Analysis / Economic Recovery Unit)

FUNCTION
Leads short- and long-term recovery,
debris removal, and damage
documentation.

LEAD
Public Works / Finance

CITY SUPPORT
• OES
• Planning
• Risk Management

EXTERNAL PARTNERS
• Cal OES Recovery
• FEMA
• County OR3
ESF 15 — Public Information & Warning
EOC: Management Section — Public Information Officer (PIO)

FUNCTION LEAD EXTERNAL PARTNERS

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Coordinates media releases and
emergency alerts. Ensures clear,
bilingual, and accessible public
information.

Communications / Public
Information Officer (PIO)

CITY SUPPORT
• OES
• Police
• Fire
• County Joint Information
Group
• Local media
• NetCom (IPAWS/WEA
authority)
ESF 16 — Evacuation
EOC: Merged with ESF 13 (Law Branch) per 2023 SEMS update — not a standalone unit

FUNCTION
Coordinates evacuation warning and
order operations, including routes, traffic
control, and reentry.

LEAD
Police Department

CITY SUPPORT
• Fire
• Public Works
• Communications

EXTERNAL PARTNERS
• County OR3
• California Highway Patrol
(CHP)
• Caltrans
ESF 17 — Disaster Finance & Cost Recovery
EOC: Finance / Admin Section — Recovery / Cost Analysis Unit and Procurement Unit · Planning Section (Economic Recovery Unit)

FUNCTION
Tracks expenses, manages disaster
accounting, and leads reimbursement and
claims.

LEAD
Finance Department

CITY SUPPORT
• OES
• All Department Heads

EXTERNAL PARTNERS
• FEMA (Public Assistance)
• Cal OES Recovery
• SBA
ESF 18 — Cybersecurity
EOC: Logistics Section (IT / Communications Unit) and Management Section

FUNCTION
Protects City networks and data systems,
monitors cyber threats, and restores IT
functionality.

LEAD
Information Technology (IT)

CITY SUPPORT
• Risk Management
• Police

EXTERNAL PARTNERS
• Cal CSIC
• MS-ISAC
• NCRIC
ESF 19 — Elected Officials / Governance
EOC: Management Section — Policy Group · City addition not in standard 18-ESF federal set

FUNCTION
Provides policy direction and
communication between the EOC and
City leadership. Ensures continuity of
elected governance during emergencies.

LEAD
City Manager's Office / City
Council

CITY SUPPORT
• OES
• Communications

EXTERNAL PARTNERS
• County OR3
• Cal OES
ESF 20 — Continuity of Operations / Business Continuity EOC: Management Section (COOP oversight) and Planning Section · City addition not in standard 18-ESF federal set

FUNCTION LEAD EXTERNAL PARTNERS

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Maintains essential City functions and
services during and after disruptions.

Protects vital records and ensures
succession of authority.

City Manager's Office / OES

CITY SUPPORT
• All Departments
• County OR3
• Local businesses
• Utilities

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EOC Staff Position Checklists

EOC DIRECTOR
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

MANAGEMENT SECTION
ESF 5
ROLE
Provides executive direction and overall leadership for City emergency response, authorizes major policy decisions, and represents the City's emergency posture to elected officials and the public.

REPORTS TO City Manager / Director of Emergency Services (Policy Group) KEY PARTNERS EOC Manager, Policy Group, PIO, Liaison Coordinator, Legal Officer, all Section Chiefs ▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Confirm notification from City Manager, Fire Chief, or Police Chief recommending activation. □ Direct EOC Manager to open and staff the EOC at the appropriate activation level. □ Report to or confirm location for direction and control (EOC or alternate). □ Receive initial situation briefing from EOC Manager and/or Operations Section Chief. □ Confirm that Policy Group has been notified; convene if policy-level decisions are needed. □ Authorize initial emergency proclamation if warranted; coordinate with Legal Officer. □ Assign Liaison Coordinator to establish contact with County OA EOC. □ Direct PIO to prepare initial public messaging and confirm Joint Information Center (JIC) status. □ Schedule initial Action Planning meeting.
▶ OPERATIONAL PHASE
□ Review and approve the Incident Action Plan (IAP) each operational period. □ Conduct briefings with all Section Chiefs at start of each operational period. □ Authorize resource requests that exceed Section Chief authority. □ Brief City Council or their designated representatives as needed. □ Review and approve all public information releases before issuance. □ Coordinate emergency proclamation updates with Legal Officer and County OA. □ Monitor EOC organization effectiveness; direct structural changes as needed. □ Ensure equity and access considerations are integrated into response decisions. □ Monitor staff welfare; direct shift rotation to prevent fatigue. □ Maintain situational awareness through continuous briefings from EOC Manager. □ Confirm ongoing coordination with County OA EOC through Liaison Coordinator. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Authorize deactivation of Sections, Branches, and Units when no longer required. □ Direct EOC Manager to initiate demobilization procedures. □ Ensure all open action items are assigned for follow-up after deactivation. □ Proclaim termination of the local emergency and transition to recovery operations, as appropriate. □ Authorize activation and continuation of the Recovery Team. □ Confirm all required documentation is complete.
□ Participate in and approve the After-Action Report (AAR) and Improvement Plan (IP).

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POLICY GROUP
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

MANAGEMENT SECTION
ESF 5
ROLE Provides policy direction, establishes risk tolerance, and ensures political alignment for major emergency response and recovery decisions at the City executive and elected official level.

REPORTS TO Convened by EOC Director; members include City Manager, Mayor, City Attorney, and senior department directors as designated
KEY PARTNERS EOC Director, Legal Officer, EOC Manager, PIO, and Section Chiefs as needed for briefings ▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Respond to EOC or designated policy meeting location upon notification. □ Receive initial situation briefing from EOC Director. □ Review authority and legal basis for emergency actions; confirm with Legal Officer. □ Determine appropriate emergency declaration level in coordination with City Attorney. □ Authorize emergency proclamation if warranted.
□ Establish policy constraints and risk tolerance parameters for response operations. □ Confirm City Council notification and legislative coordination needs. ▶ OPERATIONAL PHASE
□ Convene as needed when policy-level decisions arise during the operational period. □ Review and provide direction on resource requests that require executive authorization. □ Authorize inter-jurisdictional mutual aid agreements and resource commitments. □ Review significant public information releases or media statements before issuance. □ Provide direction on equity, legal, and reputational considerations as issues arise. □ Maintain awareness of ongoing conditions through briefings from EOC Director. □ Coordinate with elected officials and City Council on community impact updates. □ Support the EOC Director in decisions affecting City financial commitments or liabilities. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Authorize termination or downgrade of the local emergency declaration as appropriate. □ Review final resource commitments and ensure financial documentation is in place. □ Provide direction on transition from response to recovery phase. □ Confirm that post-incident community messaging and Council briefings are scheduled. □ Participate in After-Action review process as needed.

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EOC MANAGER
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

MANAGEMENT SECTION
ESF 5
ROLE Directs the day-to-day operations of the EOC, sets operational priorities for each operational period, and ensures coordination, communication, and effectiveness across all EOC sections.

REPORTS TO EOC Director
KEY PARTNERS EOC Director, Safety Officer, Legal Officer, PIO, Liaison Coordinator, all Section Chiefs ▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Confirm activation authorization from EOC Director or City Manager. □ Open the EOC; verify physical readiness (systems, communications, supplies, IDs). □ Establish EOC check-in procedures; confirm all staff sign in. □ Post and complete the EOC organization and staffing chart. □ Brief EOC Director on activation level and initial situation. □ Direct Section Chiefs to staff their sections; confirm all required positions are filled. □ Confirm telephone, radio, and digital communications are operational. □ Establish contact with County OA EOC via Liaison Coordinator. □ Schedule and facilitate the initial Action Planning meeting. □ Ensure vests and position identification materials are distributed to all staff. ▶ OPERATIONAL PHASE
□ Facilitate Action Planning meetings at the start of each operational period. □ Review draft Incident Action Plan (IAP); present to EOC Director for approval. □ Monitor all sections for operational tempo, coordination gaps, and resource issues. □ Ensure information flows between sections; break down silos as needed. □ Coordinate with PIO on public messaging timelines and approval routing. □ Brief EOC Director before each operational period on issues, priorities, and updates. □ Manage EOC shift rotations; ensure overlap briefings occur at shift changes. □ Maintain EOC master log of significant decisions and events. □ Monitor staff welfare; escalate safety concerns to Safety Officer. □ Ensure CalEOC and OASIS are updated with current situational information. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Coordinate with EOC Director and Section Chiefs on deactivation timing. □ Ensure all sections have completed closeout documentation before deactivation. □ Oversee proper shutdown of EOC systems and facilities. □ Confirm open action items are assigned for follow-through after deactivation. □ Ensure EOC check-out procedures are completed for all staff. □ Lead After-Action meeting preparation; compile input from Section Chiefs. □ Submit final situation report and AAR to EOC Director for approval.

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SAFETY OFFICER
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

MANAGEMENT SECTION
ESF 5 / 13
ROLE Identifies hazards, enforces safety practices, and mitigates risks to EOC staff, field responders, and the public throughout emergency operations.

REPORTS TO EOC Manager / EOC Director
KEY PARTNERS EOC Manager, EOC Director, Operations Section Chief, Law Branch, Fire Branch, Logistics Section Chief
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Report to EOC and check in.
□ Receive situation briefing from EOC Manager.
□ Conduct initial assessment of EOC facility for safety hazards. □ Confirm emergency egress routes are posted and clear. □ Brief EOC staff on safety procedures, emergency exits, and evacuation protocols. □ Identify any hazardous conditions related to the incident type that may affect EOC operations. ▶ OPERATIONAL PHASE
□ Conduct periodic safety walk-throughs of the EOC during each operational period. □ Monitor field situation reports for emerging safety hazards affecting responders. □ Advise EOC Manager and Operations Section Chief of identified safety issues. □ Coordinate with Fire Branch on field hazmat, structural, or other safety risks. □ Maintain awareness of staff fatigue; recommend shift rotations to EOC Manager. □ Document all safety observations, incidents, and corrective actions in position log. □ Ensure personal protective equipment (PPE) guidance is communicated to field units. □ Halt or recommend modification of operations that present unacceptable risk. □ Monitor responder welfare and physical safety during extreme conditions. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Confirm EOC facility is safe for continued occupancy through demobilization. □ Complete safety incident documentation.
□ Contribute safety observations to the After-Action Report. □ Ensure all safety materials are restocked and replenished in the EOC.

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LEGAL OFFICER
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

MANAGEMENT SECTION
ESF 5 / 13
ROLE Provides legal guidance on authorities, liabilities, emergency actions, and documentation requirements throughout City emergency operations.

REPORTS TO EOC Manager / EOC Director
KEY PARTNERS EOC Director, Policy Group, EOC Manager, Finance/Admin Section Chief, PIO ▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Report to EOC and check in.
□ Receive situation briefing from EOC Director and EOC Manager. □ Review legal basis for current or anticipated emergency proclamation. □ Advise EOC Director on legal authority for planned emergency actions. □ Confirm any existing Mutual Aid agreements applicable to the incident. □ Identify any legal constraints on resource use, access, or public action. ▶ OPERATIONAL PHASE
□ Review proposed emergency orders, proclamations, and public notices before issuance. □ Advise on liability exposure associated with specific operational decisions. □ Monitor and advise on documentation requirements for legal defensibility and cost recovery. □ Coordinate with Finance/Admin on emergency procurement legal compliance. □ Advise PIO on public information content to minimize legal risk. □ Respond to legal questions from Section Chiefs as they arise during operations. □ Maintain position log of all legal guidance provided. □ Monitor mutual aid activation and ensure agreements are properly documented. □ Advise on access restrictions, mandatory evacuations, and property use authorities. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Review all emergency orders and proclamations for proper closeout or continuation. □ Confirm documentation is sufficient for any anticipated legal or financial claims. □ Advise on transition of any emergency legal authorities. □ Contribute legal observations to After-Action Report as needed. □ Ensure all legal correspondence and guidance is filed in EOC documentation system.

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PUBLIC INFORMATION OFFICER (PIO)
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

MANAGEMENT SECTION
ESF 15
ROLE
Coordinates public messaging, media relations, and information releases to ensure timely and accurate communication with the public, media, and partner agencies during City EOC activations.

REPORTS TO EOC Manager / EOC Director
KEY PARTNERS EOC Director, EOC Manager, Liaison Coordinator, Planning Section Chief, Operations Section Chief
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Report to EOC and check in; confirm workstation and communications are functional. □ Receive situation briefing from EOC Manager.
□ Determine if a Joint Information Center (JIC) is being established with the County or partner agencies. □ Draft initial public information statement for EOC Director approval. □ Identify and set up monitoring for social media, news, and public inquiries. □ Confirm public-facing contact information (hotlines, website, social media) is active and updated. □ Notify media contacts of EOC activation and anticipated briefing schedule. ▶ OPERATIONAL PHASE
□ Draft all public information releases for EOC Director review and approval. □ Conduct scheduled media briefings or press conferences as authorized. □ Monitor media coverage and social media for misinformation; correct proactively. □ Coordinate messaging with County OA PIO and partner agency PIOs to maintain consistency. □ Ensure CruzAware notifications are prepared and coordinated with Logistics/IT. □ Maintain log of all public information releases with times and approval signatures. □ Update City website and official social media channels each operational period. □ Coordinate translation services for multilingual communications as needed. □ Respond to media inquiries within authorized scope; refer non-authorized questions to EOC Director. □ Coordinate with Liaison Coordinator on information-sharing with partner agencies. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Issue final public information statement acknowledging EOC deactivation and next steps. □ Archive all press releases, media contacts, and communications records. □ Confirm website and social media channels are updated with recovery information. □ Contribute public communications observations to After-Action Report. □ Compile media coverage file for EOC records.

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LIAISON COORDINATOR
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

MANAGEMENT SECTION
ESF 5
ROLE
Facilitates coordination between the City EOC and external agencies, neighboring jurisdictions, and partner organizations to ensure a unified response and shared situational awareness.

REPORTS TO EOC Manager / EOC Director
KEY PARTNERS EOC Manager, EOC Director, PIO, Planning Section Chief, County OA EOC representatives, mutual aid partners
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Report to EOC and check in.
□ Receive situation briefing from EOC Manager.
□ Initiate contact with Santa Cruz County Operational Area (OA) EOC to confirm liaison protocols. □ Identify all agencies and organizations sending or expected to send representatives to the EOC. □ Set up liaison work area; confirm incoming liaisons have workspace, credentials, and communications. □ Establish communication schedule with County OA and other relevant EOCs. □ Confirm contact information for all active mutual aid agencies. ▶ OPERATIONAL PHASE
□ Maintain ongoing contact with County OA EOC liaison throughout the operational period. □ Facilitate two-way information exchange with all agency representatives in the EOC. □ Ensure incoming liaisons have situational awareness updates; coordinate briefing schedule. □ Relay requests for outside assistance to EOC Manager; confirm resource orders with agencies. □ Coordinate with neighboring City EOCs (Watsonville, Capitola, Scotts Valley) as activated. □ Maintain a log of all liaison contacts, communications, and outstanding coordination items. □ Advise EOC Manager on agency-specific policies or constraints that may affect operations. □ Coordinate with PIO to ensure partner agencies are aligned on public messaging. □ Support CalEOC/OASIS updates with external agency information. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Notify all liaisons and partner agencies of planned EOC deactivation timeline. □ Confirm all inter-agency coordination items have been resolved or handed off. □ Conduct closeout communication with County OA EOC.
□ Compile agency contact log and communication records for EOC files. □ Contribute inter-agency coordination observations to After-Action Report.

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OPERATIONS SECTION CHIEF
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

OPERATIONS SECTION
ESF 3, 7, 12, 13
ROLE Executes tactical response actions and directs all field operations and operational branches to meet incident objectives established by the EOC Director and EOC Manager.

REPORTS TO EOC Manager
KEY PARTNERS EOC Manager, Planning Section Chief, Logistics Section Chief, Law Branch, Fire Branch, Care & Shelter Branch, Infrastructure Branch
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC and receive initial situation briefing from EOC Manager. □ Identify which Branches are required and notify Branch Directors to staff up. □ Confirm all Branch Directors are checked in and have current situation information. □ Assess field operations status; confirm Incident Command System (ICS) is established at field level. □ Establish communication protocols between EOC Operations Section and field ICs. □ Prepare Operations Section objectives for the initial Action Planning meeting. □ Coordinate mutual aid requests with Logistics Section and EOC Manager. ▶ OPERATIONAL PHASE
□ Direct Branch Directors to execute current operational period objectives. □ Conduct regular briefings with all Branch Directors each operational period. □ Monitor field operations for emerging issues and resource shortfalls. □ Coordinate with Planning Section Chief to maintain current situation picture. □ Approve resource requests from Branch Directors within authorized limits; escalate larger requests to EOC Manager.
□ Coordinate law enforcement and evacuation operations with Law Branch and County Sheriff. □ Ensure operational priorities are aligned with EOC Director guidance and IAP. □ Maintain Operations Section position log; document significant decisions. □ Participate in Action Planning meetings; provide operational briefing to EOC. □ Monitor infrastructure status through Infrastructure Branch; escalate critical issues. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Coordinate with Branch Directors on operational closeout and field demobilization. □ Confirm all field Incident Commanders have received demobilization instructions. □ Ensure all field resources are properly checked out and accounted for. □ Complete Operations Section documentation and position log. □ Participate in After-Action Review; provide operational lessons learned. □ Brief EOC Manager on outstanding operational issues at deactivation.

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LAW BRANCH DIRECTOR
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

OPERATIONS SECTION
ESF 13
ROLE
Manages law enforcement operations from the EOC, including public safety, evacuations, access control, and traffic management, coordinating with SCPD field command and mutual aid law enforcement resources.

REPORTS TO Operations Section Chief
KEY PARTNERS Operations Section Chief, Fire Branch Director, Liaison Coordinator (County Sheriff), Logistics Section, PIO
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC and receive situation briefing from Operations Section Chief. □ Contact SCPD field Incident Commander; confirm field ICS is established. □ Confirm status of law enforcement resources deployed; identify gaps. □ Determine law enforcement mutual aid needs; request through Operations Section Chief. □ Assess evacuation orders and access control needs with field command. □ Identify critical facilities requiring law enforcement protection. ▶ OPERATIONAL PHASE
□ Maintain communication with SCPD field command throughout each operational period. □ Coordinate evacuation operations with Fire Branch and Care & Shelter Branch. □ Manage law enforcement mutual aid resources; track deployments and assignments. □ Advise Operations Section Chief on law enforcement limitations, capacity, and concerns. □ Coordinate with County Sheriff's Office for OA-level law enforcement coordination. □ Monitor traffic control, perimeter security, and re-entry operations. □ Support curfew or access restriction operations if authorized by EOC Director. □ Document all law enforcement actions and resource deployments in position log. □ Coordinate intelligence/information needs with Planning Section. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Coordinate demobilization of law enforcement mutual aid resources. □ Confirm field security and access control is transferred to normal operations. □ Complete Law Branch documentation and position log.
□ Provide law enforcement lessons learned to Operations Section Chief for AAR.

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FIRE BRANCH DIRECTOR
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

OPERATIONS SECTION
ESF 4, 9
ROLE
Manages fire suppression, rescue, emergency medical services, and hazardous materials operations from the EOC, coordinating with SCZFD field command and fire/rescue mutual aid resources.

REPORTS TO Operations Section Chief
KEY PARTNERS Operations Section Chief, Law Branch Director, Infrastructure Branch Director, Logistics Section, County OA Fire/Rescue
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC and receive situation briefing from Operations Section Chief. □ Contact SCZFD field Incident Commander; confirm field ICS is established. □ Confirm status of fire, rescue, and EMS resources; identify gaps. □ Assess fire suppression, rescue, and hazmat needs; identify mutual aid requirements. □ Request fire and rescue mutual aid through Operations Section Chief as needed. □ Confirm hospital and trauma center status with EMS field resources. ▶ OPERATIONAL PHASE
□ Maintain continuous communication with SCZFD field command. □ Coordinate fire and rescue mutual aid: CalFire, County, and CAL OES resources. □ Monitor fire line and rescue operations; report status to Operations Section Chief. □ Coordinate with Infrastructure Branch on utilities affecting fire/rescue operations. □ Coordinate hazmat operations with appropriate technical specialists. □ Monitor EMS capacity and coordinate with hospitals as needed. □ Support evacuation coordination with Law Branch Director. □ Track and document all fire, rescue, and EMS resource deployments. □ Advise Operations Section Chief on fire weather, structural safety, or environmental hazards. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Coordinate demobilization of fire and rescue mutual aid resources. □ Confirm all fires are controlled and rescue operations are complete. □ Complete Fire Branch documentation and position log.
□ Provide fire and rescue lessons learned to Operations Section Chief for AAR.

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CARE & SHELTER BRANCH DIRECTOR
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

OPERATIONS SECTION
ESF 6, 11
ROLE
Coordinates mass care, emergency sheltering, and support services for displaced populations, directing city and partner resources to meet the immediate needs of affected residents.

REPORTS TO Operations Section Chief
KEY PARTNERS Operations Section Chief, Parks Unit, Law Branch (evacuations), Logistics Section, Red Cross and NGO partners, County OA ESF 6
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC and receive situation briefing from Operations Section Chief. □ Identify evacuation zones and estimate population displacement. □ Confirm shelter site(s) with Parks Unit and facility managers; open shelters as needed. □ Contact American Red Cross and County OA to activate shelter support. □ Confirm access and functional needs (AFN) support is established at each shelter. □ Coordinate transportation for evacuees with Logistics Transportation Unit. □ Activate community-based organizations for shelter support as available. ▶ OPERATIONAL PHASE
□ Monitor shelter populations and capacity; open additional sites as needed. □ Coordinate food, water, and supply delivery to shelter sites with Logistics. □ Ensure AFN accommodations are in place at all shelter sites. □ Provide shelter status updates to Operations Section Chief each operational period. □ Coordinate volunteer and NGO support with Logistics Personnel/Volunteers Unit. □ Coordinate with Law Branch on reunification operations for displaced families. □ Monitor and address shelter health and safety issues. □ Maintain situational awareness of evacuation re-entry status. □ Coordinate with County OA ESF 6 for mass care resources beyond City capacity. □ Track all individuals served in shelters; maintain intake and population logs. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Coordinate transition of shelter populations to longer-term housing assistance. □ Facilitate shelter closeout in coordination with Red Cross and NGO partners. □ Compile shelter population and service data for After-Action reporting. □ Confirm all shelter facilities are returned to normal condition. □ Provide care and shelter lessons learned to Operations Section Chief for AAR.

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INFRASTRUCTURE BRANCH DIRECTOR
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

OPERATIONS SECTION
ESF 3, 7, 12
ROLE
Oversees restoration and protection of critical infrastructure, utilities, and public works systems from the EOC, coordinating across the Water, Parks, and Public Works Units and with utility partners.

REPORTS TO Operations Section Chief
KEY PARTNERS Operations Section Chief, Water Unit, Parks Unit, Public Works Unit, Logistics Section, Finance/Admin Section, utility partners
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC and receive situation briefing from Operations Section Chief. □ Confirm Water Unit, Parks Unit, and Public Works Unit are staffed and operational. □ Assess status of City infrastructure: roads, bridges, water, power, and public facilities. □ Identify critical infrastructure damage or threats; prioritize restoration order. □ Confirm which infrastructure tasks are underway at field level. □ Request Operational Area mutual aid for infrastructure response if needed. □ Identify utility company coordination needs (PG&E, MBARD, telecom). ▶ OPERATIONAL PHASE
□ Direct Water, Parks, and Public Works Units to execute assigned objectives. □ Coordinate utility company actions through EOC Liaison or direct contact. □ Track infrastructure damage assessment progress; report status to Operations Section Chief. □ Coordinate with Planning Section on situation reports and damage documentation. □ Authorize emergency repairs within branch authority; escalate larger needs to Operations Section Chief. □ Monitor road closures and access routes; coordinate re-opening with Law Branch. □ Maintain infrastructure status board for EOC situational awareness. □ Coordinate debris removal and public safety hazard clearance. □ Monitor water system status for public health and fire suppression capacity. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Confirm all emergency infrastructure repairs are underway or stabilized. □ Document all infrastructure damage for FEMA Public Assistance claims. □ Coordinate transition of infrastructure recovery tasks to normal department operations. □ Complete Infrastructure Branch documentation and position log. □ Provide infrastructure lessons learned to Operations Section Chief for AAR.

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WATER UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

OPERATIONS SECTION
ESF 12
ROLE Manages potable water system, wastewater operations, and water system continuity and protection during EOC activations, coordinating with the Water Department field operations.

REPORTS TO Infrastructure Branch Director
KEY PARTNERS Infrastructure Branch Director, Public Works Unit, Logistics Section, Fire Branch (hydrant/water supply), Cal WARN network contacts
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Infrastructure Branch Director. □ Confirm Water Department DOC (Department Operations Center) is activated or on standby. □ Assess current water system status: pressure, storage, distribution integrity. □ Identify any water system damage, main breaks, or service disruptions. □ Confirm fire flow capacity and coordinate with Fire Branch if suppression water is a concern. □ Identify critical facilities requiring water priority (hospitals, shelters, fire stations). ▶ OPERATIONAL PHASE
□ Maintain continuous communication with Water Department field operations. □ Monitor water system status and report updates to Infrastructure Branch Director. □ Coordinate emergency repairs to water mains, distribution lines, and infrastructure. □ Track water system outages and estimated restoration timelines. □ Coordinate with wastewater operations for sewer system integrity. □ Advise on boil water advisory or water shutoff needs; coordinate public notice with PIO. □ Identify water system mutual aid needs; notify Infrastructure Branch Director. □ Document all water system actions, damage, and repair activities. □ Coordinate with Cal WARN for water/wastewater utility mutual aid as needed through DOC. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Confirm water system is stable or on an identified restoration timeline. □ Ensure all water system damage is documented for FEMA PA claims. □ Transition water recovery operations to Water Department normal operations. □ Complete Water Unit position log and documentation.
□ Provide water system lessons learned to Infrastructure Branch Director for AAR.

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PARKS UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

OPERATIONS SECTION
ESF 3, 7
ROLE Manages City parks, recreational facilities, and open spaces in support of emergency response operations, including facility assessment, shelter support, and resource staging.

REPORTS TO Infrastructure Branch Director
KEY PARTNERS Infrastructure Branch Director, Care & Shelter Branch Director, Public Works Unit, Logistics Section
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Infrastructure Branch Director. □ Assess status of City parks and recreational facilities for damage or hazards. □ Identify parks and facilities available for use as emergency shelters, staging areas, or resource distribution points.
□ Coordinate with Care & Shelter Branch Director on which facilities to activate. □ Confirm access routes to all parks and open spaces; report closures. ▶ OPERATIONAL PHASE
□ Maintain awareness of City parks and open space status throughout operations. □ Coordinate facility setup and support for shelter operations with Care & Shelter Branch. □ Assess and document damage to parks facilities, trails, and open spaces. □ Coordinate debris clearance and access restoration for parks and public spaces. □ Support resource staging operations at parks facilities as needed. □ Coordinate Parks staff assignments with Logistics Personnel/Volunteers Unit. □ Report parks facility status updates to Infrastructure Branch Director each operational period. □ Document all parks operations, damage, and expenditures for cost recovery. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Document all park facility damage and costs for FEMA PA claims. □ Coordinate return of parks and facilities to normal operations. □ Complete Parks Unit position log and documentation.
□ Provide parks and facilities lessons learned to Infrastructure Branch Director for AAR.

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PUBLIC WORKS UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

OPERATIONS SECTION
ESF 3, 7
ROLE Manages City roads, bridges, drainage systems, and public works infrastructure assessment and repair, coordinating with field crews to restore safe and accessible public infrastructure.

REPORTS TO Infrastructure Branch Director
KEY PARTNERS Infrastructure Branch Director, Water Unit, Parks Unit, Law Branch (road closures), Logistics Section, Finance/Admin
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Infrastructure Branch Director. □ Confirm Public Works DOC or field crews are activated and deployed. □ Assess status of roads, bridges, drainage, and public facilities. □ Identify blocked or damaged roads; coordinate with Law Branch on traffic control. □ Prioritize emergency access route clearance for life-safety operations. □ Identify equipment and personnel needs; request mutual aid through Infrastructure Branch Director. ▶ OPERATIONAL PHASE
□ Maintain communication with Public Works field crews throughout operations. □ Coordinate debris removal from roads, drainage systems, and public rights-of-way. □ Assess structural damage to bridges, roads, and public facilities; restrict access to unsafe areas. □ Report road and infrastructure status to Infrastructure Branch Director each operational period. □ Coordinate with utility companies on joint infrastructure repairs. □ Document all emergency work performed by crews for cost recovery. □ Track equipment hours and expenditures; coordinate with Finance/Admin Section. □ Request Operational Area Public Works mutual aid through Infrastructure Branch Director as needed. □ Support reentry operations by clearing and certifying roads for reopening. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Compile all public works damage documentation for FEMA PA claims. □ Transition field repair operations to normal Public Works department operations. □ Complete Public Works Unit position log and documentation. □ Provide public works lessons learned to Infrastructure Branch Director for AAR.

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PLANNING SECTION CHIEF
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

PLANNING SECTION
ESF 5
ROLE
Develops situational awareness, anticipates future operational needs, coordinates the preparation of the Incident Action Plan, and supports EOC decision-making through information synthesis and analysis.

REPORTS TO EOC Manager
KEY PARTNERS EOC Manager, EOC Director, Operations Section Chief, Logistics Section Chief, Finance/Admin Section Chief, all Planning Unit staff
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive initial situation briefing from EOC Manager. □ Confirm all Planning Section units are staffed: Situation Analysis, Documentation, Resource Tracking, Advanced Planning, GIS/Technology, Economic Recovery.
□ Initiate situation report collection from all sections. □ Begin development of Common Operating Picture (COP).
□ Confirm CalEOC and OASIS platforms are active and being updated. □ Coordinate GIS/Technology Unit on mapping needs for initial briefings. □ Prepare Planning Section objectives for initial Action Planning meeting. ▶ OPERATIONAL PHASE
□ Facilitate Action Planning meetings each operational period. □ Coordinate development of the Incident Action Plan (IAP) with all sections. □ Submit completed IAP to EOC Manager and EOC Director for approval. □ Ensure Situation Reports (SitReps) are produced and distributed each operational period. □ Monitor resource status through Resource Tracking Unit; flag shortfalls to EOC Manager. □ Direct Advanced Planning Unit to develop 36–72 hour operational projections. □ Coordinate with GIS/Technology Unit on map products for EOC and public use. □ Submit SitReps to County OA EOC; maintain shared Common Operating Picture. □ Ensure Documentation Unit is capturing all significant EOC decisions and actions. □ Brief EOC Manager on situation changes and emerging issues throughout each period. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Ensure all planning documentation is complete and filed. □ Confirm final SitRep is prepared and submitted to County OA. □ Coordinate demobilization of Planning Section units.
□ Compile Planning Section records and position logs.
□ Lead preparation of After-Action Report (AAR); coordinate input from all sections.

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SITUATION ANALYSIS / DAMAGE ASSESSMENT
UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

PLANNING SECTION
ESF 3, 14
ROLE
Collects, analyzes, and synthesizes incident data from field reports and partner agencies to produce a current and accurate Common Operating Picture for EOC leadership and the County OA.

REPORTS TO Planning Section Chief
KEY PARTNERS Planning Section Chief, GIS/Technology Unit, Documentation Unit, Operations Section, County OA EOC Planning
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Planning Section Chief. □ Set up Situation Analysis workstation; confirm access to CalEOC, OASIS, and other data systems. □ Begin collecting initial situation data from Operations Section Branches. □ Prepare initial Situation Status board for EOC display. □ Initiate damage assessment coordination with field units. □ Contact County OA EOC to establish data-sharing protocols. ▶ OPERATIONAL PHASE
□ Collect situation updates from all EOC sections on a regular schedule. □ Analyze incoming field reports, damage assessments, and partner agency data. □ Update the EOC Situation Status display each operational period. □ Prepare written Situation Reports (SitReps) for Planning Section Chief review. □ Coordinate with GIS/Technology Unit on map products reflecting current situation. □ Identify critical information gaps; request field reports to address gaps. □ Provide situation projections to Planning Section Chief for Advanced Planning. □ Submit updated SitReps to County OA EOC as directed.
□ Maintain situation analysis records and documentation in CalEOC. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Prepare final situation summary and damage documentation. □ Ensure all situation data is archived in CalEOC and City EOC records. □ Complete unit position log and documentation.
□ Provide situation analysis lessons learned to Planning Section Chief for AAR.

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ECONOMIC RECOVERY UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

PLANNING SECTION
ESF 17
ROLE
Assesses economic impacts of the incident and supports early planning for business continuity, community stabilization, and long-term economic recovery in coordination with the City's Economic Development department.

REPORTS TO Planning Section Chief
KEY PARTNERS Planning Section Chief, Finance/Admin Section Chief, Situation Analysis Unit, Liaison Coordinator (County, EDA), City Economic Development
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Planning Section Chief. □ Assess initial economic impacts of the incident: business closures, damage to commercial areas. □ Confirm contact with City Economic Development Department. □ Identify business sectors most affected; prioritize outreach. □ Determine need for business damage assessment coordination with County OA. ▶ OPERATIONAL PHASE
□ Compile and update business and economic impact data each operational period. □ Coordinate with Finance/Admin on cost documentation for FEMA and CDAA reimbursement. □ Advise Planning Section Chief on economic recovery considerations in the IAP. □ Coordinate with County Economic Development for joint business assistance programs. □ Identify recovery resources available to businesses: SBA loans, CDBG-DR, state programs. □ Support preparation of economic recovery section of SitReps. □ Participate in Action Planning meetings to represent economic recovery needs. □ Maintain economic impact log and documentation.
▶ DEMOBILIZATION / RECOVERY PHASE
□ Compile economic impact assessment for After-Action Report and recovery planning. □ Ensure economic recovery documentation is available for FEMA and State assistance requests. □ Coordinate handoff of economic recovery activities to City Economic Development for long-term work. □ Complete unit position log and documentation.

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DOCUMENTATION UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

PLANNING SECTION
ESF 5, 14
ROLE
Maintains official EOC records, action logs, and documentation of decisions, actions, and resource deployments to support operational accountability, legal compliance, and FEMA cost recovery.

REPORTS TO Planning Section Chief
KEY PARTNERS Planning Section Chief, Legal Officer, Finance/Admin Section, Resource Tracking Unit, all EOC positions
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Planning Section Chief. □ Set up documentation workstation; confirm access to CalEOC and EOC document management system. □ Establish EOC Master Log; begin recording all significant actions and decisions. □ Implement check-in/check-out documentation for all EOC staff. □ Confirm all EOC positions are maintaining individual position logs. □ Set up filing system for incoming reports, forms, and correspondence. ▶ OPERATIONAL PHASE
□ Maintain the EOC Master Log; record all significant events, decisions, and resource requests. □ Collect and file position logs, message forms, and reports from all EOC sections each operational period. □ Ensure all resource requests and assignments are documented with time and authorization. □ Coordinate with Finance/Admin to ensure cost-recovery documentation meets FEMA standards. □ Maintain the official record of all emergency proclamations, orders, and authorities. □ Archive all incoming and outgoing communications.
□ Provide documentation summaries to Planning Section Chief for IAP development. □ Ensure all significant decisions include documentation of who authorized them and when. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Collect all position logs from EOC staff at deactivation. □ Complete and archive the EOC Master Log.
□ Organize and file all EOC documentation for legal and cost-recovery purposes. □ Complete unit position log.
□ Provide documentation observations to Planning Section Chief for AAR.

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RESOURCE TRACKING UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

PLANNING SECTION
ESF 5
ROLE Tracks personnel, equipment, and resource assignments across the incident to maintain an accurate, current picture of all resources deployed or available.

REPORTS TO Planning Section Chief
KEY PARTNERS Planning Section Chief, Logistics Section Chief, Operations Section Chief, Finance/Admin, Documentation Unit
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Planning Section Chief. □ Set up resource tracking workstation and displays.
□ Obtain initial resource deployment status from Operations Section. □ Confirm with Logistics Section which resources are being staged or requested. □ Establish resource tracking format consistent with NIMS resource typing. □ Begin master roster of all personnel checked in at EOC. ▶ OPERATIONAL PHASE
□ Maintain real-time tracking of all deployed and available resources. □ Update resource status board and EOC display each operational period. □ Coordinate with Logistics Section on incoming mutual aid resources. □ Provide resource status summaries to Planning Section Chief for IAP. □ Track personnel assignments by section and ensure coverage of all positions. □ Flag resource shortfalls to Planning Section Chief and Logistics Section Chief. □ Maintain master roster of all EOC and field personnel activated. □ Record all resource deployments, reassignments, and releases. □ Coordinate with Finance/Admin on documentation of resource costs. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Confirm all resources are accounted for and properly checked out. □ Prepare final resource summary for Planning Section Chief and Finance/Admin. □ Complete resource tracking records for cost recovery documentation. □ Complete unit position log and documentation.
□ Provide resource tracking lessons learned to Planning Section Chief for AAR.

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ADVANCED PLANNING UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

PLANNING SECTION
ESF 5
ROLE
Develops contingency plans and anticipates operational challenges beyond the current period, generally within a 36–72 hour window, to enable proactive decision-making by EOC leadership.

REPORTS TO Planning Section Chief
KEY PARTNERS Planning Section Chief, Situation Analysis Unit, EOC Manager, all Section Chiefs (for projections)
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Planning Section Chief. □ Review all available SitReps, field reports, and damage assessments. □ Obtain current operational projections from Section Chiefs. □ Identify key decision points anticipated within the next 36–72 hours. □ Begin development of initial advance plan identifying future resource, policy, or operational issues. ▶ OPERATIONAL PHASE
□ Update the advance plan each operational period based on current conditions. □ Review incident data and operational trends to identify emerging challenges. □ Meet with Section Chiefs to gather estimates for future operational needs. □ Draft advanced planning products: contingency plans, resource pre-positioning recommendations, recovery transitions.
□ Submit advance plan to Planning Section Chief for review before briefing general staff. □ Provide advance planning brief to EOC Manager and EOC Director as directed. □ Identify decision windows and recommend when policy or resource decisions must be made. □ Coordinate with Economic Recovery Unit on longer-term community impact projections. □ Maintain position log and documentation of all advanced planning work products. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Prepare demobilization planning recommendations for Planning Section Chief. □ Document outstanding future planning issues for recovery phase. □ Complete unit position log and work products file.
□ Provide advance planning lessons learned to Planning Section Chief for AAR.

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GIS / TECHNOLOGY UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

PLANNING SECTION
ESF 5, 15
ROLE Produces maps, spatial analysis products, and technical tools to support situational awareness, operational decision-making, and public information during EOC activations.

REPORTS TO Planning Section Chief
KEY PARTNERS Planning Section Chief, Situation Analysis Unit, PIO, IT/Communications Unit, Operations Section
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Planning Section Chief. □ Confirm GIS workstations, mapping software, and City GIS data layers are operational. □ Coordinate with IT/Communications Unit on network and data access needs. □ Produce initial base map of affected area for EOC situational display. □ Identify critical mapping needs from Operations and Situation Analysis Units. □ Confirm access to County and State GIS resources and shared data layers. ▶ OPERATIONAL PHASE
□ Produce maps, spatial analysis, and data visualizations as requested by Planning Section Chief. □ Maintain updated maps showing incident areas, resource locations, closures, and shelter sites. □ Support PIO with public-facing maps and graphics as authorized. □ Coordinate with Situation Analysis Unit to ensure map products reflect current data. □ Support damage assessment mapping with spatially referenced data. □ Maintain and update EOC situational display with current GIS products. □ Provide technical support for CalEOC, OASIS, and EOC digital platforms. □ Document all map products produced and distribute to appropriate EOC sections. □ Coordinate with County GIS for shared mapping products and COP data layers. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Archive all GIS products and data files produced during the activation. □ Complete unit position log and documentation.
□ Ensure all EOC technology systems are properly shut down or handed off. □ Provide GIS and technology lessons learned to Planning Section Chief for AAR.

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LOGISTICS SECTION CHIEF
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

LOGISTICS SECTION
ESF 7
ROLE Provides facilities, personnel, equipment, communications, and services needed to sustain City EOC and field emergency operations across all phases of the incident.

REPORTS TO EOC Manager
KEY PARTNERS EOC Manager, Operations Section Chief, Planning Section Chief, Finance/Admin Section Chief, all Logistics Unit staff
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive situation briefing from EOC Manager. □ Confirm all Logistics Units are staffed: Supply/Purchasing, Facilities, Transportation, IT/Communications, Personnel/Volunteers.
□ Assess initial logistics support needs from Operations Section. □ Confirm EOC facility is set up and all systems are functional. □ Establish logistics coordination with County OA Logistics for mutual aid resources. □ Prepare Logistics Section objectives for initial Action Planning meeting. ▶ OPERATIONAL PHASE
□ Direct Logistics Unit staff to fulfill resource and support requests. □ Receive, track, and fulfill resource requests from all sections. □ Coordinate mutual aid resource arrival: staging, credentialing, and deployment. □ Ensure EOC staffing continuity through shift planning with Personnel/Volunteers Unit. □ Coordinate transportation needs for personnel, equipment, and evacuee support. □ Monitor IT/Communications Unit for any system outages; ensure redundancy. □ Brief EOC Manager on logistics capacity, constraints, and outstanding issues. □ Coordinate with Finance/Admin on procurement documentation and spending authority. □ Maintain Logistics Section log; document all resource requests and fulfillment actions. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Coordinate demobilization of all incoming mutual aid resources. □ Ensure all borrowed or rented equipment is returned and accounted for. □ Oversee EOC facility closeout.
□ Complete Logistics Section documentation and position logs. □ Provide logistics lessons learned to EOC Manager and Planning Section for AAR.

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SUPPLY / PURCHASING UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

LOGISTICS SECTION
ESF 7
ROLE Procures, receives, inventories, and distributes goods and supplies required for emergency response and continuity of operations.

REPORTS TO Logistics Section Chief
KEY PARTNERS Logistics Section Chief, Finance/Admin Section Chief (Procurement Unit), Facilities Unit, Transportation Unit
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Logistics Section Chief. □ Assess current EOC supply inventory: consumables, forms, PPE, food/water. □ Determine initial supply and purchasing needs from Logistics Section Chief. □ Identify approved vendors and emergency procurement procedures with Finance/Admin. □ Establish receiving and storage location for incoming supplies. ▶ OPERATIONAL PHASE
□ Receive and fulfill supply requests from EOC sections. □ Track all supply orders, receipts, and distributions in unit log. □ Coordinate with Finance/Admin Procurement Unit on emergency purchasing authorization. □ Maintain current inventory of supplies on hand; forecast upcoming needs. □ Coordinate delivery and logistics with Transportation Unit. □ Arrange for service or maintenance of reusable equipment. □ Manage supply storage area; maintain organized and accessible inventory. □ Submit periodic supply status reports to Logistics Section Chief. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Inventory and account for all supplies; document expenditures. □ Arrange return or disposition of unused supplies.
□ Complete supply/purchasing records for Finance/Admin cost recovery. □ Complete unit position log and documentation.

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FACILITIES UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

LOGISTICS SECTION
ESF 3
ROLE Secures, sets up, maintains, and supports all EOC and emergency incident facilities to ensure safe and functional operations for City emergency staff.

REPORTS TO Logistics Section Chief
KEY PARTNERS Logistics Section Chief, Safety Officer, IT/Communications Unit, Supply/Purchasing Unit, Parks Unit
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Logistics Section Chief. □ Confirm EOC facility physical readiness: seating, workspace, signage, power, HVAC. □ Set up all workstations and common areas.
□ Confirm restrooms, break areas, and welfare provisions are available. □ Identify any facility safety issues; report to Safety Officer. □ Confirm facility security access and badging procedures. □ Identify backup and alternate facility locations if needed. ▶ OPERATIONAL PHASE
□ Maintain EOC facility in functional and safe condition throughout operations. □ Coordinate facility support needs: food, water, sanitation, sleeping areas (extended activations). □ Manage and secure access to EOC building.
□ Coordinate with Safety Officer on facility hazard assessments. □ Support setup of any additional or alternate operations facilities. □ Request maintenance services through Supply/Purchasing Unit. □ Track facility costs and expenditures for cost recovery documentation. □ Report facility issues to Logistics Section Chief.
▶ DEMOBILIZATION / RECOVERY PHASE
□ Oversee EOC facility cleanup and restoration to normal condition. □ Complete facility cost and expenditure documentation. □ Secure EOC facility at deactivation.
□ Complete unit position log and documentation.

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TRANSPORTATION UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

LOGISTICS SECTION
ESF 1
ROLE Coordinates movement of personnel, equipment, and resources, and supports evacuation transportation needs in coordination with field operations.

REPORTS TO Logistics Section Chief
KEY PARTNERS Logistics Section Chief, Care & Shelter Branch Director, Law Branch Director, Supply/Purchasing Unit, County Transit
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Logistics Section Chief. □ Assess available City transportation resources: vehicles, fleet, transit. □ Identify transportation needs from Operations Section (evacuees, equipment, personnel). □ Contact Santa Cruz METRO or other transit providers regarding emergency transit support. □ Establish vehicle check-out and authorization procedures. □ Confirm fuel availability for City fleet during extended operations. ▶ OPERATIONAL PHASE
□ Fulfill transportation requests from EOC sections; track assignments and returns. □ Coordinate evacuation transportation with Care & Shelter Branch and Law Branch. □ Track changes in transit operations; advise EOC on public transit status. □ Maintain vehicle inventory and availability status.
□ Arrange vehicle maintenance or servicing as needed.
□ Coordinate driver assignments with Personnel/Volunteers Unit. □ Log all transportation activities and submit periodic reports to Logistics Section Chief. □ Monitor fuel supply and arrange resupply as needed.
▶ DEMOBILIZATION / RECOVERY PHASE
□ Confirm all vehicles are returned, accounted for, and properly logged. □ Complete vehicle use and mileage documentation for cost recovery. □ Complete unit position log and documentation.
□ Provide transportation lessons learned to Logistics Section Chief for AAR.

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IT / COMMUNICATIONS UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

LOGISTICS SECTION
ESF 2
ROLE
Maintains communications systems, data networks, and technical support to ensure uninterrupted EOC operations and interoperable communications with field units and partner agencies.

REPORTS TO Logistics Section Chief
KEY PARTNERS Logistics Section Chief, GIS/Technology Unit, Liaison Coordinator, PIO, EOC Manager, NetCom (Santa Cruz Regional 9-1-1)
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Logistics Section Chief. □ Verify all EOC communications systems are operational: phone, radio, internet, video conferencing. □ Confirm backup communications systems are ready: satellite, ham radio, cellular. □ Test CalEOC, OASIS, and other emergency management platforms. □ Confirm network connectivity for all EOC workstations. □ Confirm radio channels and frequency plan are distributed to all EOC sections. □ Coordinate with NetCom on dispatch and radio interoperability. ▶ OPERATIONAL PHASE
□ Monitor all communications systems throughout operations. □ Troubleshoot and restore any system outages; activate backup systems as needed. □ Provide technical support to EOC staff for digital platforms and equipment. □ Maintain communications log for all significant system status changes. □ Coordinate with GIS/Technology Unit on data and network needs. □ Ensure CruzAware notification system is accessible to PIO. □ Maintain cyber security awareness; report anomalies to IT Department and EOC Manager. □ Support communications interoperability with County OA and mutual aid agencies. □ Test backup systems at regular intervals during extended operations. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Confirm all EOC communications systems are properly shut down or returned to standby. □ Archive communications logs for EOC records.
□ Complete unit position log and documentation.
□ Provide IT and communications lessons learned to Logistics Section Chief for AAR.

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PERSONNEL & VOLUNTEERS UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

LOGISTICS SECTION
ESF 7
ROLE Manages EOC and emergency staffing, schedules, shift rotations, and volunteer integration to ensure adequate personnel support throughout City emergency operations.

REPORTS TO Logistics Section Chief
KEY PARTNERS Logistics Section Chief, EOC Manager, Care & Shelter Branch Director, Facilities Unit, all Section Chiefs
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Logistics Section Chief. □ Confirm EOC check-in procedures are established and functioning. □ Assess current EOC staffing against required positions; identify gaps. □ Develop initial shift schedule with Logistics Section Chief and EOC Manager input. □ Identify volunteer resources available: CERT, RSVP, MRC, NGO partners. □ Establish volunteer check-in, credentialing, and assignment process. ▶ OPERATIONAL PHASE
□ Manage EOC staff scheduling and shift rotations; ensure continuity of all positions. □ Coordinate volunteer registration, assignment, and supervision. □ Track personnel hours for Finance/Admin cost recovery documentation. □ Brief incoming staff at shift change with current situation and priorities. □ Coordinate housing and welfare for out-of-area staff or extended activations. □ Maintain master roster of all activated City staff and volunteers. □ Identify personnel shortfalls; request additional staffing through Logistics Section Chief. □ Coordinate DSW (Disaster Service Worker) assignments as needed. □ Log all personnel and volunteer activities and assignments. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Coordinate demobilization of staff and volunteers; confirm check-outs are complete. □ Compile final personnel roster and hours summary for Finance/Admin. □ Ensure all volunteer waivers, records, and thank-you logistics are completed. □ Complete unit position log and documentation.
□ Provide personnel and volunteer lessons learned to Logistics Section Chief for AAR.

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FINANCE / ADMIN SECTION CHIEF
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

FINANCE / ADMIN SECTION
ESF 7, 14
ROLE
Manages financial oversight, cost tracking, procurement compliance, and reimbursement documentation to ensure City emergency expenditures are properly authorized, recorded, and eligible for FEMA/State reimbursement.

REPORTS TO EOC Manager
KEY PARTNERS EOC Manager, Logistics Section Chief, Legal Officer, all Finance/Admin Unit staff, City Finance Director
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive situation briefing from EOC Manager. □ Confirm all Finance/Admin Units are staffed: Claims, Timekeeping, Recovery/Cost Analysis, Procurement. □ Confirm emergency purchasing authority thresholds with Legal Officer and City Finance Director. □ Establish cost coding system for all emergency expenditures. □ Set up position and financial activity logs.
□ Confirm contact with City Finance Department for ongoing guidance. □ Prepare Finance/Admin objectives for initial Action Planning meeting. ▶ OPERATIONAL PHASE
□ Oversee and authorize emergency procurement requests within designated authority. □ Ensure all expenditures are documented with required supporting information for FEMA PA. □ Monitor cumulative costs; provide cost summaries to EOC Manager each operational period. □ Coordinate with Logistics Supply/Purchasing Unit on all purchasing actions. □ Ensure Timekeeping Unit is tracking all staff hours accurately. □ Review and approve claims documentation before submission. □ Advise Section Chiefs on financial documentation requirements. □ Coordinate with Legal Officer on procurement compliance and liability issues. □ Maintain Finance/Admin Section log; document all significant financial actions. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Ensure all financial documentation is complete at deactivation. □ Compile cost summary for EOC Director and City Manager. □ Initiate FEMA Public Assistance documentation process. □ Confirm all time records are complete and submitted.
□ Complete Finance/Admin Section documentation and position logs. □ Provide financial lessons learned to EOC Manager for AAR.

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CLAIMS UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

FINANCE / ADMIN SECTION
ESF 7
ROLE Processes damage and liability claims documentation arising from City emergency operations, ensuring accurate records are maintained for legal compliance and financial recovery.

REPORTS TO Finance / Admin Section Chief
KEY PARTNERS Finance/Admin Section Chief, Legal Officer, Documentation Unit, Recovery/Cost Analysis Unit ▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Finance/Admin Section Chief. □ Confirm claims intake and documentation procedures with Legal Officer. □ Set up claims intake workstation; confirm access to City claims management system. □ Identify types of claims anticipated based on the incident. □ Coordinate with Documentation Unit on evidence and records requirements. ▶ OPERATIONAL PHASE
□ Receive, log, and process all damage and liability claims. □ Ensure all claims are documented with date, time, claimant information, and damage description. □ Coordinate with Legal Officer on claims with significant liability exposure. □ Maintain secure claims files; protect personally identifiable information. □ Provide claims status summaries to Finance/Admin Section Chief each operational period. □ Coordinate with Recovery/Cost Analysis Unit on claims data relevant to FEMA documentation. □ Flag unusual or high-value claims for immediate Legal Officer and Finance Section Chief review. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Compile final claims log and open claims inventory.
□ Ensure all claims documentation is archived and secured. □ Coordinate transfer of open claims to normal City claims management process. □ Complete unit position log and documentation.

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TIMEKEEPING UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

FINANCE / ADMIN SECTION
ESF 7
ROLE Tracks and records daily time and overtime for all City staff and activated personnel to ensure accurate labor cost documentation for payroll compliance and FEMA reimbursement.

REPORTS TO Finance / Admin Section Chief
KEY PARTNERS Finance/Admin Section Chief, Personnel & Volunteers Unit, all EOC sections ▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Finance/Admin Section Chief. □ Confirm time recording forms and procedures are consistent with City HR policies. □ Coordinate with Personnel/Volunteers Unit to receive initial staff roster. □ Distribute time recording instructions and forms to all Section Chiefs. □ Establish system for daily time record collection.
▶ OPERATIONAL PHASE
□ Collect daily time records from all EOC staff and activated field personnel. □ Ensure all time records include: name, position, department, hours worked, and overtime designation. □ Maintain separate logs for overtime hours to support cost analysis. □ Verify time records are complete and legible before filing. □ Submit cost estimate data to Recovery/Cost Analysis Unit as needed. □ Coordinate with Personnel/Volunteers Unit on tracking volunteer hours. □ Maintain secure records for all time documentation.
□ Submit periodic time summaries to Finance/Admin Section Chief. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Ensure all time records are collected and complete at deactivation. □ Compile final time summary report for Finance/Admin Section Chief. □ Submit records to Finance/Admin for payroll and FEMA documentation. □ Complete unit position log and documentation.

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RECOVERY / COST ANALYSIS UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

FINANCE / ADMIN SECTION
ESF 17
ROLE Analyzes costs associated with emergency operations, supports preparation of FEMA Public Assistance and State reimbursement documentation, and informs recovery financial planning.

REPORTS TO Finance / Admin Section Chief
KEY PARTNERS Finance/Admin Section Chief, Claims Unit, Timekeeping Unit, Economic Recovery Unit, Documentation Unit
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Finance/Admin Section Chief. □ Confirm awareness of applicable FEMA Public Assistance (PA) categories and documentation requirements. □ Establish cost analysis tracking system for the incident. □ Coordinate with Timekeeping Unit and Supply/Purchasing Unit on initial cost data. □ Confirm contact with City Finance Director and any risk management representatives. ▶ OPERATIONAL PHASE
□ Compile labor, equipment, supply, and contract costs each operational period. □ Analyze costs by FEMA PA category (Categories A–G) for reimbursement eligibility. □ Prepare cost estimates for Planning Section/EOC Director as requested. □ Identify and flag costs that may not be FEMA-eligible; advise Finance Section Chief. □ Coordinate with Economic Recovery Unit on economic loss data for state/federal programs. □ Review documentation from all sections to ensure cost recovery records meet FEMA standards. □ Assist in preparing initial FEMA Project Worksheets documentation. □ Maintain a running total of incident costs; provide regular updates to Finance Section Chief. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Compile final cost summary report for FEMA PA and CDAA submissions. □ Ensure all cost documentation is complete, organized, and archived. □ Coordinate handoff of FEMA PA documentation process to City Finance Department. □ Complete unit position log and documentation.
□ Provide cost analysis lessons learned to Finance Section Chief for AAR.

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PROCUREMENT UNIT
CITY OF SANTA CRUZ EOC — DUTY CHECKLIST

FINANCE / ADMIN SECTION
ESF 17
ROLE Ensures all emergency purchasing activity complies with City financial regulations, state law, and FEMA procurement standards to support reimbursement eligibility.

REPORTS TO Finance / Admin Section Chief
KEY PARTNERS Finance/Admin Section Chief, Supply/Purchasing Unit (Logistics), Legal Officer, Logistics Section Chief
▶ ACTIVATION PHASE
□ Read this checklist before taking action.
□ Check in at EOC; receive briefing from Finance/Admin Section Chief. □ Confirm emergency procurement procedures and spending thresholds with Finance Section Chief and Legal Officer.
□ Identify applicable emergency purchasing authority under City Municipal Code. □ Confirm which vendors and contracts are pre-qualified for emergency use. □ Set up procurement authorization and tracking log.
▶ OPERATIONAL PHASE
□ Review and authorize emergency purchase requests consistent with approved thresholds. □ Ensure all procurement actions are documented with justification, quotes (as required), and authorization. □ Advise Logistics Supply/Purchasing Unit on procurement compliance requirements. □ Coordinate with Legal Officer on sole-source justifications or large emergency contracts. □ Ensure competition requirements are met or properly documented for exceptions. □ Track all procurement actions; provide summary to Finance Section Chief each operational period. □ Flag procurement activities that could jeopardize FEMA reimbursement eligibility. □ Coordinate vendor payment documentation with City Finance Department. ▶ DEMOBILIZATION / RECOVERY PHASE
□ Compile all procurement records and contract documentation. □ Ensure all emergency purchase files are complete for audit purposes. □ Coordinate closeout of emergency contracts or transition to standard procurement. □ Complete unit position log and documentation.
□ Provide procurement lessons learned to Finance Section Chief for AAR.

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NIMS RESOURCE INVENTORY & CAPABILITY ASSESSMENT
Aligning City Resources with the National Incident Management System Resource Typing Framework Prepared by
Santa Cruz Office of Emergency
Management
Base Plan Integration
EOP 2025–2030
Review Cycle
Annual — see Section 11
This appendix is a companion to Section 4.7 of the EOP (Resource Management, NIMS Capabilities and Resource Typing). It should be read alongside departmental Standard Operating Procedures, mutual aid agreements identified in EOP Section 5.1.5, and the LHMP 2025–2030. Detailed CIKR asset maps are in LHMP Appendix B. 1 Purpose, Scope, and Authority

1.1 Purpose
This appendix establishes the City of Santa Cruz's formal alignment of its emergency response resources with the National Incident Management System (NIMS) Resource Typing Framework. It serves three distinct functions within the City's Emergency Operations Plan (EOP):

1. Provides a standardized inventory of City-owned and City-directed resources described in terms legible to any requesting or receiving jurisdiction under mutual aid.

2. Identifies known capability gaps where the City will predictably need to request resources from outside its jurisdiction.

3. Provides EOC staff and Incident Commanders with a structured reference for making resource requests through SEMS and the National Mutual Aid System (EMAC).

1.2 Scope
This appendix covers all principal resource categories relevant to the City of Santa Cruz's all-hazards risk profile: fire and rescue, emergency medical services, law enforcement, public works and infrastructure, mass care and shelter, search and rescue, and communications and information technology. Resources owned or operated by outside agencies that are regularly accessed through pre-established agreements are identified and noted as such. This appendix does not supersede individual departmental standard operating procedures or the City's mutual aid agreements, but it should be read in conjunction with both.

1.3 Authority and Regulatory Context
The City of Santa Cruz is required, as a condition of eligibility for certain federal preparedness grant programs and in accordance with California Government Code §8607, to operate in compliance with both NIMS and SEMS. Homeland Security Presidential Directive-5 (HSPD-5, 2003) established NIMS as the national standard for domestic incident management. California's Standardized Emergency Management System (SEMS), established under Government Code §8607, provides the state-level framework that integrates with NIMS and governs how local jurisdictions coordinate with the Operational Area (OA), Region, and State.

In California, FIRESCOPE (Firefighting Resources of California Organized for Potential Emergencies) provides a parallel resource typing and ICS framework, particularly for fire and rescue resources. FIRESCOPE typing generally aligns with NIMS and NWCG (National Wildfire Coordinating Group) standards, though California-specific variations persist, particularly in water tender and engine typing. This appendix notes where FIRESCOPE typing governs resource ordering in California as distinct from national NIMS definitions.

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2 NIMS Resource Typing Framework: Definitions and Principles Essential concepts for EOC staff and Incident Commanders

2.1 What Is Resource Typing?
Resource typing is the process of defining and categorizing emergency resources — personnel, equipment, teams, and facilities — according to their specific capabilities. Typed resources are assigned a numerical designation (Type 1 through Type 4, or in some categories higher) that communicates their minimum performance capability to any requesting jurisdiction, regardless of geography or agency affiliation. Under NIMS, a Type 1 resource represents the highest capability level within a given category, while Type 4 (or higher) represents the most basic. Resource typing definitions are maintained and published by FEMA in the Resource Typing Library Tool (RTLT), accessible at rtlt.preptoolkit.fema.gov.

The practical significance of resource typing is that it enables precise, interoperable resource requests. When a City EOC orders a "Type 1 Law Enforcement Response Team," the receiving jurisdiction or mutual aid coordinator understands exactly what minimum capabilities that resource must possess before deployment. This eliminates ambiguity during high-stress, time-compressed incidents when detailed telephone negotiations about resource specifications are not feasible.

2.2 Resource Kinds and Categories
NIMS organizes resources into the following primary kinds:
• Personnel — Individual responders credentialed through the National Qualifications System (NQS) to fill specific ICS positions (e.g., Incident Commander Type 3, Operations Section Chief). • Equipment — Individual pieces of apparatus or tools typed by their technical specifications and performance thresholds (e.g., generator capacity, pump discharge rate).
• Teams — Multi-person resources assembled to perform a defined mission, typed by their collective capability (e.g., Urban Search and Rescue Team Type 2).
• Facilities — Physical locations that support incident operations, typed by their size, capacity, and functional capabilities (e.g., shelter capacity, EOC configuration).

2.3 The Type System: A Practical Guide
The following general principles govern how resource types are assigned and interpreted across all resource categories:

Type 1 Highest capability — most personnel, greatest equipment capacity, broadest functional capability.

Called on for the most complex, large-scale, or technically demanding incidents.

Types 2–4 Represent progressively more limited capabilities. A Type 3 engine, for example, is optimized for wildland-urban interface fire suppression; it has less pump capacity and a smaller crew than a Type 1 structural engine, but can operate in terrain where a Type 1 cannot.

MissionPackage
Based
Resources whose capability is defined by their specific composition of personnel, equipment, and function rather than a linear capability scale. Debris clearance teams and mobile command configurations often fall into this category.

Local Typing Resources not yet assigned a national NIMS type but inventoried and characterized using consistent local criteria. Locally typed resources can be shared through mutual aid but the requesting jurisdiction must provide more detailed specifications when ordering.

2.4 National Qualifications System (NQS) and Personnel Credentialing The NQS provides minimum qualification standards for personnel serving in ICS positions during incidents. The NQS is not mandatory for all jurisdictions but provides a consistent baseline for credentialing personnel who may deploy across jurisdictional lines. Cities participating in regional mutual aid systems are strongly encouraged to align their personnel credentialing with NQS standards.

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Santa Cruz should identify its current ICS-credentialed personnel inventory, including positions qualified through the NQS, as a companion document to this appendix. Key positions to credential include: Incident Commander (Type 3 and 4), Operations Section Chief, Logistics Section Chief, Public Information Officer, and EOC Director.

2.5 SEMS Integration: California's Framework
California's SEMS builds on NIMS ICS principles and adds a five-level coordination hierarchy: Field Level, Local Government Level, Operational Area Level, Regional Level, and State Level. For the City of Santa Cruz, the immediate higher level is the Santa Cruz County Operational Area (OA), coordinated by OR3. When the City's own resources are exhausted or inadequate, requests flow upward through SEMS to the OA, then to CalOES Region 2 (Bay Area/Coastal Region), then to the State Operations Center (SOC) or FEMA.

All resource requests originating from the City EOC during a declared emergency should be formatted using NIMS-compliant resource typing language to facilitate rapid fulfillment by the OA. The SEMS Coordinator in the EOC Logistics Section is responsible for translating operational needs into properly typed resource requests for submission to the OA EOC.

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3 Fire and Rescue Resources
SCZFD · ESF 4 · FIRESCOPE · California Fire Mutual Aid System The Santa Cruz City Fire Department (SCZFD) is the City's primary all-hazards fire and rescue agency. It provides structural and wildland fire suppression, technical rescue, first-response emergency medical services, and hazardous materials operations at the first-responder (defensive) level. The Department operates within the Santa Cruz County Fire Automatic Aid System and has access to the broader California Fire Mutual Aid System through FIRESCOPE and SEMS.

Engine Company
(Structural Fire)
Type 1–2 City fields multiple
Type 1 pumpers in
the urban core; rated
at 1,500 gpm; staffed
to NFPA 1710
minimums
Multi-alarm fires,
simultaneous
incidents, or
depletion of frontline apparatus
Automatic aid with County Fire,
CAL FIRE, and neighboring
cities through Monterey Bay
Area mutual aid system
Truck / Aerial
Ladder Company
Type 1 City maintains at least
one aerial ladder
platform; provides
elevated master
stream, ventilation,
and rescue access
High-rise incidents,
large-footprint
commercial fires,
or if primary aerial
is out of service
County and regional
departments provide
supplemental aerial resources;
key for older downtown building
stock
Wildland Fire
Engine (WUI)
Type 3
(NIMS/NWCG);
aligns with

FIRESCOPE
FOG typing
City fields apparatus
capable of WUI
response; limited
Type 3 inventory
given urban profile
Wildland–urban
interface ignitions
in western or
northern City limits;
large vegetation
fires
CAL FIRE and CAL OES prepositioned Type 3–6 engines
available through SEMS mutual
aid; FIRESCOPE FOG
designations govern CA ordering
Water Tender
(Tactical)
Type 1–3
(Tactical)
Limited city-owned
water tender
inventory; not a
primary City resource
WUI fires in areas
with inadequate
hydrant coverage
or rural district
interface
Ordered through Operational
Area coordination;
FIRESCOPE/NWCG typing may
differ — specify foam
proportioning capability when
ordering
Rescue / Heavy
Rescue Company
Type 1–2 Fire Dept fields
rescue apparatus with
extrication tools,
confined-space
equipment, and rope
rescue capability
Major vehicle
accidents with
entrapment,
industrial rescue,
or structural
collapse
HURST tools, air shores;
collapses may escalate to USAR
(see Section 8)
HazMat Team Type 1–3 City Fire provides
first-responder
HazMat operations
(defensive); no
offensive/full Type 1
City team
Incidents requiring
identification,
containment, or
decontamination
beyond defensive
operations
Santa Cruz County HazMat
Team (OA asset) provides Type
2 capability; Cal OES / CalOES
Region 2 Type 1 available via
SEMS
Maritime
Firefighting / Fire
Boat
Specialized
(not locally
present)
NOT a City capability;
no City-owned marine
firefighting vessel
Any marine vessel
fire in the Harbor,
Wharf, or coastal
waters
USCG Station Monterey and
mutual aid from Santa Cruz
Harbor Patrol are primary
response; regional request
through CalOES
Air Medical /
Helicopter
Type 1–3
(Rotor-Wing
Aircraft)
NOT a City asset; no
municipal helicopter
Mass casualty
events, large-area
wildfire support, or
patient transport
requiring rotorwing
Stanford Life Flight, CALSTAR,
and CHP Air Operations
available by request; notify OA
EOC early
[Add resource —
e.g., Strike Team /
Task Force]

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[Add resource —
e.g., Brush Patrol
Unit]
[Add resource —
e.g., Type 4/5
Engine (Initial
Attack)]

3.1 Capability Notes: Wildland-Urban Interface
Santa Cruz's topography creates significant WUI exposure along its northern and western city limits where residential development interfaces with chaparral, eucalyptus, and mixed woodland vegetation. SCZFD should confirm which apparatus in its current fleet meet NWCG/NIMS Type 3 engine specifications for WUI deployment and update this appendix accordingly. During Red Flag Conditions, the City should consider pre-positioning a request to the OA for CAL OES strike team resources before an ignition occurs.

3.2 Capability Notes: HazMat
SCZFD operates at the HazMat Operations level for defensive, non-entry responses. The Santa Cruz County HazMat Team, maintained as an Operational Area resource, provides Type 2 offensive capability and should be requested whenever incidents involve unknown substances, entry requirements, or risks of vapor cloud or secondary exposure. ⚠ Capability Gap: The absence of a City-managed Type 1 HazMat Team means that complex incidents involving chlorine, anhydrous ammonia, or large-volume petroleum product releases along the Highway 1 corridor or in the industrial Harbor area will require Operational Area or State resources. The EOC should pre-identify trigger points for immediate HazMat mutual aid requests in the relevant Hazard-Specific Annexes.

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4 Emergency Medical Services & Public Health Resources
SCZFD ALS First Response · AMR · County EMS Agency · ESF 8 Emergency medical services in Santa Cruz are provided through a tiered system. SCZFD provides ALS first response, arriving on scene with trained paramedics. American Medical Response (AMR) provides ALS and BLS ambulance transport under a contract with the Santa Cruz County EMS Agency, which is the Local Emergency Medical Services Agency (LEMSA) for the county. The City does not independently operate ambulance transport; however, AMR availability directly constrains the City's mass casualty response capacity.

ALS Ambulance
Unit
Type 1 AMR provides primary
ALS transport under
contract; Fire Dept
provides ALS first
response
Mass casualty
events exceeding
AMR on-duty
capacity (typically
3+ critical patients
simultaneously)
Track AMR surge plan; preidentify mutual aid ALS unit
request thresholds in MCI Annex
BLS Ambulance
Unit
Type 2 Available through AMR
and regional providers
Extended MCIs
where ALS units
are committed and
BLS transport is
needed for stable
patients
Neighboring county ambulance
providers accessible through EMS
mutual aid agreements
Medical Strike
Team (5 ALS Units)
Type 1–3 NOT a City-assembled
capability
Declared MCIs or
major events
requiring
coordinated EMS
deployment
Requested through Santa Cruz
County EMS Agency; assembled
at Operational Area level
Disaster Medical
Assistance Team
(DMAT)
Type 1
(Federal)
NOT a City asset;
federally deployed
Presidentially
declared disasters
requiring sustained
field medical
operations
Requested through State/FEMA;
NDMS asset; City role is site
support and logistics coordination
Public Health
Strike Team
Type 3 County Public Health
HSA leads; City
supports with facilities
and logistics
Disease outbreak,
environmental
health emergency,
or prolonged mass
care operation
Santa Cruz County HSA leads;
City Emergency Management
coordinates City facility access
Mass Prophylaxis /
POD Operation
MissionPackage
Based
City facilities (e.g.,
Civic Auditorium,
parks) serve as Points
of Dispensing; City
staff support
operations
Public health
emergency
requiring
community-wide
vaccination or
medication
distribution
County Public Health activates
PODs; City provides facility,
security, traffic control, and
volunteer coordination
[Add resource — e.g.,
MHOAC Contact /
Protocol]
[Add resource — e.g.,
Crisis Counseling /
Behavioral Health
Team]
[Add resource — e.g.,
Medical Reserve
Corps (MRC)
Capacity]

4.1 Mass Casualty Incident (MCI) Planning
Santa Cruz's high-density beach events, UCSC campus, and vulnerability to earthquake-triggered mass casualty events create meaningful MCI risk. The MCI Annex should specify: the number of on-duty ALS units required to trigger an MCI declaration; pre9.193 CITY OF SANTA CRUZ 2025-2030 Emergency Operations Plan APPENDIX 5 NIMS Resource Inventory and Capabilities Page 7 of 19
authorized contacts for ordering mutual aid ambulances from Monterey, Santa Clara, and San Mateo counties; and the location and setup procedures for one or more Casualty Collection Points (CCPs) and forward medical treatment areas. ⚠ Capability Gap: The City has no independent mechanism to assemble a Medical Strike Team (five ALS units plus leader). Strike team assembly is an Operational Area and Regional function. The EOC must request this through the OA Medical Health Operational Area Coordinator (MHOAC), not directly from AMR, to ensure the resource is properly tracked within SEMS.

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5 Law Enforcement & Security Resources
SCPD · ESF 13 · California LEOPS
The Santa Cruz Police Department (SCPD) provides law enforcement services within the City, including to the Santa Cruz Port District under a separate jurisdiction agreement. SCPD maintains patrol, investigative, and tactical capabilities including a Mobile Field Force, a dedicated tactical team, and an operational drone/UAS program. SCPD operates within the Santa Cruz County law enforcement mutual aid system and is a signatory to regional law enforcement mutual aid agreements.

Law Enforcement
Patrol Module
Type 3–4 SCPD fields multiple
patrol units; normalduty staffing adequate
for routine and
moderate incidents
Civil unrest, large
planned events, or
simultaneous major
incidents
exceeding on-duty
patrol
Mutual aid available from Santa
Cruz County Sheriff, neighboring
PDs through LEOPS (Law
Enforcement Operational System)
Law Enforcement
Response Team
(LERT / Mobile
Field Force)
Type 1–2 SCPD maintains a
Mobile Field Force for
civil disorder and largescale crowd
management
Prolonged civil
unrest, postdisaster civil
disorder, or
regional event
requiring mutual
aid deployment
Operationally compatible with
County Sheriff's MFF; regional
mutual aid system (Monterey Bay
Area) provides additional modules
Tactical Team
(SWAT)
Type 1–2 SCPD maintains a
dedicated tactical team
with armored off-road
capable rescue vehicle
Active shooter,
hostage situation,
or high-risk warrant
requiring tactical
entry capability
Coordinate with County Sheriff for
regional SWAT mutual aid on
extended incidents
Marine Patrol Unit Type 1–2 SCPD provides law
enforcement services
to the Santa Cruz Port
District; Harbor Patrol
vessel capability
Harbor/Port
security incidents,
vessel pursuit, or
marine SAR law
enforcement
support
Coordinate with USCG Station
Monterey and Port District Harbor
Patrol for overlapping jurisdiction
UAS / Drone Team
(Public Safety)
State-typed
(CalOES
UAS
Program)
SCPD operates FAAcompliant drone
program; operators
cleared for day
operations; night ops
and coastal SAR
clearance should be
confirmed
Night operations,
extended perimeter
surveillance, or
coastal SAR
requiring aerial
imagery
Align with CalOES UAS typing
criteria; cross-training with Fire
Dept UAS for expanded capability;
ensure BVLOS waivers current
Corrections /
Detention Surge
Local
Typing
City jail capacity is
limited; not designed
for mass arrest or
disaster-related
detention surge
Large-scale civil
unrest or disaster
resulting in mass
arrest
Pre-arrange transfer agreements
with County jail; document
booking/processing capacity limits
in EOC procedures
[Add resource — e.g.,
Bicycle Patrol Unit]
[Add resource — e.g.,
SCPD Harbor Patrol
Vessel specs]
[Add resource — e.g.,
Crisis Negotiation
Team]

5.1 Law Enforcement Mutual Aid (LEOPS)
Law enforcement mutual aid in California operates through the Law Enforcement Mutual Aid Plan maintained by CalOES. Santa Cruz falls within Region 2. During a declared State of Emergency, the Governor's Office may direct law enforcement resources from across the state to affected jurisdictions. SCPD Incident Commanders should understand the LEOPS request process and

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ensure the EOC Logistics Section can initiate formal LEOPS requests when local and OA law enforcement resources are exhausted.

5.2 Harbor and Port Jurisdiction
The Port District of Santa Cruz is a separate public entity with its own Harbor Patrol. The City EOP and SCPD protocols should specifically address: who has incident command authority in the Harbor during a marine emergency; how Harbor Patrol resources are integrated into City ICS structures; and how USCG Station Monterey's federal jurisdiction interacts with City and Port District authority.

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6 Public Works & Infrastructure Support Resources
Public Works Dept · Water Dept · ESF 3 · ESF 12 · FEMA 508-7 The City's Public Works Department and Water Department provide critical infrastructure support during emergency response and recovery operations. Public works resources are typed in FEMA Publication 508-7 (Typed Resource Definitions for Public Works Resources). Mission-package based definitions are common in this category because the appropriate combination of personnel and equipment is often incident-specific.

Debris
Management /
Clearance Team
MissionPackage
Based
(FEMA
508-7)
Public Works fields
saw crews, loaders,
and dump trucks for
debris clearance;
mutual aid available
through SEMS public
works channel
Earthquake,
landslide, or major
storm generating
debris volumes
beyond normal
DPW capacity;
roadway closures
impeding
emergency access
Pre-identify Priority Road Network
(emergency routes); debris
management plan should define
haul sites and disposal contracts
Road Damage
Assessment Team
MissionPackage
Based
City engineers and PW
inspectors conduct
preliminary damage
assessment; limited
capacity for citywide
simultaneous
assessment
Post-earthquake or
major flood
requiring rapid
documentation for
FEMA Public
Assistance
eligibility
Coordinate with County OES PDA
team; use ATC-20 or FHWA
damage assessment protocols;
document with geo-tagged photos
Potable Water
System
Emergency Repair
Local
Typing
Water Department
maintains on-call
crews and emergency
repair inventory for
distribution system
breaks
Seismic event
causing multiple
simultaneous main
breaks, or loss of
major transmission
infrastructure
City Water and Public Works
mutual response; CalWARN
(California Water/Wastewater
Agency Response Network)
provides utility mutual aid
Wastewater /
Sewer Emergency
Response
Local
Typing
City fields sewer
maintenance crews;
major lift station
failures or treatment
plant disruptions may
exceed local capacity
Post-earthquake
pump station
failure, major spill
requiring
environmental
response
coordination
CalWARN mutual aid; coordinate
with CCRWQCP (regional
wastewater authority) for
treatment capacity support
Traffic Control
Team
Local
Typing
City PW and SCPD
jointly manage traffic
control; City maintains
portable signal
equipment and trained
personnel
Widespread signal
failure (power
outage), major
road closure, or
large-scale
evacuation
requiring managed
traffic flow
Pre-assign traffic control points in
EOC Traffic Annex; coordinate
with Caltrans on Highway 1 and
17 closures
Emergency
Generator /
Temporary Power
Support
Type 2
(Generator)
City maintains portable
generator inventory
sufficient for EOC, key
shelter sites, and
critical traffic signals
Extended utility
power outage
affecting EOC,
shelter operations,
or public safety
facilities
Inventory generators regularly;
pre-identify which shelters and
facilities are generator-ready;
coordinate with PG&E for priority
restoration
Mobile Fuel / ReSupplyMissionPackage
Based
City maintains
emergency fuel
reserve for fleet;
limited extendedoperation capacity
Extended incident
beyond 72 hours
requiring
continuous vehicle
and generator
fueling
Pre-identify emergency fuel
vendors; coordinate with County
for regional fuel supply if
commercial infrastructure
disrupted
[Add resource — e.g.,
Bridge Inspection /
Load Rating Team]

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[Add resource — e.g.,
Emergency Pump /
Dewatering Asset]
[Add resource — e.g.,
Stormwater / Flood
Control Equipment]
[Add resource — e.g.,
Water Tanker Truck
(Distribution)]

6.1 Priority Road Network and Debris Clearance Planning Santa Cruz's topography, with Highways 1 and 17 as primary access corridors and numerous secondary roads vulnerable to landslide, sinkholes, and debris flows, means that debris clearance is a life-safety function, not merely a recovery activity. The City should maintain a formally adopted Priority Road Network (PRN) identifying which roads must be cleared first following a major event to enable emergency vehicle access to hospitals, EOC, shelters, and critical infrastructure.

6.2 Utility Mutual Aid: CalWARN
The California Water/Wastewater Agency Response Network (CalWARN) is the state's peer-to-peer mutual aid network for water and wastewater utilities. This is distinct from the general SEMS mutual aid system and is activated through CalWARN's own coordination protocols. City utility department directors should be familiar with CalWARN membership, request procedures, and contact points.
⚠ Capability Gap: Extended power outages beyond 72 hours may exhaust the City's portable generator inventory before utility restoration. The EOC should pre-identify vendor contracts for emergency generator rental and fueling services, and establish priority lists for which facilities receive backup power first if inventory is constrained.

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7 Mass Care & Shelter Resources
Parks & Rec Lead · American Red Cross · ESF 6 · ESF 11
Mass care — encompassing emergency shelter, feeding, family reunification, and access and functional needs support — is one of the most resource-intensive response functions for a city government. The American Red Cross (ARC) provides shelter management support under a standing agreement with California, but ARC resources may not be immediately available at the outset of a major disaster. City staff must be trained and equipped to open and operate shelters independently for the first 12–24 hours of any activation.

General Population
Shelter
(Management)
Type 2–3 City staffs and
operates designated
Red Cross-approved
shelter sites; City staff
trained in ARC/FEMA
shelter operations
Evacuations
exceeding initial
shelter capacity;
County Type 1
shelter activation
needed for
prolonged or largescale events
Santa Cruz County OES
coordinates with ARC for
countywide shelter management;
City activates facilities and
coordinates staffing
Access &
Functional Needs
(AFN) Shelter
Type 2 City must provide
ADA-compliant shelter
accommodations;
specialized AFN
shelter management
requires coordination
Any shelter
activation; AFN
populations require
dedicated support
at all incidents
Santa Cruz Independent Living
Project and County HSA provide
specialized support; City should
pre-identify AFN-accessible
facilities
Feeding Support
Unit
Type 3 City does not
independently operate
a feeding unit; relies on
VOAD partners
Any shelter
activation beyond
24 hours requiring
hot/cold meal
service
Second Harvest Food Bank, ARC,
Salvation Army, and local VOAD
provide feeding support; activate
through County ESF-11
Disaster Animal
Sheltering Team
State
Typing
(CalOES)
County Animal
Services leads; City
provides facility
support and
coordination only
Mass evacuation
affecting pet
owners; livestock
displacement in
urban fringe areas
Santa Cruz County Animal
Services activates Large Animal
Rescue program; City should
identify pre-designated small
animal sheltering areas
Household
Hazardous Waste /
Debris Collection
MissionPackage
Based
City has limited HHW
collection capability;
post-disaster HHW
volumes typically
exceed City capacity
Post-earthquake or
major storm with
widespread
structural damage
generating HHW in
debris stream
CalRecycle and DTSC coordinate
post-disaster HHW operations;
County Environmental Health is
lead agency for regulatory
coordination
[Add resource — e.g.,
Shelter Supply Cache
contents/location]
[Add resource — e.g.,
Unaccompanied
Minor Reunification
Unit]
[Add resource — e.g.,
Emergency
Warming/Cooling
Center capacity]
[Add resource — e.g.,
Donations
Management Team]

7.1 Shelter Site Identification and Readiness
The City should maintain an updated list of pre-identified shelter sites with known capacity, ADA accessibility status, generator hookup capability, and pet accommodation status. At minimum: a primary general population shelter, a primary AFN shelter, and at least one overflow site. Given Santa Cruz's coastal hazard profile, all shelter sites should be confirmed as outside tsunami inundation areas and capable of operating without utility grid power for at least 72 hours.

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7.2 Access and Functional Needs Integration
Federal law, including the ADA and the Rehabilitation Act, requires that emergency shelters be accessible to people with disabilities and other access and functional needs. Key partners include the Santa Cruz Independent Living Project (SCILP), County HSA, and local disability advocacy organizations. The EOC Mass Care Branch Director should have established relationships with these partners before an incident occurs.

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8 Search & Rescue Resources
SCZFD · City Lifeguard Division · County Sheriff SAR · ESF 4/9 Search and rescue in Santa Cruz encompasses several distinct mission types requiring different resource configurations: urban search and rescue (USAR) following structural collapse; marine and surf rescue conducted by the City's Lifeguard Division; ground search and rescue for missing persons in coastal and wildland terrain; and swiftwater rescue during flooding events in the San Lorenzo River basin and low-lying coastal areas.

Urban Search &
Rescue — Light
Type 3 Santa Cruz Fire Dept
leads light USAR
operations; trained for
structural collapse
rescue at the light-tomedium complexity
threshold
Structural collapse
incidents
(earthquake, gas
explosion) beyond
routine rescue
capability
California Task Force 3
(Sacramento) and Task Force 7
(Oakland) are regionally
accessible Type 1/2 CA-TF USAR
teams via OES
Urban Search &
Rescue —
Medium/Heavy
Type 1–2 NOT a City capability Major seismic
event with multiple
collapse sites;
trench rescue
requiring heavy
lifting capacity
Request through CalOES SEMS;
CA-TF teams maintain Federal
Type 1 certification; pre-identify
likely collapse zones in Santa
Cruz given soil liquefaction risk
Marine / Surf
Search and
Rescue
Type 1–4 City Lifeguard Division
(Marine Safety)
provides open-water
and surf SAR; highly
specialized coastal
capability
Multiple
simultaneous water
rescues, offshore
incident, or major
vessel in distress
Coordinate with USCG Station
Monterey for offshore incidents;
Harbor Patrol for harbor-based
response; County Sheriff for
missing persons
Ground Search &
Rescue (Missing
Person)
County
Sheriff
Lead
NOT a City-led
capability; City
supports with
personnel and logistics
only
Missing person in
wildland, beach
cliff, or complex
terrain; postdisaster survivor
search operations
Santa Cruz County Sheriff's SAR
Team is lead agency; SCPD
coordinates scene management
and perimeter control
Swiftwater Rescue Type 1–3 Partial capability within
Fire Dept; full
swiftwater rescue team
capability may be
limited
Flooding events in
San Lorenzo River
corridor or lowlying areas;
vehicle-in-water
incidents during
major storms
County Fire and regional fire
departments provide swiftwatertrained teams; request early during flood watches on the San
Lorenzo River
[Add resource — e.g.,
Cliff / High Angle
Rescue specs]
[Add resource — e.g.,
Canine Search Team
access]
[Add resource — e.g.,
Lifeguard PWC / IRB
asset count]

8.1 Earthquake and Structural Collapse Risk
Santa Cruz's soil conditions — particularly areas of artificial fill, alluvial deposits, and liquefiable soils in the Beach Flats, Lower Pacific Avenue, and areas near the San Lorenzo River — create significant structural collapse risk in a major seismic event. The 1989 Loma Prieta earthquake remains the defining reference event. During any major seismic event, EOC Logistics should initiate a preemptive USAR resource request to the Operational Area within the first two hours of activation, without waiting for confirmed collapse reports.

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⚠ Capability Gap: The City lacks medium or heavy USAR capability. Light USAR (Type 3) is the City's maximum organic capability. For any multi-building collapse event, this gap will be critical and the OA must be notified immediately. California Task Force teams (CA-TF 3 — Sacramento; CA-TF 7 — Oakland) require hours of mobilization time; early requests are essential.

8.2 Marine Safety and Coastal Rescue
The City Lifeguard Division (Marine Safety) is one of Santa Cruz's most distinctive and specialized response assets. Lifeguard personnel are trained in open-water swimming rescue, personal watercraft (PWC) operations, inflatable rescue boat (IRB) deployment, cliff rescue, and basic emergency medical response. This capability is highly perishable if staffing is reduced during off-season periods, and the City should assess year-round staffing levels against the risk of off-season marine emergencies.

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CITY OF SANTA CRUZ 2025-2030 Emergency Operations Plan APPENDIX 5 NIMS Resource Inventory and Capabilities Page 16 of 19
9 Communications, Technology & Warning Resources
City IT · NetCom · ESF 2 · ESF 15 · ESF 18
The City of Santa Cruz's communications infrastructure includes the countywide 800 MHz P25 public safety radio system, the IPAWS-connected public alerting platform (Genasys/CruzAware), and standard information technology systems supporting EOC operations. Communications resources are typed by NIMS, though the NQS plays a larger role in this category — the capability of a communications resource often depends as much on the qualifications of its operators as on the hardware itself.

Mobile
Communications
Unit (MCU)
Type 3 Primary MCU is a
County OES asset;
City has limited
standalone mobile
communications
capability
EOC activation
requiring
supplemental
communications
infrastructure;
infrastructure
damage disrupting
normal dispatch
channels
Coordinate with Santa Cruz
County OES for MCU deployment;
RACES (Radio Amateur Civil
Emergency Service) provides
auxiliary HF/VHF capacity
Communications
Technician / IT
Support
NQS
PositionBased
City IT Department
provides EOC
technical support;
credentialed
communications
technicians may be
limited in surge
capacity
Prolonged
activation requiring
24/7 IT and
communications
support beyond
normal IT staffing
Pre-credential City IT staff to NQS
Communications Unit Leader
(COML) standards; identify vendor
contracts for emergency IT
support
Public Alert &
Warning System
(Operator)
Local
Typing
City maintains IPAWS
authorization for
WEA/EAS; CruzAware
(Genasys) for
geographic notification
Any incident
requiring public
protective action
(evacuation,
shelter-in-place,
boil-water advisory)
Maintain current IPAWS
certification for authorized
personnel; coordinate WEA
messages with County OES to
avoid conflicting geographic alerts
Emergency
Broadcast / PIO
Capacity

NQS / ICS
Position:

PIO
City PIO provides
media and public
information; singleperson function may
be insufficient in large
activations
Multi-day incidents
requiring 24/7
media monitoring,
social media
management, and
coordinated
messaging
JIS/JIC coordination with County
OES; request SEMS mutual aid
for additional PIO staffing during
declared emergencies
Interoperable
Radio (P25 /
Countywide
System)
Local
Typing
City operates on the
Santa Cruz County
800 MHz P25 system;
interoperability with
County Sheriff, OES,
and fire mutual aid
agencies
Incidents involving
multiple agencies
where radio
interoperability is
critical; system
overload or failure
Maintain COMUPLAN
(Communications Unit Plan)
updated in EOC kit; identify
backup frequencies and simplex
channels
Starlink / Satellite
Internet
Local
Typing
City maintains Starlink
capability for EOC
continuity; enables
alternate-site activation
when terrestrial
networks fail
Terrestrial fiber,
cable, or cellular
network failure;
alternate EOC site
activation
Maintain equipment readiness;
test quarterly; ensure power
supply available at alternate sites
RACES / Amateur
Radio
Auxiliary City registers RACES
operators for EOC
activation support;
supplemental HF/VHF
communications
P25 system
degradation;
neighborhood-level
damage reporting
when primary
digital systems fail
Pre-register RACES operators;
include minimum RACES staffing
in EOC activation plans
[Add resource — e.g.,
Satellite Phone
inventory / EOC-toState]

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[Add resource — e.g.,
Marine VHF Radio
capability at EOC]
[Add resource — e.g.,
Cellular Repeater /
FirstNet access]

9.1 IPAWS and Public Alerting Authority
IPAWS access requires FEMA authorization, which must be renewed periodically. The City should confirm that its IPAWS authorization is current, that at least three City staff members are trained and authorized IPAWS operators, and that procedures for drafting and sending WEA messages are documented and tested in regular exercises. Coordination with Santa Cruz County OES is essential to prevent overlapping or conflicting alerts when both the City and County issue protective action messages for adjacent geographic areas.

9.2 Backup Communications and RACES
The City should maintain documented backup communications plans for scenarios in which the primary P25 radio system is degraded or inoperable. Backup options include simplex radio communications on pre-designated frequencies, the Santa Cruz County RACES network, and satellite telephone capability for EOC-to-State communication. RACES operators should be preregistered with the City Emergency Management office. ⚠ Capability Gap: The City's reliance on the County OES Mobile Communications Unit (MCU) for supplemental EOC communications infrastructure creates a dependency that may not be resolved quickly during a large-scale county-wide incident where the MCU may be needed elsewhere. The City should assess the costbenefit of either acquiring a City-level mobile communications capability or establishing a contractual priority arrangement with County OES.

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10 Mutual Aid Triggers: Consolidated Capability Gap Summary Pre-identified gaps and the correct SEMS channel for each The table below consolidates the capability gaps identified throughout this appendix into a single reference that EOC staff can consult during incident assessment. Each gap is paired with the appropriate mutual aid channel for requesting the needed resource, and with recommended pre-incident actions to reduce response time when the gap is triggered.

CAPABILITY GAP NIMS TYPE
NEEDED

MUTUAL AID CHANNEL PRE-INCIDENT ACTION
HazMat Offensive
Operations
Type 1–2
HazMat Team
Santa Cruz County OA
HazMat Coordinator →
CalOES Region 2 Fire &
Rescue
Confirm OA HazMat Team contact and
response time; include in HazMat Annex
trigger criteria
Maritime Firefighting
Vessel
Specialized (Fire
Boat)
USCG Station Monterey;
CalOES Region 2 Fire &
Rescue for state-listed
assets
Document Coast Guard coordination
protocols in Marine Emergency Annex;
confirm Harbor authority jurisdictional
lines
Air Medical / Rotor-Wing
Support
Type 1–3
Aircraft
County EMS Agency
(MHOAC) → CALSTAR /
Stanford Life Flight / CHP
Aviation
Pre-identify landing zones near key
incident sites; include in MCI Annex
Medical Strike Team (MCI
Surge)
Type 1–2
Medical Strike
Team
Santa Cruz County
MHOAC → Monterey Bay
Healthcare Preparedness
Coalition
Identify MCI trigger thresholds; precoordinate with AMR on surge capacity protocol
Medium / Heavy USAR Type 1–2 USAR
Team
CalOES Region 2 → CATF 3 (Sacramento) or CATF 7 (Oakland)Pre-request upon any major seismic event; do not wait for confirmed collapse;
EOC to initiate within first 2 hours
Law Enforcement
Detention Surge
Local / County
Typing
Santa Cruz County Sheriff
(jail capacity) → State
Dept. of Corrections
Execute pre-arrest booking agreements
with County; document MFF arrest
processing protocols
Extended Fuel / Re-Supply
(72+ hrs)
MissionPackage BasedCounty OES Logistics →
State OES Logistics
Section (SEMS)
Establish emergency fuel vendor
contracts; document fuel priority list for
extended operations
Household HHW PostDisaster CollectionMissionPackage BasedCalRecycle → DTSC for regulatory support
Pre-identify HHW staging sites; include in
Recovery Annex; engage County
Environmental Health pre-incident
Mobile Communications
Unit
Type 3 MCU Santa Cruz County OES
→ CalOES
Communications →
FEMA
Assess City need for organic mobile
comms capability; document RACES
activation protocol as interim backup
Swiftwater Rescue (Major
Flood)
Type 1–2
Swiftwater Team
County Fire and OA
mutual aid system
Pre-identify swiftwater staging areas on
the San Lorenzo River; monitor NOAA
flow gauge triggers
11 Maintenance, Review & Update Procedures

11.1 Annual Review Cycle
This appendix shall be reviewed and updated on an annual basis, or following any incident in which the City's resource inventory was significantly engaged or in which a resource gap was identified through operational experience. The review shall be led by the City's Emergency Manager in coordination with department directors from Fire, Police, Public Works, and the City Manager's

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Office. Each department director is responsible for providing a current inventory of NIMS-typed resources under their operational control.

11.2 Post-Incident Updates
Following any activation of the City EOC or any incident requiring mutual aid resource requests, the Operations Section Chief or designee shall document: the types of resources requested; time elapsed between request and arrival; any discrepancies between the typed resource ordered and the resource received; and any gaps identified during the incident not currently captured in this appendix. Significant findings shall trigger an interim appendix update within 60 days of the incident.

11.3 Coordination with Santa Cruz County OA
The City shall coordinate its resource inventory with the Santa Cruz County Operational Area EOP on an annual basis to ensure City resources are accurately reflected in the OA's total resource inventory and that City mutual aid request protocols align with current OA procedures. The City Emergency Manager shall participate in OA planning meetings and exercises to maintain this alignment.

11.4 FEMA Resource Inventory System (RIS)
FEMA provides the Resource Inventory System (RIS), a cloud-hosted, no-cost inventory platform for local, state, tribal, territorial, and federal agencies. The City should evaluate the RIS as a potential tool for maintaining its NIMS-typed resource inventory in a format directly readable by state and federal resource management systems, which would facilitate faster resource requests and more accurate mutual aid matching during declared disasters.

REF Appendix References
• Federal Emergency Management Agency (FEMA). National Incident Management System (NIMS), Third Edition. Washington, D.C.: U.S. Department of Homeland Security, 2017.
• FEMA. NIMS Guideline for Resource Management Preparedness. National Integration Center, 2021. • FEMA. Typed Resource Definitions: Fire and Hazardous Materials Resources (FEMA 508-6). Updated edition. • FEMA. Typed Resource Definitions: Public Works Resources (FEMA 508-7). 2005. • FEMA Resource Typing Library Tool (RTLT). Available at: rtlt.preptoolkit.fema.gov. • FIRESCOPE. Field Operations Guide (FOG), ICS 420-1. Current edition. California Governor's Office of Emergency Services. • National Wildfire Coordinating Group (NWCG). Standards for Wildland Fire Resource Typing, PMS 200. Current edition. • California Governor's Office of Emergency Services (CalOES). Standardized Emergency Management System (SEMS) Guidelines.
• California Master Mutual Aid Agreement and associated discipline-specific mutual aid plans (Fire, Law Enforcement, Medical/Health, Public Works, Water/Wastewater).
• Santa Cruz County Operational Area Emergency Operations Plan. Santa Cruz County Office of Response, Recovery and Resilience, 2023/2024.
• California Water/Wastewater Agency Response Network (CalWARN). Utility Mutual Aid Protocols. • FEMA Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans. Version

3.0, 2021.
• City of Santa Cruz Emergency Operations Plan 2025–2030. Office of Emergency Services. • City of Santa Cruz Local Hazard Mitigation Plan 2025–2030.

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APPENDIX
ICS FORMS LIBRARY— PART A
Standard Incident Command System Templates
These forms are the standard ICS documents used during City EOC activations and field incident management. Each form is a fillable template aligned with FEMA/NIMS standards and adapted to the City of Santa Cruz EOC structure.

Completed forms are submitted to the Documentation Unit (Planning Section) and retained as official EOC records.

Phase Forms Typically Used
Activation (first 30 min) ICS-201 (Incident Briefing) · ICS-211 (Check-In) Action Planning
Meeting
ICS-202 (Objectives) · ICS-203 (Organization) · ICS-204 (Assignments) Throughout Operations ICS-213 (Messages / Resource Orders) · ICS-214 (Activity Log — every position) Each Operational
Period
ICS-209 (Status Report → OA EOC) · ICS-202 (updated objectives) Shift Change ICS-214 (turn in completed log) · ICS-203 (update personnel) · ICS-211 (check-in/out)

FORMS IN THIS APPENDIX
Form Name Purpose
ICS-201 Incident Briefing First form completed at any activation. Covers situation summary, map sketch, initial organization, and resources.

ICS-202 Incident Objectives Lists specific SMART objectives for each operational period. Top sheet of the Incident Action Plan (IAP).

ICS-203 Organization Assignment List Documents all personnel assigned to EOC and field positions.

Updated each shift.

ICS-204 Assignment List Branch / Division / Group-level work assignments, resources, and special instructions. One per Branch.

ICS-209 Incident Status Summary Situation report submitted to County OA EOC each operational period via CalEOC/OASIS.

ICS-211 Incident Check-In List Personnel accountability log. All EOC staff and mutual aid must sign in upon arrival and sign out on departure.

ICS-213 General Message Written message / resource order transmittal. Creates official paper trail for all inter-section communications.

ICS-214 Activity Log (Unit Log) Per-position log of all significant actions, decisions, and communications. Submitted to Documentation Unit each period.

All forms follow current FEMA ICS Form standards. Official versions: training.fema.gov · FEMA ICS Resource Center. These templates are adapted for City of Santa Cruz EOC structure and do not replace field expertise — they provide the documentation framework within which expertise is recorded.

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CITY OF SANTA CRUZ · EOP 2025–2030 · APPENDIX: ICS FORMS LIBRARY ICS Forms Library · City of Santa Cruz Office of Emergency Services · For Official Use ICS-201

ICS FORM

INCIDENT BRIEFING
First form completed at activation. Provides initial situation summary, objectives, organization, and resource picture.

CITY OF
SANTA
CRUZ
EOP 2025–
ℹ Instructions: Complete as soon as possible after incident onset or EOC activation. Distribute to all EOC Section Chiefs. Serves as the basis for the first operational period briefing and is retained as an official record.

SECTION 1 — INCIDENT INFORMATION

1. Incident Name: 2. Incident Number:

3. Date / Time Initiated: 4. Incident Type /
Hazard:

5. Incident Location /
Address:

6. Incident
Commander / IC:

7. Map Reference /
Datum:

8. Initial Operational
Period:

SECTION 2 — INCIDENT MAP / SKETCH

INCIDENT MAP / SKETCH
Attach current map, aerial photo, or hand sketch showing:

Incident perimeter · Evacuation zones · Road closures · ICP/EOC location · Staging areas · Shelter sites · Access routes North Arrow ↑ Scale: _____________ Prepared by: _________________________________ Date/Time: ______________ SECTION 3 — CURRENT ORGANIZATION
Command Staff

9. Incident Commander: Deputy IC:

10. Safety Officer: Public Information Officer:

11. Liaison Officer: Legal Officer:

Section Chiefs

12. Operations Section
Chief:

Planning Section Chief:

13. Logistics Section Chief: Finance / Admin Section
Chief:

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Resource / Agency NIMS Type Ordered On Scene ETA (if not on scene) Location / Assignment

14. Situation Summary
(current conditions):

Describe current incident conditions, scope, areas affected, life-safety status, and immediate priorities...

15. Current Actions
Underway:

16. Immediate Priorities
(next 2–4 hours):

17. Known Hazards /
Safety Concerns:

Prepared by (Name / Position) IC / EOC Director Date / Time Signature:
________________________________
Date/Time:
________________________________
Signature:
________________________________
Date/Time:
________________________________
Signature:
________________________________
Date/Time:
________________________________

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CITY OF SANTA CRUZ · EOP 2025–2030 · APPENDIX: ICS FORMS LIBRARY ICS Forms Library · City of Santa Cruz Office of Emergency Services · For Official Use ICS-202

ICS FORM

INCIDENT OBJECTIVES
Lists measurable objectives for the operational period. Top sheet of the Incident Action Plan (IAP / EOC-AP).

Completed by Planning Section.

CITY OF
SANTA
CRUZ
EOP 2025–
ℹ Instructions: One ICS-202 per operational period. State objectives in SMART format (Specific, Measurable, Action-oriented, Realistic, Time-bound). Approved by IC/EOC Director. Attach ICS-203, 204, 205, 206, 215A as applicable.

1. Incident Name: 2. Op. Period
From:

To:

3. Date Prepared: 4. Op. Period
#:

5. Prepared
by:

SECTION A — INCIDENT OBJECTIVES
# Objective Statement (SMART format)
1 2
3 4
5 6
7 8

6. Operational Period Command Emphasis (key priorities and direction for this period):

7. Safety Message Summary (key safety considerations for all EOC staff and field responders):

8. Site Safety Plan Required? □ Yes — attach ICS-208 □ No SECTION B — IAP ATTACHMENTS CHECKLIST
☐ Form Description Included? Preparer / Notes

9.210
CITY OF SANTA CRUZ · EOP 2025–2030 · APPENDIX: ICS FORMS LIBRARY ICS Forms Library · City of Santa Cruz Office of Emergency Services · For Official Use □ ICS-203 Organization Assignment List Y / N / N/A
□ ICS-204 Assignment List (per Branch/Division) Y / N / N/A □ ICS-205 Incident Radio Communications Plan Y / N / N/A □ ICS-205A Communications List Y / N / N/A
□ ICS-206 Medical Plan Y / N / N/A
□ ICS-207 Incident Organization Chart Y / N / N/A
□ ICS-208 Site Safety Plan Y / N / N/A
□ ICS-215A IAP Safety Analysis Y / N / N/A
□ Map / Sketch Current incident map or aerial imagery Y / N / N/A □ Other: Y / N / N/A
Prepared by (Planning Section Chief) Approved by (IC / EOC Director) Date / Time Signature:
________________________________
Date/Time:
________________________________
Signature:
________________________________
Date/Time:
________________________________
Signature:
________________________________
Date/Time:
________________________________

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CITY OF SANTA CRUZ · EOP 2025–2030 · APPENDIX: ICS FORMS LIBRARY ICS Forms Library · City of Santa Cruz Office of Emergency Services · For Official Use ICS-203

ICS FORM

ORGANIZATION ASSIGNMENT LIST
Documents personnel assigned to all ICS/EOC positions each operational period. Part of the IAP. Update at each shift change.

CITY OF
SANTA
CRUZ
EOP 2025–
ℹ Instructions: Complete one form per operational period. Enter name and agency/department for each filled position. Unfilled positions leave name blank. Attach to ICS-202. Give copy to each Section Chief.

1. Incident Name: 2. Operational
Period:

MANAGEMENT SECTION

3. EOC Director: 4. EOC Manager:

5. Deputy IC / Deputy EOC
Manager:

6. Agency Representative:

7. Safety Officer: 8. Legal Officer:

9. Public Information Officer
(PIO):

10. PIO Assistant:

11. Liaison Coordinator: 12. Deputy Liaison:

OPERATIONS SECTION

13. Operations Section Chief: 14. Deputy Operations Chief:

15. Law Branch Director
(SCPD):

16. Law Branch Deputy:

17. Fire Branch Director
(SCZFD):

18. Fire Branch Deputy:

19. Care & Shelter Branch
Director:

20. Parks Unit Leader:

21. Infrastructure Branch
Director:

22. Water Unit Leader:

23. Public Works Unit Leader: 24. Other / Staging:

PLANNING SECTION

25. Planning Section Chief: 26. Deputy Planning Chief:

27. Situation Analysis Unit: 28. Economic Recovery Unit:

29. Documentation Unit: 30. Resource Tracking Unit:

31. Advanced Planning Unit: 32. GIS / Technology Unit:

LOGISTICS SECTION

33. Logistics Section Chief: 34. Deputy Logistics Chief:

35. Supply / Purchasing Unit: 36. Facilities Unit:

37. Transportation Unit: 38. IT / Communications Unit:

39. Personnel & Volunteers
Unit:

40. Other:

FINANCE / ADMIN SECTION

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41. Finance / Admin Section
Chief:

42. Deputy Finance Chief:

43. Claims Unit: 44. Timekeeping Unit:

45. Recovery / Cost Analysis
Unit:

46. Procurement Unit:

AGENCY REPRESENTATIVES
Agency / Organization Representative Name Contact / Radio Channel Prepared by (Resources Unit / Planning) Date / Time Prepared Signature: ________________________________
Date/Time: ________________________________
Signature: ________________________________
Date/Time: ________________________________

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CITY OF SANTA CRUZ · EOP 2025–2030 · APPENDIX: ICS FORMS LIBRARY ICS Forms Library · City of Santa Cruz Office of Emergency Services · For Official Use ICS-204

ICS FORM

ASSIGNMENT LIST
Documents work assignments and resources for one Branch, Division, or Group. Complete one ICS-204 per Branch. Part of the IAP.

CITY OF
SANTA
CRUZ
EOP 2025–
ℹ Instructions: Completed by Operations Section Chief. One form per Branch/Division/Group per operational period. Approved by Operations Section Chief. Distribute to all supervisors. Retain in Documentation Unit files.

1. Incident Name: 2. Operational Period:

3. Branch / Division / Group
Name:

4. Op. Period Number:

5. Branch / Division
Supervisor:

6. Radio Channel /
Frequency:

RESOURCES ASSIGNED TO THIS BRANCH / DIVISION / GROUP
Resource / Personnel (Name) NIMS Type #
Personnel Reporting Time Reporting Location / Notes

7. Work Assignment / Tasks for This Operational Period:

List specific tasks, priorities, locations, and completion criteria for this operational period...

8. Special Instructions / Reporting Requirements / Safety Notes:

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9. Communications (radio channel / cell phone): 10. Medical Aid Station / Contact:

Primary channel: ________________ Backup channel:
________________ Supervisor cell: ________________
Station location: ________________ Contact name:
___________________ Phone / radio:
__________________
Prepared by (Resources Unit) Approved by (Operations Section Chief) Date / Time Signature:
________________________________
Date/Time:
________________________________
Signature:
________________________________
Date/Time:
________________________________
Signature:
________________________________
Date/Time:
________________________________

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CITY OF SANTA CRUZ · EOP 2025–2030 · APPENDIX: ICS FORMS LIBRARY ICS Forms Library · City of Santa Cruz Office of Emergency Services · For Official Use ICS-209

ICS FORM

INCIDENT STATUS SUMMARY
Periodic situation report submitted to the County OA EOC via CalEOC/OASIS each operational period.

Compiled by Planning Section.

CITY OF
SANTA
CRUZ
EOP 2025–
ℹ Instructions: Completed by Situation Analysis Unit (Planning Section). Submit to County OA EOC each operational period. Distribute to all Section Chiefs, City leadership, and partner agencies. File in Documentation Unit.

1. Incident Name: 2. Report #: 3. Date /
Time:

4. Incident Type /
Hazard:

5. Op.

Period:

6. Jurisdiction /
Location:

7. Area
Affected:

SECTION A — SITUATION STATUS

8. Situation Summary
(current conditions):

Describe current incident conditions, areas affected, scope, progress toward objectives, and key developments...

9. Significant Events This
Period:

10. Forecast / Expected
Conditions (next 24 hrs):

SECTION B — LIFE SAFETY / CASUALTIES
Fatalities Injuries
(Serious) Injuries (Minor) Missing / Unaccounted Evacuated In Shelter Shelters Open (#) SECTION C — INFRASTRUCTURE STATUS
System Status Estimated Restoration Notes
Power (electrical) □ Normal □ Impaired
□ Out
Water system □ Normal □ Impaired
□ Out
Wastewater / sewer □ Normal □ Impaired
□ Out
Roads — Highway 1 □ Normal □ Impaired
□ Out
Roads — Highway 17 □ Normal □ Impaired
□ Out
Highway 9 / local roads □ Normal □ Impaired
□ Out
Telecommunications /
cellular
□ Normal □ Impaired
□ Out

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facilities
□ Normal □ Impaired
□ Out
Natural gas □ Normal □ Impaired
□ Out

11. Objectives Completed This Period: 12. Priority Actions — Next Operational Period:

13. Outstanding Issues / Assistance Requests for OA / State:

Prepared by (Situation Analysis Unit) Approved by (Planning Section Chief) Submitted to OA EOC at (Date/Time):

Signature:
________________________________
Date/Time:
________________________________
Signature:
________________________________
Date/Time:
________________________________
Signature:
________________________________
Date/Time:
________________________________

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CITY OF SANTA CRUZ · EOP 2025–2030 · APPENDIX: ICS FORMS LIBRARY ICS Forms Library · City of Santa Cruz Office of Emergency Services · For Official Use ICS-211

ICS FORM

INCIDENT CHECK-IN LIST
Personnel accountability record. All staff — City employees, mutual aid, and volunteers — must sign in on arrival and sign out on departure.

CITY OF
SANTA
CRUZ
EOP 2025–
ℹ Instructions: Maintain continuously at the EOC entrance. All personnel checking in must complete every column. Sign-out time and supervisor initials required before departure. Submit completed sheets to Documentation Unit at end of each operational period.

1. Incident Name: 2. Check-In Location:

3. Date: 4. Check-In Recorder:
# Name (Last, First) Agency / Dept Position /
Role
Resource
Type
Check-In
Time
Check-Out
Time DSW? Y / N Cell
Phone
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24

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29 30
Check-In Recorder Signature / Title EOC Manager / Supervisor Signature Sheet # _____ of _____ Date:

Signature:
________________________________
Date/Time:
________________________________
Signature:
________________________________
Date/Time:
________________________________
Signature:
________________________________
Date/Time:
________________________________

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CITY OF SANTA CRUZ · EOP 2025–2030 · APPENDIX: ICS FORMS LIBRARY ICS Forms Library · City of Santa Cruz Office of Emergency Services · For Official Use ICS-213

ICS FORM

GENERAL MESSAGE
Written message, resource request, or inter-section communication form. Creates an official EOC paper trail.

Number messages sequentially.

CITY OF
SANTA
CRUZ
EOP 2025–
ℹ Instructions: One form per message. Original: Documentation Unit. Copy 1: Recipient. Copy 2: Sender's file. Route all resource requests through the Logistics Section Chief before transmitting to the OA EOC. Number messages sequentially per operational period.

ICS-213 GENERAL MESSAGE — ORIGINAL (Documentation Unit) To (Name /
Position):

From (Name /
Position):

Subject: Message # / Date /
Time:

Message:

Sender Signature: Reply Requested? □ Yes — by: _________________ □ No
Received by: Date / Time
Received:

ICS-213 GENERAL MESSAGE — COPY 1 (Recipient)
To (Name /
Position):

From (Name /
Position):

Subject: Message # / Date /
Time:

Message:

Sender Signature: Reply Requested? □ Yes — by: _________________ □ No
Received by: Date / Time
Received:

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ICS FORM

ACTIVITY LOG (UNIT LOG)
Official record of significant actions, decisions, and communications maintained by each EOC position throughout the operational period.

CITY OF
SANTA
CRUZ
EOP 2025–
ℹ Instructions: Every EOC position maintains this log. Document all significant actions, decisions, resource requests, communications, and unresolved issues. Submit completed logs to the Documentation Unit at the end of each operational period. These records are required for FEMA cost recovery and After-Action review.

1. Incident Name: 2. Operational Period:

3. Section / Unit / Position: 4. Op. Period Date /
Time:

5. Person Maintaining Log
(Name):

6. ICS Position / Title:

ACTIVITY LOG ENTRIES
# Date Time (24-
hr) Notable Actions / Decisions / Communications / Issues / Resource Requests 1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
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20 21
22 23
24 7. Signature: ______________________________________________ Position:
______________________________________________ Date/Time Submitted: ______________________ Submit completed log to the Documentation Unit at end of operational period or upon relief. Continued on additional sheet(s) if needed.

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CITY OF SANTA CRUZ · EOP 2025–2030 · ICS FORMS LIBRARY — PART B ICS Forms Library Part B · City of Santa Cruz Office of Emergency Services · For Official Use ICS FORMS LIBRARY — PART B
Additional ICS Forms & Santa Cruz EOC-Specific Operational Templates City of Santa Cruz · Emergency Operations Plan 2025–2030 · Companion to ICS Forms Part A Form # Form Name Purpose
ICS-207 Incident Organization Chart Visual display of activated EOC organization — posted in EOC each operational period.

ICS-208 Site Safety Plan Site-specific hazards, PPE requirements, and emergency procedures. Attached to IAP when required.

ICS-210 Resource Status Change Tracks real-time changes in resource assignment and availability.

Maintained by Resource Tracking Unit.

ICS-215 Operational Planning Worksheet Working document used during Action Planning Meeting to translate objectives into assignments.

ICS-221 Demobilization Check-Out Ensures demobilizing personnel complete all closeout responsibilities before departure.

SC-RR SEMS Resource Request City-specific form for requesting mutual aid resources through the County OA EOC via SEMS.

SC-SB EOC Shift Briefing / Transition Shift change handoff form ensuring continuity of operations and open action item transfer.

SC-DA Damage Assessment Summary
Sheet
Consolidates Initial Damage Estimates from field reports for proclamation support and FEMA PA documentation.

SC-EP Local Emergency Proclamation
Checklist
Step-by-step procedural checklist for issuing and tracking a Local Emergency Proclamation under Gov. Code §§8630–8634.

SC-AAR After-Action Report Cover Sheet AAR/IP framework following EOC activations and exercises, including core capability assessment.

Standard ICS forms (ICS-207 through ICS-221) follow FEMA/NIMS ICS Form standards. Santa Cruz-specific forms (SC-prefix) are developed for local operational use and align with SEMS, the EOP, and City procedures. All SC-prefix forms are maintained by the Office of Emergency Services.

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ICS FORM

INCIDENT ORGANIZATION CHART
Visual display of the activated EOC/ICS organization. Posted in the EOC and updated each

CITY OF
SANTA
CRUZ
ℹ Instructions: Complete using personnel names from ICS-203. Post the filled chart prominently in the EOC. Update at each shift change. This chart shows WHO is filling each position — it is a staffing display, not an abstract structure chart.

Incident Name: Op. Period / Date:

EOC DIRECTOR
_________________________

POLICY GROUP
City Manager / Mayor / City Atty
← Reports to / Advisory

EOC MANAGER
_________________________

SAFETY OFFICER
_______________________

LEGAL OFFICER
_______________________

PUBLIC INFORMATION OFFICER
(PIO)
_______________________

LIAISON COORDINATOR
_______________________
─────────────────────────────────────────────────────────────────── SECTIONS ───────────────────────────────────────────────────────────────────

OPERATIONS SECTION CHIEF
_______________________

PLANNING SECTION CHIEF
_______________________

LOGISTICS SECTION CHIEF
_______________________

FINANCE/ADMIN

SECTION CHIEF
_______________________
Agency / Organization Representative Name Contact
Prepared by (Resources Unit) Date / Time
Signature: ___________________________
Date/Time: ___________________________
Signature: ___________________________
Date/Time: ___________________________

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ICS FORM

SITE SAFETY PLAN
Documents site-specific safety hazards, control measures, and emergency procedures. Required

CITY OF
SANTA
CRUZ
ℹ Instructions: Completed by Safety Officer. Attach to ICS-202. Distribute to all supervisors, Branch Directors, and field crew leaders. Post at ICP and each work site. Review and update each operational period.

1. Incident Name: 2. Op. Period:

SECTION A — Site Hazard Assessment
Hazard Type Location / Zone Risk Level (H/M/L) Control Measures Structural
collapse /
unstable
surfaces
☐ High ☐ Medium ☐ Low
Fire / smoke /
ash
☐ High ☐ Medium ☐ Low
Traffic / moving
equipment
☐ High ☐ Medium ☐ Low
Electrical
hazards
☐ High ☐ Medium ☐ Low
Chemical /
HazMat
exposure
☐ High ☐ Medium ☐ Low
Flooding /
swiftwater
☐ High ☐ Medium ☐ Low
Extreme heat or
cold
☐ High ☐ Medium ☐ Low
Biological /
disease
exposure
☐ High ☐ Medium ☐ Low
Fatigue / long
operational
periods
☐ High ☐ Medium ☐ Low
SECTION B — Personal Protective Equipment (PPE) Requirements Work Area / Function Required PPE
All personnel (baseline)
Structural assessment teams
Debris clearance crews
Water system repair
HazMat support
Shelter operations staff

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3. Standing Safety Rules for This Incident:

1. No lone worker rule — minimum 2 persons for any field assignment. 2. Radio check-in required every _______ minutes for field teams. 3. Alcohol / drugs strictly prohibited. All injuries reported immediately to Safety Officer. 4. Mandatory rest: no more than _______ hours on shift without supervisor approval. 5. All personnel must attend safety briefing before initial assignment. 6. Stop-Work Authority: any person may halt operations that pose imminent danger.

SECTION D — Emergency Procedures

4. Emergency Assembly Point:

5. Emergency Evacuation
Signal:

6. Accountability Process:

7. Nearest Medical Aid:

8. Hospital:

9. Emergency Radio Channel:

10. Injury Reporting
Procedure:

Notify supervisor immediately → notify Safety Officer → complete incident report within ______ hours → preserve scene if serious injury.

Safety Officer (Name / Signature) IC / EOC Director Acknowledgment Date / Time Signature: ___________________________
Date/Time:
___________________________
Signature: ___________________________
Date/Time:
___________________________
Signature:
___________________________
Date/Time:
___________________________

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ICS FORM

RESOURCE STATUS CHANGE
Documents changes in resource assignment, availability, or status during an incident. Used by

CITY OF
SANTA
CRUZ
ℹ Instructions: Complete when any resource changes status (Available → Assigned → Out of Service, etc.). Submit to Resource Tracking Unit immediately. This form maintains the accuracy of the resource status board and ICS-203.

1. Incident Name: 2. Date / Time:
# Resource / Unit
Identifier
Previous
Status New Status From Assignment
To
Assignment
Time of
Change
Authorized by
/ Notes
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
Status Codes: A = Available (staged/ready) AS = Assigned (on mission) OOS = Out of Service (maintenance/injury) OOS-M = Out of Service-Mechanical D = Demobilized / Released TP = Traveling to Pre-position Submitted by: Received by (Resource Tracking Unit): Date / Time Posted to Board:

Signature: ___________________________
Date/Time:
___________________________
Signature: ___________________________
Date/Time:
___________________________
Signature:
___________________________
Date/Time:
___________________________

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ICS FORM

OPERATIONAL PLANNING WORKSHEET
Used during Action Planning Meeting to identify resources needed for each Branch/Division/Group

CITY OF
SANTA
CRUZ
ℹ Instructions: Completed collaboratively during the Action Planning Meeting by Operations Section Chief and Planning Section Chief. This is a working document — expect it to be marked up. It translates objectives (ICS-202) into assignments (ICS-204) and resource orders. Not typically distributed; used to produce ICS-204 forms.

1. Incident Name: 2. Op. Period
(From/To):

Branch /
Division /
Group
Work
Assignment
(from ICS202
objective)
Resources
Needed
(Type)
# of
Resources
Resource
Identifier
/ Agency
Reporting
Location
Reporting
Time
Special
Equipment
/ Notes
Overhead /
Supervisor
Law Branch Type 3
Patrol
Module
SCPD EOC/ICP 0600
Fire Branch Type 1
Engine
Company
SCZFD 0600
Care &
Shelter
Branch
Type 2-3
Shelter
Mgmt
Parks &
Rec / ARC
Shelter
Site
0700 Feeding
support
needed
Infrastructure
Branch
MissionPackage
Debris
Public
Works
0600 Heavy
equipment
Water Unit Local
Typing —
Repair
Water
Dept
0600
Public Works
Unit
MissionPackage
Clearance
Public
Works
0600

3. Support Resource Needs (Logistics): 4. Overhead Resource Needs (Supervisors / Specialists):

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Date/Time:
___________________________
Signature: ___________________________
Date/Time:
___________________________
Signature:
___________________________
Date/Time:
___________________________

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CITY OF SANTA CRUZ · EOP 2025–2030 · ICS FORMS LIBRARY — PART B ICS Forms Library Part B · City of Santa Cruz Office of Emergency Services · For Official Use ICS-221

ICS FORM

DEMOBILIZATION CHECK-OUT
Ensures all demobilizing personnel have completed closeout responsibilities before leaving.

CITY OF
SANTA
CRUZ
ℹ Instructions: Each person or resource demobilizing must complete this form before departure. Section Chiefs verify that position logs are turned in, resources are accounted for, and cost documentation is complete. Submit completed form to Documentation Unit and Finance Section.

1. Incident Name: 2. Date:

3. Resource / Personnel Name: 4. Home Agency:

5. ICS Position Held: 6. Assigned to:

SECTION A — Demobilization Checklist
☐ Task Initials / Notes
☐ ICS-214 Activity Log(s) completed and submitted to Documentation Unit ☐ All position-related forms and records submitted to Documentation Unit ☐ All borrowed or incident-assigned equipment returned and accounted for ☐ Time records completed and submitted to Timekeeping Unit (Finance Section) ☐ Travel arrangements confirmed and authorized by EOC Manager ☐ Vehicle / apparatus inspected and any damage noted on vehicle inspection form ☐ Fuel tank filled if applicable (document fuel costs for Finance Section) ☐ EOC Manager or Section Chief briefed on any unresolved issues / open actions ☐ Forwarding contact information left with Documentation Unit ☐ Personal protective equipment returned to issuing unit ☐ EOC workstation cleaned and computer session logged out SECTION B — Incident Feedback (Optional but encouraged)

7. Observations / Recommendations for After-Action Review:

What worked well? What could be improved? Any resource gaps observed? Observations are reviewed by the Emergency Manager for AAR integration.

8. Departing Personnel / Resource Signature:

9. Released by (EOC Manager / Section Chief): 10. Time / Date of Release:

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ICS FORM

SEMS RESOURCE REQUEST
Santa Cruz EOC — Used to formally request resources through the County Operational Area EOC

CITY OF
SANTA
CRUZ
ℹ Instructions: Route all resource requests through the Logistics Section Chief. The Logistics Section Chief transmits completed requests to the County OA EOC via CalEOC, telephone, or radio. Retain a copy in EOC Documentation. Track response on ICS210.

Request #: Date: Time:

Incident Name: Op. Period #: Requested by:

RESOURCE REQUESTED

7. Resource Description (use
NIMS resource type):

8. Kind (Personnel / Equipment
/ Team / Facility):

9. NIMS Type (Type 1/2/3/4 or
Mission-Package Based):

10. Quantity Requested:

11. Minimum Acceptable
Capability (if Type
unavailable):

12. Purpose / Mission (what
will this resource do):

Describe the specific mission, location, conditions, hazards, and duration expected...

13. Reporting Location
(address or GPS):

14. Reporting Date/Time
Needed:

15. Special Equipment /
Qualifications Required:

16. Transportation Provided?

TRANSMISSION LOG
Action Date/Time By (Name) Notes / Response
Submitted to OA EOC
Acknowledged by OA
Resource Confirmed
Resource En Route
Resource On Scene
Closed / Cancelled
Requested by (Name / Section): Logistics Section Chief Approval: Transmitted to OA by / Time:

Signature: ___________________________
Date/Time:
___________________________
Signature: ___________________________
Date/Time:
___________________________
Signature:
___________________________
Date/Time:
___________________________

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ICS FORM

EOC SHIFT BRIEFING / TRANSITION
Santa Cruz EOC — Completed at each shift change to brief incoming staff on current situation, open

CITY OF
SANTA
CRUZ
ℹ Instructions: Outgoing EOC Manager completes this form before departure. Review verbally with incoming EOC Manager and Section Chiefs. All outgoing Section Chiefs also brief their incoming counterparts using ICS-214 entries. File completed form with Documentation Unit.

Incident Name: Shift (Circle): A / B / C
Outgoing EOC
Manager:

Shift End Time:

Incoming EOC
Manager:

Shift Start Time:

SECTION A — Situation Update
Current Situation Summary: Describe current incident conditions, areas affected, resource status, and any significant changes during this shift...

Key Events This Shift:

SECTION B — Open Action Items
# Open Action Item / Issue Responsible Position Due / Notes 1 2
3 4
5 6
7 8
9 10
SECTION C — Section-by-Section Status at Shift Change
OPERATIONS SECTION — Status at Shift Change:

Key status, active operations, pending resource needs, issues for incoming Section Chief...

PLANNING SECTION — Status at Shift Change:

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LOGISTICS SECTION — Status at Shift Change:

Key status, active operations, pending resource needs, issues for incoming Section Chief...

FINANCE/ADMIN SECTION — Status at Shift Change:

Key status, active operations, pending resource needs, issues for incoming Section Chief...

SECTION D — Priorities for Next Shift
Top 3–5 Priorities for Incoming Shift:

Outgoing EOC Manager (Sign-Out) Incoming EOC Manager (Sign-In) Transition Completed (Date/Time) Signature: ___________________________
Date/Time:
___________________________
Signature: ___________________________
Date/Time:
___________________________
Signature:
___________________________
Date/Time:
___________________________

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ICS FORM

DAMAGE ASSESSMENT SUMMARY SHEET
Santa Cruz EOC — Compiles Initial Damage Estimates (IDE) from field reports. Required for

CITY
OF
SANTA
ℹ Instructions: Completed by Situation Analysis Unit (Planning Section) using field reports, DOC SitReps, and partner agency input. Updated throughout the operational period. Submitted to OA EOC as part of SitRep. Detailed records are the foundation of FEMA Public Assistance Project Worksheets.

Incident Name: Assessment Date /
Time:

Prepared by (name): Revision #:

SECTION A — Life Safety / Population Impact
Category Count / Estimate Notes / Source
Confirmed fatalities
Serious injuries
Minor injuries
Missing / unaccounted
Displaced residents (evacuation)
Residents in shelters
Structures with confirmed entrapment
SECTION B — Infrastructure Damage Estimates
Infrastructure Category Estimated #
Affected
Severity
(H/M/L) Notes / Preliminary Cost Estimate
Roads / bridges — damaged or closed
Water system — main breaks / outages
Wastewater / sewer — failures
Power (structures affected)
Telecommunications outages
Public buildings — major damage
Public buildings — minor damage
Parks / open space — damage
Levees / flood control — damage
City vehicles / fleet — damaged
SECTION C — Private Property / Community Damage (General Estimate)

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CITY OF SANTA CRUZ · EOP 2025–2030 · ICS FORMS LIBRARY — PART B ICS Forms Library Part B · City of Santa Cruz Office of Emergency Services · For Official Use Category # Units Damage Level Notes
Residential — destroyed H / M / L
Residential — major damage H / M / L
Residential — minor damage H / M / L
Commercial / business — destroyed H / M / L
Commercial — major damage H / M / L
Commercial — minor damage H / M / L
Vehicles — destroyed or major damage H / M / L
Agricultural / other H / M / L
SECTION D — Preliminary Cost Estimates
FEMA PA Category Estimated Cost
(preliminary) Notes
Cat A — Debris Removal $
Cat B — Emergency Protective
Measures
$
Cat C — Roads and Bridges $
Cat D — Water Control Facilities $
Cat E — Buildings and Equipment $
Cat F — Utilities $
Cat G — Parks and Recreation $
TOTAL (all categories) $
Prepared by (Situation Analysis Unit) Approved by (Planning Section Chief) Submitted to OA / Date / Time Signature: ___________________________
Date/Time:
___________________________
Signature: ___________________________
Date/Time:
___________________________
Signature: ___________________________
Date/Time:
___________________________

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ICS FORM

LOCAL EMERGENCY PROCLAMATION CHECKLIST
Santa Cruz EOC — Step-by-step procedural checklist for issuing, documenting, and reporting a

CITY OF
SANTA
CRUZ
ℹ Instructions: Complete in real time. All actions must be timestamped. Legal Officer reviews each step. This checklist does not replace the official proclamation document — it tracks the procedural steps required for proclamation validity and CDAA cost eligibility.

Incident Name / Type: Date Initiated:

STEP 1 — Pre-Proclamation Assessment
☐ Required Action Date / Time By / Notes
☐ Confirm that conditions are, or are likely to become, beyond local response capacity.
☐ Obtain briefing from EOC Manager and Operations Section Chief on scope and anticipated duration.
☐ Consult with Legal Officer regarding legal basis and timing for proclamation. ☐ Confirm incident onset date — CDAA eligibility requires proclamation within 10 days of onset (Gov. Code §8680 et seq.).
☐ Initiate Initial Damage Estimate (IDE) documentation (see SC-DA form).

STEP 2 — Issuance (City Manager / Director of Emergency Services) ☐ Required Action Date / Time By / Notes
☐ City Manager, as Director of Emergency Services, executes the Local Emergency Proclamation document under Gov. Code §8630.
☐ Proclamation references the specific incident, date of onset, affected area, and legal authority.
☐ Record exact date and time of proclamation issuance.
☐ Notify EOC Director, Policy Group, and City Council members immediately. ☐ PIO prepares public notification of proclamation — coordinate messaging.

STEP 3 — City Council Ratification (Required within 7 days — Gov. Code §8630(c)) ☐ Required Action Date / Time By / Notes
☐ Schedule emergency City Council meeting within 7 days of proclamation issuance. ☐ City Clerk notifies all Council members and posts meeting notice per Brown Act requirements.
☐ Council adopts resolution ratifying the Local Emergency Proclamation. ☐ Record Council vote and minute date/time. Obtain certified copy of resolution. ☐ Forward certified resolution to Cal OES with required notice of local proclamation.

STEP 4 — State and County Notification

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CITY OF SANTA CRUZ · EOP 2025–2030 · ICS FORMS LIBRARY — PART B ICS Forms Library Part B · City of Santa Cruz Office of Emergency Services · For Official Use ☐ Required Action Date / Time By / Notes
☐ Notify Santa Cruz County OA EOC (OR3) of proclamation issuance — required for OA coordination.
☐ Submit proclamation notice to Cal OES (required for CDAA eligibility). ☐ If State or Federal assistance is being sought, coordinate State of Emergency request with City Council, Cal OES, and County OA.
☐ Initiate FEMA Public Assistance process — register in FEMA Grants Portal if federal declaration is anticipated.

STEP 5 — Ongoing Compliance (Every 60 days unless terminated) ☐ Required Action Date / Time By / Notes
☐ Calendar 60-day review date from initial proclamation (Gov. Code §8630(c) — renewed every 60 days by Council resolution).
☐ City Council must review and renew proclamation every 60 days or terminate it. ☐ Document each renewal with Council resolution and forward to Cal OES. ☐ When conditions no longer warrant proclamation, prepare termination resolution for Council action.
☐ Notify Cal OES, OA EOC, and partner agencies upon termination.

EOC Director Acknowledgment Legal Officer Acknowledgment Documentation Unit — Filed Signature: ___________________________
Date/Time:
___________________________
Signature: ___________________________
Date/Time:
___________________________
Signature:
___________________________
Date/Time:
___________________________

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ICS FORM

AFTER-ACTION REPORT COVER SHEET
Santa Cruz EOC — Cover sheet and executive summary template for After-Action Reports (AAR)

CITY OF
SANTA
CRUZ
ℹ Instructions: Completed by Planning Section Chief / Emergency Manager following each EOC activation or significant exercise.

The AAR/IP is required for EMAP compliance and supports the EOP annual update cycle. Circulate draft to all Section Chiefs for input before finalizing.

1. Incident / Exercise Name: 2. Document Type:

3. Date(s) of Activation: ☐ Real-World Incident
☐ Tabletop Exercise ☐
Functional Exercise ☐
Full-Scale Exercise

4. Incident Type / Hazard: 5. Report Date:

6. Lead Author:

SECTION A — Incident / Exercise Summary

7. Executive Summary (2–4 sentences: what happened, scope, key response actions, outcome):

SECTION B — Strengths (What Worked Well)
# Strength Observed Reference / Notes
1 2
3 4
5 6
7 SECTION C — Areas for Improvement
# Issue / Gap Identified Recommended Corrective Action Responsible Party Target Completion
1 2
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CITY OF SANTA CRUZ · EOP 2025–2030 · ICS FORMS LIBRARY — PART B ICS Forms Library Part B · City of Santa Cruz Office of Emergency Services · For Official Use 4 5
6 7
8 SECTION D — Core Capability Assessment
Core Capability
Performed
without
Challenges
Performed with
Challenges
Unable to
Perform / Not
Tested
Notes
Operational Coordination (EOC activation, IAP
development)
☐ ☐ ☐
Public Information and Warning (PIO, CruzAware,

JIS/JIC)
☐ ☐ ☐
Situational Assessment (SitRep quality, COP accuracy) ☐ ☐ ☐ Mass Care Services (shelter activation, AFN support) ☐ ☐ ☐ Infrastructure Systems (utility coordination, damage
assessment)
☐ ☐ ☐
On-Scene Security and Protection (Law Branch,
evacuations)
☐ ☐ ☐
Operational Communications (radio, IT, backup
systems)
☐ ☐ ☐
Resource Management (SEMS requests, NIMS typing,
tracking)
☐ ☐ ☐
Intelligence and Information Sharing (OA coordination,
CalEOC/OASIS)
☐ ☐ ☐
SECTION E — Participation / Distribution
EOC Positions Activated:

Partner Agencies Participating:

AAR Distribution List: All Section Chiefs, City Manager, EOC Director, County OR3, OES file Prepared by (Emergency Manager) Reviewed by (EOC Director) Finalized / Distributed Date Signature: ___________________________
Date/Time:
___________________________
Signature: ___________________________
Date/Time:
___________________________
Signature:
___________________________
Date/Time:
___________________________

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City of Santa Cruz Emergency Operations Plan 2025–2026 APPENDIX 8 Contacts - Page 1 of 3
Emergency Contact Directory
Purpose. This appendix provides a consolidated directory of key agencies, departments, and community resources relevant to emergency operations in the City of Santa Cruz. It is intended for use by EOC staff, Department Operations Centers (DOCs), and emergency response coordinators during declared emergencies and EOC activations.

Maintenance. This directory is maintained by the Office of Emergency Services and should be verified annually and before any planned activation. Contact information is subject to change. For immediate life-safety emergencies, always dial 911.

EMERGENCY — FIRST RESPONSE
Department / Agency Division / Section Service Type Phone Address / Notes ALL EMERGENCIES Fire · Police · Medical
· Search & Rescue
Emergency
Dispatch
911 Call 911 for all life-safety
emergencies
City of Santa Cruz Fire Department Emergency /
EMS Dispatch
911 or 831-
471-1170
230 Walnut Ave, Santa Cruz
City of Santa Cruz Police Department NonEmergency
Dispatch
831-471-1131 Santa Cruz Regional
Dispatch Center
City of Santa Cruz Police Department Main Line 831-420-5800 155 Center St, Santa Cruz Santa Cruz County Sheriff's Office Law
Enforcement
(County)
831-471-1121 County-wide jurisdiction
California Highway
Patrol
Santa Cruz Area
Office
Traffic / Public
Safety
831-219-0200 10395 Soquel Dr, Aptos
UCSC Police Department 24-Hour NonEmergency831-459-2231 ext. 1
114 Carriage House Rd,
UCSC
UCSC Community Safety
Dispatch
Safety Dispatch
(7pm–3am)
831-459-2100 UCSC Campus
U.S. Coast Guard Sector San Francisco
(local)
Marine
Emergencies
831-647-7300 Coastal and harbor
emergencies
Santa Cruz SAR Search & Rescue
Team
SAR Support
(through
Sheriff)
(Call 911 /
Sheriff)
Volunteer SAR; activated
through Sheriff
National Weather
Service
Monterey Weather
Forecast Office
Weather
Information
831-656-1725 Severe weather alerts; 24-
hour line
CITY OF SANTA CRUZ — DEPARTMENTS & SERVICES
Department / Agency Division / Section Service Type Phone Address / Notes City of Santa Cruz City Hall (Main) Main
Government
Line
831-420-5030 809 Center St, Santa Cruz
CA 95060
City of Santa Cruz City Manager's Office Administration 831-420-5010 809 Center St, Santa Cruz City of Santa Cruz City Clerk Records &
Administration
831-420-5030 809 Center St, Santa Cruz
City of Santa Cruz Fire Department Administration
& Fire
Prevention
831-420-5280 230 Walnut Ave, Santa Cruz
City of Santa Cruz Police Department Records
Section
831-420-5870 155 Center St, Santa Cruz
City of Santa Cruz Police Department Property /
Evidence
831-420-5900 155 Center St, Santa Cruz
City of Santa Cruz Public Works Administration 831-420-5160 809 Center St, Santa Cruz

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City of Santa Cruz Emergency Operations Plan 2025–2026 APPENDIX 8 Contacts - Page 2 of 3
City of Santa Cruz Public Works Street
Maintenance
831-420-5530 1125 River St, Santa Cruz
City of Santa Cruz Municipal Utilities Water —
Customer
Service
831-420-5220 212 Locust St Suite D, Santa
Cruz
City of Santa Cruz Municipal Utilities Water — After
Hours
Emergency
831-429-7525 212 Locust St, Santa Cruz
City of Santa Cruz Municipal Utilities Water
Engineering
831-420-5210 212 Locust St Suite C, Santa
Cruz
City of Santa Cruz Water Department Water
Treatment
Plant
831-420-5450 715 Graham Hill Rd, Santa
Cruz
City of Santa Cruz Water Department Water Quality
Laboratory
831-420-5480 715 Graham Hill Rd, Santa
Cruz
City of Santa Cruz Beach Lifeguard HQ Beach Safety 831-420-6015 Municipal Wharf, Santa Cruz City of Santa Cruz Beach Flats
Community Center
Recreation &
Community
831-420-6125 133 Leibrandt Ave, Santa
Cruz
City of Santa Cruz Animal Services
Authority
Animal Control
& Services
831-454-7303 County-contracted service
City of Santa Cruz Homelessness
Services
Outreach &
Shelter Intake
831-359-5996 Emergency shelter and
outreach programs
City of Santa Cruz Safe Parking Program Homeless
Support
831-420-5093 Safe Parking program
coordination
SANTA CRUZ COUNTY — DEPARTMENTS & SERVICES
Department / Agency Division / Section Service Type Phone Address / Notes Santa Cruz County Office of Emergency
Services
Emergency
Management
831-458-7150 495 Upper Park Rd, Santa
Cruz
Santa Cruz County Emergency
Preparedness Council
Emergency
Planning
Coordination
831-454-2715 495 Upper Park Rd, Santa
Cruz
Santa Cruz County Road Closure
Information
Road Closures
(County Roads)
831-454-2160 County road status line
Santa Cruz County Road Closure
Information (Caltrans)
Caltrans Road
Info —
Statewide
800-427-7623 State highway road closures

STATE & FEDERAL AGENCIES
Department / Agency Division / Section Service Type Phone Address / Notes Caltrans Santa Cruz Area
Office
Local Caltrans
Operations
831-423-0396 Santa Cruz area office
Caltrans District 5 Local
Assistance
Transportation /
Local
Assistance
805-549-3318 District 5 office, San Luis
Obispo
Pacific Gas & Electric
(PG&E)
Emergency Reporting Power / Gas
Emergencies
1-800-743-
5000
Report outages and
hazardous conditions
Pacific Gas & Electric
(PG&E)
Customer Service General
Customer
Support
1-877-660-
6789
Non-emergency billing and
service

HEALTH, CRISIS & MENTAL HEALTH SERVICES
Department / Agency Division / Section Service Type Phone Address / Notes

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City of Santa Cruz Emergency Operations Plan 2025–2026 APPENDIX 8 Contacts - Page 3 of 3
Poison Control American Association
of Poison Control
Centers
Poison
Emergency —
24/7
1-800-222-
1222
National hotline; covers
Santa Cruz County
Poison Control Alternate Line Poison
Information
(Alternate)
1-800-876-
4766
Additional poison control
resource
Santa Cruz Area Suicide Prevention
Hotline
Mental Health
Crisis
831-458-5300 Local crisis line; also dial
988
Community Connection Mental Health /
Community Services
Outpatient
Mental Health
Services
831-425-8132 300 Harvey West Blvd,
Santa Cruz
SOCIAL SERVICES — CHILD, ADULT & FAMILY
Department / Agency Division / Section Service Type Phone Address / Notes Santa Cruz County Child Protective
Services (CPS)
Child Welfare
Reports
831-454-2273 County CPS — report child
abuse/neglect
Santa Cruz County Child Protective
Services (CPS)
CPS — TollFree
1-877-505-
3299
Toll-free CPS line
Santa Cruz County Adult Protective
Services (APS)
Adult Welfare /
Elder Abuse
831-454-4101 County APS — report
elder/dependent adult abuse
Santa Cruz County Adult Protective
Services (APS)
APS — TollFree
1-866-580-
4357
Toll-free APS line
COMMUNITY RESOURCES — FOOD, SHELTER & DISASTER RELIEF
Department / Agency Division / Section Service Type Phone Address / Notes 211 Santa Cruz County One-Stop Help Line Social Services Referrals
2-1-1 Dial 2-1-1 for food, shelter,
utilities, health — 24/7
211 Santa Cruz County Resource Hotline Emergency &
Community
Referrals
831-713-4111 24/7 community resource
and emergency referral line
American Red Cross Central Coast Chapter Disaster Relief — 24/7
1-800-733-
2767
2960 Soquel Ave, Santa
Cruz CA 95062
Second Harvest Food
Bank
Santa Cruz County Food &
Nutrition
Support
831-722-7110 800 Ohlone Pkwy,
Watsonville CA 95076
Second Harvest Food
Bank
Community Food
Hotline
Food Pantry
Locations &
Emergency
Food
831-662-0991 Hotline for pantry hours and
emergency food assistance
United Way of Santa
Cruz County
Community
Resources
Emergency
Food & Shelter
Info
831-479-5466 4450 Capitola Rd Ste 106,
Capitola CA 95010
Fund for Human
Services
Community Support
Fund
Human
Services
Grants &
Referrals
831-662-2000 7807 Soquel Dr, Aptos CA
95003
Santa Cruz County
SPCA
Animal Shelter Animal Rescue
& Reunification
831-475-6454 Disaster pet and livestock
shelter coordination
Notes. Additional local providers (Salvation Army, Loaves & Fishes, Community Bridges) are documented in the County 211 resource database and should be accessed via 2-1-1 or 831-713-4111 during activations. UCSC TDD/TTY line: 831-459-4980.

UCSC Anonymous Tip Line: 831-459-3847.

Sources verified from City of Santa Cruz, Santa Cruz County, and agency websites as of 2025. All contacts should be reverified prior to use.

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EMERGENCY
OPERATIONS PLAN2025-2030: Mitigation + Preparedness + Response + Recovery

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WHAT IT DOES - HOW IT FITS
• NATIONAL Response Framework• NATIONAL Preparedness Goal• STATE Emergency Operations Plan• COUNTY Emergency Operations Plan• CITY General Plan• CITY Capital Improvement Plan• CITY Safety Action Plan• CITY Local Coastal Program Beaches and Bluffs Plan• CITY Parks and Open Space Master Plans• CITY Active Transportation Plan• CITY Community Wildfire Resiliency Plan• CITY Newell Creek Dam Emergency Action Plan• CITY Local Hazard Mitigation Plan + Climate Adaptation Plan
• CITY Emergency Operations Plan
– Tsunami Annex– Extreme Weather Protocol– Alert and Warning Annex– Care and Shelter Annex– Earthquake Annex– Flooding Annex– Wharf Safety Plan– Wildfire Annex– Disaster Cost Recovery Annex

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PREPAREDNESS

RECOVERY RESPONSE

MITIGATION
WHY IT’S 240 PAGES
Reduce risk before anything happens
Training, exercises, community outreach
The part everyone seesWhen we act Months or years Rebuilding, reimagining.

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View the plan & learn more

THE ASK - QUESTIONS

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City Council

AGENDA REPORT
DATE: 05/07/2026
AGENDA OF: 05/26/2026
DEPARTMENT: Finance
SUBJECT: Award a Citywide Contract for On-call Plumbing Services (FN) LOCATION: Citywide
RECOMMENDATION: Motion to award a citywide contract for on-call plumbing services to Silicon Valley Mechanical, Incorporated, San Jose, California, for 5 years, with 2 (1) year optional extensions, and to authorize the City Manager, or designee, to execute an agreement in a form approved by the City Attorney with Silicon Valley Mechanical. The Purchasing Manager is authorized to execute change orders within the approved budget.

BACKGROUND: Staff makes significant efforts to source companies that deliver the right products, at the right time and price to provide the greatest value to the City. The City maintains restrooms in parks, at public facilities, and in city buildings and requires responsive service to keep the restrooms or buildings operational and fit for use. Plumbing services are used to support all the departments within the City for on-going maintenance and urgent plumbing issues. In alignment with best procurement practices and the City’s purchasing procedures, staff issued a competitive solicitation for a new on-call plumbing contract.

DISCUSSION: On June 26, 2025, staff issued a Request for Proposals (RFP) for on-call plumbing services. The RFP Scope of Services included diagnostic and troubleshooting services, plumbing repairs and maintenance, drain cleaning (cable and hydro-jetting), sewer camera line inspections, and an ability to respond for urgent service within a two-hour window. The RFP was posted on the City’s e-procurement platform, OpenGov and the City issued a solicitation notification to a list of 10,879 vendors the same day, with 1,072 project views in total.

Proposals were due at 2:30 PM PST on September 25, 2025, and the City received proposals from three plumbing contractors by that time. After being checked for responsiveness, three contractors were evaluated by an evaluation committee made up of subject matter experts in facility maintenance and plumbing. The evaluation criteria included adherence to RFP requirements, firm background, firm qualifications, expertise and experience, team qualifications, and a submitted work plan for providing both routine and urgent service, references, and cost.

10.1 Silicon Valley Mechanical Inc received a total score of 87.89 out of 100. An on-call contract allows City departments to utilize goods and services provided under the contract as they are needed to support facility operations. Staff recommend awarding the contract immediately.