CC Resolution No. 19-065 Adopting the Emergency Operations Plan
EMERGENCY
OPERATIONS
PLAN
Base Plan
ADOPTED JUNE 18, 2019
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TABLE OF CONTENTS
TABLE OF CONTENTS............................................................................................ III
ACKNOWLEDGEMENTS ........................................................................................ VI
EXECUTIVE SUMMARY ......................................................................................... VII
COUNCIL ADOPTION APPROVAL ......................................................................... IX
ANNUAL REVIEW ................................................................................................. XI
RECORD OF DISTRIBUTION .................................................................................. XII
PURPOSE, SCOPE, SITUATION OVERVIEW, AND ASSUMPTIONS ..................................................... 1
PURPOSE, SCOPE, SITUATION OVERVIEW AND ASSUMPTIONS ............................. 2
PURPOSE ................................................................................................................. 2
SCOPE ..................................................................................................................... 3
LIMITATIONS .......................................................................................................... 3
COMPREHENSIVE EMERGENCY OPERATIONS PLAN COMPONENTS ..................... 4
SITUATION OVERVIEW ........................................................................................... 5
HAZARD ANALYSIS OVERVIEW ............................................................................. 5
PLANNING ASSUMPTIONS ...................................................................................... 6
CONCEPT OF OPERATIONS ............................................................................................................. 9
CONCEPT OF OPERATIONS ................................................................................... 10
NATIONAL RESPONSE FRAMEWORK (NRF) ........................................................ 10
STANDARD EMERGENCY MANAGEMENT SYSTEM (SEMS) ................................ 10
NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) ..................................... 11
INCIDENT COMMAND SYSTEM (ICS) ................................................................... 11
INTEGRATING FEDERAL, STATE, AND LOCAL SYSTEMS ....................................... 11
PHASES OF EMERGENCY MANAGEMENT ............................................................. 12
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES ............................................ 15
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES .................................. 16
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FIELD RESPONSE ................................................................................................... 16
LOCAL GOVERNMENT .......................................................................................... 16
CITY EMERGENCY ORGANIZATION ..................................................................... 16
CITY EMERGENCY OPERATIONS CENTER (CITY EOC) ........................................ 17
OPERATIONAL AREA (OA) .................................................................................. 20
COASTAL REGION ................................................................................................ 21
STATE .................................................................................................................... 21
ADDITIONAL SUPPORT AND PLANNING ORGANIZATIONS ................................. 21
DIRECTION, CONTROL, AND COORDINATION ............................................................................. 25
DIRECTION, CONTROL, AND COORDINATION ..................................................... 26
DIRECTION AND CONTROL INTERFACE ............................................................... 26
OPERATIONAL AREA COORDINATION AND COMMUNICATION ......................... 26
INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION ................................................. 29
INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION ......................... 30
CRISIS COMMUNICATIONS AND PUBLIC INFORMATION ............................................................. 31
CRISIS COMMUNICATIONS AND PUBLIC INFORMATION ..................................... 32
PUBLIC AWARENESS AND EDUCATION ............................................................... 32
ADMINISTRATION, FINANCE, AND LOGISTICS ............................................................................. 33
ADMINISTRATION, FINANCE, AND LOGISTICS .................................................... 34
FINANCE CONSIDERATIONS ................................................................................. 34
MUTUAL AID ........................................................................................................ 34
RESOURCE MANAGEMENT ................................................................................... 35
PLAN DEVELOPMENT AND MAINTENANCE ................................................................................ 37
PLAN DEVELOPMENT AND MAINTENANCE ........................................................ 38
PLAN DEVELOPMENT ........................................................................................... 38
PLAN MAINTENANCE .......................................................................................... 38
PLAN CONCURRENCE .......................................................................................... 38
PLAN TRAINING AND EXERCISE .......................................................................... 38
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AUTHORITIES AND REFERENCES .................................................................................................. 41
AUTHORITIES AND REFERENCES .......................................................................... 42
FEDERAL ............................................................................................................... 42
STATE .................................................................................................................... 42
LOCAL ................................................................................................................... 43
GLOSSARY ..................................................................................................................................... 45
ACRONYMS ........................................................................................................... 46
DEFINITIONS ......................................................................................................... 47
APPENDIX A – CITY OF CUPERTINO EMERGENCY OPERATIONS PLAN ANNEXES ......................... 53
CUPERTINO EMERGENCY OPERATIONS PLAN ANNEXES .................................... 54
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ACKNOWLEDGEMENTS
We would like to acknowledge contributions from the following planning partners:
City Departments
City Manager’s Office
City Clerk
City Attorney’s Office
Code Enforcement
Community Development
Communications
Environment & Sustainability
Finance Department
Human Resources
Innovation & Technology
Public Safety Commission
Public Works
Recreation and Community Service
Supporting Agencies
Santa Clara County Sheriff’s Office
Santa Clara County Central Fire Protection District
Santa Clara County Office of Emergency Management
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EXECUTIVE SUMMARY
The City of Cupertino Emergency Operations Plan (EOP) is an all‐hazards document describing
the City incident management organization, compliance with relevant legal statutes, other
relevant guidelines, whole community engagement, continuity of government focus, and critical
components of the incident management structure. The incident management system is a
component‐based system designed to be scaled up and components activated as necessary to
reflect the incident/event’s escalation from routine incident(s) to emergency, disaster, or
catastrophe affecting the City. This EOP is not intended to address specific emergency responses,
scenarios, hazards, or threats. Functional and hazard specific annexes to this EOP will outline
specific response activities for response organizations.
This Emergency Operations Plan (EOP) accomplishes the following:
Establishes a City incident management organization which will coordinate and support on‐
scene responses including maintenance of situational awareness, facilitation of effective
communication between operations centers at various levels of government, maintain
continuity of government, and interaction with public information sources.
Establishes the overall operational concepts associated with the management of incidents,
emergencies, crises, disasters, and catastrophes within the City.
Provides a flexible platform for planning and response to all hazards, incidents, events, and
emergencies believed to be important to the City. It is applicable to a wide variety of
anticipated incident events including earthquake, wildland fires, floods, and public health
issues.
This EOP continues to support the City’s compliance with the Standardized Emergency
Management System (SEMS), the National Incident Management System (NIMS), the Incident
Command System (ICS), the National Response Framework (NRF), and the National
Preparedness Guidelines to include Comprehensive Preparedness Guide 101: Developing and
Maintaining Emergency Operations Plans. It facilitates multi‐agency and multi‐jurisdictional
coordination during emergency operations, public information functions, and resource
management.
This EOP serves as the legal and conceptual framework for incident management to be utilized
by the City and its various departments. There are several separately published annexes that
support this EOP. These supporting annexes further describe the operational or functional
response to specific threats and hazards and the basic considerations, actions, and
responsibilities of specific emergency response and management disciplines or functions.
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LETTER OF PROMULGATION
The preservation of life, environment, and property is an inherent responsibility of local, state,
and federal governments, as well as private organizations that serve the public. The City of
Cupertino has prepared this Emergency Operations Plan to ensure the most effective and
efficient allocation of resources for the maximum benefit and protection to the communities that
we serve in times of emergency.
While no plan can completely prevent loss and destruction during an emergency, good plans
carried out by knowledgeable and well‐trained personnel can and will minimize losses. This
plan establishes the emergency organization, assigns tasks, specifies policies and general
procedures, and provides for the coordination of planning efforts of emergency responders,
utilizing the Federal National Incident Management System (NIMS), the California
Standardized Emergency Management System (SEMS), and the Incident Command System
(ICS).
The objective of this plan is to incorporate and coordinate all the resources, facilities, and
personnel of the City of Cupertino into an efficient organization capable of responding in the
event of an emergency.
The City Manager gives full support to this plan and urges all City of Cupertino staff and
citizens, individually and collectively, to do their share in maintaining the total emergency
preparedness and response effort of the City. This EOP became effective on June 18, 2019, when
it was approved by the City Council.
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COUNCIL ADOPTION APPROVAL
RESOLUTION NO. 19‐065
A RESOLUTION OF THE CUPERTINO CITY COUNCIL
ADOPTING THE EMERGENCY OPERATIONS PLAN
WHEREAS, the City of Cupertino is responsible for the establishment of the overall operational
concepts associated with the management of incidents, emergencies, crises, disasters, and catastrophes at
the City of Cupertino and operational area levels; and
WHEREAS, the City of Cupertino Emergency Operations Plan (EOP) is an all‐hazards document
describing the City of Cupertino incident management organization, compliance with relevant legal
statutes, other relevant guidelines, whole community engagement, continuity of government focus, and
critical components of the incident management structure; and
WHEREAS, this EOP continues the City of Cupertino’s compliance with the Standardized Emergency
Management System (SEMS), the National Incident Management System (NIMS), the Incident Command
System (ICS), the National Response Framework (NRF), and the National Preparedness Guidelines; and
WHEREAS, the City of Cupertino has prepared this Standardized Emergency Management System
(SEMS) and National Incident Management System (NIMS) compliant City of Cupertino Emergency
Operations Plan (EOP) to ensure the most effective and efficient allocation of resources for the maximum
benefit and protection of the civilian population during times of emergency.
NOW, THEREFORE, BE IT RESOLVED that the City Council does hereby approve of the 2019 update
to the Emergency Operations Plan and adopts the Plan accordingly.
PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 18th day of
June, 2019, by the following vote:
Vote Members of the City Council
AYES: Scharf, Chao, Paul, Sinks, Willey
NOES: None
ABSENT: None
ABSTAIN: None
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ANNUAL REVIEW
Office of Emergency Services (OES), with input from essential stakeholders across the City, is
responsible for maintaining, reviewing, and updating this Emergency Operations Plan (EOP).
They will—at a minimum—review this EOP every year. It is essential that OES make revisions
and updates in collaboration with participating local jurisdictions and other planning partners
identified in the EOP to ensure accuracy and validity. If the EOP requires an immediate change
due to lessons learned from trainings, exercises, or actual incidents, the City will identify a
course of action for the review, update, and implementation of the necessary changes. All
changes will be noted in the table below.
VERSION DATE NAME/ORGANIZATION CHANGE DESCRIPTION
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RECORD OF DISTRIBUTION
DATE NAME / TITLE ORGANIZATION # OF COPIES
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PURPOSE, SCOPE, SITUATION OVERVIEW,
AND ASSUMPTIONS
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PURPOSE, SCOPE, SITUATION OVERVIEW AND
ASSUMPTIONS
PURPOSE
The purpose of this emergency plan is:
To maximize the safety of the public, to minimize property and environmental damage,
and ensure the continuity of government.
To create a framework for Cupertino response personnel that will make the continual
planning process both very clear and relatively easy.
To identify the hazards that exist in Cupertino.
To implement portions of the Local Hazard Mitigation Plan.
To address the needs of all persons located in Cupertino when a disaster happens.
To support collaborative efforts with not only City staff, but also external partners such as
fire services, law enforcement, utilities, community groups, volunteers, and the American
Red Cross. This concept serves to enhance not only response and recovery activities, but also
municipal preparedness and community education.
This plan will help City leadership assess training and exercise needs, and other
preparedness activities.
To guide the City through an effective and skillful response to any emergency.
To aid the recovery process of a disaster.
This City of Cupertino Emergency Operations Plan (EOP) provides a comprehensive, single‐
source of guidance and procedure for the City to prepare for, respond to, and manage
significant or catastrophic natural or man‐made threats, crises, incidents, or events that produce
situations requiring a coordinated response. This EOP is intended to conform to the
requirements of the National Incident Management System (NIMS), Standardized Emergency
Management System (SEMS), Incident Command System (ICS), and the California State
Emergency Plan for managing response to multi‐agency and multi‐jurisdictional incidents, and
to be consistent with federal and state emergency plans and guidance documents. Best practices
and lessons‐learned have also been integrated into this plan where possible; these were
identified in the review of after‐action reports from recent national large‐scale disasters,
incidents, and events (to include Stafford Act, non‐Stafford Act, terrorist non‐Stafford act, and
off‐shore non‐Stafford act incidents and events).
This EOP is intended as a concept of collaboration and consistency amongst various internal
departments and their specific incident management plans, procedures, functions, and
capabilities. As such, the EOP is flexible enough to use in all incident types and will facilitate
short‐term recovery activities.
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SCOPE
The EOP serves as the foundational document for the City’s emergency management activities.
While all City resources may be called upon as needed, specific departmental responsibilities
are outlined in the EOP Base Plan and associated annexes. To ensure the City is adequately
prepared, all City departments are required to actively participate in preparedness and
planning activities to include the development of departmental plans, policies, and procedures
as necessary to fulfill their assigned roles and obligations.
The EOP embraces the Federal Emergency Management Agencyʹs (FEMA) ʺWhole Communityʺ
approach to emergency management and in addition to City resources, recognizes the roles of
special districts, nongovernmental organizations (NGOs), community‐based organizations
(CBOs), faith‐based organizations (FBOs), private‐sector businesses, educational organizations,
and other stakeholders. Additionally, the EOP is intended to reflect the wide variety of support
that may be required by residents, visitors, and businesses, including people with disabilities
and others with access or functional needs. Consideration for people with disabilities, access or
functional needs will be given in all aspects of City emergency planning.
Certain groups and organizations will need to interface with the Cityʹs Emergency Operations
Center (EOC) and among each other, including in circumstances where normal
telecommunications may be impaired. By understanding the elements of this plan, the City and
such organizations can facilitate that process.
All members of the community should understand the potential risks and hazards we face and
the obligation to prepare personally, at a family level, and in oneʹs organization.
LIMITATIONS
While many of the elements outlined in the EOP are designed for flexibility and can be utilized
as‐needed to address several emergency and non‐emergency events, some activities require
special activation or a formal disaster proclamation by the City Council or others. Similarly, the
EOP is not meant to outline procedures for routine incidents or minor emergencies which are
adequately addressed through existing processes.
The EOP identifies operational strategies and plans for managing inherently complex and
potentially catastrophic events. City assets, resources, and departments are potentially
vulnerable and may become overwhelmed. Deviations from the organizational and response
structures outlined in the EOP may be required, based upon evolving needs and available
resources. The EOP is designed to promote flexibility whenever possible and is not intended to
limit the use of good judgment and common sense in matters not foreseen or adequately
addressed by elements of the EOP and its associated annexes, appendices, or plans.
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COMPREHENSIVE EMERGENCY OPERATIONS PLAN COMPONENTS
The below graphic describes the process and purpose of this document and how it will be utilized
by, the needs it fills and their importance to the emergency management framework.
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SITUATION OVERVIEW
Geography: Cupertino is a U.S. city of
11.31 square miles in Santa Clara County,
California, directly west of San Jose on
the western edge of the Santa Clara
Valley with portions extending into the
foothills of the Santa Cruz Mountains.
Cupertino is bordered to the north by
Sunnyvale, to the east by Santa Clara and
San Jose, to the south by San Jose and
Saratoga, and to the west by
unincorporated Santa Clara County.
Population: Cupertino has
approximately 22,000 households with a
population of 64,000, which increases during the day to 121,000.
Transportation: Cupertino has two major interstate highways, I‐280 and SR‐85. Cupertino’s
location causes the City to become a thoroughfare for the morning and afternoon commutes
which overflows onto many surface streets. Union Pacific has an active railroad along the west
side of the City which delivers fuel to the Lehigh Cement Factory in unincorporated Santa Clara
County. Airports servicing the area are San Francisco International Airport, San Jose
International Airport, and two regional airports, Reid‐Hillview and Palo Alto Municipal.
Stevens Creek Dam and Reservoir: Located just beyond the southern border, managed by
Valley Water, Stevens Creek Dam and Reservoir is one of six original systems approved for
construction by voters in 1934. It was completed in 1935. In 1985, an additional 231,000 cubic
yards of material was added to the dam, raising it 10 feet. The reservoir capacity is 3,138 acre‐
feet of water. Its surface area is 92 acres. The inundation area divides western Cupertino a long
Foothill Expressway.
Utilities: San Jose Water Company and California Water Service deliver water utilities to the City,
while Pacific Gas and Electric (PG&E) provides gas and electric utilities. Major regional transmission
lines for gas, water, and electricity run through the City.
HAZARD ANALYSIS OVERVIEW
This section of the EOP consists of a series of threat summaries based upon the Cupertino annex
to the OA hazard mitigation plan. This hazard analysis was conducted by the Santa Clara
County Office of Emergency Management (OEM) and provides a description of the local area,
risk factors, and the anticipated nature of situations, which could threaten or occur in the City.
If future annex or hazard mitigation plan development results in more current or robust hazard
or threat analysis data, future EOP revisions will incorporate that data into this section. The
following identified threats are discussed:
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Major Earthquake
Wildland/Urban Interface Fire
Flood
Landslide
Drought/Land Subsidence
Climate Change
Thunderstorms and Lightning
Heat
Public Health Emergency
Technological and Resource Emergency
Hazardous Material Incident
Terrorism, Complex and Coordinated Attack, & Civil Unrest
It is important to note that these hazards are not mutually exclusive hazards. One or more of
these events may occur simultaneously. Specific actions to be accomplished in response to these
hazards as well as details of these hazards are contained in the functional and hazard specific
annexes that are separate from this EOP as well as department specific Standard Operating
Procedures (SOPs).
PLANNING ASSUMPTIONS
The organizations described or noted in this EOP will be aware of significant emergency
conditions as they arise. These conditions will trigger a response consistent with the respective
responsibilities and roles defined either by the EOP, or other legal and policy frameworks. The
responding organizations will be constrained in their response by the level of training,
readiness activities, and interagency coordination undertaken prior to the incident. The
planning assumptions are as follows:
The City of Cupertino is susceptible to a number of hazards and risks that may result in
critical incidents.
Critical incidents include a variety of natural, technological, or human‐made emergencies
and disasters.
Some critical incidents may have advance warning while others will not.
All City departments will participate in planning and preparedness activities as required.
City personnel will be adequately trained to perform the roles in which they are assigned.
The Cityʹs EOC will be partially or fully activated to support operations during critical
incidents.
City personnel may be unable or unavailable to report to work or as assigned.
Non‐essential City operations may be reduced or cancelled in order to prioritize resources.
Immediate response to fire and law emergencies will be the responsibility of Santa Clara
County Fire and the Santa Clara County Sheriff’s Office.
Mutual aid and other assistance will be requested when City resources are inadequate,
however outside assistance and support may be unavailable for extended periods of time.
Communications equipment and infrastructure may be damaged or disrupted.
Transportation infrastructure may be damaged or disrupted and access to critical facilities
may be blocked.
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Critical infrastructure and utilities such as natural gas, water, and electricity may be
severely impacted.
Residents, businesses, and other entities may need to be self‐sufficient for one week or more.
Additional planning, resources, and support will be needed to support people with
disabilities and others with access and functional needs.
Public, private and private non‐profit organizations, and the general public will have to
utilize their own resources and be self‐sufficient for potentially several days, possibly
longer.
In the event of a large‐scale incident or event, it may become necessary to shelter a
substantial number of the City population due to either evacuation or damage to residences.
A catastrophic earthquake would adversely impact local government and response
capabilities. Consequently, a number of local emergencies may be proclaimed.
Large numbers of medically fragile evacuees may require transportation to/from shelter
locations.
Infrastructure damage may limit the number of emergency response personnel available to
staff the City EOC or other incident management organization functions for at least 12
hours.
In the event of a complex large incident or event, a clear picture regarding the extent of
damage, loss of life, and injuries may not be known for well over a day.
County support of City emergency operations will be based on the principal of self‐help.
The City will be responsible for utilizing all available local resources along with initiating
mutual aid and cooperative assistance agreements before requesting assistance from the
county per SEMS.
The City’s planning, policies, strategies, operations, and tactics will make every effort to
consider the needs of the general population, children of all ages, individuals with
disabilities and others with access and functional needs.
Some evacuees may require specialized medical care found only in a hospital, and/or access
to medication, refrigeration, mobility devices, or service animals.
City EOC capabilities may be limited for the first operational period if communication links
to other agencies and City departments are impacted.
Essential City services will be maintained as long as conditions permit.
An emergency will require prompt and effective response and recovery operations by the
entire City emergency management organization, including emergency services, mutual aid
resources, disaster relief and private non‐profit organizations, the private sector, the elected,
executive, strategic, operational, and tactical incident responders, and the whole
community.
Because of damage to the transportation infrastructure, out‐of‐region mutual aid, State and
Federal resources, and resources from other states may not begin to arrive for several days.
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CONCEPT OF OPERATIONS
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CONCEPT OF OPERATIONS
The City conforms to, and this EOP complies with NRF, SEMS, NIMS, and ICS guidelines. The
Office of Emergency Services (OES) identifies potential threats to life, property and the
environment, and then develops plans and procedures to respond to those threats. These plans
and procedures will help to coordinate and support emergency response and recovery activities
and will be tested through exercises and validated by the results of actual responses. The goal is
to maintain a robust incident management organization with strong collaborative ties among
governments, community‐based organizations, volunteers, public service agencies, and the
private sector.
NATIONAL RESPONSE FRAMEWORK (NRF)
The NRF is based upon the premise that incidents are handled at the lowest jurisdictional level.
In the vast majority of incidents, state and local resources and interstate mutual aid will provide
the first line of emergency response and incident management support. When state resources
and capabilities are overwhelmed, Governors may request federal assistance. The NRF provides
the framework for federal interaction with state, local, tribal, private sector, and non‐
governmental entities in the context of domestic incident management to ensure timely and
effective federal support.
The NRF is the core operational plan for national incident management, and establishes
national‐level coordinating structures, processes, and protocols that will be incorporated into
certain existing federal interagency incident or hazard‐specific plans. The NRF is intended to
facilitate coordination among local, state, tribal, and federal governments and the private sector
without impinging on any jurisdiction or restricting the ability of those entities to do their jobs.
The NRF does not alter or impede the ability of first responders to carry out their specific
authorities or perform their responsibilities.
The NRF and NIMS are designed to work in tandem to improve the Nation’s incident
management capabilities and overall efficiency. The use of NIMS enables local, state, tribal, and
federal governments and private‐sector and non‐governmental organizations (NGOs) to work
together effectively and efficiently to prevent, prepare for, respond to, and recover from actual
or potential domestic incidents regardless of cause, size, or complexity.
STANDARD EMERGENCY MANAGEMENT SYSTEM (SEMS)
SEMS is required by California Government Code Section 8607(a) for managing response to
multi‐agency and multi‐jurisdiction incidents in California. SEMS incorporates the use of the
ICS, the California Master Mutual Aid Agreement, the Operational Area Concept, and multi‐
agency coordination. Local governments must use SEMS to be eligible for reimbursement of
their response‐related personnel costs under state disaster assistance programs.
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NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
NIMS provides a comprehensive, whole community, whole government approach to incident
management for all hazards and integrates existing best practices into a consistent nationwide
approach to domestic incident management that is applicable to all jurisdictional levels and
across functional disciplines. NIMS is based on a balance of flexibility and standardization that
allows government and private entities at all levels to work together to manage domestic
incidents, regardless of their cause, size, location, or complexity. Five major components make
up this system’s approach: preparedness; communications and information management;
resource management; command and management; and ongoing management and supporting
technologies.
INCIDENT COMMAND SYSTEM (ICS)
A primary component of SEMS and NIMS, ICS is a standardized, on‐scene emergency
management system designed to allow for an integrated organizational structure equal to the
complexity and demands of single or multiple incidents without being hindered by
jurisdictional boundaries. ICS addresses both organization and process. ICS is used to manage
facilities, equipment, personnel, procedures, and communications through the use of a common
organizational structure and standardized procedures.
INTEGRATING FEDERAL, STATE, AND LOCAL SYSTEMS
Taken together the NRF, SEMS, NIMS, ICS, and this EOP integrate the capabilities and
resources of various governmental jurisdictions, incident management and emergency response
disciplines, non‐governmental organizations (NGOs), and the private sector into a cohesive,
coordinated, and seamless national framework for domestic incident management. It should be
understood that field level emergency responders, Department Operations Center (DOC) staff,
Emergency Operations Center (EOC) staff, department executives, elected officials, and public
information officers all have a vital role in successful comprehensive incident management.
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PHASES OF EMERGENCY MANAGEMENT
Emergency management functions are generally grouped
into four phases: mitigation, preparedness, response, and
recovery. The grouping of emergency management
functions is useful for classifying and conceptualizing
activities. While useful for targeting efforts and resources,
the phases of emergency management are not distinct—
activities in each phase often overlap with other phases.
For example, recovery projects often include elements of
mitigation (i.e., rebuilding structures using current
building codes) and response often includes recovery
measures (i.e., immediate debris removal). The phases are
also cyclical in nature—lessons learned from an incident
are applied in preparedness efforts for future emergencies and major disasters. The following
sections provide examples of the types of activities that take place in each phase.
MITIGATION
Mitigation activities occur before, during, and after incidents. Post‐disaster mitigation is part of
the recovery process. Eliminating or reducing the impact of hazards that exist within the City
and are a threat to life and property are part of the mitigation efforts.
Mitigation tools include:
Detailed plans to mitigate future hazards
Land use planning
Local ordinances and statutes (zoning ordinances, building codes, etc.)
Structural measures
Tax levies or abatements
Public information and community relations
PREPAREDNESS
Preparedness activities are taken in advance of an emergency and develop operational
capabilities, enact protective measures, and enhance effective responses to a disaster. These
activities can include emergency/disaster planning, training and exercises, and public
education. Citizen preparedness activities are key elements in this phase and a significant factor
in the success of a community in responding to an emergency. EOPs, SOPs, and checklists
detailing personnel assignments, policies, notification rosters, and resource lists are developed
during this phase. Personnel are made familiar with these EOPs, SOPs, and checklists through
periodic training in the activation and execution of procedures.
OES maintains several contact lists of agencies and personnel critical to emergency operations.
Those lists include: City EOC responders, key contacts within cities/towns and county agencies,
state agency contacts, and other organizational contacts.
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RESPONSE
The response phase can be further broken down into three types of response: pre‐emergency,
immediate, and on‐going emergency responses.
PRE-EMERGENCY RESPONSE
If warning mechanisms exist for a particular hazard, then response actions to emphasize
protection of life, property, and environment can be anticipated. Typical pre‐emergency and
crisis response actions may include:
Alerting necessary agencies, placing critical resources on stand‐by
Warning threatened populations of the emergency and notifying them of safety measures to
be implemented
Evacuation of threatened populations to safe areas
Identifying the need for mutual aid
Proclamation of a Local Emergency by local authorities
IMMEDIATE EMERGENCY RESPONSE
During this phase, emphasis is placed on saving lives and property, attempting to establish and
maintain control of the situation, and minimizing effects of the disaster. Immediate response is
accomplished within the affected area by local government agencies and segments of the
private sector. The primary activities are on‐scene by first or early responders.
SUSTAINED EMERGENCY RESPONSE
In addition to continuing preservation of life and property operations, mass care, relocation,
public information, situation analysis, and damage assessment operations may be initiated.
Sustained response usually involves many organizations and the activation of the City’s EOC.
RECOVERY
At the onset of an emergency, actions are taken to enhance the effectiveness of recovery
operations. Recovery includes both short‐term activities intended to return vital life‐support
systems to operation, and long‐term activities designed to return infrastructure systems to pre‐
disaster conditions. The recovery phase may also include cost recovery activities. The major
objectives of the recovery period include:
Reinstatement of family and community integrity
Provision of essential public services
Restoration of private and public property
Identification of residual hazards
Preliminary plans to mitigate future hazards
Recovery of costs associated with response and recovery efforts
Coordination of state and federal public and individual assist
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ORGANIZATION AND
ASSIGNMENT OF RESPONSIBILITIES
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ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
SEMS designates five organizational levels: field response, local government, OA, region, and
state—with each level being activated as needed.
FIELD RESPONSE
Field response includes on‐scene activities and coordination, consistent with ICS, and includes
the use of an Incident Command Post (ICP). Depending upon the incident, multiple ICPs may
be established at various sites throughout an impacted area and an Area Command may also be
established. Resource requests and situation reports are routed from the field to the next SEMS
organizational level, either through participating response agencies or the local Emergency
Operations Center (EOC), if activated. Department Operations Centers (DOCs) provide internal
coordination for specific departments and may interface as an intermediate level of
coordination between the field and the EOC while coordinating and maintaining department
operations unrelated to the incident.
LOCAL GOVERNMENT
The City is the local government retaining the responsibility and authority for managing
response activities within its borders. To support these efforts, Cupertino may activate its EOC.
The EOC provides agency coordination, provides logistical support, establishes common
operating procedures, identifies overarching priorities, and prioritizes available resources.
Additionally, the EOC coordinates with the Operational Area (OA)/County EOC.
In addition to the City, the Santa Clara County Central Fire Protection District has local
government responsibility for fire, hazmat, and EMS responses within the City.
CITY EMERGENCY ORGANIZATION
The City of Cupertino Municipal Code, Chapter 2.40 establishes the City Manager or his/her
designee as the Director of Emergency Services. Council Resolution No. 05‐065 additionally
identifies succession of the Director of Emergency Services. The Director of Emergency Services
is responsible to the City Council.
Responsibilities During Activations:
Each City department and supporting agency is tasked with certain operations during
emergencies and disasters. Working with Office of Emergency Services, each department is
responsible for planning for their roles.
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Office of Emergency Services
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City Manager’s Office
Overall emergency management
Recovery
Crisis Communication
City Council Updates
Legal
Administrative Services
Financial management
Cost recovery
Volunteer management
Monetary donations
management
Logistics and resource
management
Community Development
EOC Security
Building inspections
Expedited permit process for
recovery
Innovation Technology
Public alert and warning
GIS support
Support of critical IT systems
Parks and Recreation
Care and shelter operations
Animal care and shelter
Commodity Points of
Distribution
In‐kind donations management
Public Works
Construction and engineering
Infrastructure restoration
Traffic control and management
Debris removal and
management
Santa Clara County Central Fire
Protection District
Fire suppression, structural and
wildland
Urban search and rescue
Hazmat incidents
Medical emergencies
Santa Clara County Sheriff’s Office
Law enforcement
Security
Evacuations
CITY EMERGENCY OPERATIONS C ENTER (CITY EOC)
The Director of Emergency Services is supported by OES staff and will coordinate the City’s
strategic disaster response and management out of the City EOC.
An EOC is a location from which centralized emergency management can be performed during
an emergency or disaster. An EOC makes possible a coordinated response by the Director of
Emergency Services, emergency management staff, and representatives from agencies and other
organizations who are assigned emergency management responsibilities. An EOC provides a
central location of authority and information and allows for face to face coordination and
collaboration among personnel that represent governmental incident management
functions/capabilities who must make strategic emergency decisions to ensure incident support
and continuity of government.
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The following activities are performed in the EOC:
Information sharing
Resource management
Support of field response operations
Planning and prioritizing ongoing operations
Receiving and disseminating warning information
Preparing intelligence/information summaries, situation reports, operational reports, and
other reports as needed
Maintaining general and specific maps, information display boards, and other data
pertaining to emergency operations and situation awareness
Planning and prioritizing ongoing operations
Analyzing and evaluating all data pertaining to City emergency operations
Maintain contact and coordination with DOCs, the OA EOC, and other local jurisdictions
and agencies
Providing emergency information and instructions to the public, making official releases to
the news media, and the scheduling of press conferences as necessary
Developing emergency policies and procedures in collaboration with senior policy advisory
executives
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LOCATION
The Cupertino EOC is located within the Cupertino City Hall at 10300 Torre Ave,
Cupertino. The alternate EOC, which would be activated should the primary
EOC be inoperable or otherwise inaccessible, is located at the City Service Center at 10555
Mary Ave, Cupertino.
ACTIVATION/DEACTIVATION
The EOC will be activated/deactivated at the direction of the Director of Emergency Services
as detailed in various appendices and annexes. The EOC will be activated to a level
determined by the event.
OBJECTIVES
The overall objective of emergency management is to ensure the effective government
preparedness, mitigation, response, and recovery for situations associated with natural
disasters, terrorist attacks, technological incidents, and national security emergencies. To
carry out its responsibilities, the City EOC organization will accomplish the following
objectives during a disaster/emergency:
Support and coordinate emergency response and recovery operations
Provide an active presence of the City Manager, or designee, in setting objectives,
establishing priorities, and making decisions that affect county government and the
general public
Coordinate and work with appropriate federal, state, and other local government
agencies, as well as applicable segments of private sector entities and private nonprofit
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agencies to assess situation status, monitor resource needs, and coordinate requests for
resources from outside agencies and jurisdictions
Establish priorities and resolve conflicting demands for support or resources
Ensure continuity of government priorities, objectives, and actions are taken
Prepare and disseminate information to alert, warn, and inform the public
Collect and disseminate damage and other essential data about the situation
Fulfill obligations for intelligence gathering and information flow as described in SEMS
and other guidelines
Provide logistical support for the emergency response where appropriate and requested
Oversee and manage activities incurring costs and expenditures
Collect records needed for successful cost recovery
ORGANIZATION
The EOC will be organized around ICS principles, dependent on the situation.
OPERATIONAL AREA (OA)
The Operational Area (OA) provides resource coordination within the county and between all
political subdivisions. The OA also serves as a link to regional level and all other OAs within
the region. The City of Cupertino is part of the Santa Clara County OA and coordinates closely
with the Santa Clara County Office of Emergency Management (SCCOEM) in all phases of
emergency management.
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COASTAL REGION
Because of its size and geography, the state has been divided into three administrative regions,
each with an EOC, to include the Southern, Coastal, and Inland regions. Santa Clara County is
in the Coastal Region. Additionally, the state has been divided into six mutual aid regions.
Santa Clara County resides in Mutual Aid Region Two. The Regional Emergency Operations
Center (REOC) prioritizes requests and provides support to the OAs in their region. This is to
provide more effective application and coordination of mutual aid and other related activities.
STATE
The State Operations Center (SOC) level is in Sacramento at the Cal OES headquarters. Cal OES
manages state resources in response to the emergency needs of the other levels. The state also
serves as the coordination and communication link between the state and the federal disaster
response system.
ADDITIONAL SUPPORT AND PLANNING ORGANIZATIONS
The groups, committees, and organizations identified below all participate in ensuring the
City’s preparedness to respond to emergencies and disasters.
DISASTER SERVICE WORKERS (DSWS)
In accordance with state law (California Government Code Title 1, Division 4, Chapter 8), all
City employees are designated as disaster service workers (DSWs). In the event of an
emergency the expectation is that City employees will secure their own homes and families and
then, if possible and if they are so instructed, they will return to the City to assist in response
activities. Continuity of government services is critical during disasters, and City employees
will play an important role in maintaining the services necessary for the community to recover
from a disaster.
DISASTER SERVICE WORKERS VOLUNTEERS PROGRAM (DSWVP)
The Disaster Service Worker Volunteer Program (DSWVP) was created as the result of
legislation to provide workers’ compensation benefits to registered Disaster Service Worker
(DSW) volunteers who are injured while participating in authorized disaster‐related activities,
including pre‐approved training. Disaster service, as defined for the DSWVP, is designed to aid
in the response and recovery phases in a disaster or emergency. It does not include the day‐to‐
day emergency response activities typically associated with, for example, law enforcement, fire
services, or emergency medical services. The DSWVP also provides limited immunity from
liability.
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DSW volunteers in Cupertino make up Cupertino’s Citizen Corps which includes:
Community Emergency Response Team (CERT)
Cupertino Amateur Radio Emergency Service (CARES)
Medical Reserve Corp
Other volunteers
COMMUNITY EMERGENCY RESPONSE TEAM (CERT)
The CERT program educates people about disaster preparedness for hazards that may
impact their immediate area and trains them in basic disaster response skills such as: fire
safety, light search and rescue, team organization, and disaster medical operations.
CUPERTINO AMATEUR RADIO EMERGENCY SERVICE (CARES)
Cupertino has trained amateur radio operators to support communication during an
emergency. CARES radio operators are a primary source of initial damage assessment in
any significant incident. They respond immediately to any obvious incident with
assessment of their local area and report to personnel at the EOC.
MEDICAL RESERVE CORP (MRC)
Cupertinoʹs trained MRC volunteers are utilized to improve emergency response
capabilities and build community resiliency. They prepare for and respond to natural
disasters as well as other emergencies affecting public health.
CUPERTINO DISASTER COUNCIL
Cupertino maintains an accredited Disaster Council consistent with state regulations. The
details of the Disaster Council are found in the Cupertino Municipal Code chapter 2.40.
OPERATIONAL AREA SIGNATORIES (OAS)
The Operational Area Signatories (OAS) is made up of emergency management representatives
from the various jurisdictions and special districts within the OA. The OAS collaborates on
emergency and incident management planning, logistics, and training and exercise priorities to
ensure greater OA consistency and interoperability, as well as ensuring periodic information
sharing and situational awareness.
SPECIAL DISTRICTS AND OTHER ORGANIZATIONS.
Many special districts, utilities, and private companies also have incident management systems
for continuity of operations and to provide resources in support of an emergency response.
Community Based Organizations (CBOs), Non‐Governmental Organizations (NGOs), and
private‐sector organizations provide a range of services to address needs that are wholly or
partly unmet by local, state, and federal governments during response and recovery operations.
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Office of Emergency Services
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DIRECTION, CONTROL,
AND COORDINATION
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DIRECTION, CONTROL, AND COORDINATION
The emergency response is coordinated under SEMS, which provides a flexible, adaptable and
expandable response organization to address all hazards of varying magnitude and complexity.
An EOC is activated to support field operations and ensure continuity of government when an
incident threatens government services, requires additional resources beyond the capacity of
the responding agency, or when resources exceed that which is available from within the
jurisdiction as a whole. Communications between the field response, DOCs, and the EOC are
established when the EOC is activated in support of field operations. The City’s EOC will
establish communications with the OA EOC and the OA EOC will communicate with the state
through the REOC.
DIRECTION AND CONTROL INTERFACE
In a major emergency, the City EOC may be activated to coordinate and support the overall
response. Personnel that are part of a field‐level emergency response will utilize ICS to manage
and direct on‐scene operations. Tactical management of responding resources is always under
the leadership of the on‐site Incident Commander (IC) at the Incident Command Post (ICP).
OPERATIONAL AREA COORDINATION AND COMMUNICATION
As outlined in the City and OA Emergency Operations Plans, coordination and communication
should be established between the activated City EOC and the OA.
When an incident occurs and the City activates the EOC and requests OA EOC support,, the
county is required under SEMS to activate. This activation may range from duty officer
support, to a full EOC activation. In addition, if two or more cites, or the county and one or
more cities, proclaim an emergency the OA EOC must activate. The OA then becomes the focal
point for information sharing and dissemination and supports or arbitrates requests by
cities/towns within the county.
EMERGENCY OPERATIONS CENTER NOTIFICATION
Cupertino maintains a roster of pre‐identified/appointed City EOC staff and will notify those
personnel to report to the City EOC.
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When the Director of Emergency Services or designee determines that the City EOC should be
activated, this list will be utilized to notify EOC staff. The Director of Emergency Services, or
designee, will determine what positions of the City EOC will initially be staffed and requested
to report.
EXTERNAL COMMUNICATIONS AND COORDINATION
The City EOC will also coordinate with outside agencies such as special districts, public
utilities, private nonprofit organizations and/or private agencies. These agencies will
communicate directly with the City and may provide a representative to the City EOC, as
outlined in the EOC manual. The level of involvement of special districts, public utilities,
private nonprofit organizations, and private agencies will vary considerably depending upon
the type of incident.
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INFORMATION COLLECTION,
ANALYSIS, AND DISSEMINATION
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INFORMATION COLLECTION, ANALYSIS, AND
DISSEMINATION
A primary objective of the City EOC is the timely gathering of accurate, accessible, and
consistent information during an emergency and sharing this vetted intelligence to ensure
coordinated, timely emergency response and continuity of government. All City EOC sections
must maintain and display current status information so that other sections can quickly
comprehend what actions have been taken, what resources are available, and to track damage
status across the City. Situation reports create a common operating picture and will be used to
inform the operational objectives, priorities, and strategies.
To ensure effective intelligence flow, emergency response agencies at all levels must establish
communications systems and protocols to organize, integrate, and coordinate intelligence
among the responding agencies.
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CRISIS COMMUNICATIONS
AND PUBLIC INFORMATION
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CRISIS COMMUNICATIONS AND PUBLIC INFORMATION
Per NIMS, public information is coordinated and integrated across jurisdictions; functional
agencies; among Federal, State, local, and tribal partners; private‐sector entities; and
nongovernmental organizations. In order to ensure timely and accurate public information,
alert and warning messages are disseminated. Systems, structures, plans, policies, and
equipment must be developed and identified to accomplish these tasks.
PUBLIC A WARENESS AND EDUCATION
The public’s response to any emergency is based on their understanding of the nature of the
emergency, the potential hazards, the likely response of emergency services, and knowledge of
what individuals and groups, with or without access and functional needs, should do to
increase their chances of survival and recovery. Individuals caring for the elderly, children, or
pets also need an increased understanding of their specific situation as it pertains to disaster
preparedness.
The Office of Emergency Services makes preparedness information available to community
members to prepare themselves and their families for emergencies and disasters.
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Office of Emergency Services
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ADMINISTRATION,
FINANCE, AND LOGISTICS
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ADMINISTRATION, FINANCE, AND LOGISTICS
FINANCE CONSIDERATIONS
To enhance the capability of the City to respond to incidents by providing financial support and
coordination to City incident management operations and coordinating the recovery of costs as
allowed by Federal and State law, the financial priorities during incident management
operations are:
Preserve life, property, and the environment
Provide continuity of financial support to the City when appropriate
Cooperate with the other sections of the City EOC
Document the City costs and recovery of those costs as allowable
Maintain a positive image for the City in its dealings with the public
The Finance/Administration function will operate under the following policies during a
qualifying incident/event as the situation dictates:
The Standardized Emergency Management System (SEMS) and the National Incident
Management System (NIMS) will be followed.
All existing City and departmental fiscal operating procedures will be adhered to.
For incident/events that render the accounting systems either inaccessible or unusable
for any period of time, appropriate personnel will be on an operational period, as
determined by the EOC Director.
The Finance/Administration function’s primary responsibility is to maintain, to the greatest
extent possible, the financial systems necessary to keep the City functioning during an incident
or crisis of any size or type. The function also supervises the negotiation and administration of
vendor and supply contracts and procedures in collaboration with the incident management
procurement functions.
The Finance/Administration function acts in a support role in all incidents/events to ensure that
all required records are preserved for future use and Cal OES and FEMA filing requirements
through maintenance of proper and accurate documentation of all actions taken.
MUTUAL AID
The foundation of Californiaʹs emergency planning and response is a statewide mutual aid
system which is designed to ensure adequate resources, facilities, and other support is provided
to jurisdictions whenever their own resources prove to be inadequate to cope with a given
situation. The basis for the system is the California Disaster and Civil Defense Master Mutual
Aid Agreement (MMAA).
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RESOURCE MANAGEMENT
It is state policy that resource requests for emergency response and disaster repair and
restoration be entered into by the lowest level of government. When Cupertino’s local resources
are exhausted and additional resources are required, resource requests will follow an
established process for ordering, tracking, mobilizing, and demobilizing.
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PLAN DEVELOPMENT
AND MAINTENANCE
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PLAN DEVELOPMENT AND MAINTENANCE
PLAN DEVELOPMENT
This City Emergency Operations Plan (EOP) was developed in collaboration with stakeholders
throughout the City in a whole community approach consistent with Comprehensive Preparedness
Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans. Annexes to the EOP are
further developed in a whole community approach to augment this foundational document.
Annexes are composed of major functional activities, as well as specific hazard topics that
present unique or complex considerations that require more elaborate planning. Due to the
specific and detailed nature of annexes, they require the flexibility to be revised frequently
based on best practices and changing conditions. Therefore, OES is responsible for creating,
implementing, and maintaining these annexes and deeming them ready for use.
A complete list of current and additional planned annexes is provided in Appendix A.
PLAN MAINTENANCE
This EOP is reviewed by OES annually. This EOP may be modified by OES as a result of post‐
incident analyses and/or post exercise critiques. It may also be modified if responsibilities,
procedures, laws, rules, or regulations pertaining to emergency or incident management and
operations change. Those agencies having assigned responsibilities under this EOP are
obligated to inform OES when changes are needed to reflect current process. OES will maintain
records of revision to this EOP and each of the annexes as they are reviewed and updated. All
changes will be noted in the Annual Review table at the beginning of this document.
Every five years the EOP Base Plan should be updated and submitted to City Council for
approval.
PLAN CONCURRENCE
Supporting agencies and organizations include all City departments who received a copy of this
Plan. These City departments are expected to comply with how the EOP describes their tasks.
PLAN TRAINING AND EXERCISE
Training is an essential component of preparedness and greatly impacts the City’s ability to
respond to, and recover from, a critical incident.
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The City actively manages training activities and allocates funding in relation to fluctuating
needs, personnel turnover, and course availability. In addition, the City consistently prioritizes
training that promotes staff understanding and familiarity with the following concepts:
Incident Command System (ICS)
California Standardized Emergency Management System (SEMS)
National Incident Management System (NIMS)
California Disaster Service Worker (DSW)
EOC Sections
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AUTHORITIES AND REFERENCES
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AUTHORITIES AND REFERENCES
Emergency response, like all governmental action, is based on legal authority. The Emergency
Operations Plan (EOP), follows federal, state, and local regulations and guidelines.
FEDERAL
Robert T. Stafford Disaster Relief and Emergency Assistance Act (PL 93‐288) as amended
Homeland Security Act of 2002 (PL 107‐296)
Presidential Policy Directive / PPD‐8: National Preparedness
Homeland Security Presidential Directive / HSPD‐5: Management of Domestic Incidents
Post‐Katrina Emergency Management Reform Act of 2006 (PL 109‐295)
Pets Evacuation and Transportation Standards Act of 2006 (PL 109‐308)
Improving Access to Services for Persons with Limited English Proficiency (Executive
Order 13166)
Individuals with Disabilities in Emergency Preparedness (Executive Order 13347)
Americans with Disabilities Act of 1990 (PL 101‐336) as amended
Rehabilitation Act of 1973 (PL 93‐112, Section 504) as amended
Civil Rights Act of 1964 (PL 88‐352, Section VI)
Federal Civil Defense Act of 1950 (PL 920)
National Incident Management System (2008)
National Response Framework (2016)
Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining
Emergency Operations Plans
STATE
California Emergency Services Act (Title 2, Division 1, Chapter 7 of the Government
Code)
California Disaster Assistance Act (Title 19, Division 2, Chapter 6 of the California Code
of Regulations)
Standardized Emergency Management System (Title 19, Division 2, Chapter 1 of the
California Code of Regulations
Standardized Emergency Management System Guidelines
State of California Emergency Plan
California Disaster and Civil Defense Master Mutual Aid Agreement
California Law Enforcement Mutual Aid Plan
California Coroners’ Mutual Aid Plan
California Fire Service and Rescue Emergency Mutual Aid Plan
California Constitution (Article XI: Local Government)
Disaster Service Worker (Title 1, Division 4, Chapter 8 of the Government Code, Section
3211.92 of the Labor Code, and Title 19, Division 2, Chapter 2, and Subchapter 3 of the
California Code of Regulations)
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LOCAL
County of Santa Clara Ordinance Code, Division A8: Civil Protection and Emergency
Services
Santa Clara County Operational Area Disaster Response and Recovery Organization
Interim Agreement 1995
City of Cupertino Ordinance Chapter 2.40 ‐ Disaster Council
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GLOSSARY
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ACRONYMS
ADA Americans with Disabilities Act
AFN Access and Functional Needs
CARES Cupertino Amateur Radio Emergency Services
CADRE Collaborating Agencies Disaster Relief Effort
Cal OES California Governor’s Office of Emergency Services
CERT Community Emergency Response Team
DOC Department Operations Center
DSW Disaster Service Worker
EOC Emergency Operations Center
EOP Emergency Operations Plan
FEMA Federal Emergency Management Agency
HSPD Homeland Security Presidential Directive
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
JIC Joint Information Center
JIS Joint Information System
MAC Multi‐Agency Coordination
MMAA California Master Mutual Aid Agreement
NRF National Response Framework
NGO Non‐Governmental Organization
NIMS National Incident Management System
NWS National Weather Service
OA Operational Area
OA EOC Operational Area Emergency Operations Center
OES Office of Emergency Services
PIO Public Information Officer
PNP Private Non‐Profit
PPD Presidential Policy Directive
REOC Regional Emergency Operations Center
SEMS Standardized Emergency Management System
SOC State Operations Center
SOP Standard Operating Procedures
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DEFINITIONS
Access and Functional Needs – Persons who may have additional needs before, during, and after
an incident in functional areas, including but not limited to: maintaining independence,
communication, transportation, supervision, and medical care. Individuals in need of additional
response assistance may include those who have disabilities, live in institutionalized settings, are
elderly, are children, are from diverse cultures, have limited English proficiency, or are non‐
English speaking, or are transportation disadvantaged.
Accessible – A facility is accessible if it has the legally required features and/or qualities that
ensure entrance, participation, and usability of places, programs, services, and activities by
individuals with a wide variety of disabilities.
Affected Population – Anyone who has been displaced, injured, or suffered some loss due to a
disaster.
American Red Cross (Red Cross) – The Red Cross is a humanitarian organization, led by
volunteers, that provides relief to victims of disasters and helps people prevent, prepare for, and
respond to emergencies. It does this through services that are consistent with its Congressional
Charter and the Principles of the International Red Cross Movement.
Americans with Disabilities Act (ADA) – The Americans with Disabilities Act prohibits
discrimination against people with disabilities in employment, transportation, public
accommodation, communications, and governmental activities. The ADA also establishes
requirements for telecommunications relay services.
Annex – An annex is an addition to a document.
Appendix – Appendices provide relevant information already referenced in the guidance.
Typically, this includes forms used or other necessary information.
Catastrophe – A series of cascading human‐caused/influenced events or incidents with or
without a human caused genesis, the adverse effects/consequences of which are potentially,
seemingly, or definitively irreversible.
Civil Unrest – Civil unrest involves a disruption of the typical social order; it can involve a strike
or protest, and it can be non‐violent or involve violence. Riots and rebellions are both forms of
civil unrest.
Crisis – Phenomenon, event, active threat, or trend, with or without specific location, posing
seemingly inevitable harm to life, property, environment, organizational performance,
reputation, or way of life reasonably or ethically necessitating deliberate urgent intervention. (A
crisis may be local, national, or global.)
Dam Failure – Partial or complete collapse of a dam causing downstream flooding.
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Disaster – Any natural event or emergency (hurricane, tornado, storm, high water, wind‐driven
water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm,
drought, etc.), or regardless of cause, any fire, flood, or explosion which the President of the
United States determines to be of such severity as to warrant major federal disaster assistance.
Disaster Service Worker (DSW) – The Disaster Service Worker program is a state‐funded
worker’s compensation program for government employees and affiliated volunteers who
provide services to protect the health and safety, and preserve the lives and property, of the
people of California. Government‐affiliated volunteers, including members of the public who
spontaneously volunteer to assist during a disaster, may be registered as DSWs under California’s
Disaster Service Worker Volunteer Program.
Emergency – Incident(s) or crisis(es) (air pollution, fire, flood, storm, epidemic, riot, drought,
sudden/severe energy shortage, plant or animal infestation or disease, Governor’s warning of
earthquake/volcanic predictions, and earthquakes, etc. posing threat to safety of persons,
property, or the environment that exceeds an organization’s resources/capability.
Emergency Medical Services (EMS) – A service, providing out‐of‐hospital, acute medical care,
transport to definitive care, and other medical transport to patients with illnesses and injuries,
which prevent the patient from transporting themselves.
Emergency Operations – Actions taken during an emergency to protect life and property, care
for the people affected, and restore essential community services.
Emergency Operations Center (EOC) – A site from which government officials coordinate,
monitor, and support response activities during an emergency.
Emergency Operations Plan (EOP) – A document that describes how people and property will
be protected in disaster and disaster threat situations; details who is responsible for carrying out
specific actions; identifies the personnel, equipment, facilities, supplies, and other resources
available for use in the disaster; and outlines how all actions will be coordinated.
Evacuation – Organized and supervised dispersal of people from dangerous or potentially
dangerous areas.
Evacuee – All persons removed or moving from areas threatened or struck by a disaster.
Federal Emergency Management Agency (FEMA) – The Federal Emergency Management
Agency (FEMA) is the federal agency responsible for coordinating emergency planning,
preparedness, risk reduction, response, and recovery. The agency works closely with state and
local governments by funding emergency programs and providing technical guidance and
training. These coordinated activities at the federal, state, and local levels ensure a broad‐based
emergency program to insure public safety and protect property.
Flood – A general and temporary condition of inundation of normally dry land areas from
overflow of inland or tidal waters, unusual or rapid accumulation or runoff of surface waters, or
mudslides/mudflows caused by accumulation of water.
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Hazard – Any source of danger or element of risk to people or property.
Hazardous Material – Any substance or material that when involved in an accident and
released in sufficient quantities, poses a risk to people’s health, safety, and/or property. These
substances and materials include explosives, radioactive materials, flammable liquids or solids,
combustible liquids or solids, poisons, oxidizers, toxins, and corrosive materials.
Incident – The physical manifestation of crisis, event, or occurrence that has adversely affected
life, property, or the environment requiring the response of at least one individual.
Incident Command System (ICS) – The Incident Command System (ICS) is a standardized
emergency management concept designed to provide an integrated organizational structure for
managing emergencies, and to enable coordinated emergency response across jurisdictional
boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and
communications operating within a common organizational structure, designed to aid in the
management of resources during emergencies. It is based on proven management tools that
contribute to the strength and efficiency of the overall system.
Limited English Proficiency – Persons who do not speak English as their primary language and
who have a limited ability to read, speak, write, or understand English.
Local Jurisdiction – Local jurisdiction refers to the cities, towns, school districts, and special
districts that are encompassed within the geographical borders of the County of Santa Clara. In
the case of unincorporated areas, local jurisdiction refers to the county itself.
Mitigation – Pre‐event planning and actions that aim to lessen the occurrence or effects of
potential disaster.
Mobilization – The process and procedures used by organizations (federal, state, and local) for
activating, assembling, and transporting resources that have been requested to respond to or
support an incident.
Multi‐Jurisdiction Incident – An incident where multiple jurisdictions have a statutory
responsibility. Under ICS, these incidents will be managed under Unified Command.
Mutual Aid – Is the voluntary aid and assistance by the provision of services and facilities,
including but not limited to fire, police, medical and health, communication, transportation, and
utilities. Mutual aid is intended to provide adequate resources, facilities, and other support to
jurisdictions whenever their own resources prove to be inadequate to cope with a given situation.
Mutual Aid Agreement – Written agreement between agencies and/or jurisdictions in which they
agree to assist one another upon request, by furnishing personnel and equipment.
Natural Disaster – Any hurricane, tornado, storm, flood, high water, wind‐driven water, tidal
wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, drought, fire, or
other catastrophe which causes, or which may cause, substantial damage or injury to civilian
property or persons.
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National Incident Management System (NIMS) – The National Incident Management System
(NIMS) provides a comprehensive approach to emergency management for all hazards. NIMS
integrates existing best practices into a consistent nationwide approach to domestic emergency
management that is applicable to all jurisdictional levels (public and private) and across
functional disciplines. NIMS is based on a balance of flexibility and standardization. NIMS is
flexible and allows government and private entities at all levels to work together to manage
domestic emergencies, regardless of their cause, size, location, or complexity. NIMS also provides
a set of standardized organizational structures.
National Response Framework – The National Response Framework (NRF) presents the guiding
principles that enable all response partners to prepare for and provide a unified national response
to disasters and emergencies—from the smallest incident to the largest catastrophe. The NRF
establishes a comprehensive, national, all‐hazards approach to domestic incident response. The
NRF documents the key response principles, roles, and structures that organize national
response. It describes how communities, states, the Federal Government, private‐sector, and non‐
governmental partners apply these principles for a coordinated, effective national response. And
it describes special circumstances where the Federal Government exercises a larger role,
including incidents where Federal interests are involved and catastrophic incidents where a state
would require significant support. It allows first responders, decision makers, and supporting
entities to provide a unified national response.
Non‐Governmental Organization (NGO) – An entity with an association that is based on
interests of its members, individuals, or institutions, and that is not created by a government, but
may work cooperatively with government. Such organizations serve a public purpose, not a
private benefit. Examples of NGOs include faith‐based charity organizations and the Red Cross.
Cupertino Office of Emergency Services (OES) – OES is the lead agency in fulfilling the City’s
responsibility under the California Emergency Services Act.
Santa Clara County Office of Emergency Management (OEM) – OEM is the lead agency in
fulfilling the County’s responsibility under the California Emergency Services Act and also serves
as the Operational Area Coordinator for the County of Santa Clara under SEMS.
Operational Area (OA) – A geographical area that encompasses all local governments within a
county, including the county. The OA serves as the coordination and communications link
between the local government and the state. The OA prioritizes resources and coordinates mutual
aid among entities within the OA. Each OA is responsible for activating and operating an EOC.
Operational Area Emergency Operations Center (OA EOC) – The physical location at which the
coordination of information and resources to support OA activities normally takes place.
Plan – A document that describes the broad, overall jurisdictional response to potential
extraordinary emergencies or disasters.
Preparedness – The range of deliberate, critical tasks and activities necessary to build, sustain,
and improve operational capability. Preparedness is a continuous process involving efforts at all
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levels of government and between government and private‐sector and NGOs to identify threats,
determine vulnerabilities, and identify required resources. Preparedness is operationally focused
on establishing guidelines, protocols, and standards for planning, training and exercises,
personnel qualification and certification, equipment certifications and publication management.
Recovery – The long‐term activities beyond the initial emergency response phase of disaster
operations that focus on returning all systems in the community to a normal status or to
reconstitute these systems to a new condition that is less vulnerable.
Resources – Personnel and equipment available, for assignment to incidents or to EOCs.
Response – Activities that address the direct effects of an incident; immediate actions to save lives
and protect property.
Shelter – Facilities providing safe, sanitary, and secure refuge before, during, and after disaster
incidents. (Note: This may also include some facilities that provide immediate necessary safe
haven sheltering during an incident, but are not capable of ongoing operations once other options
are available.) Shelters may include general population shelters, medical needs shelters, or
household pet shelters.
Special District – A unit of local government (other than a city or county, with authority or
responsibility to own, operate, or maintain a project (e.g., a water district).
Standardized Emergency Management System (SEMS) – The Standardized Emergency
Management System (SEMS) is used to manage emergency response in California. SMES consists
of five hierarchical levels: field, local, operational area, regional, and State. SEMS incorporates the
principles of the Incident Command System, the Master Mutual Aid Agreement, existing
discipline‐specific mutual aid agreements, the Operational Area concept, and multi‐agency or
interagency coordination and communication. Under SEMS, response activities are managed at
the lowest possible organizational level.
State of Emergency – An eminent impending incident(s) or crisis(es) posing threat to safety of
persons, property, or the environment that is/are likely to exceed resources/capability of the
proclaiming political jurisdiction, or, the existence of an active incident which threatens a
population and the adequacy of local resources is unknown.
Terrorism – The use of, or threatened use of criminal violence against civilians or civilian
infrastructure to achieve political ends through fear and intimidation.
Threat – Communicated, demonstrated, or inferred intent and potential capability to harm life,
property, environment, organizational performance, or way of life.
Volunteer Organizations Active in Disasters (VOAD) – Established disaster relief
organizations and private non‐profits play a major role in disaster recovery at the local level.
Services include, but are not limited to:
Repairing and replacing low‐income housing
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Mass feeding services
Home clean‐up and repairs
Facilities for in‐kind disaster relief supplies
Disaster child care
Material resources such as blankets, health kits, and clean up kits
Trauma, stress, grief, care for responders and affected population
Shelter management
Emergency sheltering of animals
Clean‐up and debris removal
2‐1‐1 information and referral
APPENDIX A – CITY OF CUPERTINO EMERGENCY OPERATIONS PLAN ANNEXES
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APPENDIX A – CITY OF CUPERTINO
EMERGENCY OPERATIONS PLAN
ANNEXES
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CUPERTINO EMERGENCY OPERATIONS PLAN ANNEXES
ANIMAL AND PET CARE – The Animal and Pet Care Annex to the City of Cupertino Emergency
Operations Plan identifies responsible agencies—public, private, and private non‐ profit—that
are responsible for providing animal and pet care during an emergency, to include; rescue,
evacuation, shelter, or care of household pets.
CONSTRUCTION, ENGINEERING, AND I NFRASTRUCTURE* – The Construction, Engineering,
and Infrastructure Annex to the City of Cupertino Emergency Operations Plan details pre‐incident
and post‐incident assessment process for public works and infrastructure; establish protocols
for providing technical engineering; and construction management assistance (or guidance on
how to obtain such technical assistance). Additionally, this annex should provide a damage
assessment framework, while documenting steps to begin needed restoration of damaged
infrastructure and public facilities.
CRISIS COMMUNICATION* – The Crisis Communication Annex to the City of Cupertino
Emergency Operations Plan provides a framework for the most efficient, accurate, and thorough
dissemination of information. It outlines the conduct and coordination of public information
activities and establishes a mutual understanding of responsibilities, functions, and operations
with the OA using the Joint Information System as a foundational model.
DEBRIS MANAGEMENT* – The Debris Management Annex to the City of Cupertino Emergency
Management Plan establishes points‐of‐collection for debris following a disaster, procedures for
monitoring such debris for both environmental impact and reimbursement purposes, and
delineate the jurisdictional & contracted roles & responsibilities for debris planning, removal,
monitoring, and management activities.
DONATION MANAGEMENT* – The Donation Management Annex to the City of Cupertino
Emergency Operations Plan details donations management related to outreach and education
programs, guidance on procedures to activate a Donations Coordination Team, call centers,
relevant points of contact, safety and security considerations, and a demobilization process.
EARTHQUAKE* – The Earthquake Annex to the City of Cupertino Emergency Operations Plan
provides guidance on coordination among county department and the OA, as well as technical
information for local jurisdictions to draft more detailed earthquake operational plans.
EMERGENCY MANAGEMENT* – The Emergency Management Annex to the City of Cupertino
Emergency Operations Plan provides specific information regarding the Emergency Operations
Center (i.e., organization, training requirements, activation/notification procedures,
considerations for sustained operations, etc). It also provides a framework for the integration of
internal and external logistics partners (agencies in and out of the emergency operations
structure) through collaborative planning, sourcing, acquisition, and utilization of resources
with the purpose of re‐establishing self‐sufficiency as rapidly as possible. Additionally, this
APPENDIX A – CITY OF CUPERTINO EMERGENCY OPERATIONS PLAN ANNEXES
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annex establishes a platform for collecting and sharing information pertaining to key equipment
needed during common hazard types.
EVACUATION* – The Evacuation Annex to the City of Cupertino Emergency Operations Plan
provides information for informed evacuation decision‐making such as: road networks,
demographic information, hazard threshold considerations, re‐unification, etc. Additionally,
this annex highlights a variety of considerations for re‐habitation of previously evacuated areas.
FINANCIAL MANAGEMENT AND COST RECOVERY* – The Financial Management and Cost
Recovery Annex to the City of Cupertino Emergency Operations Plan describes processes and
procedures that ensure that funds are provided expeditiously and that financial operations are
conducted in accordance with local, state, and federal policies, laws, and regulations. Successful
financial management is essential for effective disaster response, as well as ensuring that state
and/or federal disaster reimbursement funds can be obtained following in declared disaster.
Additionally, this annex provides information concerning the state and federal disaster
reimbursement process.
FIRE, RESCUE, AND HAZMAT* – The Fire, Rescue, and HAZMAT Annex to the City of
Cupertino Emergency Operations Plan describes the process by which the OA’s Firefighting,
Rescue, and HAZMAT Agencies collect and relay information from on‐scene sources for the
purpose of situational awareness and advanced planning with the Emergency Operation
Center, ultimately supporting field operations. This annex does NOT supersede existing
policies, mutual‐aid agreements, or other specified responsibilities.
FLOOD – The Flood Annex to the City of Cupertino Emergency Operations Plan provides guidance
on coordination among county departments and the OA, as well as technical information for
local jurisdictions to draft more detailed flood operational plans.
LAW ENFORCEMENT AND SECURITY* – The Law Enforcement and Security Annex to the City of
Cupertino Emergency Operations Plan describes the process by which the county Law
Enforcement agencies, with the OA support, will collect and relay incident information from
on‐scene sources for the purpose of situational awareness and advanced planning within
Emergency Operations Center, ultimately supporting field operations. This annex does not
supersede existing policies, mutual‐aid agreements, or other specified responsibilities.
MASS CARE AND SHELTER* – The Mass Care and Shelter Annex to the City of Cupertino
Emergency Operations Plan defines the OA’s organization, operational concepts, and
responsibilities to provide care and shelter during a disaster.
RECOVERY* – The Recovery Framework Annex to the City of Cupertino Emergency Operations Plan.
Recovery is the process of re‐establishing a state of normalcy in affected communities. This
process may best be described as a sequence of interdependent and often concurrent activities
that progressively advance a community toward a successful recovery. The Santa Clara County
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Disaster Recovery Framework (SCCDRF) describes the concepts and principles that promote
rapid and effective recovery.
It identifies scalable, flexible, and adaptable coordinating structures to align key roles and
responsibilities of County agencies assigning them to Recovery Support Functions (RSFs).
Additionally the Framework captures resources, capabilities, and best practices for recovering
from a disaster. It recognizes significant challenges confront all recovery efforts, from a
relatively localized incident to a large‐scale disaster that demands substantial resources.
VOLUNTEER M ANAGEMENT* – The Volunteer Management Annex to the City of Cupertino
Emergency Operations Plan details volunteer management related to outreach and education
programs, guidance on volunteer integration, procedures to activate a Volunteer Coordination
Team, call centers, relevant points of contact, safety and security considerations, and a
demobilization process.
WILDFIRE* – The Wildfire Annex to the City of Cupertino Emergency Operations Plan provides
guidance regarding the coordination of county departments and the OA, as well as technical
information for local jurisdictions to draft more detailed wildfire operational plans.
*Annex has yet to be written. If a disaster occurs before relevant annexes have been completed,
response operations will rely on prior plans, best practices, and history.