05-20-2021 Searchable PacketCITY OF CUPERTINO
DISASTER COUNCIL
AGENDA
This will be a teleconference meeting with no physical location .
Thursday, May 20, 2021
2:00 PM
TELECONFERENCE / PUBLIC PARTICIPATION INFORMATION TO HELP STOP THE
SPREAD OF COVID-19
In accordance with Governor Newsom’s Executive Order No-29-20, this will be a
teleconference meeting without a physical location to help stop the spread of COVID-19.
Members of the public wishing comment on an item on the agenda may do so in the
following ways:
1) E-mail comments by 1:00 p.m. on Thursday, May 20 to the Council at
ThomasC@cupertino.org. These e-mail comments will be received by the Council members
before the meeting and posted to the City’s website after the meeting.
2) E-mail comments during the times for public comment during the meeting to the Council
at ThomasC@cupertino.org. The staff liaison will read the emails into the record, and
display any attachments on the screen, for up to 3 minutes (subject to the Chair’s discretion
to shorten time for public comments). Members of the public that wish to share a document
must email ThomasC@cupertino.org prior to speaking.
3) Teleconferencing Instructions
Members of the public may observe the teleconference meeting or provide oral public
comments as follows:
Oral public comments will be accepted during the teleconference meeting. Comments may
be made during “oral communications” for matters not on the agenda, and during the
public comment period for each agenda item .
To address the Council, click on the link below to register in advance and access the
meeting:
Online
Please click the link below to join the webinar :
Page 1
Disaster Council Agenda May 20, 2021
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After registering, you will receive a confirmation email containing information about
joining the webinar.
Please read the following instructions carefully:
1. You can directly download the teleconference software or connect to the meeting in your
internet browser. If you are using your browser, make sure you are using a current and
up-to-date browser: Chrome 30+, Firefox 27+, Microsoft Edge 12+, Safari 7+. Certain
functionality may be disabled in older browsers, including Internet Explorer .
2. You will be asked to enter an email address and a name, followed by an email with
instructions on how to connect to the meeting. Your email address will not be disclosed to
the public. If you wish to make an oral public comment but do not wish to provide your
name, you may enter “Cupertino Resident” or similar designation.
3. When the Chair calls for the item on which you wish to speak, click on “raise hand.”
Speakers will be notified shortly before they are called to speak.
4. When called, please limit your remarks to the time allotted and the specific agenda topic .
ROLL CALL
APPROVAL OF MINUTES
1.Subject: Minutes from October 29, 2020
Recommended Action: Approve minutes from October 29, 2020
A - Draft Minutes
POSTPONEMENTS
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Disaster Council Agenda May 20, 2021
ORAL COMMUNICATIONS
This portion of the meeting is reserved for persons wishing to address the Committee on any matter
within the jurisdiction of the Committee and not on the agenda. Speakers are limited to three (3)
minutes. In most cases, State law will prohibit the Commission from making any decisions with respect
to a matter not on the agenda.
PUBLIC HEARINGS
OLD BUSINESS
2.Subject: COVID-19 Report
Recommended Action: Receive report by the Office of Emergency Services
Coordinator
NEW BUSINESS
3.Subject: Continuity of Operations Plan
Recommended Action: Receive report on the Continuity of Operations Plan and
provide any input
Staff Report
A - Cupertino COOP Plan (Redacted)
STAFF AND COMMITTEE REPORTS
4.Subject: Report by the Santa Clara Fire Department
a.Office of Emergency Management
b.Community Education
Recommended Action: Receive report by the Santa Clara County Fire Department
liaison
5.Subject: City of Cupertino Office of Emergency Services (OES)
Recommended Action: Receive report by the City of Cupertino OES liaison
6.Subject: Report by Citizen Corps
Recommended Action: Receive report by Citizen Corps liaison
FUTURE AGENDA SETTING
ADJOURNMENT
NEXT MEETING
The next Regular Meeting is scheduled for Thursday, August 19, 2021 at 2:00 p.m.
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Disaster Council Agenda May 20, 2021
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning to attend this
teleconference meeting who is visually or hearing impaired or has any disability that needs special
assistance should call the City Clerk's Office at 408-777-3223, at least 48 hours in advance of the
meeting to arrange for assistance. In addition, upon request, in advance, by a person with a disability,
meeting agendas and writings distributed for the meeting that are public records will be made available
in the appropriate alternative format.
Any writings or documents provided to a majority of the members after publication of the agenda will
be made available for public inspection. Please contact the City Clerk’s Office in City Hall located at
10300 Torre Avenue during normal business hours.
IMPORTANT NOTICE: Please be advised that pursuant to Cupertino Municipal Code 2.08.100
written communications sent to the Cupertino City Council, Commissioners or City staff concerning a
matter on the agenda are included as supplemental material to the agendized item. These written
communications are accessible to the public through the City’s website and kept in packet archives. You
are hereby admonished not to include any personal or private information in written communications to
the City that you do not wish to make public; doing so shall constitute a waiver of any privacy rights
you may have on the information provided to the City .
Members of the public are entitled to address the members concerning any item that is described in the
notice or agenda for this meeting, before or during consideration of that item. If you wish to address the
members on any other item not on the agenda, you may do so during the public comment .
Page 4
CITY OF CUPERTINO
Agenda Item
21-9347 Agenda Date: 5/20/2021
Agenda #: 1.
Subject: Minutes from October 29, 2020
Approve minutes from October 29, 2020
CITY OF CUPERTINO Printed on 2/3/2022Page 1 of 1
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Cupertino Disaster Council Minutes October 29, 2020
CUPERTINO DISASTER COUNCIL
DRAFT MEETING MINUTES
Thursday, October 29, 2020, 2:00 p.m.
Teleconference meeting without a physical location
CALL TO ORDER
Mayor Steven Scharf called to order the meeting of the Cupertino Disaster Council at
approximately 2:01 p.m. on Thursday, October 29, 2020 via teleconference.
ROLL CALL
Disaster Council Members Present: Mayor Steven Scharf
City Manager Deborah Feng
Kristina Alfaro, Director of Administrative Services
Benjamin Fu, Director of Community Development
Bill Mitchell, Director of Innovation and Technology
Carl Valdez, Superintendent, Service Yard
Staff Present: Katy Nomura, Assistant to the City Manager
Thomas Chin, Emergency Services Coordinator
Ken Ericksen, Citizen Corps Coordinator
Others Present Virtually: Dave Flamm, Santa Clara County Office of
Emergency Management
Gina Cali, Santa Clara County Fire
Lauren Linney, Santa Clara County Fire
Members of the Public
APPROVAL OF MINUTES
1. Subject: Approve August 20, 2020 Minutes
Recommended Action: Approval of the August 20, 2020 Minutes
Mayor Steven Scharf motioned to approve the minutes of the August 20, 2020 meeting;
Bill Mitchell seconded the motion. Ayes: Scharf, Feng, Alfaro, Fu, Mitchell, and Valdez.
Noes: None. Abstain: None. Absent: Lee.
ORAL COMMUNICATIONS
NONE
Cupertino Disaster Council Page 2
WRITTEN COMMUNICATIONS
NONE
OLD BUSINESS
2. Subject: COVID-19 Report
Recommended Action: Receive report on COVID-19 response and recovery
Thomas Chin, Emergency Services Coordinator, delivered an update on COVID-9 response
and recovery including coordination with the County of Santa Clara.
Dave Flamm, Deputy Director Santa Clara County Office of Emergency Management,
provided countywide updates to COVID-19.
NEW BUSINESS
3. Subject: Proposed amendments to Chapter 2.40 (Disaster Council) of the Cupertino
Municipal Code
Recommended Action: Receive presentation on proposed amendments to Chapter 2.40
(Disaster Council) of the Cupertino Municipal Code, provide any input, and make a
recommendation to City Council.
Thomas Chin, Emergency Services Coordinator, delivered a presentation on proposed
amendments to Chapter 2.40 (Disaster Council) of the Municipal Code.
Disaster Council members asked clarifying questions, discussed the amendment, and had no
dissenting opinions.
Mayor Steven Scharf motioned to recommend all amendments for adoption by the City
Council; Kristina Alfaro seconded the motion. Ayes: Scharf, Feng, Alfaro, Fu, Mitchell, and
Valdez. Noes: None. Abstain: None. Absent: Lee
STAFF AND COMMITTEE REPORTS
4. Subject: Report by the Santa Clara County Fire Department
a. Office of Emergency Management
b. Community Education
Recommended Action: Receive report by the Santa Clara County Fire Department
liaison
a. Dave Flamm, Santa Clara County Office of Emergency Management provided an
update on emergency management activities including training, planning, and
response.
b. None
Cupertino Disaster Council Page 3
5. Subject: City of Cupertino Office of Emergency Services (OES)
Recommended Action: Receive report by the City of Cupertino OES liaison
Thomas Chin delivered an update on current response actions due to wildfire, inclement
weather, poor air quality, and future planning items from the Office of Emergency Services.
The City established cooling centers to support the community including over 100 community
members.
6. Subject: Report by Citizen Corps
Recommended Action: Receive report by the Citizen Corps liaison
Ken Ericksen, Citizen Corps Coordinator, delivered an update on Citizen Corps activities
including cooling centers, COVID-19 test sites, and social distancing protocols to protect
volunteers.
Jim Oberhofer, Citizen Corps Volunteer, provided an update on Cupertino Amateur Radio
Emergency Services exercises and planning.
7. Next Meeting: February 18, 2021 in the EOC at City Hall, Cupertino, California 95014 or
virtually depending on conditions.
FUTURE AGENDA SETTING
ADJOURNMENT
Mayor Steven Scharf adjourned the meeting at 2:32 p.m.
Minutes prepared by:
Thomas Chin
Cupertino Office of Emergency Services
CITY OF CUPERTINO
Agenda Item
21-9350 Agenda Date: 5/20/2021
Agenda #: 2.
Subject: COVID-19 Report
Receive report by the Office of Emergency Services Coordinator
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CITY OF CUPERTINO
Agenda Item
21-9351 Agenda Date: 5/20/2021
Agenda #: 3.
Subject: Continuity of Operations Plan
Receive report on the Continuity of Operations Plan and provide any input
CITY OF CUPERTINO Printed on 2/3/2022Page 1 of 1
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DISASTER COUNCIL STAFF REPORT
Meeting: May 20, 2021
Subject
Continuity of Operations Plan
Recommended Action
Receive a report on the Continuity of Operations Plan and provide any input
Discussion
As part of the City Work Program, the City of Cupertino (City) has developed a
Continuity of Operations Plan (COOP) to support the City’s continual delivery of
essential services during any hazard.
The COOP addresses an all-hazards approach to maintaining or reconstituting (if
needed) essential services to the community in the event of an emergency. This plan
provides the framework for the implementation and recovery actions necessary to
continue essential functions during any emergency or situation until restoration of
normal operations.
The Continuity of Operations Plan includes elements such as:
1. Essential Functions
2. Delegations of Authority and Orders of Succession
3. Human Capital Management
At a minimum, the COOP will be reviewed annually for consistency and revised as
needed. Interim revisions can be made if information changes significantly, between
scheduled revisions.
The Continuity of Operations Plan (COOP) planning process was contracted through the
completion of a competitive bid process. The contractor held a Kickoff Meeting on July
14, 2020 and presented an overview of the project, timeline, and milestones to the City’s
executive management team. Department heads were asked to provide a representative
for future planning purposes.
Individual meetings were scheduled with each department’s representative. They were
given an overview of the project and asked to provide information for an Essential
Functions exploration process with two follow up meetings to refine priorities and
determine resource management requirements for each function. Subsequent meetings
were held with key departments (Finance, HR, IT, and Facilities) to provide the
contractor with city-specific information about subjects like, payroll, continuity
communications, vital systems, and alternate facilities. The contractor also met with the
Office of Emergency Management with updates and follow up items on a weekly basis.
On March 11, 2021, the Public Safety Commission (PSC) reviewed the Continuity of
Operations Planning process. The PSC discussed the planning process and asked
clarifying questions.
On April 7, 2021, employees with key responsibilities written into the plan were invited
to a 90-minute training session, as well as, given an opportunity to review and comment
on the draft plan. This training session was followed by a tabletop exercise on April 14,
2021. Participants tested the activation, essential functions priorities, and reconstitution
processes focused on two scenarios (a minor individual department emergency and a
major earthquake scenario.) Afterwards, the contractor met with individual
departments to discuss further refinement of essential function priorities. The plan was
revised and refined based on the findings from the exercise and consequent discussions.
On May 13, 2021, the PSC reviewed the draft COOP document, asked additional
clarifying questions, and provided comment.
At each stage any comments or suggestions were incorporated into the COOP Plan as
appropriate.
In the future, testing, training, and exercising the COOP will continue to familiarize City
staff with their roles and responsibilities during an emergency, ensure that systems and
equipment are maintained in a constant state of readiness, and validate aspects of the
COOP plan. Training, exercise, and evaluation of the COOP will be integrated into the
City’s Comprehensive Training and Exercise Program to ensure the ability to implement
the critical elements of COOP.
Sustainability Impact
None anticipated.
Fiscal Impact
The Continuity of Operations Plan (COOP) was developed with the support of a
contract for $61,650.
_____________________________________
Prepared by: Thomas Chin, Emergency Services Coordinator
Approved for Submission by: Katy Nomura, Assistant to the City Manager
Attachments:
A – Cupertino COOP Plan REDACTED
May 2021
CONTINUITY OF OPERATIONS PLAN
Mission Statement
The Mission of the City of Cupertino is to provide exceptional service, encourage all members
of the community to take responsibility for one another, and support the values of education,
innovation, and collaboration.
Document Handling and Security
In its entirety, the Continuity of Operations Plan / Continuity of Government addresses not only
high-level overview information about how the City of Cupertino responds to different types of
disruptions, but also the operational detail necessary to support these disruptions.
Given the sensitivity of some of the information in this plan, the distribution of the plan and its
associated documents will be assessed, and appropriate security measures implemented. The
City may determine the required level of security for this plan elevates this it to a “For Official
Use Only” document, resulting in the control and limited distribution of the plan.
Activation of this plan is authorized by the City Manager, or a designee, while implementation
is coordinated by the department leadership and COOP/COG leads or alternates. For more
information about continuity planning, contact the Cupertino Office of Emergency
Management.
Acknowledgements
Special thank you to the individuals listed below who contributed to the development and approval of
this plan. Their dedication to the process and hard work made this plan possible.
Deborah Feng, City Manager Dianne Thompson, Assistant City Manager
Katy Nomura, Assistant to the City Manager Bill Mitchell, Chief Technology Officer
Thomas Chin, Emergency Services Coordinator Joanne Magrini, Director of Parks & Rec.
Kirsten Squarcia, City Clerk Karen Levy, Recreation Coordinator
Lauren Sapudar, Deputy City Clerk Sean Hatch, Deputy Building Official
Brian Babcock, Communications Officer Kerri Heusler, Housing Manager
Andre Duurvoort, Sustainability Manager Roger Lee, Director of Public Works
Zachary Korach, Finance Manager Ken Tanase, Public Works Supervisor
Vanessa Guerra, Human Resources Manager
Rachelle Sander, Asst. Director of Parks & Rec.
Brad Alexander, Public Works Supervisor
Promulgation
The City of Cupertino has committed to providing exceptional service to all members of our
community. Through continuity planning, the City of Cupertino will further demonstrate its
steadfast commitment to the continuation of these services during an emergency or disaster,
and the safety and protection of the community, its employees, and visitors. An organization’s
resiliency is causally related to the effectiveness of its continuity capability. A Continuity of
Operations (COOP) plan establishes policy and guidance ensuring that personnel and resources
are available to provide essential functions and services during emergencies or other
disruptions in normal operations.
This COOP plan documents the basic information, procedures, and guidance which will enable
the City of Cupertino to resume its essential functions within 12 hours of an emergency, with or
without advance warning, and to sustain continuous operations for 30 days or the entire cycle
of the incident.
This plan references information from FEMA, the State of California, and the County of Santa
Clara; as well as, the City of Cupertino’s Emergency Operations Plan, City code and other
governmental documents. The plan addresses emergency operations from an all-hazards
approach.
The City of Cupertino has reviewed and approved this plan, verifying its content to ensure it
contains required information and guidance for sustaining its essential services and to minimize
potential impacts during and following an emergency effective on May XX, 2021.
_____________________________________________ ____________________
Deb Feng, City Manager Date
Contents
Promulgation .............................................................................................................................................. 1
Executive Summary ................................................................................................................................... 1
Introduction ................................................................................................................................................ 2
Purpose .................................................................................................................................................... 3
Scope ........................................................................................................................................................ 3
Hazard and Risk Analysis/Site Vulnerability .................................................................................... 4
Assumptions ........................................................................................................................................... 4
Objectives ................................................................................................................................................ 6
COOP Activation ....................................................................................................................................... 7
COOP Activation Team ......................................................................................................................... 7
Operational Phases ................................................................................................................................ 8
Elements of a COOP .................................................................................................................................. 9
Essential Functions ................................................................................................................................ 9
Delegations of Authority and Orders of Succession ....................................................................... 10
Human Capital Management ............................................................................................................. 10
Continuity Facilities ............................................................................................................................. 13
Continuity Communication ................................................................................................................ 14
Vital Records, Systems & Vendors .................................................................................................... 15
Devolution ............................................................................................................................................ 16
Reconstitution ....................................................................................................................................... 17
Test, Train & Exercise .......................................................................................................................... 17
Plan Maintenance and Distribution....................................................................................................... 18
Authorities and References ..................................................................................................................... 19
References ............................................................................................................................................. 19
Appendix A – COOP Activation Checklist ...................................................................................... 17
Appendix B -- List of Essential Functions and Responsible Staff ................................................. 20
Appendix C -- Delegation of Authority and Order of Succession ................................................ 32
Appendix D – Continuity Facilities ................................................................................................... 33
Appendix E – Continuity Communications ..................................................................................... 35
Appendix F – Vital Records, Systems & Vendors ........................................................................... 36
Appendix G – Devolution ................................................................................................................... 37
Appendix H -- Reconstitution Activities .......................................................................................... 38
Appendix I -- Training and Exercise Log ......................................................................................... 40
Appendix J – Plan Maintenance ......................................................................................................... 41
Appendix K – Definitions ................................................................................................................... 42
1
Executive Summary
The City of Cupertino (City) has developed the following Continuity of Operations Plan
(COOP) to support the City’s continual delivery of essential services during any hazard. The
City consists of six departments including approximately 200 employees. Cupertino, California,
is on the western edge of Silicon Valley against the foothills of the Santa Cruz Mountains. With
a population of approximately 64,000 people within 13 square miles, Cupertino is 42 miles
south of San Francisco and is home to high-tech companies.
The City has an Emergency Operations Plan (EOP) that is used to prepare for, respond to, and
recover from major disasters. This COOP will serve as a supplemental tool designed to help the
City’s departments effectively sustain continuous operations of essential functions or resume
within 12 hours of an emergency, with or without advance warning, for the entire cycle of the
incident.
The COOP addresses an all-hazards approach to maintaining or reconstituting (if needed)
essential services to the community. The guide provides the framework for the implementation
and recovery actions necessary to continue essential functions during any emergency or
situation until restoration of normal operations.
The Continuity of Operations Plan includes the following elements:
1. Essential Functions
2. Delegations of Authority and Orders of Succession
3. Human Capital Management
4. Continuity Facilities
5. Continuity Communication
6. Vital Records, Systems & Vendors
7. Devolution
8. Reconstitution
9. Test, Train & Exercise Program
2
Introduction
COOP planning is a critical business practice and is part of the fundamental mission of all
agencies as responsible and reliable public agencies. The changing threat, environment and
recent emergencies have shifted awareness to the need for COOP capabilities that enable
agencies to continue their critical functions across a broad spectrum of emergencies. COOP
plans augment and support existing Emergency Operations Plans (EOPs) and are most
effectively activated as an Annex to the City of Cupertino’s EOP.
Although preparing for major disasters or emergencies is important, it is equally important to
prepare for emergencies that are less severe but more frequent. For example, in an average year,
the City will likely be faced with the effects of severe storms, recurring areas of flooding,
seasonal flu absenteeism, or technological interruptions more than a major disaster or terrorist
incident. While risks and threats vary for each department, the more pre-planning the City
does the more effective its operational capability will be to maintain citywide Essential
Functions (EFs).
The City of Cupertino has operations that must be performed, or rapidly and efficiently
resumed, in an emergency or other disruption to daily business. While the impact of an
emergency cannot be predicted, planning for operations under such conditions can reduce the
impact on the City’s people, facilities, and mission.
This COOP plan establishes policy and
guidance to ensure the execution of the
essential functions for the City of Cupertino in
the event of a disruption to normal operations.
Continuity of Government (COG) is
embedded into the COOP plan ensuring that
the City of Cupertino maintains the authority
to initiate and implement both emergency and
administrative powers during an incident
when the COOP plan is activated. Each key
position, whether elected or appointed has
predefined lines of succession clearly
delineated along with the necessary
delegations of authorities for specified
functions to be carried out in every situation.
Continuity of Government
(COG) is an essential function of
emergency management,
and is vital during an
emergency/disaster situation. COG
is defined as the preservation,
maintenance, or reconstitution of
the civil government’s ability to
carry out its constitutional
responsibilities. COG planning is
embedded within the COOP plan
in Human Capital Management,
Lines of Succession, and
Delegation of Authority
3
Orders of succession are identified for each key position allowing for a predefined transition of
leadership when incumbents are unavailable during a COOP activation.
Detailed information regarding Delegations of Authority and Orders of Succession are available in Appendix C.
Purpose
The purpose of the COOP is to provide the framework for City departments and divisions to
restore mission essential functions when an emergency disrupts operations. The COOP includes
the following elements:
An Activation Checklist with recommended steps to be taken
A comprehensive list of mission Essential Functions
Recommended alternate facilities
Comprehensive lists of continuity communications and vital systems needed to successfully
restore or continue Essential Functions
Guidance during a devolution
How to reconstitute operations
Tracked changes to this plan, as well as a training and exercise log
Whether the disaster is an earthquake, flood, or pandemic is immaterial to the COOP plan . The
steps are always the same, assess the damage to mission Essential Functions and provide
alternate means of sustaining those functions until either the incident is resolved, or a longer-
term plan is established.
The City is committed to the safety and protection of its employees, visitors, operations, and
facilities. This COOP provides the City’s departments and personnel a framework that is
designed to minimize impact during an emergency. Further, the City COOP/COG establishes
procedures that the City leadership can use to strategically minimize risk to its employees,
visitors, operations, and facilities.
Scope
Though the COOP plan is not a response plan, it does provide the framework, within the City’s
governance, leadership, and management structure necessary to support and guide key
departments with continuity of mission critical operations. Each key department owns a portion
of this COOP plan that contains protocols specific to its area of responsibility. City leadership
expects a response time of 12-hours for all essential functions identified in this plan and a
sustainment those functions for a period of 30 days or the end of the incident, whichever comes
first.
4
The following City Departments have elements of the City’s COOP:
City Manager’s Office
Administrative Services
Community Development
Innovation Technology
Parks and Recreation Department
Public Works
The Santa Clara County Fire Department, Santa Clara County Sheriff’s Office, and Santa Clara
Valley Water District provide critical services to the City of Cupertino. Each entity maintains
individual continuity plans specific to the individual organization and discipline.
Hazard and Risk Analysis
The chart below provides potential hazards that could occur in the City of Cupertino. In
addition, it should be recognized that, depending on the incident the IT department may not be
able to bring backup systems online for a period of 4-8 hours. For more details regarding
Hazard and Risk Analysis, refer to the Local Hazard Mitigation Plan, in Volume II of the Santa
Clara County plan.
Potential Hazards and Impacts
Active Shooter Dam Failure Flooding Loss of Internet Loss of Personnel
Airplane Crash Earthquake Hazardous
Materials Incident
Loss of Telephones
- landline/cell Pandemic
Bomb Threat Explosion High Winds Loss of Electricity
or Natural Gas
Loss of Building(s)
– partial or total
Civil Disorder Extreme
Cold/Freeze Landslide Loss of Water or
Sanitary Sewer Terrorism
Cyber Terrorism or
Data Security Extreme Heat Loss of Fuel Loss of
Transportation
Wildland Urban
Interface Fire
Pandemic Planning and COOP
Much has been learned about pandemic planning and the COOP plan through the experience of
the COVID-19 pandemic. Maintaining the City’s essential functions and services in the event of
pandemic COVID-19 required additional considerations beyond traditional continuity
planning. Unlike other hazards that necessitate the relocation of staff performing essential
5
functions to an alternate operating facility, a COVID-19 pandemic may not directly affect the
physical infrastructure of the organization. As such, a traditional “continuity activation” may
not be required during a pandemic COVID-19 outbreak. However, a pandemic outbreak
threatens an organization’s human resources by removing essential personnel from the
workplace for extended periods of time. Accordingly, this plan addresses the threat of a
pandemic outbreak. In the event a future pandemic should occur, the City will strictly follow
instruction and guidance provided by the Santa Clara County Public Health Officer. This could
include implementing procedures such as social distancing, infection control, and personal
hygiene. Cross-training to ease personnel absenteeism in a critical skill set becomes paramount.
Protecting the health and safety of essential personnel is the focused goal in order to enable the
City to continue to operate effectively and to perform essential functions and provide essential
services during a pandemic outbreak.
Assumptions
The assumptions of this COOP Plan are as follows:
The City of Cupertino will continue to be vulnerable to identified hazards and risks as well
as others that may develop in the future.
Leadership and employees will recognize their responsibilities to public safety and exercise
their authority to implement this COOP Plan in a timely manner when confronted with
disasters.
In the event of disaster, the City of Cupertino may need to rely on services of adjacent
jurisdictions, state and federal agencies, and the private sector, non-governmental
organizations (NGOs) and use of volunteers in the recovery process. Thus, this COOP Plan
can serve as a basis for future development of a multi-jurisdictional or multi-organizational
plan that could incorporate mutual aid agreements, continuity locations, and
interdepartmental communications plans to ensure a coordinated response to a disaster.
While an annex of the Emergency Operations Plan (EOP), this COOP Plan may be
implemented independently of the EOP and under different situations. The COOP Plan will
be activated to the level necessary to address the threat or disruption of normal services.
If properly implemented, this COOP Plan will reduce or prevent disaster-related losses.
This COOP Plan is a part of a broader emergency planning structure for City of Cupertino.
The emergency management structure will also apply to this COOP Plan, including the
following:
Appointing authority
Vision and mission statement, goals, objectives, and milestones
Management policies and procedures
Applicable legislation, regulations, and industry codes of practice
Program budget, procurement procedures and management schedules
6
Objectives
The objectives of this COOP plan are to:
Ensure the safety of all City staff,
Reduce disruptions in operations,
Facilitate decision-making during an emergency,
Delineate essential functions and activities,
Assign critical staff capable of sustaining essential functions during a COOP activation,
Delegate authority,
Establish orders of succession,
Identify vital records, files, databases, systems, and equipment,
Identify requirements for continuity communications,
Identify alternate locations,
Identify COOP maintenance requirements, and
Provide training and exercises necessary to become proficient at implementing the
COOP plan.
7
COOP Activation
The following individuals may activate this COOP plan.
Authorized Senior Official Authorized Official Designee
Deb Feng, City Manager Dianne Thompson, Assistant City Manager
COOP Activation Team
In the event of activation or partial activation of the COOP plan, a COOP Activation Team will
be identified specific to the incident. To staff the COOP Activation Team, the City Manager or
designee will identify key positions to provide management and technical expertise.
Within the first 12 hours of activation, the COOP Activation Team will provide a capability
assessment and status report to the City Manager or designee. This report will include
information like; a building inspector’s assessment of affected facilities, staffing availability,
communications capability, and the status of alternate facilities.
Keep in mind that disaster response activities are coordinated using a response plan, this
COOP plan provides guidance for continuity of services and not disaster response. That said,
reality is that some members of the COOP team also serve in the Emergency Operations Center
during a disaster. Successful delineation of roles will require extensive cross-training and clear
delegation of authority.
Additional tasks of the COOP Activation Team and other positions are identified in the
Activation Checklist in Appendix A.
8
Operational Phases
When confronting events that disrupt the normal operations of the organization, the City of
Cupertino shall implement its COOP plan utilizing the following time-phased approach:
Phase Time Frame Action
Phase 1 – Readiness
& Preparedness
Pre-Event Organizational and Staff Preparedness
Phase 2 - Activation
and Relocation
0-12 hours Activate the COOP plan and assess requirement
to sustain essential functions
If needed, relocate essential functions to
continuity facility(ies)
Notify the public of changes in services and/or
relocation of services
Phase 3 – Continuity
Operations
12 Hours -
Termination or
Extended
Emergency
Conditions
Identify replacements for missing personnel
(delegation of authority and orders of succession)
Commence full execution of operations
supporting essential functions
Phase 4 -
Reconstitution
Termination of
Emergency
Inform personnel that the threat no longer exists,
or a transition plan is being adopted
Supervise return to normal operating facility
Once the threat has passed and normal operations are resumed, a review of the execution and
effectiveness of the COOP plan is an important component to the department’s continued
success. This will also provide an opportunity to update the COOP plan to correct deficiencies
and/or incorporate best practices.
9
Elements of a COOP
Essential Functions
When confronting events that disrupt normal operations, the
City of Cupertino is committed to ensuring that essential
functions will be continued even under the most challenging
emergency circumstances. The City of Cupertino has identified
as critical only those priority business functions that are
required by statute, regulation, executive order, or are
otherwise necessary to provide vital services, exercise civil
authority, maintain the safety and well-being of the general
populace, or to sustain critical support to the residents of the City of Cupertino.
During activation of this COOP plan, all other activities may be suspended to enable the
organization to concentrate on providing the critical functions and building the internal
capabilities necessary to increase and eventually restore operations. Users should be notified if
services are suspended.
The identification of essential functions is a prerequisite because it establishes the parameters
that drive all continuity planning and preparedness efforts. Specifically, they represent the
overarching responsibilities of city government to lead and sustain vital operations and services
during a crisis. Therefore, the uninterrupted continuation of the essential functions shall be the
primary focus of government leadership during and in the aftermath of an emergency that
adversely affects the performance of government functions.
The list of essential functions, vetted by the City of Cupertino in 2021, represents the activities
that must be restored or continued to enable the City of Cupertino to carry out its mission
critical government functions and services.
A list of essential functions and responsible staff for those functions can be found in Appendix B.
Essential Functions
are those functions
that enable an
organization to fulfill
its fundamental
mission
10
Delegations of Authority and Orders of Succession
In the event that executive leadership, senior management, or
senior technical personnel are unavailable during an emergency,
the City of Cupertino has developed a set of procedures to
govern both delegations of authority and orders of succession.
These sets of procedures ensure that there is adequate coverage
when individuals are rendered unable to perform their duties
and provides measures that allow replacements to be readily
made to fill vacancies, thereby fulfilling the requirements of
Continuity of Government [COG] provisions.
Specific information regarding delegations of authority and orders of
succession can be found in Appendix C.
Human Capital Management
Successful implementation of the COOP plan rests on the management of human capital. The
Continuity of Operations (COOP) Planning Team has reviewed authorities and policies to
protect the safety and productivity of employees and to mitigate disruptions to operations. The
City of Cupertino will review staff scheduling
procedures, identify alternate staffing resources,
and develop a plan on temporary business
reduction due to critical losses of staff.
Additionally, the COOP plan may utilize Disaster
Service Workers (DSWs) during a COOP plan
activation. DSWs are defined as “all public
employees and all registered volunteers of a
jurisdiction having an accredited disaster council,"
per the Government Code, Title I, Division 4,
Chapter 8, and Labor Code, Part I, Division 4,
Chapters 1 and 10. This means that all City
employees may become essential personnel during
a COOP plan activation.
Orders of Succession
provides for the
orderly and pre-
defined assumption
of senior
organization offices
in the event that any
officials are
unavailable to
execute their legal
duties
Human Capital Management is
the sum of talent, knowledge,
and enthusiasm that people
invest in their work. Effective
human capital management
does the following:
Places the right people in
the right jobs to perform
Essential Functions most
effectively
Ensures that ALL employees
have a clear understanding
of what they are to do
during a COOP activation
11
City Employee Considerations
An important consideration in COOP planning is the safety, security, and prosperity of all
employees. There can be significant access and service gaps that exist for some City employees.
Those employees include the following:
Employees who have additional needs before, during, and after an incident in functional
areas such as maintaining independence, communication, transportation, supervision,
and/or medical care
Employees who need additional response assistance such as employees with limited
English proficiency or non-English speaking, those without transportation, those who
require accommodations for major life activities, and those with disabilities
This COOP plan incorporates the whole community approach to COOP planning.
Consideration has been given to incorporating Americans with Disabilities Act (ADA)
regulations into COOP planning efforts. The overarching whole community considerations
include the following:
Complying with ADA regulations in primary locations and in continuity locations
Providing appropriate transport and access for all employees within their primary
location and continuity locations – This includes evacuation plans, procedures, and
equipment that ensure a safe and timely exit for the employee with their equipment
Engaging all employees to establish relationships and build trust prior to a COOP event
Determining the needs and documenting any resource gaps for all employees
Training and exercises with employees who require additional response assistance,
capturing lessons learned, and implementing strategies to correct the gaps in COOP
activation policies and procedures for all employees
Personnel Relations/Family Preparedness Planning
City employees should consider preparedness measures to reduce the impact caused by an
incident that disrupts operations. During a COOP plan activation, employees will be
responsible for maintaining the operation of essential functions.
It is important to ensure that human resource policies support the overall COOP program.
Operating procedures addressing human resources issues are necessary to maintain the
productivity and availability of personnel resources. These issues include the following:
Leave policies
Labor relations/union contracts
Flexible work arrangements
Employee communication (internal/external)
Cross-training
Contingency staffing plans (internal/external)
12
Transportation
Employee communication programs/accountability
Counseling/Wellness
Family shelter/day care
Preparedness Elements for City Employees
Having an individual and family preparedness plan in place could allow employees to perform
essential functions. All employees should consider developing personal preparedness plans
that include:
Developing a childcare plan (day care alternatives, alternate after-school site, neighbor
assistance, family member assistance)
Developing an adult/elder care plan (adult day care alternatives, alternate care site,
neighbor assistance, family member assistance)
Developing a pet care plan (neighbor assistance, family member assistance, or kennel)
Developing an alternate transportation plan for employee and other family members
Developing a family communications plan
Developing a family reunification plan
Additional personal preparedness resources can be provided by the Office of Emergency Management or review
Guidance provided by FEMA’s Ready Responder
https://www.ready.gov/sites/default/files/documents/files/RRToolkit.pdf
Personnel
Each department should keep a roster of mission essential personnel who will fill COOP
positions. The Human Resources Division maintains official personnel files and can provide
contact information as needed. Contact information will be updated annually or as personnel
changes occur.
Keep in mind that disaster response activities are coordinated using a response plan, this COOP
plan provides guidance for continuity of services and not disaster response.
Mission Essential Personnel
The designation of mission essential will depend upon the employee’s duties and the
essential functions that need to be performed following COOP plan activation.
Nonessential COOP Personnel
Following COOP plan activation, nonessential COOP personnel will report to work only
if required by their Supervisor or by the COOP Activation Team as a Disaster Service
Worker.
13
Disaster Service Workers (DSWs)
There are two types of DSWs.
DSW Employees are City employees (including part-time employees) who are
required to report back to work after ensuring the safety of their home and
families to assist in disaster-related events.
DSW Volunteers have chosen to volunteer their time to assist the City of
Cupertino in carrying out specific responsibilities as determined at the time of
the incident.
During a COOP plan activation, both types of DSWs are vital to the continuity or re-
establish operations of Essential Functions. Keep in mind that COOP is not a response
plan but rather a continuity of day-to-day services.
Staff needed to provide essential functions are COOP/COG Mission Essential Personnel and are listed by title on
the Essential Functions list in Appendix B.
Continuity Facilities
Once the Plan is activated and personnel are notified, the
City of Cupertino will relocate continuity personnel and
vital records to designated Continuity Facilities if
necessary. The continuity personnel may deploy/relocate
to perform the Essential Functions and other continuity-
related tasks.
Consideration should also be given to “telework” capabilities by key continuity personnel. In
this situation, it will be imperative that strong communication paths be established and
maintained. See the section titled Continuity Communication for more details.
FEMA Reimbursement Eligibility to Temporarily Relocate Essential Community
Services
If the City of Cupertino provides essential community services at a facility that is determined to
be unsafe, inaccessible, or destroyed as a result of the incident, temporary relocation of these
services to another facility may be eligible for FEMA reimbursement. Essential community
services are those services of a governmental nature that are necessary to save lives, protect
property and the public, and preserve the proper function and health of the community at large.
FEMA evaluates the criticality of the service and safety of the facility to determine the need for
temporary relocation. FEMA will not incorporate funds from temporary facilities into fixed cost
projects.
Continuity Facilities are
identified locations where
leadership and staff may
operate during a
continuity event
14
Eligible for Temporary Relocation Reimbursement
Essential community services provided by an eligible Applicant are eligible for reimbursement
of relocation expenses. The following services are considered essential community services
(these differ from the list of Private Nonprofit (PNP) essential social services)
Education
Election and polling
Emergency, including emergency management, law enforcement, fire, and rescue
Homeless and domestic violence shelters
Emergency medical care
Utility
Other facilities that provide public health and safety services of a governmental nature
Services provided in administrative and support facilities essential to the provision of the
essential community service are also eligible for relocation. These include administration
buildings, student housing, cooking facilities, parking, and storage if items are needed on-site.
Ineligible for Temporary Relocation Reimbursement
Facilities that do not provide essential community services are ineligible for temporary
relocation. These include facilities and services such as museums, community centers, shelter
workshops, performing arts centers, recreation and parking, athletic stadiums and fields,
houses of worship, housing and residential services, custodial care, assisted living, senior
citizen centers, alcohol and drug rehabilitation, childcare, libraries, research and warehouse
facilities, burial, vocational, academic, athletic, political training, and student union buildings.
FEMA determines the eligibility of relocating services to another facility based on the safety of
the damaged facility. Refer to “FEMA Public Assistance Program and Policy Guide 2020” for more
details.
Continuity Facilities are defined, mapped, and detailed in Appendix D.
Continuity Communication
Continuity communication refers to the ability for personnel to communicate internally, and
externally during an emergency.
City employees identified as COOP/COG continuity personnel should provide necessary means
of communication (i.e., email, voice, text, landline, etc.) to the Department of Human Resources.
The City has provided key personnel with access to GETS (government emergency
telecommunications system) to be used for emergency communications.
15
The following INTERNAL methods will be used to communicate with emergency and non-
emergency personnel during emergencies:
AlertSCC (voice, text, email)
Landline phone (POT voice/fax) system, cell
phone (voice, text)
City intranet website
E-mail and text messaging
The following EXTERNAL methods will be used to
communicate with the public, the media, and other
agencies/organizations during emergencies:
AlertSCC (voice, text, email)
Landline phone (POT voice/fax) system, cell
phone (voice, text)
E-mail and text messaging
Public website – www.cupertino.org
Two-way radio
Satellite phone
Video teleconferencing
Social Media
Critical information systems used to accomplish essential functions during normal operations at
the primary location must be accessible at the continuity location. For these systems to be
accessible connectivity must be in place at the continuity location and system servers should be
backed up at more than one location. Each department will coordinate with the IT Department
on the specific technical support needed during COOP plan activation. If the communications
infrastructure is affected, the telephone and voicemail systems could require 12–24 hours for
restoration.
A specific continuity communications equipment list is available in Appendix E.
Vital Records, Systems & Vendors
To the extent possible, the City of Cupertino will provide for off-site storage of duplicate
records and (out-of-state/out-of-area if possible) backup for electronic records and databases,
also providing access to vital records and databases at the continuity facility.
Continuity Communications
Must support the
execution of essential
functions
Provide capability to
communicate within
the organization
Provide connectivity to
outside agencies and
customers
Ensure access to data,
systems, and services
needed for essential
functions
16
Vital records include, but are not limited to:
Accounts Payable
Contracts
Personnel files
HR forms
Databases
Payroll
Vendors and other agencies are often involved, at varying
levels, in the activities of an essential function. It is important
that the City knows which vendors or agencies will be available during a COOP activation.
Vendors should provide information regarding their own continuity planning to ensure their
ability to perform when an emergency arises.
Detailed information regarding vital records, systems and vendors is provided in Appendix F.
Devolution
Devolution planning in the City of Cupertino supports overall
COOP planning and addresses threats and all-hazards
emergency events that may render an office or department’s
staff unavailable to support, or be incapable of supporting, the
execution of essential functions from either its primary location
or its alternate location(s). The City of Cupertino utilizes a
devolution option for continuity, when allowed by law,
addressing how to identify and conduct priority essential
functions during an increased threat situation or in the
aftermath of a catastrophic emergency.
As part of COOP planning, the City of Cupertino acknowledges
that the following triggers may be used to devolve from COOP
operations:
Loss of key personnel required to make decisions
Loss of systems, equipment or facilities that are essential
to carry out essential functions
First responder agencies participating in a Mutual Aid
Agreement, such as law and fire organizations, will follow procedures from that agreement to
continue essential function activities.
Vital Records are
those electronic and
hard copy
documents,
references and
records needed to
support essential
functions
Devolution is the
capability to transfer
statutory authority
and responsibility for
essential functions
from an
organization’s
primary operating
staff and facilities to
other organization
employees and
facilities, and to
sustain that
operational
capability for an
extended period
17
Other departments can refer to the procedures listed in Appendix G.
Reconstitution
The City of Cupertino has developed general guidelines and policies for ending alternate
operations and returning to a non-emergency status at the designated primary facility.
As part of COOP planning, the City of Cupertino acknowledges that the following triggers may
be used to reconstitute from COOP operations:
Communications infrastructure has been restored
Office facilities and equipment are restored, accessible and available for use
Utilities (power, water, restrooms, etc.) are in working order
Information regarding the reconstitution process can be found in Appendix H.
Test, Train & Exercise
Testing, training, and exercising is intended to familiarize City staff with their roles and
responsibilities during an emergency, ensure that systems and equipment are maintained in a
constant state of readiness, and validate aspects of the COOP plan. Training, exercise, and
evaluation of the COOP will be integrated into the City’s Comprehensive Training and Exercise
Program to ensure the ability to implement the critical elements of COOP.
A COOP Exercise Program focuses primarily on evaluating capabilities or an element of a
capability, such as a plan or policy, in a simulated situation.
The Exercise Program includes the following elements:
An opportunity for COOP personnel to demonstrate their familiarity with COOP plans
and procedures, and to demonstrate their office/department’s capability to continue its
essential functions
Delegations of Authority/Orders of Succession
An exercise that incorporates the deliberate and preplanned movement of COOP personnel
to an alternative facility location
Communications capabilities and both inter- and intra-office/department level
dependencies including a call out drill
An opportunity to demonstrate that backup data and records, required supporting
essential functions at COOP facilities or locations are sufficient, complete, and current
An opportunity for COOP personnel to demonstrate their familiarity with the
reconstitution procedures to transition from a COOP environment to normal activities,
when appropriate
18
A comprehensive debriefing after each exercise, which allows participants to identify
systemic strengths and weakness in plans and procedures and to recommend revisions
to the office/department COOP Plan
Office/Departmental level participation: conducting and documenting annual
assessments of their COOP Plans and programs
Based on the outcome of the exercise program, the City of Cupertino should develop a COOP
Improvement Plan (CIP) to assist in documenting, prioritizing, and resourcing COOP issues
identified during Training, Testing, and Exercising (TT&E), assessments, and COOP operations.
The purpose of CIP is to accomplish the following:
Identify COOP deficiencies and other areas requiring improvement and provide
responsibilities and a timeline for corrective action
Identify program and other COOP funding requirements for submission to the
respective elected officials or department heads
Identify and incorporate efficient acquisition processes, and where appropriate, collect
all inter-office/department requirements into one action
The City’s chart of tests, training and exercises of COOP capability are reflected in Appendix I.
Plan Maintenance and Distribution
At a minimum, this plan will be reviewed annually for consistency and revised as needed.
Interim revisions can be made if information changes significantly, between scheduled
revisions. When reviewing the plan, special attention should be paid to the following:
1. Has the department moved, added, removed, or adjusted operations that would impact
this plan?
2. Is there a new organizational chart for the department that would require the plan to be
updated to encompass the changes in title or staffing?
3. Are there any new or revised site-specific vulnerabilities that should be added to the
plan?
4. Is the list of Essential Functions up to date?
5. Is there a MOA/MOU for Continuity Facilities that needs to be updated?
6. Are the Continuity Communications still adequate to support Essential Functions fully?
The COOP Planning Team, or designees, will be responsible for converting information from
the Exercise Program’s Improvement Plan into the revisions necessary to the COOP plan.
A chart of Plan Maintenance can be found in Appendix J.
19
References
The COOP plan has been developed with the full support of the department’s director, the City
Manager, and the Office of Emergency Management.
References
1) Continuity Guidance Circular, February 2018
2) FEMA Continuity Resource Toolkit, October 2020
3) Cal OES Continuity Planning, dated January 2019
4) City of Cupertino Emergency Operations Plan, dated June 2019
5) Local Hazard Mitigation Plan, dated September 2017
6) Cupertino Municipal Code
Appendices
The following documents contain operational information and details. Where appropriate
measures have been taken to redact sensitive information from public view. All efforts have
been made to provide as much information as possible to the public.
17
Appendix A – COOP Activation Checklist
IMPORTANT NOTES:
1. Use this checklist AFTER initial emergency response procedures have been followed.
2. IT may need 4-8 hours to bring backup systems online, depending on specifics of the
incident.
Trigger(s) Description of
Activity
Responsible Staff Comments/Notes
Disaster or
emergency
incident occurs
that makes it
impossible for
employees to
perform their
normal duties
Call for COOP
activation
City Manager or
designee
Assemble COOP
Activation Team
City Manager or
designee
Look to the Office of
Emergency
Management for
recommendations
when selecting the
COOP Activation
Team Members.
They are selected
specific to needs of
the incident and
availability. Use
Delegation of
Authority and
Orders of Succession
to assist with this
selection
(Appendix C)
COOP Plan is
activated
Notify all City staff
that the COOP has
been activated.
COOP Activation
Team Leader or
designee
Use AlertSCC to
notify.
Begin COOP
Activation Procedures
Essential Functions
Responsible Staff
Use Activation Flow
Chart (Appendix A)
Develop a COOP
strategy specific to the
incident & City’s
needs. Review
Essential Functions list
and make appropriate
changes based on
incident
COOP Activation
Team Leader or
designee
Use Activation Flow
Chart (Appendix A)
18
PAGE 2 OF COOP ACTIVATION CHECKLIST
Trigger(s) Description of Activity Responsible
Staff
Comments/Notes
Primary facility
is unusable
Move essential functions
operations to continuity
facility as needed
Essential
Functions
Responsible
Staff Lead
Building inspectors
will be able to inspect
the five primary City
buildings within the
first 12 hours (City
Hall, Community
Hall, Quinlan
Community Center,
Sports Center, Senior
Center)
Continuity
facility is used
Notify anyone (including the
public) who has a “need to
know” if essential functions
are being performed at an
alternate location
Essential
Functions
Responsible
Staff Lead
Refer to Continuity
Facilities
(Appendix D)
Normal
communications
are not available
Ensure continuity
communications are
available
Essential
Functions
Responsible
Staff Lead
Refer to Continuity
Communications
(Appendix E)
Vital records,
systems or
vendors are not
available
Ensure vital records, system
and vendors are available to
perform essential functions
in continuity facility
Essential
Functions
Responsible
Staff Lead
Refer to Vital
Records
(Appendix F)
Essential
Functions are
being
performed but
disaster is still
not resolved
Monitor incident & begin
planning for Reconstitution
COOP
Activation
Team or
designees
19
20
Appendix B -- List of Essential Functions and Responsible
Staff
The List of Essential Functions, below, indicates City functions that are delineated by priority.
Changes may be made to these lists at the time of an activation to better align with specifics of
the incident. Any exceptions to the priority list must be appropriately documented.
Priority 1 Functions – Those functions that should be resumed or continued within the first
12 hours of the incident
Priority 2 Functions -- Those functions that should be resumed within the first
3 days of the incident
Not listed in this plan are additional functions that have not been identified as essential but can
be resumed or continued once Priority 1 and 2 Functions are established and only if time and
resources are available.
PRIORITY 1 FUNCTIONS
ID # Priority / Function Description of Activities Responsible
Staff
AS/FIN2 1 Payroll Processes payroll for ~200
employees. Tax filings, CalPERS
& liability remittance/
reconciliation. Process 10k
paychecks annually
Account
Technician /
Accountant
AS/HR13 1 Risk Management Review & process claims &
renewals; OSHA Reporting
requirements
HR Manager &
Analyst
AS/HR14 1 Workers’
Compensation
Claims
Administration
Ability to receive, process, &
accept WC claims on Day 1 of the
1st operational period
HR Analyst
AS/HR15 1 DOT Pull Program Access staff has valid CDLs &
ensure compliance with Federal
Law
HR Analyst
21
PRIORITY 1 FUNCTIONS
ID # Priority / Function Description of Activities Responsible
Staff
AS/HR16 1 Policy
Administration
Review & implement any
mandatory changes to wages,
benefits, mandatory training e.g.,
FFCRA, OSHA, CFRA
HR Manager,
Tech, Analyst
CD/CD1 1 Permit Processing Process permit applications &
collect permit fees for plan
review & field inspections.
Permit
Technicians &
Planners
CD/CD2 1 Plan Review Review construction drawings
for compliance to California
Code of Regulations (Title 24) &
the Cupertino Municipal Code.
Plan Check
Engineers &
Planners
CD/CD3 1 Inspections Perform field inspections to
verify compliance to approved
plans, Title 24, & the Cupertino
Municipal Code.
Building
Inspectors &
Planners
CD/HOUS30 1 Homelessness
Task Force
Coordinate meetings with City
departments, create policy, assess
community needs, report to City
Manager & regional agencies
Housing Manager
or member of task
force from City
Manager’s Office,
Public Works,
Housing Division,
or Emergency
Management
CD/HOUS38 1 Homelessness Oversee City initiatives, Safe
Park Program, coordinate with
social service providers &
County
Housing Manager
or Senior Housing
Planner
CM/CC1 1 Municipal Officer
duties
Perform necessary duties as
Clerk of the Council
City Clerk or
Deputy City Clerk
CM/CC2 1 Municipal Officer
duties
Perform Attestations City Clerk or
Deputy City Clerk
22
PRIORITY 1 FUNCTIONS
ID # Priority / Function Description of Activities Responsible
Staff
CM/CC3 1 Administer
Affirmations
Administer Affirmations/Oaths
of Office
City Clerk or
Deputy City Clerk
CM/CC6 1 Council Agendas Prepare City Council Agendas City Clerk or
Deputy City Clerk
CM/CC7 1 Legislative
Proceedings
Record Legislative Proceedings City Clerk or
Deputy City Clerk
CM/CC9 1 Attest to
Ordinances
Attest to Ordinances &
Resolutions & Authority to
Execute Instruments
City Clerk or
Deputy City Clerk
CM/CC15 1 City Records &
Archives duties
Record Legislative Meetings City Clerk or
Deputy City Clerk
CM/CC16 1 City Records &
Archives duties
Administer Contracts &
Agreements
City Clerk or
Deputy City Clerk
CM/CC19 1 City Council
Support duties
Support Council Meetings City Clerk or
Deputy City Clerk
CM/CM1 1 Ensure that laws
are enforced
To see that all laws & ordinances
of the City are duly enforced &
that all franchises, permits,
licenses & privileges granted by
the City are faithfully performed
& observed
City Manager
CM/CM2 1 Give direction to
Directors
To control, order & give
directions to all directors of
departments & to subordinate
officers & employees of the City
under his or her jurisdiction
through their department
directors, & to transfer
employees from one department
to another
City Manager
23
PRIORITY 1 FUNCTIONS
ID # Priority / Function Description of Activities Responsible
Staff
CM/CM4 1 Attend City
Council
To attend all meetings of the City
Council unless excused
therefrom by the City Council
City Manager
CM/CM5 1 Make
Recommendations
to City Council
To recommend to the City
Council for adoption such
measures & ordinances as he or
she deems necessary or expedient
City Manager
CM/CM6 1 Inform City
Council
To keep the City Council at all
times fully advised as to the
financial conditions & needs of
the City
City Manager
CM/CM8 1 Approve
purchases of
supplies for
departments &
divisions
To purchase or cause to be
purchased all supplies for all the
departments or divisions of the
City. No expenditures shall be
submitted or recommended to
the City Council except on report
& approval of the City Manager
Administrative
Services Director
CM/CM10 1 Investigate
complaints
To investigate all complaints in
relation to matters concerning the
administration of the government
of the City & in regard to the
services maintained by public
utilities in the City & to see that
all franchises, permits &
privileges granted by the City are
faithfully observed
City Manager
24
PRIORITY 1 FUNCTIONS
ID # Priority / Function Description of Activities Responsible
Staff
CM/CM11 1 General
Supervision of
City & public
properties
To execute general supervision
over all public buildings, public
parks, streets & other public
property which are under the
control & jurisdiction of the City
Council
City Manager
CM/COM1 1 Media Relations Media relations work includes
writing & distributing news
releases & responding to media
inquiries. The Office oversees all
planning for news conferences,
including selecting the site for an
event, arranging for banners &
other graphics to be displayed at
the event, preparing packets of
information to distribute to the
media & preparing executives to
speak at news conferences.
Media relations also involves
arranging for City spokespersons
to appear on local television &
radio programs. The Office also
monitors newspapers, television
news broadcasts, & other outlets
to see what the media is saying
about the City & to develop
strategies to address
misinformation.
Communications
Officer
Community
Outreach
Specialists
25
PRIORITY 1 FUNCTIONS
ID # Priority / Function Description of Activities Responsible
Staff
CM/COM4 1 Community
Relations
Community relations refers to the
various methods the City uses to
establish & maintain a mutually
beneficial relationship with the
community. The Office oversees
or assists in such activities as the
creation of FAQs, community
surveys, news alerts, newsletters,
& memos. The Office strives to be
proactive versus reactive. The
Office also oversees the front
desk, responds to resident
questions & comments, &
clarifies misinformation.
Communications
Officer
Community
Outreach
Specialists
Senior
Communications
Assistant
CM/COM7 1 Crisis
Communications
The Office assists the City during
a crisis—natural disasters,
human-made events,
emergencies, & other unexpected
events—by drafting & releasing
information, tracking
misinformation & clarifying facts
in real time, working with the
media, & ensuring updated
information internally & publicly.
Communications
Officer
Community
Outreach
Specialists
IT1 1
EOC Support Ensure IT infrastructure is
available in the EOC. (Servers,
Storage, Network, phones,
copier, AV System, Internet, any
related EOC systems)
Infrastructure
Manager
IT2 1 EOC Support Ensure access to GIS systems are
operational (Online and On-
Prem)
GIS Manager
26
PRIORITY 1 FUNCTIONS
ID # Priority / Function Description of Activities Responsible
Staff
PnR1 1 Communication to
all stakeholders
(immediate)
Notify all users/members/renters
of effected Parks and Rec
facilities of building/program
status. Use all available
communication methods-phone,
email, website, social media, a-
frame posters, flyers, radio, HAM
radio, Sports Center sign,
portable traffic signs. Contact
SCC Sherriff if QCC is impacted
(site of Sherriff sub-station)
Asst. Director of
Parks and Rec.
PW1 1 Street
Maintenance
Maintain the cities of the 142
center miles of roadways.
Prioritize critical access routes
Supervisor, lead
worker
PW5 1 Concrete
Sidewalks, Curbs
& Gutters
Inspect, repair, & maintain the
cities concrete sidewalks, curbs,
& gutters. Prioritize life safety
issues
Public Works
Inspector,
Supervisor, lead
worker
PW9 1 Emergency
Response
Respond to and assist with
various emergency events as
requested by the Sheriff & Fire
departments
Supervisor, lead
worker
PW10 1 Interdepartmental
Support
Support other public works
maintenance divisions,
engineering & CIP groups
Public Works
Inspector,
Supervisor, lead
worker
PW11 1 Communications
with Public
Respond to emails, telephone
calls, Cupertino 311 service
requests, in person meetings.
Screen for life safety issues
Public Works
Inspector,
Supervisor, lead
worker
27
PRIORITY 1 FUNCTIONS
ID # Priority / Function Description of Activities Responsible
Staff
PW/FnF1 1 Facilities
Maintenance
Maintain environmental control
in continuity facilities
Public Works
Supervisor
(Facilities)
PW/FnF2 1 Building
Maintenance
Maintain buildings and address
immediate needs impacting
essential functions
Public Works
Supervisor
(Facilities)
PW/FnF3 1 Fleet Maintenance Maintain fleet and address
immediate needs impacting
essential functions
Public Works
Supervisor (Fleet)
28
Priority 2 Functions -- Those functions that should be resumed only after
Priority 1 Functions have been established and within the first
3 day of the incident
PRIORITY 2 FUNCTIONS
ID # Priority / Function Description of Activities Responsible
Staff
AS/FIN11 2 CAFR Highly intensive process thru
both interim & final phases.
Much of the processes above feed
into the audit however there are
significant additional schedules
& entries that need to be
prepared
Finance Manager /
Sr Accountant
AS/FIN12 2 Purchasing/PO Purchasing is decentralized
however the creation &
maintenance of purchase orders
is centralized in finance.
Accountant 1 /
Accountant 2
AS/FIN13 2 Bank
Reconciliation
Monthly bank rec is prepared &
reviewed by finance
Accountant / Sr
Accountant
AS/HR 1 2 New Employee
Onboarding
New Hire Entry, Onboarding &
orientation. CalPERS entry
HR Tech &
Analyst
AS/HR2 2 Payroll Support Time Entry, Approval, OOC,
EDD Reports, AB 119, EEO-4
HR Tech &
Analyst
AS/HR3 2 Personnel Files Maintenance of employee
personnel Files
HR Tech &
Analyst
AS/HR4 2 EDD UI responses to EDD HR Tech
AS/HR5 2 Benefits
Administration
Benefits Administration &
Contracts (Medical, Dental,
Vision, etc.) Open Enrollment
HR Analyst
AS/HR6 2 Leave FMLA, PFL, CFRA leaves HR Analyst
29
PRIORITY 2 FUNCTIONS
ID # Priority / Function Description of Activities Responsible
Staff
AS/HR7 2 Retirement Retirement/Separation meetings
with staff
HR Analyst
AS/HR8 2 Benefits Billing Benefits Billing & Auditing
Invoices
HR Analyst
AS/HR9 2 HRIS Maintain & update NWS HR Tech
AS/HR10 2 Recruitment Screening, Testing, & Hiring
Employees
HR Tech &
Analyst
AS/HR11 2 ACA ACA Reporting & Compliance HR Analyst
AS/HR 12 2 COBRA COBRA Eligibility HR Analyst
AS/HR17 2 HR
Administrative
Functions
Mail collection, Division
phone/emails are responded to
timely. Address critical issues
HR Tech
AS/HR18 2 HR Procedures HR Procedures documented,
cross training between staff to
ensure continuity of services
HR Manager,
Tech, Analyst
CD/CD5 2 Addressing Process incoming applications for
new addresses & report to
internal & external agencies.
Administrative
Assistant
CD/HOUS18 2 Review & approve
invoices
Contractors, housing & human
services grants
Housing Manager
or Senior Housing
Planner
CD/HOUS19 2 Housing Contracts Draft, execute & amend contracts Housing Manager
or Senior Housing
Planner
CD/HOUS23 2 Housing &
Human Services
Grants Technical
Assistance
Work with applicants to identify
funding sources, work with
subgrantees to ensure compliance
with existing grants
Housing Manager
or Senior Housing
Planner
30
PRIORITY 2 FUNCTIONS
ID # Priority / Function Description of Activities Responsible
Staff
CD/HOUS24 2 Website Updates Serve as department website
content manager including
writing, editing, proofreading &
updating content & work closely
with IT to maintain site
standards.
Housing Manager
or Senior Housing
Planner
CM/CM3 2 Appoint,
discipline &
dismiss officers &
employees of the
City
To appoint, discipline & dismiss
any & all officers & employees of
the City except those elected by
the electors of the City or whose
appointment or dismissal is
denied to the City Manager
under the laws of the state. The
power to appoint given in the
preceding paragraph does not
include the power to create a new
position except as provided
under Chapter 2.52
City Manager
CM/CC12 2 City Records &
Archives duties
Attend to Public Records
Requests
City Clerk or
Deputy City Clerk
IT3 2 IT Helpdesk IT Technicians staff Helpdesk via
phone and PC
Infrastructure
Manager /
Helpdesk staff
IT4 2 Application
Support
Computer application support Applications
Manager
IT5 2 Citywide
Infrastructure
Support
Bring up essential City systems
not related to EOC
Infrastructure
Manager /
Applications
Manager / GIS
Manager
31
PRIORITY 2 FUNCTIONS
ID # Priority / Function Description of Activities Responsible
Staff
PnR3 2 Communication to
Senior community
(w/in first week)
Contact all senior center
members. Offer wellness check-
ins to them as well as to any
interested seniors. Provide
frequent updates and resource
information. Communicate that
help is available.
Asst. Director of
Parks and Rec.
PnR7 2 Program
maintenance (12-
72 hours)
Golf course-schedule course
management contractor to
maintain course during any
shutdown. Determine plan for
care of animals at EEC-need daily
attention. Move smaller animals
to staff's houses. Monitor all six
access points to SCC if closed.
Move/dispose of any food (SC,
QCC, BBF cafe) if power is out.
Asst. Director of
Parks and Rec.
PW2 2 Roadway Signs &
Markings
Maintenance
Maintain the vast inventory of
roadway signs, markings, &
other signs throughout the city.
Prioritize critical lifeline routes
Supervisor, lead
worker
PW3 2 Streetlights Maintain streetlights, park
pathways & parking lot lights
infrastructure
Supervisor, lead
worker
PW6 2 Storm Drain
System
Maintenance
Inspect, clean, & maintain 90
miles of storm water
infrastructure
Supervisor, lead
worker
32
Appendix C -- Delegation of Authority and Order of
Succession
In accordance with City Council Resolution No. 05-065, the City Manager is granted approval to
appoint, in writing, any of the following department heads of the City to serve as City Manager
pro tempore whenever the City Manager is unavailable:
A. Director of Administrative Services
B. Director of Public Works
C. Director of Community Development
D. Director of Parks and Recreation
E. Other management staff as appropriate
In the event that the City Manager is unavailable to specify a City Manager pro tempore,
succession shall follow this order:
A. Director of Administrative Services
B. Director of Public Works
C. Director of Community Development
D. Director of Parks and Recreation
Key Position Primary Successor Secondary Successor
Director of Public Works Assistant Director of Public
Works/ City Engineer
Service Center
Superintendent
City Attorney
Director of Community
Development
Chief Building Official Senior Building Inspector
Director of Parks and
Recreation
Assistant Director of Parks
and Recreation
Recreation Supervisor
Director of Administrative
Service/Treasurer
Finance Manager/Deputy
Treasurer
Human Resources Manager
Chief Technology Officer Innovation Technology
Manager -Infrastructure
Innovation Technology
Manager
Communications Officer Multimedia Specialist Multimedia Specialist
33
Appendix D – Continuity Facilities
Option A-Individual or Short-term Incident
Option A should be used if there is an immediate need to relocate staff due to an isolated
incident. Other buildings would not normally be affected in this scenario. The duration of
relocating to an Option A facility may only be a few hours to a few days. Reasons to use Option
A facility may be but are not limited to, a power outage in the primary location, a flood in the
primary location, insufficient access to the primary location due to tree falling or other
obstruction, or a hostage/shooter incident requiring evacuation. Option A should be considered
an individual, short duration incident. Use the GIS Map link or the list below of alternate
facilities for an individual, short-term scenario. This option should be determined at the time of
the incident taking into consideration duration of the incident, space availability and impact on
other services.
Option A Addresses
Building Name Address Sq Ft
https://gis.cupertino.org/servicefinder/
City Hall 10300 Torre Ave 23,040
Community Hall 10350 Torre Ave 6,000
Senior Center 21251 Stevens Creek Blvd 15,500
Sports Center 21111 Stevens Creek Blvd 16,750
Quinlan Community Center 10185 N. Stelling Rd 28,695
Service Center Admin Bldg. 10555 Mary Ave 7,100
BBF Retreat Center & Garage 21979 San Fernando Ave 1,790
Access to Option A Locations
DURING BUSINESS HOURS: The list of facilities above are open during business hours and
can be accessed by speaking with the front desk at each facility.
AFTERHOURS: Once emergency response procedures have been followed, Priority 1 COOP
functions will be resumed at the direction of the COOP Activation Team. This team has access
to alternate facilities as needed.
34
Option B-Larger or Long-term Incident
Option B should be used if there is a larger scale incident that has affected multiple departments
or buildings. The duration could be days or weeks depending on the incident. Reasons to use
Option B may be but are not limited to, a major flood, large urban fire or an earthquake that has
affected multiple departments or buildings.
Mission Essential
Staff from
Relocate to Notes/Comments
REDACTED
The recommended priority use of continuity facilities is listed above but final determination of
relocation is the decision of the City Manager or designee based on the COOP Activation Teams
capabilities assessment and report. Only essential functions listed in this plan should be
resumed during a COOP activation. Any staff who do not have essential functions listed in this
plan should follow “non-essential staff” procedures as communicated in the activation notice.
Option C-Telework
Option C could be used in any event, particularly a pandemic like COVID-19. Option C would
allow for a telework or work from home scenario. If employees have proper equipment (laptop,
printer) and access (space, internet access) they may be asked to use Option C and work from
home or from a location other than those listed in Option A and B.
The City of Cupertino has proactively prepared employees to work remotely. Eligible
employees have been issued laptops with dual factor authorization policies standard for
security. Telework will not be practical for some employee classifications. The City of
Cupertino has a telework policy which should be referenced should further questions arise
regarding this issue.
35
Appendix E – Continuity Communications
Continuity communication refers to the ability for personnel to communicate internally, and
externally during an emergency.
Critical information systems used to accomplish essential functions during normal operations at
the primary location must be accessible at the continuity location. For these systems to be
accessible connectivity must be in place at the continuity location and system servers should be
backed up at more than one location. Each department will coordinate with the IT Department
on the specific technical support needed during COOP plan activation. If the communications
infrastructure is affected, the telephone and voicemail systems could require 12–24 hours for
restoration.
Communication
System
Current Provider Services
Provided
Alternate Provider
or Mode
REDACTED
36
Appendix F – Vital Records, Systems & Vendors
Vital Records & Systems
To the extent possible, the City of Cupertino will provide for off-site storage of duplicate
records and (out-of-state/out-of-area if possible) backup for electronic records and databases,
also providing access to vital records and databases at the continuity facility.
Vendors and other agencies are often involved, at varying levels, in the activities of an essential
function. It is important that the City knows which vendors or agencies will be available during
a COOP activation. Vendors should provide information regarding their own continuity
planning to ensure their ability to perform when an emergency arises.
Vital
Record/
System
User Dependent
Process/
System
Location Protection
Method or
Restoration
Procedure
Alternate
Equipment
or System
REDACTED
37
Appendix G – Devolution
Devolution is the capability to transfer statutory authority and responsibility for essential
functions from the department’s primary staff to another organization within the City or a
partner organization from a neighboring city, the County, or the State, and to sustain that
operational capability for an extended period. The City of Cupertino considers devolution a
contingency plan that should only be executed when no other means of continuing essential
function activities are available.
In certain circumstances, vendors may be contracted to assume responsibility for some essential
functions. Refer to vendor contracts for details.
As part of activating this COOP plan, a designated team of knowledgeable staff should consider
if or when essential functions should devolve. That designated team should consider the
following:
Identify what would likely activate or "trigger" the devolution option.
Identify essential functions, define tasks that support those essential functions, and
determine the necessary resources to facilitate those functions’ immediate and seamless
transfer to the devolution site.
Include a roster that identifies fully equipped and trained personnel who will be stationed
at the designated devolution site and who will have the authority to perform essential
functions and activities when the devolution operation of the continuity plan is activated.
Include such considerations as: Written program plans and procedures, budgeting and
acquisitions, delegations of authority, interoperable communications, vital records
management, and reconstitution capabilities.
38
Appendix H -- Reconstitution Activities
Reconstitution Level 1 (Operational Planning): The primary operating facility has
suffered no damage or has been minimally damaged. Planning for this level of disruption
focuses on returning operations to the primary operating facilities, which includes restoring
normal operations with personnel, records, and equipment at the primary operating facility
once the threat or disruption has ended. This level generally would last less than 30 days.
Reconstitution Level 2 (Short-Term Planning): The primary operating facility has been
moderately damaged. Planning for this level of disruption focuses on moving operations to a
temporary operating facility, which includes restoring normal operations with personnel,
records, and equipment at a temporary operating facility. This level generally would last from
one to six months.
Reconstitution Level 3 (Long-Term Planning): The primary operating facility has been
severely damaged or damaged beyond repair. Planning for this level of disruption focuses on
moving operations to a new or rebuilt operating facility, which includes restoring normal
operations with personnel, records, and equipment at a new or rebuilt operating facility. This
level generally will last six months or longer.
Reconstitution Levels 2 and 3 have extensive variables and considerations based on the type of
disaster and damage done. Department Directors and other city decision-makers should use
the 30-day period directly following the disaster to identify steps for Short- or Long-Term
planning.
Level Reconstitution
Step
Responsible
Staff
Dependencies/Comments/Notes
Determine level of
reconstitution needed
IT may use a weekend to bring systems
up rather than disrupting a weekday
schedule.
1 Bring vital records back
online and update as
needed
If temporary records have been kept
manually during incident, incorporate
information into vital records where
needed. Internet and other enterprise
systems must be available.
Equipment (computers, printers, etc.)
must be accessible.
39
Level Reconstitution
Step
Responsible
Staff
Dependencies/Comments/Notes
1 Re-establish working
relationships and
schedules with vendors
Vendors need to demonstrate
resiliency or restored capability.
1 Restore primary facility
operations and
communications
Building inspections must be
satisfactory.
Communications systems must be
available.
1 Resume normal staffing Staff must be released from disaster
response tasks and available to return
to work.
1 Resume normal/modified
operations
Modify operations based on After
Action reports and Improvement
Plans.
2 or 3 Determine level of
reconstitution
Adjust or modify Level 1 actions to fit
the situation.
2 or 3 Determine personnel
needed to participate in
Short- or Long-term
planning
Adjust or modify Level 1 actions to fit
the situation.
2 or 3 Develop process to return
to normal operations
Adjust or modify Level 1 actions to fit
the situation.
2 or 3 Determine the order in
which to move functions
into the new or repaired
facility
Adjust or modify Level 1 actions to fit
the situation.
1, 2, or
3
Conduct hot wash and
develop after-action
report (AAR)
Hot Wash is a debrief to determine
what went right and what needs
improvement.
1, 2, or
3
Review findings and
update plan
Review information gathered from the
hot was and after-action report (AAR).
1, 2, or
3
Update improvement
plan
Develop a plan for improving the
process.
40
Appendix I -- Training and Exercise Log
Date Training/Exercise Responsible Staff Outcomes/Comments
4/7/21 Initial Training OEM Training was provided to
essential staff and
management via Zoom.
4/14/21 Initial Exercise OEM Discussion-based exercise
was provided to validate
the plan. (see OEM for
details and After-Action
Report)
41
Appendix J – Plan Maintenance
Date of
Review/Revision
Responsible
Person
Changes Made Comments/Notes
Note: The master hard copy of this plan is housed with the Office of Emergency Management. Soft copy of the
plan can be accessed through the City’s shared file system. Major changes should be disseminated to all City
staff.
42
Appendix K – Definitions
Activation – The implementation of a Continuity Plan, whether in whole or in part.
All-Hazards – The spectrum of all types of hazards including accidents, technological events,
natural disasters, terrorist attacks, warfare, and chemical, biological including pandemic influenza,
radiological, nuclear, or explosive events.
Continuity Communications – Voice, video, and data capabilities that enable the leadership and
staff to conduct the mission Essential Functions of the organization.
Continuity Facilities – Refers to sites where Essential Functions are continued or resumed during a
Continuity event.
Continuity Personnel – Those personnel, both senior and core, who provide the leadership advice,
recommendations, and functional support necessary to continue essential operations.
Delegation of Authority – Identification, by position, of the authorities for making policy
determinations and decisions. Generally, pre-determined delegation of authority will take effect
when normal channels of direction have been disrupted and will lapse when these channels have
been reestablished.
Devolution – Devolution requires the transition of roles and responsibilities for performance of
Essential Functions through pre-authorized delegation of authority and responsibility. The
authorities are delegated from an organization’s primary operating staff to other employees internal
or external to the organization in order to sustain Essential Functions for an extended period.
Devolution is a Continuity option instead of or in conjunction with relocation in order to ensure the
continued performance of Essential Functions.
Essential Functions – Essential functions are a subset of department functions that are determined
to be critical activities. These Essential Functions are then used to identify supporting tasks and
resources that must be included in the organization’s Continuity planning process.
Orders of Succession – Orders of succession are a formal, sequential listing of organization
positions (rather than specific names of individuals) that identify who is authorized to assume a
particular leadership or management role under specific circumstances.
Reconstitution – The process by which surviving and/or replacement organization personnel
resume normal organization operations from the original or replacement primary facility.
43
Telework – A work flexibility arrangement under which an employee performs the duties and
responsibilities of such employee’s position, and other authorized activities, from an approved
worksite other than the location from which the employee would otherwise work.
CITY OF CUPERTINO
Agenda Item
21-9355 Agenda Date: 5/20/2021
Agenda #: 4.
Subject: Report by the Santa Clara Fire Department
a.Office of Emergency Management
b.Community Education
Receive report by the Santa Clara County Fire Department liaison
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CITY OF CUPERTINO
Agenda Item
21-9359 Agenda Date: 5/20/2021
Agenda #: 5.
Subject: City of Cupertino Office of Emergency Services (OES)
Receive report by the City of Cupertino OES liaison
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CITY OF CUPERTINO
Agenda Item
21-9365 Agenda Date: 5/20/2021
Agenda #: 6.
Subject: Report by Citizen Corps
Receive report by Citizen Corps liaison
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