HomeMy WebLinkAboutCity Council Resolution 19-042 Emergency Operations planRESOLUTION NO. 19-042
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SARATOGA
ADOPTING THE EMERGENCY OPERATION PLAN
WHEREAS, the City of Saratoga is responsible for the establishment of the overall
operational concepts associated with the management of incidents, emergencies, crises,
disasters, and catastrophes at the City of Saratoga and operational area levels; and
WHEREAS, the composition and planning priority of this Plan and these annexes is
determined by Director of Emergency Services and the Disaster Council; and
WHEREAS, the City of Saratoga Emergency Operations Plan (EOP) is an all -hazards
document describing the City of Saratoga incident management organization,
compliance with relevant legal statutes, other relevant guidelines, whole community
engagement, continuity of government focus, and critical components of the incident
management structure; and
WHEREAS, this EOP continues the City of Saratoga's compliance with the
Standardized Emergency Management System (SEMS), the National Incident
Management System (NIMS), the Incident Command System (ICS), the National
Response Framework (NRF), and the National Preparedness Guidelines; and
WHEREAS, The City of Saratoga has prepared this Standardized Emergency
Management System (SEMS) and National Incident Management System (NIMS)
compliant City of Saratoga Emergency Operations Plan (EOP) to ensure the most
effective and efficient allocation of resources for the maximum benefit and protection of
the civilian population during times of emergency
NOW, THEREFORE BE IT RESOLVED, that the City of Saratoga hereby approves
of the 2019 update to the Emergency Operations Plan and adopts the Plan accordingly.
The above and foregoing resolution was passed and adopted at a regular meeting of the Saratoga
City Council held on the 19th day of June, 2019 by the following vote:
AYES: Mayor E. Manny Cappello, Vice Mayor Howard Miller, Council Members Rishi
Kumar, Mary -Lynne Bernald, Yan Zhao
NOES:
ABSENT:
AB STAIN:
Cappello, Mayor
DATE: ' %l l i
Bretschneider, City Clerk
chan
CITY OF SARATOGA
EMERGENCY OPERATIONS PLAN
ADOPTED JUNE 19, 2019
CITY OF SARATOGA
13777 FRUITVALE AVENUE
SARATOGA, CA 95070
WWW.SARATOGA.CA.US
ACKNOWLEDGEMENTS
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ACKNOWLEDGEMENTS
We would like to acknowledge contributions from the following cities and towns;
special districts; county departments and agencies; state agencies; federal agencies; and
other planning partners:
County of Santa Clara Office of Emergency Management
Santa Clara County Fire
The Saratoga City Council
Saratoga Community Emergency Response Team (CERT)
Saratoga Union School District
West Valley – Mission College District
Saratoga Retirement Center
Saratoga City Attorney
Saratoga Disaster Council
City of Saratoga Staff
CITY OF SARATOGA
EMERGENCY OPERATIONS PLAN
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EXECUTIVE SUMMARY
The City of Saratoga Emergency Operations Plan (EOP) is an all-hazards document
describing the City of Saratoga incident management organization, compliance with
relevant legal statutes, other relevant guidelines, whole community engagement, continuity
of government focus, and critical components of the incident management structure. The
incident management system is a component-based system designed to be scaled up and
components activated as necessary to reflect the incident/event’s escalation from routine
incident(s) to emergency, disaster, or catastrophe affecting the City of Saratoga. This EOP
is not intended to address specific emergency responses, scenarios, hazards, or threats.
Functional and hazard specific annexes to this EOP will outline specific response activities
for response organizations.
This Emergency Operations Plan (EOP) accomplishes the following:
Establishes a jurisdictional incident management organization which will coordinate
and support on-scene responses including maintenance of situational awareness,
facilitation of effective communication between operations centers at various levels
of government, maintain continuity of government, and interaction with public
information sources.
Establishes the overall operational concepts associated with the management of
incidents, emergencies, crises, disasters, and catastrophes at the City of Saratoga and
operational area levels.
Provides a flexible platform for planning and response to all hazards, incidents,
events, and emergencies believed to be important to the City of Saratoga. It is
applicable to a wide variety of anticipated incident events including earthquake,
wildland fires, floods, and public health issues.
This EOP continues the City of Saratoga’s compliance with the Standardized Emergency
Management System (SEMS), the National Incident Management System (NIMS), the
Incident Command System (ICS), the National Response Framework (NRF), and the
National Preparedness Guidelines to include Comprehensive Preparedness Guide 101:
Developing and Maintaining Emergency Operations Plans (CPG-101). It facilitates multi-
agency and multi-jurisdictional coordination during emergency operations, public
information functions, and resource management.
This EOP serves as the legal and conceptual framework for incident management to be
utilized by the City of Saratoga and its various departments within municipal government.
There are several separately published or planned annexes that support this EOP. These
supporting annexes further describe the operational or functional response to particular
threats and hazards and the basic considerations, actions, and responsibilities of specific
emergency response and management disciplines or functions.
PROMULGATION
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PROMULGATION
The preservation of life, property, the environment, and the economy is an inherent
responsibility of local, state, and federal government. While no plan can completely
prevent death and destruction, reasonable plans carried out by knowledgeable and well-
trained personnel can and will minimize losses.
The City of Saratoga has prepared this Standardized Emergency Management System
SEMS) and National Incident Management System (NIMS) compliant City of Saratoga
Emergency Operations Plan (EOP) to ensure the most effective and efficient allocation of
resources for the maximum benefit and protection of the civilian population during times
of emergency.
This EOP establishes the emergency organization, assigns tasks, specifies policies and
general procedures, and provides for coordination of planning efforts for respective staff.
This EOP will be reviewed and exercised periodically and revised as necessary to satisfy
changing conditions and needs.
The City Council of the City of Saratoga gives their full support to this Emergency
Operations Plan and urge all officials, employees, and residents—individually and
collectively—to do their share in the whole community emergency effort of the City of
Saratoga. This EOP became effective on June 19, 2019 when approved by the City Council
of the City of Saratoga.
Signed Date
Signed Date
Signed Date
Signed Date
Signed Date
CITY OF SARATOGA
EMERGENCY OPERATIONS PLAN
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COUNCIL ADOPTION APPROVAL RESOLUTION
CITY OF SARATOGA
EMERGENCY OPERATIONS PLAN
vi | P a g e City of Saratoga
RESOLUTION NO. 19-____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SARATOGA
ADOPTING THE EMERGENCY OPERATION PLAN
WHEREAS, the City of Saratoga is responsible for the establishment of the overall
operational concepts associated with the management of incidents, emergencies, crises,
disasters, and catastrophes at the City of Saratoga and operational area levels; and
WHEREAS, the City of Saratoga Emergency Operations Plan (EOP) is an all-hazards
document describing the City of Saratoga incident management organization, compliance
with relevant legal statutes, other relevant guidelines, whole community engagement,
continuity of government focus, and critical components of the incident management
structure; and
WHEREAS, this EOP continues the City of Saratoga’s compliance with the
Standardized Emergency Management System (SEMS), the National Incident
Management System (NIMS), the Incident Command System (ICS), the National
Response Framework (NRF), and the National Preparedness Guidelines; and
WHEREAS, The City of Saratoga has prepared this Standardized Emergency
Management System (SEMS) and National Incident Management System (NIMS)
compliant City of Saratoga Emergency Operations Plan (EOP) to ensure the most
effective and efficient allocation of resources for the maximum benefit and protection of
the civilian population during times of emergency
NOW, THEREFORE BE IT RESOLVED, THAT THE CITY OF SARATOGA
HEREBY APPROVES OF THE 2019 UPDATE TO THE EMERGENCY
OPERATIONS PLAN AND ADOPTS THE PLAN ACCORDINGLY.
The above and foregoing resolution was passed and adopted at a regular meeting of the
Saratoga City Council held on the day of 2019 by the
following vote:
AYES:
NOES:
COUNCIL ADOPTION APPROVAL RESOLUTION
P a g e | viiCityofSaratoga
ABSENT:
ABSTAIN:
Manny Cappello, Mayor
ATTEST:
DATE:
Debbie Bretschneider, City Clerk
CITY OF SARATOGA
EMERGENCY OPERATIONS PLAN
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ANNUAL REVIEW
The City of Saratoga, with input from essential stakeholders across the City, is responsible
for maintaining, reviewing, and updating this Emergency Operations Plan (EOP). They
will review this Plan every two years in accordance with the City of Saratoga Emergency
Operation Plan maintenance policy. It is essential that OES make revisions and updates in
collaboration with participating local jurisdictions and other planning partners identified in
the EOP to ensure accuracy and validity. If the EOP requires an immediate change due to
lessons learned from trainings, exercises, or actual incidents, the City of Saratoga will
identify a course of action for the review, update, and implementation of the necessary
changes. All changes will be noted in the table below.
VERSION DATE NAME / ORGANIZATION CHANGE DESCRIPTION
RECORD OF DISTRIBUTION
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RECORD OF DISTRIBUTION
DATE NAME / TITLE ORGANIZATION # OF COPIES
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CITY OF SARATOGA
EMERGENCY OPERATIONS PLAN
ACKNOWLEDGEMENTS ................................................................................................... I
EXECUTIVE SUMMARY ................................................................................................... II
PROMULGATION ......................................................................................................... III
CITY COUNCIL ADOPTION APPROVAL ............................................................................... IV
ANNUAL REVIEW ...................................................................................................... VIII
RECORD OF DISTRIBUTION ............................................................................................. IX
PURPOSE, SCOPE, SITUATION OVERVIEW, AND ASSUMPTIONS ............................................. 13
PURPOSE ............................................................................................................. 14
SCOPE ................................................................................................................ 14
SITUATION OVERVIEW .............................................................................................. 4
PLANNING ASSUMPTIONS ........................................................................................ 37
CONCEPT OF OPERATIONS ........................................................................................... 40
NATIONAL RESPONSE FRAMEWORK (NRF) .................................................................. 42
STANDARD EMERGENCY MANAGEMENT SYSTEM (SEMS)............................................... 42
NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) ................................................... 43
INCIDENT COMMAND SYSTEM (ICS) .......................................................................... 43
INTEGRATING FEDERAL, STATE, AND LOCAL SYSTEMS ..................................................... 43
PHASES OF EMERGENCY MANAGEMENT ..................................................................... 44
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES ..................................................... 47
FIELD RESPONSE .................................................................................................... 48
LOCAL GOVERNMENT ............................................................................................. 48
OPERATIONAL AREA (OA) ....................................................................................... 49
REGION ............................................................................................................... 53
STATE ................................................................................................................. 53
ADDITIONAL SUPPORT AND PLANNING ORGANIZATIONS ................................................. 54
DIRECTION, CONTROL, AND COORDINATION .................................................................... 57
TABLE OF CONTENTS
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DIRECTION AND CONTROL INTERFACE ......................................................................... 58
OPERATIONAL AREA COORDINATION AND COMMUNICATION ........................................... 58
MULTI-AGENCY COORDINATION GROUPS ................................................................... 61
INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION .............................................. 62
INFORMATION COLLECTION AND MANAGEMENT TOOL ................................................... 64
CRISIS COMMUNICATIONS AND PUBLIC INFORMATION ....................................................... 67
JOINT INFORMATION SYSTEM (JIS) ............................................................................ 68
JOINT INFORMATION CENTER (JIC) ........................................................................... 68
COMMUNICATION SYSTEMS ..................................................................................... 69
PUBLIC AWARENESS AND EDUCATION ........................................................................ 70
ADMINISTRATION, FINANCE, AND LOGISTICS .................................................................... 73
FINANCE CONSIDERATIONS ...................................................................................... 74
MUTUAL AID ........................................................................................................ 76
RESOURCE MANAGEMENT ....................................................................................... 65
PLAN DEVELOPMENT AND MAINTENANCE ....................................................................... 80
PLAN DEVELOPMENT .............................................................................................. 82
PLAN MAINTENANCE .............................................................................................. 82
PLAN CONCURRENCE .............................................................................................. 82
PLAN TRAINING AND EXERCISE.................................................................................. 82
AUTHORITIES AND REFERENCES .................................................................................... 87
FEDERAL .............................................................................................................. 88
STATE ................................................................................................................. 88
LOCAL ................................................................................................................. 89
GLOSSARY ............................................................................................................... 90
APPENDIX A – CITY OF SARATOGA EMERGENCY OPERATIONS PLAN ANNEXES ........................ A-1
APPENDIX B – LOCAL / STATE / FEDERAL CROSSWALK ...................................................... A-7
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PURPOSE, SCOPE, SITUATION OVERVIEW,
AND ASSUMPTIONS
14 | P a g e City of Saratoga
PURPOSE, SCOPE, SITUATION OVERVIEW AND ASSUMPTIONS
PURPOSE
This City of Saratoga Emergency Operations Plan (EOP) provides a comprehensive,
single-source of guidance and procedure for the City of Saratoga to prepare for, respond
to, and manage significant or catastrophic natural or man-made threats, crises, incidents,
or events that produce situations requiring a coordinated response. This EOP is intended to
conform to the requirements of the National Incident Management System (NIMS),
Standardized Emergency Management System (SEMS), Incident Command System (ICS),
and the California State Emergency Plan for managing response to multi-agency and multi-
jurisdictional incidents, and to be consistent with federal and state emergency plans and
guidance documents. Best practices and lessons-learned have also been integrated in to this
plan where possible; these were identified in the review of after-action reports from recent
national large-scale disasters, incidents, and events (to include Stafford Act, non-Stafford
Act, incidents and events).
This EOP is intended as a concept of collaboration and consistency amongst various
internal departments and their specific incident management plans, procedures, functions,
and capabilities. As such, the EOP is flexible enough to use in all incident types and will
facilitate short-term recovery activities.
In the event of an emergency or disaster the City of Saratoga primary responsibility is to
maximize the safety of the public, to minimize property and environmental damage, and
ensure the continuity of government. To aid in accomplishing this goal, the City of
Saratoga has adopted the principles of SEMS, NIMS, and ICS so that responses to such
conditions are done in the most organized, efficient, and effective manner possible. All
jurisdictions within the OA operate under SEMS, NIMS, and ICS, which are used to
manage and control the response operations.
SCOPE
This EOP provides guidance on response to the City of Saratoga most likely and
demanding emergency conditions. It does not supersede the well-established operational
policies and procedures for coping with and responding to day-to-day emergencies
involving law enforcement, the fire service, medical aid, transportation services, flood
control, or other discipline-specific emergency response systems. It is intended as a
supplement and compliment to such systems. This EOP does however place emphasis on
those unusual and unique emergency conditions that will require extraordinary response
beyond the ability of any one or common set of organizations to respond. Neither does this
EOP include detailed response level operating instructions or procedures. Each
organization identified in this EOP is responsible for, and expected to develop, implement,
and test policies, instructions, and standard operating procedures (SOPs) or checklists that
reflect the tactical, operational, strategic, and executive mission spaces and incident
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management concepts contained in this EOP. Coordinated response and support roles must
be defined by these organizations to facilitate the ability to respond to and manage any
given incident.
This document is not intended to be an overview of the City of Saratoga Emergency
Operations Center functions, procedures, section responsibilities, or positions specific
standard operating procedures. These issues are covered more specifically in the
Emergency Management Annexes to this EOP, and in the Standardized Emergency
Management System (SEMS) position specific checklists which are maintained in position
specific binders in the EOC.
COMPREHENSIVE EMERGENCY OPERATIONS PLAN COMPONENTS
The below graphic describes the process and purpose of this document and how it can be
utilized by a jurisdiction and objectives in creating it. Why the document has been created,
the needs it fills and their importance to the emergency management framework.
SITUATION OVERVIEW
Located in the foothills of the Santa Cruz Mountains, approximately 26 miles east of the
Pacific Coast, 10 miles southwest of San Jose, and 50 miles south of San Francisco, the
City of Saratoga runs along the western edge of Santa Clara County. The City of Saratoga
is an attractive, affluent residential community with a small-town vibe in the midst of the
world-famous Silicon Valley. The Village, Saratoga’s historic downtown district, is filled
with unique shops and fine dining establishments. It is the gateway to several distinctive
destinations:
16 | P a g e City of Saratoga
Hakone Gardens, the oldest
Japanese-style residential
gardens in the Western
Hemisphere.
Villa Montalvo, former
home of Senator James
Duval Phelan is host to an
art gallery, an artist-in-
residence program, concert
series, and 175 acres of park
grounds and hiking trails.
The Mountain Winery, a
popular winery and event
venue that is host to
weddings, wine tastings,
and world class concerts in
the spring and summer.
Although the incorporated City of
Saratoga dates back only to 1956,
the town had its beginning more
than a century earlier when William Campbell began building a sawmill operation here in
1847 about two and one-half miles above the present downtown village, along what is
now State Highway 9. Having spent the winter of 1846/47 in the abandoned adobe
buildings of Mission Santa Clara, Campbell correctly surmised that the settlers who were
beginning to come to the Santa Clara Valley would want to build sturdy wood houses,
reminiscent of the homes they had left in the East.
William Campbell’s sawmill operation was delayed however after another millwright
constructing a sawmill at the western base of the Sierra mountains, a hundred and fifty
miles northeast, found gold flakes in the American River, touching off the 1849
California Gold Rush. While no such discovery occurred here, there were later reports of
copper and silver deposits in the region. Instead, for more than half a century, the wealth
of the local mountains was in timber, mostly redwood, and the settlement that later
became Saratoga owes its start and early development to that wealth.
In 1850, a young Irishman named Martin McCarty leased the sawmill Campbell had
started and set about to improve its access by building a road to the site. To recoup his
investment, McCarty erected a tollgate near the present intersection of Third Street and
Big Basin Way and charged a fee for the use of the road.
It was common practice in those early days for roads to be built on a private-enterprise
basis, then after a period of time, counties would take them over and maintain them as
public thoroughfares. In McCarty's case, although the tollgate was only used for about a
P a g e | 17CityofSaratoga
year, it was sufficient for the settlement to be known as Tollgate for some years
afterward.
Due to the natural resources in the area, the town had a brief industrial era. With the
settlement situated on a stream and an abundance of lumber products, a furniture factory,
a tannery where harness and leather goods were manufactured, and paper mills were all
built along the stream. And, with Santa Clara Valley’s growing wheat production, several
flour mills were also built. Due to the collection of mills, the settlement was known for a
short time as Bank Mills.
During the 1850’s local mineral springs with a chemical content similar to that of
Congress Spring at Saratoga Springs, New York was discovered below where the
sawmill was located, in a small canyon off what is now known as Saratoga Creek. The
property was owned by a group of financiers headed by Darius Ogden Mills, and
eventually a resort was built in the grand manner of the famous eastern spa. The elaborate
resort hotel Pacific Congress Springs flourished for almost forty years until it was
destroyed by fire in 1903. The mountain setting, and mild climate had made Saratoga a
popular resort area, and the resort image lingered through succeeding years, even as
agriculture became the dominant industry in Saratoga and the Santa Clara Valley.
And while Campbell’s Gap, Tollgate, McCartysville, and Bank Mills were at various
times used as settlement names, the community eventually settled on ‘Saratoga’ in 1865.
In the latter part of the 1800’s, the area's fertile soil and available land developed into
another industry - agriculture. Apricots, cherries and French prunes were particularly
well-suited to Saratoga's soil and climate. Starting in the late 1860’s, the planting of
deciduous fruit trees increased until it became the chief means of livelihood for the whole
region.
During the late 1880's, the hillsides were found to be conducive to viticulture and many
wineries were established. In 1890, Saratoga became the home of the world-renowned
Paul Masson Winery. Convinced that the rich California soil could produce grapes for
champagnes comparable to those of France, the French immigrant Masson brought grape
cuttings from his native land to plant on the hillsides. Over time, Saratoga had developed
into a pleasant village and became the trading center for the surrounding vineyards and
fruit-growing farms.
During the early 1900's, Saratoga had an enviable reputation as a highly desirable place
to live. The Interurban Rapid Transit of the day began service which connected Saratoga
with the rest of the Santa Clara Valley and beyond. Saratoga soon became a haven for
wealthy San Franciscans who came to build elegant hillside homes overlooking the lush
valley. One of these was the palatial Mediterranean-style home of the United States
Senator James Phelan. His Villa Montalvo is now a center for the cultural arts.
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After World War II, the valley’s rapid urbanization changed the character of Saratoga
from agricultural to suburban. As space technology and the defense and electronics
industries were established in nearby communities, Saratoga's open land soon became
more valuable for homes for the rapidly growing population, than it was for vineyards
and fruit orchards, although some vineyards and a few scattered orchards do remain as a
reminder of the bygone era. The City of Saratoga strives to maintain these elements of its
natural beauty and colorful past through careful zoning policies and historic preservation.
Public interest was stirred to new heights in the mid-1950s when, with orchards giving
way to subdivisions, the annexation designs of the City of San Jose became obvious. As a
result of this concern, Saratogans voted to incorporate in 1956 and to establish their own
city government.
The City of Saratoga, as it exists today, is an attractive residential community of
approximately 30,799 known for its excellent schools and prestigious neighborhoods.
The community’s historic downtown district, known as "The Village," has distinctive
dining, unique shops, and numerous buildings dating back to the late 1800’s and early
1900’s. Saratoga residents place an emphasis on historical preservation, and on retaining
the quality of the city’s semi-rural ambiance. The City also is home to Villa Montalvo,
the beautiful and palatial former home of Senator James Duval Phelan which now hosts
an art gallery, an artist in residence program, concert performances, park trails and
grounds. It serves as a desirable wedding venue, and reservations must be made a year in
advance. Another local gem is the former Paul Masson homestead and winery in the
Saratoga foothills, now known as the “Mountain Winery.” This high-end event venue
features world-class concerts each spring and summer and is known for its stunning
open-air backdrop and both hillside and valley views. And Hakone Gardens, as shown in
the picture, is the oldest Japanese-style residential garden in the Western Hemisphere.
The garden is maintained and run by the Hakone Foundation, and lies just outside of the
Village offering classes, festivals, Japanese culture, and peaceful, contemplative walks as
one strolls through the finely manicured gardens.
The City of Saratoga was incorporated in 1956 and operates under a Council/Manager
form of government. The City government receives most of its revenue from property
tax, although the City’s share of property tax receipts is only about 5.45% of the 1%
assessment Saratoga property owners pay. This “low tax” status limits the City to
providing minimal services to its residents. Staffing is low for a city this size (51.90 FTE)
with many services provided on contract. In addition, with the relatively late
incorporation of the city after the community had developed, many school districts and
utility districts were already in place, meaning more than one pre-existing district may
serve within City of Saratoga boundaries. Public safety services are provided by other
governmental organizations, including the Santa Clara County Fire Department through
property tax allocation agreements, and by the Santa Clara County Sheriff’s Office by
city contract. Animal control services are contracted with the City of San Jose.
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City departments are structured by function, and include Public Works – which oversees
infrastructure maintenance and projects, Community Development – which guides the
physical growth of the City through planning, zoning, and building inspection, Facilities
and Building Maintenance – which maintains and reserves for public use, city facilities,
Administrative Services – which provides oversight and support for the City’s financial,
administrative, and technology operations, and the City Manager’s Department – which
provides oversight and guidance for City functions, as well as legislative and
administrative support for the City Council and Commissions.
Saratoga is part of a comprehensive transportation network that links the City to other
Silicon Valley cities and beyond through roadways, bikeways, and mass transit systems,
including the bus and light rail systems, the CalTrain system, and to the Mineta
International Airport in San Jose. Bus routes provide inter-city transportation needs with
access to the Village, schools, the community college, and local office and shopping
markets. Highway 85 runs through Saratoga, providing linkage to other area freeways
and major cities. San Francisco is 47 miles north, and Santa Cruz is about 26 miles
southwest. The tourist havens of Monterey and Carmel are approximately 65 and 73
miles south of Saratoga, respectively.
EVENT TYPES DEFINED
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CATASTROPHE A series of cascading human-caused/influenced events or incidents with
or without a human caused genesis, the adverse effects/consequences of which are
potentially, seemingly, or definitively irreversible.
DISASTER Any natural event or emergency (hurricane, tornado, storm, high water,
wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide,
mudslide, snowstorm, drought, etc.), or regardless of cause, any fire, flood, or
explosion which the President determines to be of such severity as to warrant major
federal disaster assistance.
EMERGENCY Incident(s) or crisis(es) (air pollution, fire, flood, storm, epidemic, riot,
drought, sudden/severe energy shortage, plant or animal infestation or disease,
Governor’s warning of volcanic predictions, and earthquakes, etc.) posing threat to
safety of persons, property, or the environment that exceeds an organization’s
resources/capability.
INCIDENT The physical manifestation of crisis, event, or occurrence that has adversely
affected life, property, or the environment requiring the response of at least one
individual.
STATE OF EMERGENCY An imminent impending incident(s) or crisis(es) posing threat to
safety of persons, property, or the environment that is/are likely to exceed
resources/capability of the proclaiming political jurisdiction, or, the existence of an
active incident which threatens a population and the adequacy of local resources is
unknown.
CRISIS Phenomenon, event, active threat, or trend, with or without specific location,
posing seemingly inevitable harm to life, property, environment, organizational
performance, reputation, or way of life reasonably or ethically necessitating deliberate
urgent intervention. (A crisis may be local, national, or global).
ACTIVE THREAT Known communicated, demonstrated, or inferred timely intent and
capability to harm life, property, environment, organizational performance, or way of
life with specified or unspecified target.
PASSIVE THREAT Existing communicated, demonstrated, or inferred intent and potential
capability to harm life, property, environment, organizational performance, or way of
life.
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HAZARD ANALYSIS OVERVIEW
This section of the EOP consists of a series of threat summaries based upon a local
hazard analysis. This hazard analysis was conducted by the City of Saratoga and
provides a description of the local area, risk factors, and the anticipated nature of
situations, which could threaten or occur in the City. If future annex or hazard
mitigation plan development result in more current or robust hazard or threat analysis
data, future EOP revisions will incorporate that data into this section. The following
identified threats are discussed:
Major Earthquake
Wildland/Urban Interface Fire
Flood
Landslide
Drought/Land Subsidence
Climate Change
Thunderstorms and Lightning
Heat
Public Health Emergency
Technological and Resource Emergency
Hazardous Material Incident
Terrorism, Complex and Coordinated Attack, & Civil Unrest
It is important to note that these hazards are not mutually exclusive hazards. One or
more of these events may occur simultaneously. Specific actions to be accomplished in
response to these hazards are contained in the functional and hazard specific annexes
that are separate from this EOP as well as department specific SOPs.
Annually, the Bay Area Urban Area Security Initiative (UASI) coordinates a regional
effort to identify, catalog, and prioritize threats and hazards across the Bay Area. This
effort culminates in an annually updated report called the Threat and Hazard
Identification and Risk Assessment (THIRA). The THIRA helps local public safety
agencies prioritize grant funding and preparedness/mitigation endeavors to improve
capabilities to address the most serious and highly prioritized risks and gaps. The
hazards below (in addition to other risk factors) are addressed within the THIRA.
MAJOR EARTHQUAKE The City is in the vicinity of several known active and potentially
active earthquake faults including the San Andreas, Hayward, and Calaveras faults. A
2014 USGS Earthquake Probabilities Working Group updated the 30-year earthquake
forecast for California. They concluded that there is a 72 percent probability (or
likelihood) of at least one earthquake of magnitude 6.7 or greater striking somewhere
in the San Francisco Bay Area region before 2043. A major earthquake of this
magnitude occurring in or near the Santa Clara County Operational Area may cause
many deaths and casualties, extensive property damage, and other ensuing hazards. The
effects could be aggravated by aftershocks and by the secondary effects of fire,
22 | P a g e City of Saratoga
hazardous material/chemical accidents, and possible failure of waterways and dams.
Such an earthquake would be catastrophic in its effect upon the population and could
exceed the response capabilities of the individual cities/towns, the OA, the California
Governor’s Office of Emergency Services (Cal OES), and other state agencies.
Emergency operations could be seriously hampered by the loss of communications and
damage to transportation routes within, and to and from the disaster area, and by the
disruption of public utilities such as power and water.
Two major local earthquakes that have impacted the county include:
San Francisco Earthquake (1906), magnitude 7.8, 3000 fatalities reported
Loma Prieta Earthquake (1989), magnitude of 6.9, 63 fatalities
Other significant local earthquakes near or within the county include:
Concord Earthquake (1955), magnitude 5.4, 1 fatality
Daly City Earthquake (1957), magnitude 5.3, 1 fatality
Morgan Hill Earthquake (1984), magnitude 6.2, no fatalities
Alum Rock Earthquake (2007), magnitude 5.6, no fatalities
The most significant earthquake action in terms of potential structural damage and loss
of life is ground shaking and fire. Ground shaking is the movement of the earth's surface
in response to a seismic event. The magnitude of the earthquake, distance from the
epicenter, and characteristics of surface geology determine the intensity of the ground
shaking and the resultant damages.
Damage may include destruction of buildings making some uninhabitable due to the
phenomenon of liquefaction. Liquefaction is the loss of shear strength of a soil. The
shear strength loss results from the increase of water pressure caused by the
rearrangement of soil particles induced by shaking or vibration. Liquefaction has been
observed in many earthquakes, usually in soft, poorly graded granular materials (i.e.,
loose sands), with high water tables. Liquefaction usually occurs in the soil during or
shortly after a large earthquake.
Every building in the City is exposed to high risk of damage in earthquakes by virtue
of being located in a seismically active part of the country. Some of these structures
face an elevated risk because they are located in high hazard zones, such as near a fault,
on liquefiable soils, or on slopes subject to landslides. Other structures face high risk
because their construction quality is inadequate to withstand strong shaking, as they
were built decades ago, before modern building codes were enacted.
Major power plants are expected to sustain some damage due to liquefaction and the
ground shaking intensity of the earthquake. The potential impact to the City is lessened
by the availability of power from other sources outside the affected area and significant
reduction in consumer demand is expected as well. The PG&E Metcalf Transmission
Substation is located in an area of predicted strong shaking and is expected to sustain
major damage.
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Another major concern is whether an earthquake disrupts water availability and
distribution for needed life support, to treat the sick and injured, and for fire suppression
activities. The dams located in the county may be affected during earthquakes and our
water distribution systems including the Delta in the Central Valley may be damaged.
WILDLAND/URBAN INTERFACE FIRE The combination of highly flammable fuel, long dry
summers and steep slopes creates a significant natural hazard of large wildland fires in
many areas of the county. A wildland fire is a fire in which the primary fuel is natural
vegetation. Wildland fires can consume thousands of acres of vegetation, timber and
agricultural lands. Fires ignited in wildland areas can quickly spread, if unabated, to
areas where residential or commercial structures are intermingled with wildland
vegetation. Fires that start in urbanized areas can grow into wildland fires.
Wildland/Urban interface fire hazards are especially pronounced in areas of high
structure densities adjacent to undeveloped open space areas with dense vegetation. A
wildland/urban interface fire can result in death, injury, economic loss, and a large
public investment in fire-fighting activities. Fires can rapidly proliferate to the point
that local resources are inadequate.
Wildfire behavior is based on three primary factors: weather, topography and fuel.
Wildland fire season in the county spans the months after the last spring rains have
fallen and until the first fall or winter rains occur. The months of August, September,
and October have the greatest potential for wildland fires as vegetation dries out,
humidity levels fall, and off shore winds blow.
Each city in the county is responsible for its fire protection either by utilizing its own
resources or contracting with the California Department of Forestry and Fire Protection
CAL FIRE), a fire district, or adjacent municipal service. The unincorporated area is
the primary responsibility of CAL FIRE, along with some fire protection districts, and
volunteer fire companies. The City of Saratoga contracts with the Santa Clara County
Fire Protection District for fire protection services.
Wildfires can be caused by natural events, such as lightning or high winds. However,
most wildland fires are human caused. Campfires, careless smokers, electrical sparks,
and arson cause most wildland and wildland/urban interface fires. In Santa Clara
County, electrical equipment, such as power lines and transformers have caused
numerous fires. An emerging cause for concern is fires started by the use of mowing
and power equipment around very dry vegetation.
Ground fire resources are augmented by a CAL FIRE helicopter stationed at the Alma
fire station near Lexington Reservoir and air tankers based at Hollister Airport.
Fire agencies in the county have signed a countywide mutual aid agreement to ensure
firefighting resources and personnel will be available to combat wildland / urban
interface fires. If these resources within the county are not enough to meet the threat,
fire resources from throughout California can be summoned under the State’s Master
24 | P a g e City of Saratoga
Mutual Aid Agreement administered by the Cal OES. All fire agencies in Santa Clara
County have signed the California Master Mutual Aid Agreement and participate in
mutual aid operations as required.
Additionally, in 2016 the Santa Clara County Community Wildfire Protection Plan
CWPP) was published. The CWPP is a collaborative approach for reducing wildland
fire risks to communities and the environment. The plan includes an analysis of
conditions such as fire apparatus access, community evacuation, fuels, topography, and
weather. The plan also includes proposed projects developed through workshops. The
initial focus is on the built environments that intermingle with the vegetated areas of
the mountains and hillsides.
FLOOD There are approximately 700 miles of creeks and rivers in the county, all of
which are susceptible to flooding. Floods are generally classed as either slow-rise or
flash floods. Slow-rise floods may be preceded by a warning time lasting hours, days,
or possibly weeks. Evacuation and sandbagging for a slow-rise flood may lessen
flood-related damage. Conversely, flash floods are the most difficult to prepare for,
because the warning will be short, if any is given at all. Flash flood warnings usually
require immediate evacuation.
The National Weather Service (NWS) issues flash flood watches and warnings. A flash
flood watch is issued when flash flooding is possible within the designated watch area
but the occurrence location, and/or timing is still uncertain, indicating all persons
should be alert. A flash flood warning indicating all persons should take necessary
precautions is issued when a flash flood has been reported, is in progress, is imminent,
or highly likely.
No area is immune to flash floods. On small streams, especially near the headwaters of
river basins, water levels may rise quickly in heavy rainstorms, and flash floods can
begin before the rain stops falling. Flash floods also occur in or near mountainous areas
where torrential rains can quickly change a dry watercourse or small brook into raging
torrents of water.
All low-lying areas are subject to flood conditions. Urban development in flood plain
areas are often subject to seasonal inundation. The flood plain is a natural extension of
any waterwa y, although infrequently used. Storm water runoff that exceeds the
capabilities of stream and drainage channels, results in the natural flooding of a
localized area.
Dam inundation is flooding which occurs as a result of structural failure of a dam (see
pages 24 to 27 of the Saratoga General Plan Safety Element). The most common cause
of dam failure is overtopping where the water behind the dam flows over the face of
the dam and erodes the structure. Structural failure may be caused by seismic activity.
Seismic activity that produces inundation generating a seismically induced wave that
overtops the dam without also causing dam failure is referred to as a seiche.
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The Santa Clara Valley Water District (SCVWD) maintains emergency action plans for
the following water system facilities within the county:
Almaden Dam
Anderson Dam
Calero Dam
Chesbro Dam
Coyote Dam
Coyote Percolation Dam
Guadalupe Dam
Lenihan Dam
Rinconada Water Treatment Plant and Dam
Stevens Creek Dam
Uvas Dam
Vasona Dam
Automated Local Evaluation in Real Time (ALERT) is a cooperative program initiated
by the NWS's California-Nevada River Forecast Center in the 1970s. SCVWD began
installation of its ALERT system in 1983, and its system currently includes 42 rain
gauges, 68 stream flow gauges, and 10 reservoir gauges.
In the ALERT program, a local agency installs, maintains, and monitors event-reporting
field sensors that report current hydrologic conditions, in real time, through radio
telemetry. Event-reporting refers to the ability of sensors to transmit their status as
hydrologic conditions change; i.e. rainfall occurs, or streams and reservoirs rise and/or
fall. Such sensor status data transmissions are received by a base station, which decodes
the radio signal's site of origin, and data value. These values are logged in a computer
database for report generation, analysis, and archiving purposes. Through a system of
radio repeater sites, as well as computer networks, the data is received by both the local
operator and interested agencies in adjoining areas, including the NWS. The NWS uses
the real time data to verify their forecasts, and to monitor conditions for issuance of
various hydrologic and meteorological statements.
LANDSLIDE Landslides are downward movement of a slope and materials under the force
of gravity. In addition to gravity, extended periods of intense rainfall during the winter
months is the primary cause of landslides. Landslides can also be triggered by seismic
activity. Landslides are a significant secondary hazard to wildland fire, where periods
of heavy rainfall on denuded slopes cause landslides and mudslides.
The main types of landslide activity that can impact the City include:
Slide – Mass movements, where there is a distinct zone of weakness that
separates the slide material from more stable underlying material.
Fall – Abrupt movements of masses of geologic materials, including rocks and
boulders that become detached from steep slopes or cliffs.
26 | P a g e City of Saratoga
Debris Flow – Rapid mass movement of a combination of loose soil, rock,
organic matter, air, and water that mobilize as a slurry flowing down slope.
These are most often caused by heavy precipitation and intense surface water
runoff in steep gullies.
Mudflow – Earth flow consisting of material that is wet enough to flow rapidly
and contains at least 50 percent sand, silt, and clay sized particles. Mudflows can
travel at speeds of 35 mph or greater.
Creep – Imperceptibly slow, steady, downward movement of slope-forming soil
or rock.
The occurrence of landslides is determined by both natural and human factors. Natural
factors include the cohesive strength and characteristics of the affected minerals, the
orientation of joints and planes of weakness between slide material and bedrock, the
steepness of slopes, the degree of saturation of ground materials (highly affected by
rainfall), and the density of vegetation. Human factors include the over-steepening and
over-loading of slopes, the removal of natural vegetation, and the addition of water to
the soil by watering of lawns and septic system drain fields, and onsite ponding of storm
runoff.
DROUGHT/LAND SUBSIDENCE Droughts are short-term or long-term water deficiencies
that cause agricultural, environmental, and societal impacts. Droughts can occur in any
part of the county and can last for indeterminate periods of time. Agricultural drought
is characterized by unusually dry conditions during the growing season resulting in
significant economic effects on local agriculture. Extended periods of drought can
increase the risk of wildfire occurrences and can impact public water supplies.
Land subsidence occurs when large amounts of ground water have been withdrawn
from certain types of rocks, such as fine-grained sediments. The rock compacts because
the water is partly responsible for holding the ground up. Land subsidence is most often
caused by human activities, mainly from the removal of subsurface water. Compaction
of soils in some aquifer systems can accompany excessive ground-water pumping and
it is by far the single largest cause of subsidence.
Historically, the County has experienced as much as 13 feet of subsidence caused by
excessive pumping of groundwater. Subsidence can lead to flooding that damages
properties and infrastructure, and saltwater intrusion that degrades groundwater quality.
CLIMATE CHANGE With over 1.9 million residents, Santa Clara County is the most
populated county in the Bay Area region. According to scientific projections, climate
change will bring more frequent extreme heat events, worse air pollution, and sea level
rise. These conditions will cause residential and commercial displacement, and more
coastal and riverine flooding from extreme storms. Which in turn will have a significant
impact on public health and disproportionately impact the area’s most vulnerable
populations of children, elders, people with chronic diseases, outdoor workers, people
living in poverty, and some communities of color. The 2017 Multi-Jurisdictional Multi-
P a g e | 27CityofSaratoga
Hazard Mitigation Plan more thoroughly addresses risks posed by climate change
specific to Santa Clara County.
THUNDERSTORMS AND LIGHTNING Some thunderstorms can be seen approaching, while
others hit without warning. It is important to learn and recognize the danger signs and
to plan ahead.
A severe thunderstorm watch is issued by the NWS when damaging winds of 58 miles
per hour or more, or hail three-fourths of an inch in diameter or greater is likely to
develop. A severe thunderstorm warning is issued when a severe thunderstorm has been
sighted or is indicated by weather radar.
As light travels much faster than sound, lightning flashes can be seen long before the
resulting thunder is heard. Lightning has been known to strike up to 15 miles away from
the parent cloud. Lightning causes on average, 87 fatalities each year across the nation.
HEAT While heat waves do not elicit the same immediate response as floods, fires, and
earthquakes, they have claimed more lives over the past fifteen years than all other
proclaimed disaster events combined. The worst single heat wave event in California
occurred in Southern California in 1955, when an eight-day heat wave resulted in 946
deaths. Typical summer temperatures in the state contribute to the untimely demise of
20 people on average per year. A heat wave in July 2006 was the attributing cause of
deaths to 138 people throughout California over a 13-day period.
The NWS uses the Heat Index to issue excessive heat watches and warnings. The Heat
Index combines air temperature and relative humidity to determine the human-
perceived equivalent temperature. NWS will issue an excessive heat watch when
conditions are favorable for an excessive heat event in the next 24 to 72 hours. An
excessive heat event is generally defined as when the maximum heat index temperature
is expected to be 105° or higher for at least 2 days and night time air temperatures will
not drop below 75°. An excessive heat warning is issued within 12 hours of the onset
of extremely dangerous heat conditions.
COLD While the City of Saratoga is not generally known for having extremely cold
weather, temperatures nearing freezing (32 degrees Fahrenheit or 0 degrees Celsius)
can be dangerous when exposed for extended periods without proper shelter or clothing.
Unusually cold temperatures pose a risk to several demographic cross sections within
Santa Clara County.
The NWS issues Wind Chill Watches and Warnings, Freeze Watches and Warnings,
and Frost Advisories. These notifications are based on a number of factors to include
temperature, wind speed, humidity, and various other factors. These notifications may
illicit a response in various forms, such as the activation of warming shelters.
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PUBLIC HEALTH EMERGENCY A public health emergency involves the occurrence of any
situation or event involving the presence and risk of exposure to any hazardous
substance, waste or material; or communicable disease, virus or contagion, that
significantly impacts life safety. A public health emergency is proclaimed when a toxic
substance or communicable disease is present in such a form as to significantly impact
life safety within the population at large.
Typical public health emergency situations include the following:
Exposure to released toxic substance, chemical or material
Exposure to fluid or airborne pathogen
Exposure to high levels of environmental pollution
Exposure to infectious disease
Exposure to contaminated food and beverages
Exposure to untreated liquid and solid waste
Public health emergencies are rare occurrences and generally occur infrequently,
although the spread of communicable diseases within a selected community or
population group may reach such large proportions as to be proclaimed an epidemic.
Widespread exposure to communicable diseases and released hazards can have
devastating effects on unprotected populations. Past epidemics including influenza
have claimed millions of lives.
New strains of viruses and other communicable diseases are being identified that are
resistant to existing vaccinations and medical inoculations. These new "super viruses"
have characteristics and qualities that are, in many instances, much more virulent and
dangerous than diseases and maladies commonly experienced.
Public health emergencies can occur or might generate from any of the following
locations:
Locations where hazardous materials are stored, processed, used, or
transported
Hospitals, clinics and other medical treatment facilities
Laboratories and research facilities
Natural environments that are breeding grounds for pathogens
Areas subject to high concentrations of pollutants
The introduction of any contagious pathogen or disease into the general population can
result in the development of an epidemic. The occurrence of an epidemic in the county
could result in the death of hundreds, if not thousands, of people over a relatively short
period of time. The Santa Clara County Public Health Department has prepared for
pandemic disease events, including pandemic flu.
TECHNOLOGICAL AND RESOURCE EMERGENCY Technological and resource emergencies
may involve the disruption of critical lifeline systems, collapse of engineered structures,
failure of essential service facilities, or widespread shortage of critical materials,
P a g e | 29CityofSaratoga
supplies and subsistence items. Generally, technological emergencies occur when a
human engineered system fails, whether due to poor design, lack of effective preventive
maintenance, sabotage, virus, or demand overload.
The following hazards are associated with technological and resource emergencies:
Disruption of essential services (i.e., electricity, gas, and water)
Loss of government’s ability to provide services
Potential adverse impact to the environment
Panic resulting from shortages of key commodities and subsistence items
Disruption of commerce and business activity vital to the community
Significant economic impact associated with production delays, lost revenues
and costs associated system restoration and recovery
Santa Clara County is dependent upon a highly complex technological infrastructure.
The public depends on the continuation of commercial utility operations, the safety of
transportation structures and facilities, the production of critical commodities, and the
distribution of essential supplies. The City of Saratoga is an integral part of that
infrastructure.
Lifeline system disruptions, such as commercial power outages, occur on a regular
basis. In most instances, service is restored within a very short time-period. However,
following the 1989 Loma Prieta earthquake, commercial power was disrupted
throughout the county for over 24 hours, resulting in a significant impact to public and
private activities.
The following facility/structure types are generally considered to be at risk for
disruptions and/or outages:
Power generation and distribution substations
Wastewater treatment plants
Water storage and distribution facilities
Hospitals, fire stations, police stations, and other essential service facilities
Key highway bridges, airport facilities, and rail lines
Critical government and commercial communications and broadcast facilities
Key subsistence production, processing, storage, and distribution facilities
Fuel processing and distribution facilities
Flood control facilities
An Incident Response and Management Security Handbook was developed for internal
City use. The handbook, maintained by the Information Technologies Department (IT),
provides information about the various technology security threats and steps to take and
inform City executive management.
HAZARDOUS MATERIAL INCIDENT The release of hazardous materials has the potential
for adverse impacts upon human health, the environment, and property, depending upon
30 | P a g e City of Saratoga
the type, location, and quantity of material released. Jurisdictions near roadways that
are frequently used for transporting hazardous materials and jurisdictions with
industrial facilities that use, store, or dispose of such materials, all have increased
potential for major hazardous material incidents.
There are four major highways in the county that carry large quantities of hazardous
materials: U.S. 101, I-880, I-680, and I-280. U.S. 101 and I-880 are the most heavily
traveled in terms of truck traffic and are the most frequent location of hazardous
materials spills which occur on major roads. The Santa Fe railroad right of way parallels
U.S. 101 through the heavily populated eastern side of the county. Natural gas pipelines
also run south to north along U.S. 101. Truck, rail, and pipeline transfer facilities are
concentrated in this region, and are involved in considerable handling of hazardous
materials.
Emergency response actions associated with hazardous materials are presented in the
County of Santa Clara Hazardous Materials Area Plan which is maintained by the
Department of Environmental Health Hazardous Material Compliance Division.
TERRORISM The use of force or violence against persons or property in violation of the
criminal laws of the United States for purposes of intimidation, coercion or ransom.
Terrorists often use threats to create fear among the public, to try to convince citizens
that their government is powerless to prevent terrorism, and to get immediate publicity
for their causes. Acts of terrorism include threats of assassinations, kidnappings,
hijackings, bomb scares and bombings, cyberattacks, and the use of chemical,
biological, radiological, nuclear, and explosive weapons.
Terrorist activities are an increasing threat to our society, and those attacks have
occurred against both the public and private sectors. Attacks have been directed against
government and corporate leaders, private individuals, governing bodies and related
agencies, police and other public service personnel and their facilities, public utility
facilities, financial institutions, communication facilities, etc. Certain facilities,
installations or service centers of both public and private sectors have been identified
as likely targets for attack. Since September 11, 2001, intelligence gathering
capabilities and cooperative working relationships between local, state and federal
governments has been enhanced to thwart additional terrorist attacks.
A terrorist activity emergency has its own unique characteristics and must be dealt with
in accordance to its magnitude and with an appropriate level of response. Plans and
procedures have been created, exercised and revised for both the most likely and worst-
case scenarios. Intentional release of such weapons could cause considerable damage.
Early detection and control of biological or chemical attacks is vital to the success in
limiting the scope of damage. Chemical terrorism acts are likely to be identified by first
responders because of their immediate and obvious symptoms.
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Conversely, attacks with biological agents are liable to be covert, and therefore much
more difficult to recognize. Biological agents will not have an immediate impact
because of the delay between exposure and the onset of illness (the incubation period),
thus compounding the difficulty of early detection. Recognizing that the symptoms are
a result of a biological agent will be extremely difficult without prior experience or
training, and an awareness of a preceding event. Only a short window of time exists
between the identification of the first cases and before a second, larger wave of the
populace becomes ill. During this phase, emergency officials will need to determine
that an attack has occurred, identify the organism, and enact prevention and
prophylactic strategies.
COMPLEX AND COORDINATED ATTACK A complex attack is conducted by multiple hostile
elements which employ at least two distinct classes of weapon systems (i.e. indirect
fire, direct fire, homemade explosives) against one or more targets. A coordinated
attack exhibits deliberate planning conducted by multiple hostile elements, against one
or more targets from multiple locations. A coordinated attack may involve any number
of weapon systems. The key difference between a complex attack and a coordinated
attack is that a coordinated attack requires the indication of long-term planning.
CIVIL UNREST A civil unrest activity such as a demonstration, riot, or strike that disrupts
a community and requires intervention to maintain public safety.
CORE CAPABILITY OVERVIEW
In the National Preparedness Goal, the Federal Emergency Management Agency
FEMA) describes 32 core capabilities that address the greatest risks to the nation. As
a community the county contributes to the Goal and strengthens our local and national
preparedness by preparing for the risks that are most relevant and urgent for Santa Clara
County. The 32 core capabilities are:
Planning – Conduct a systematic process engaging the whole community, as
appropriate, in the development of executable strategic, operational, and/or tactical-
level approaches to meet defined objectives.
Public Information and Warning – Deliver coordinated, prompt, reliable, and
actionable information to the whole community through the use of clear, consistent,
accessible, and culturally and linguistically appropriate methods to effectively relay
information regarding any threat or hazard, as well as the actions being taken, and
the assistance being made available, as appropriate.
Operational Coordination – Establish and maintain a unified and coordinated
operational structure and process that appropriately integrates all critical
stakeholders and supports the execution of core capabilities.
Forensics and Attribution – Conduct forensic analysis and attribute terrorist acts
including the means and methods of terrorism) to their source, to include forensic
32 | P a g e City of Saratoga
analysis as well as attribution for an attack and for the preparation for an attack in
an effort to prevent initial or follow-on acts and/or swiftly develop counter-options.
Intelligence and Information Sharing – Provide timely, accurate, and actionable
information resulting from the planning, direction, collection, exploitation,
processing, analysis, production, dissemination, evaluation, and feedback of
available information concerning physical and cyber threats to the OA, its people,
property, or interests. Information sharing is the ability to exchange intelligence,
information, data, or knowledge among government or private sector entities, as
appropriate.
Interdiction and Disruption – Delay, divert, intercept, halt, apprehend, or secure
threats and/or hazards.
Screening, Search, and Detection – Identify, discover, or locate threats and/or
hazards through active and passive surveillance and search procedures. This may
include the use of systematic examinations and assessments, bio-surveillance,
sensor technologies, or physical investigation and intelligence.
Access Control and Identity Verification – Apply and support necessary physical,
technological, and cyber measures to control admittance to critical locations and
systems.
Cybersecurity – Protect (and if needed, restore) electronic communications
systems, information, and services from damage, unauthorized use, and
exploitation.
Physical Protective Measures – Implement and maintain risk-informed
countermeasures, and policies protecting people, borders, structures, materials,
products, and systems associated with key operational activities and critical
infrastructure sectors.
Risk Management for Protection Programs and Activities – Identify, assess, and
prioritize risks to inform Protection activities, countermeasures, and investments.
Supply Chain Integrity and Security – Strengthen the security and resilience of
the supply chain.
Community Resilience – Enable the recognition, understanding, communication
of, and planning for risk and empower individuals and communities to make
informed risk management decisions necessary to adapt to, withstand, and quickly
recover from future incidents.
Long-term Vulnerability Reduction – Build and sustain resilient systems,
communities, and critical infrastructure and key resources lifelines so as to reduce
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their vulnerability to natural, technological, and human-caused threats and hazards
by lessening the likelihood, severity, and duration of the adverse consequences.
Risk and Disaster Resilience Assessment – Assess risk and disaster resilience so
that decision makers, responders, and community members can take informed
action to reduce their entity's risk and increase their resilience.
Threats and Hazards Identification – Identify the threats and hazards that occur
in the geographic area; determine the frequency and magnitude; and incorporate this
into analysis and planning processes so as to clearly understand the needs of a
community or entity.
Critical Transportation – Provide transportation (including infrastructure access
and accessible transportation services) for response priority objectives, including
the evacuation of people and animals, and the delivery of vital response personnel,
equipment, and services into the affected areas.
Environmental Response/Health and Safety – Conduct appropriate measures to
ensure the protection of the health and safety of the public and workers, as well as
the environment, from all-hazards in support of responder operations and the
affected communities.
Fatality Management Services – Provide fatality management services, including
decedent remains recovery and victim identification, working with local, state,
tribal, territorial, insular area, and federal authorities to provide mortuary processes,
temporary storage or permanent internment solutions, sharing information with
mass care services for the purpose of reunifying family members and caregivers
with missing persons/remains, and providing counseling to the bereaved.
Fire Management and Suppression – Provide structural, wildland, and specialized
firefighting capabilities to manage and suppress fires of all types, kinds, and
complexities while protecting the lives, property, and the environment in the
affected area.
Infrastructure Systems – Stabilize critical infrastructure functions, minimize
health and safety threats, and efficiently restore and revitalize systems and services
to support a viable, resilient community.
Logistics and Supply Management – Deliver essential commodities, equipment,
and services in support of impacted communities and survivors, to include
emergency power and fuel support, as well as the coordination of access to
community staples. Synchronize logistics capabilities and enable the restoration of
impacted supply chains.
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Mass Care Services – Provide life-sustaining and human services to the affected
population, to include hydration, feeding, sheltering, temporary housing, evacuee
support, reunification, and distribution of emergency supplies.
Mass Search and Rescue Operations – Deliver traditional and atypical search and
rescue capabilities, including personnel, services, animals, and assets to survivors
in need, with the goal of saving the greatest number of endangered lives in the
shortest time possible.
On-scene Security, Protection, and Law Enforcement – Ensure a safe and secure
environment through law enforcement and related security and protection
operations for people and communities located within affected areas and also for
response personnel engaged in lifesaving and life-sustaining operations.
Operational Communications – Ensure the capacity for timely communications
in support of security, situational awareness, and operations by any and all means
available, among and between affected communities in the impact area and all
response forces.
Public Health, Healthcare, and Emergency Medical Services – Provide
lifesaving medical treatment via Emergency Medical Services and related
operations and avoid additional disease and injury by providing targeted public
health, medical, and behavioral health support, and products to all affected
populations.
Situational Assessment – Provide all decision makers with decision-relevant
information regarding the nature and extent of the hazard, any cascading effects,
and the status of the response.
Economic Recovery – Return economic and business activities (including food and
agriculture) to a healthy state and develop new business and employment
opportunities that result in an economically viable community.
Health and Social Services – Restore and improve health and social services
capabilities and networks to promote the resilience, independence, health (including
behavioral health), and well-being of the whole community.
Housing – Implement housing solutions that effectively support the needs of the
whole community and contribute to its sustainability and resilience.
Natural and Cultural Resources – Protect natural and cultural resources and
historic properties through appropriate planning, mitigation, response, and recovery
actions to preserve, conserve, rehabilitate, and restore them consistent with post-
disaster community priorities and best practices and in compliance with applicable
environmental and historic preservation laws and executive orders.
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The 32 core capabilities have been grouped into five mission areas to serve as an aid in
organizing our preparedness activities. Some capabilities fall into only one mission
area, while others apply to several mission areas.
Prevention – Prevention includes those capabilities necessary to avoid, prevent or
stop a threatened or actual act of terrorism. It is focused on ensuring we are
optimally prepared to prevent an imminent terrorist attack within the community.
The core capabilities that support the Prevention mission include:
Planning
Public Information and Warning
Operational Coordination
Forensics and Attribution
Intelligence and Information Sharing
Interdiction and Disruption
Screening, Search, and Detection
Protection – Protection includes the capabilities necessary to secure the homeland
against acts of terrorism and manmade or natural disasters. It is focused on actions
to protect the citizens, residents, visitors, and critical assets, s ystems, and networks
against our greatest risks to our community in a manner that allows our interests,
aspirations, and way of life to thrive. The core capabilities that support the
Protection mission include:
Planning
Public Information and Warning
Operational Coordination
Access Control and Identity Verification
Cybersecurity
Intelligence and Information Sharing
Interdiction and Disruption
Physical Protective Measures
Risk Management for Protection Programs and Activities
Screening, Search, and Detection
Supply Chain Integrity and Security
Mitigation – Mitigation includes the capabilities necessary to reduce the loss of life
and property by lessening the impact of disasters. It is focused on the premise that
individuals, the private sector, communities, critical infrastructure, and the
community as a whole are made more resilient when the consequences and impacts,
the duration, and the financial and human costs to respond to and recover from
adverse incidents are all reduced. The core capabilities that support the Mitigation
mission include:
Planning
Public Information and Warning
36 | P a g e City of Saratoga
Operational Coordination
Community Resilience
Long-Term Vulnerability Reduction
Risk and Disaster Resilience Assessment
Threats and Hazards Identification
Response – Response includes the capabilities necessary to save lives, protect
property and the environment, and meet basic human needs after an incident has
occurred. It is focused on ensuring that the community is able to effectively respond
to any threat or hazard, including those with cascading effects, with an emphasis on
saving and sustaining lives and stabilizing the incident, as well as rapidly meeting
basic human needs, restoring basic services and community functionality,
establishing a safe and secure environment, and supporting the transition to
recovery. The core capabilities that support the Response mission include:
Planning
Public Information and Warning
Operational Coordination
Critical Transportation
Environmental Response/Health and Safety
Fatality Management Services
Fire Management and Suppression
Logistics and Supply Chain Management
Infrastructure Systems
Mass Care Services
Mass Search and Rescue Operations
On-Scene Security, Protection, and Law Enforcement
Operational Communications
Public Health, Healthcare, and Medical Services
Situational Assessment
Recovery – Recovery includes the core capabilities necessary to assist communities
affected by an incident to recover effectively. It is focused on a timely restoration,
strengthening, and revitalization of the infrastructure; housing; a sustainable
economy; and the health, social, cultural, historic, and environmental fabric of
communities affected by a catastrophic incident. The core capabilities that support
the Recovery mission are:
Planning
Public Information and Warning
Operational Coordination
Economic Recovery
Health and Social Services
Housing
P a g e | 37CityofSaratoga
Infrastructure Systems
Natural and Cultural Resources
PLANNING ASSUMPTIONS
The organizations described or noted in this EOP will be aware of significant emergency
conditions as they arise. These conditions will trigger a response consistent with the
respective responsibilities and roles defined either by the EOP, or other legal and policy
frameworks. The responding organizations will be constrained in their response by the
level of training, readiness activities, and interagency coordination undertaken prior to the
incident. The planning assumptions are as follows:
The residents of the City of Saratoga will be expected to provide for their
immediate needs to the extent possible for potentially several days following a
catastrophic event, or for at least 24 hours following a location-specific incident.
This may include public as well as private resources in the form of lifeline
services.
Public, private and volunteer organizations, and the general public will have to
utilize their own resources and be self-sufficient for potentially several days,
possibly much longer.
In the event of a large-scale incident or event, it may become necessary to shelter
a substantial number of the City of Saratoga population due to either evacuation
or damage to residences.
A catastrophic earthquake or wildfire would adversely impact local government
and response capabilities. Consequently, a number of local emergencies may be
proclaimed.
Communications, electrical power, water lines, natural gas lines, sewer lines, and
fuel stations may be seriously impaired following a major incident and may not
be fully restored for 30 days or more.
Transportation corridors will be affected so only equipment, foodstuffs, supplies,
and materials on hand may be available for use during the first several days or
more of emergency operations.
Large numbers of medically fragile evacuees may require transportation to/from
shelter locations.
It is possible only emergency response personnel on duty at the time of a
significant earthquake will be available during the first operational period.
Infrastructure damage may limit the number of emergency response personnel available
to staff the City of Saratoga EOC or other incident management organization functions
for at least 12 hours.
38 | P a g e City of Saratoga
In the event of a complex large incident or event, a clear picture regarding the extent of
damage, loss of life, and injuries may not be known for well over a day.
County support of city emergency operations will be based on the principal of self-help.
The City of Saratoga will be responsible for utilizing all available local resources along
with initiating mutual aid and cooperative assistance agreements before requesting
assistance from the county per SEMS.
There will be multiple operations or logistics needs for the same facilities located
in the City although owned and controlled by outside agencies including the State
and Federal government or the private-sector.
The City of Saratoga’s planning, policies, strategies, operations, and tactics will
make every effort to consider the needs of the general population, children of all
ages, individuals with disabilities and others with access and functional needs.
Some evacuees may require specialized medical care found only in a hospital,
and/or access to medication, refrigeration, mobility devices, or service animals.
The City of Saratoga is charged with care and shelter responsibilities, and in
collaboration with the American Red Cross will ensure shelters meet the minimum
requirements of the Americans with Disabilities Act of 1990 (ADA).
City of Saratoga EOC capabilities may be limited for the first operational period
if communications links to other agencies and City of Saratoga departments are
impacted.
Essential City of Saratoga services will be maintained as long as conditions
permit.
An emergency will require prompt and effective response and recovery operations
by the entire City of Saratoga incident management enterprise, to include
emergency services, mutual aid resources, disaster relief and volunteer
organizations, the private sector, the elected, executive, strategic, operational, and
tactical incident responders, and the whole community.
Because of damage to the transportation infrastructure, out-of-region mutual aid,
State and Federal resources, and resources from other states may not begin to
arrive for several days.
All emergency response staff are trained and experienced in operating under the
SEMS/NIMS/ICS protocols and procedures.
Parts of the entire City of Saratoga may be affected by environmental and
technological emergencies.
The Department of Homeland Security will provide threat conditions and identify
possible targets through the regional intelligence collection and dissemination
structures.
P a g e | 39CityofSaratoga
Control over City resources will remain at the City of Saratoga level even though
the Governor has the legal authority to assume control in a State Proclamation of
Emergency.
40 | P a g e City of Saratoga
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CONCEPT OF OPERATIONS
42 | P a g e City of Saratoga
CONCEPT OF OPERATIONS
Per City Code Section 6-05.0450, the City of Saratoga Office of Emergency Services
OES) is comprised of the City Manager and an Assistant Director of Emergency Services,
appointed by the City Manager. The OES identifies potential threats to life, property and
the environment, and then develops plans and procedures to respond to those threats. These
plans and procedures will help to coordinate and support emergency response and recovery
activities and will be tested through exercises and validated by the results of actual
response. The goal is to maintain a robust incident management organization with strong
collaborative ties among governments, community-based organizations, volunteers, public
service agencies, and the private sector. The City of Saratoga conforms to, and this EOP
complies with, SEMS, NIMS, and ICS guidelines.
NATIONAL RESPONSE FRAMEWORK (NRF)
The NRF is based upon the premise that incidents are handled at the lowest jurisdictional
level. In the vast majority of incidents, state and local resources and interstate mutual aid
will provide the first line of emergency response and incident management support. When
state resources and capabilities are overwhelmed, Governors may request federal
assistance. The NRF provides the framework for federal interaction with state, local, tribal,
private sector and non-governmental entities in the context of domestic incident
management to ensure timely and effective federal support.
The NRF is the core operational plan for national incident management, and establishes
national-level coordinating structures, processes, and protocols that will be incorporated
into certain existing federal interagency incident or hazard-specific plans. The NRF is
intended to facilitate coordination among local, state, tribal, and federal governments and
the private sector without impinging on any jurisdiction or restricting the ability of those
entities to do their jobs. The NRF does not alter or impede the ability of first responders to
carry out their specific authorities or perform their responsibilities.
The NRF and NIMS are designed to work in tandem to improve the Nation’s incident
management capabilities and overall efficiency. Use of NIMS enables local, state, tribal,
and federal governments and private-sector and non-governmental organizations (NGOs)
to work together effectively and efficiently to prevent, prepare for, respond to, and recover
from actual or potential domestic incidents regardless of cause, size, or complexity.
STANDARD EMERGENCY MANAGEMENT SYSTEM (SEMS)
SEMS is required by California Government Code Section 8607(a) for managing response
to multi-agency and multi-jurisdiction incidents in California. SEMS incorporates the use
of the ICS, the California Master Mutual Aid Agreement, the Operational Area Concept,
and multi-agency coordination. Local governments must use SEMS to be eligible for
P a g e | 43CityofSaratoga
reimbursement of their response-related personnel costs under state disaster assistance
programs.
NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
NIMS provides a comprehensive, whole community, whole government approach to
incident management for all hazards and integrates existing best practices into a consistent
nationwide approach to domestic incident management that is applicable to all
jurisdictional levels and across functional disciplines. NIMS is based on a balance of
flexibility and standardization that allows government and private entities at all levels to
work together to manage domestic incidents, regardless of their cause, size, location, or
complexity. Five major components make up this system’s approach: preparedness;
communications and information management; resource management; command and
management; and ongoing management and supporting technologies.
INCIDENT COMMAND SYSTEM (ICS)
A primary component of SEMS and NIMS, ICS is a standardized on-scene emergency
management system designed to allow for an integrated organizational structure equal to
the complexity and demands of single or multiple incidents without being hindered by
jurisdictional boundaries. ICS addresses both organization and process. ICS is used to
manage facilities, equipment, personnel, procedures, and communications through the use
of a common organizational structure and standardized procedures, per the ICS Field
Operations Guide (ICS 420-1).
INTEGRATING FEDERAL, STATE, AND LOCAL S YSTEMS
Taken together the NRF, SEMS, NIMS, ICS, and this EOP integrate the capabilities and
resources of various governmental jurisdictions, incident management and emergency
response disciplines, non-governmental organizations (NGOs), and the private sector into
a cohesive, coordinated, and seamless national framework for domestic incident
management. It should be understood that field level emergency responders, Department
Operations Center (DOC) staff, Emergency Operations Center (EOC) staff, department
executives, elected officials, and public information officers all have a vital role in
successful comprehensive incident management and make up the Incident Management
Enterprise. For a complete crosswalk of the Federal Emergency Support Functions (ESFs),
State Emergency Functions (EFs), county EOC functions, and local EOC functions see
Appendix B.
44 | P a g e City of Saratoga
PHASES OF EMERGENCY MANAGEMENT
Emergency management functions are generally
grouped into the four phases of mitigation,
preparedness, response, and recovery. The grouping of
emergency management functions is useful for
classifying and conceptualizing activities. While useful
for targeting efforts and resources, the phases of
emergency management are not distinct—activities in
each phase often overlap with other phases. For
example, recovery projects often include elements of
mitigation (i.e., rebuilding structures using current
building codes) and response often includes recovery
measures (i.e., immediate debris removal). The phases are also cyclical in nature—lessons
learned from an incident are applied in preparedness efforts for future emergencies and
major disasters. The following sections provide examples of the types of activities that take
place in each phase.
MITIGATION
Mitigation activities occur before, during, and after incidents. Post-disaster mitigation
is part of the recovery process. Eliminating or reducing the impact of hazards that exist
within the City of Saratoga and are a threat to life and property are part of the mitigation
efforts.
Mitigation tools include:
Detailed plans to mitigate future hazards
Land use planning
Local ordinances and statutes (zoning ordinances, building codes, etc.)
Structural measures
Tax levies or abatements
Public information and community relations
PREPAREDNESS
Preparedness activities are taken in advance of an emergency and develop operational
capabilities, enact protective measures, and enhance effective responses to a disaster.
These activities can include emergency/disaster planning, training and exercises, and
public education. Citizen Preparedness activities are key elements in this phase and a
significant factor in the success of a community in responding to an emergency.
Members of the incident management enterprise and local organization develop EOPs,
SOPs, and checklists detailing personnel assignments, policies, notification rosters, and
resource lists. Personnel are made familiar with these EOPs, SOPs, and checklists
through periodic training in the activation and execution of procedures.
P a g e | 45CityofSaratoga
OES maintains several contact lists of agencies and personnel critical to emergency
operations. Those lists include; City of Saratoga EOC responders, key contacts within
cities/towns and county agencies, state agency contacts, and other organizational
contacts.
RESPONSE
The response phase can be further broken down into three types of response—pre-
emergency, immediate, and on-going emergency responses.
PRE-EMERGENCY RESPONSE (OR CRISIS RESPONSE) if warning mechanisms exist for a
particular hazard then response actions to emphasize protection of life, property, and
environment can be anticipated. Typical pre-emergency and crisis response actions may
include:
Alerting necessary agencies, placing critical resources on stand-by
Warning threatened populations of the emergency and apprising them of safety
measures to be implemented
Evacuation of threatened populations to safe areas
Identifying the need for mutual aid
Proclamation of a Local Emergency by local authorities
IMMEDIATE EMERGENCY RESPONSE During this phase, emphasis is placed on saving lives
and property, attempting to establish and maintain control of the situation, and
minimizing effects of the disaster. Immediate response is accomplished within the
affected area by local government agencies and segments of the private sector. The
primary activities are on-scene by first or early responders.
ON-GOING (OR SUSTAINED) EMERGENCY RESPONSE In addition to continuing preservation
of life and property operations, mass care, relocation, public information, situation
analysis, status and, damage assessment operations may be initiated. Ongoing response
usually involves many organizations and the activation of the City of Saratoga’s EOC.
RECOVERY
At the onset of an emergency, actions are taken to enhance the effectiveness of recovery
operations. Recovery includes both short-term activities intended to return vital life-
support systems to operation, and long-term activities designed to return infrastructure
systems to pre-disaster conditions. The recovery phase may also include cost recovery
activities. The major objectives of the recovery period include:
Reinstatement of family and community integrity
Provision of essential public services
Restoration of private and public property
Identification of residual hazards
46 | P a g e City of Saratoga
Preliminary plans to mitigate future hazards
Recovery of costs associated with response and recovery efforts
Coordination of state and federal public and individual assistance
P a g e | 47CityofSaratoga
ORGANIZATION AND ASSIGNMENT
OF RESPONSIBILITIES
48 | P a g e City of Saratoga
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
SEMS designates five organizational levels—
field response level, local government level,
OA level, regional level, and state level with
each level being activated in a modular
component network style as needed.
FIELD RESPONSE
The field response level is where emergency
response personnel and resources, under the
command of an appropriate authority, carry out
tactical decisions and activations in direct
response to an incident, multiple incidents, or
threat. This is the incident level- where the
emergency response begins. SEMS regulations
require the use of ICS at this level of an incident. Field response agencies are most often
represented by fire, law enforcement, EMS, and public health, although roads and airports
and parks may be early responders in the field as well.
LOCAL GOVERNMENT
Local governments include
cities/towns, counties, and special
districts. Local governments
manage and coordinate the
overall emergency response and
recovery activities between
emergency agencies and
operations centers within their
jurisdiction (such as local EOCs
and DOCs). This is the first
coordination level above the field
response. Local governments are
required to use SEMS when their
emergency operations center is
activated or a local emergency is
declared.
P a g e | 49CityofSaratoga
OPERATIONAL AREA (OA)
The “Operational Area” is conceptual in nature and incorporates the effective incident
management collaboration of the various jurisdictions within the boundaries of Santa Clara
County. The County of Santa Clara, as a jurisdiction and organization is charged with
taking the lead coordination and arbitration role within the OA and with being the primary
point of contact and for the region and state. In an OA lead entity capacity, the County
manages and/or coordinates information, resources, and priorities among local
governments and serves as the link between the local government level and the regional
level. At this level, the governing bodies are required in SEMS to reach consensus on how
resources will be allocated in a major crisis affecting multiple jurisdictions or agencies.
California Government Code, Title 2, Division 1, Chapter 7, Article 9—California
Emergency Services Act— defines an operational area as:
Each county is designated as an operational area. In a state of war
emergency each operational area shall serve as a link in the system of
communications and coordination between the state’s emergency operating
centers and the operating centers of the political subdivisions comprising the
operational area.
The governing bodies of each county and of the political subdivisions in the
county may organize and structure their operational area.
An operational area may be used by the county and the political subdivisions
comprising the operational area for the coordination of emergency activities
and to serve as a link in the communications system during a state of
emergency or a local emergency.” (Government Code § 8605)
Additionally, in accordance with California Code of Regulations, Title 19, Division 2,
Chapter 1, Article 4—Standardized Emergency Management System— “The county
government shall serve as the lead agency of the operational area unless another member
agency of the operational area assumes that responsibility by written agreement with
County government.” (19 California Code of Regulations § 2409)
OPERATIONAL AREA AGREEMENT
In accordance with state statute the OA was organized in 1995 with a cooperative
agreement (Santa Clara County Ordinance Code § A8-5) between the County and the
15 cities/towns located within the county geographic area. The Santa Clara County
Operational Area Disaster Response and Recovery Organization Interim Agreement
defines the OA and provides for sharing of critical information and emergency
resources in a disaster, as well as for compliance with SEMS requirements.
50 | P a g e City of Saratoga
OPERATIONAL AREA RESPONSIBILITIES
The implementation of SEMS and NIMS is a cooperative effort of all departments and
agencies within the county, cities/towns, and special districts that have an incident
management and/or emergency response role. While every jurisdiction is charged with
SEMS and NIMS compliance, County OES has the lead responsibility for SEMS and
NIMS collaboration, implementation, and planning with responsibilities for:
Communicating information within the OA on SEMS and NIMS requirements
and guidelines
Coordinating SEMS and NIMS training and development among county
departments and agencies
Reporting NIMS compliance to Cal OES and the Department of Homeland
Security
Incorporating NIMS requirements into this EOP and County of Santa Clara
Ordinance Code with adoption by the County Board of Supervisors
Identification of all county departments and agencies involved in field level
response
Identification of departments and agencies with a DOC
Coordinating with local jurisdictions and volunteer and private agencies on
development and implementation of SEMS and NIMS
Identification of special districts that operate or provide services within the OA
Determining the emergency role of the OA special districts and making
provisions for coordination during emergencies
Identification of local volunteer and private agencies that have an emergency
response role
Determining the emergency role of the OA volunteer and private agencies and
making provisions for coordination during emergencies
All local government staff who may work in the OA EOC, in a DOC, or at the
field level will receive appropriate SEMS/NIMS/ICS training as recommended
by the Department of Homeland Security. New personnel will be trained as they
are hired. To validate preparedness and planning efforts, local governments will
develop an exercise program that provides periodic exercises for EOC and DOC
personnel under SEMS/NIMS/ICS guidelines
CITY OF S ARATOGA EMERGENCY ORGANIZATION
The City of Saratoga Municipal Code Section 6-05.0450 establishes the City Manager
as the Director of Emergency Services. The Section additionally identifies the Director
of Emergency Services with the authority to require emergency services of any City
officer or employee in the event of an emergency. The Director of Emergency Services
is responsible to the Saratoga City Council. The emergency organization of the City
consists of all officers, employees, and Disaster Service Worker volunteers, all groups,
P a g e | 51CityofSaratoga
organizations and persons who may, by agreement of operation of law, be charged with
duties incident to the protection of life and property in the City.
CITY OF SARATOGA EMERGENCY OPERATIONS CENTER (EOC)
The Director of Emergency Services is supported by OES staff and will coordinate the
City’s strategic disaster response and management out of the EOC.
An EOC is a location from which centralized emergency management can be performed
during an emergency or disaster. An EOC makes possible a coordinated response by
the Director of Emergency Services, emergency management staff, and representatives
from agencies and other organizations who are assigned emergency management
responsibilities. An EOC provides a central location of authority and information and
allows for face to face coordination and collaboration among personnel that represent
governmental incident management functions/capabilities who must make strategic
emergency decisions to ensure incident support and continuity of government.
The EOC is the focal point for communication between the OA and other local
jurisdictions within the county (e.g., cities/towns and special districts). Position-based
SOPs and checklists are followed during an EOC activation. The level of staffing will
vary based on the needs of the specific event or incident. Ensuring the EOC is ready to
activate at any time is the responsibility of the Director of Emergency Services and is
carried out by City OES staff.
The following activities are performed in the EOC:
Information Sharing
Limited Resource Management
Support of field response operations
Receive and disseminate warning information
Collect intelligence from, and disseminate information to, the various EOC
representatives, and, as appropriate, to county, cities/towns, special districts,
state and federal agencies
Prepare intelligence/information summaries, situation reports, operational
reports, and other reports as needed
Maintain general and specific maps, information display boards, and other data
pertaining to emergency operations and situational awareness
Ensure Continuity of government priorities, objectives, and actions are taken
Analysis and evaluation of all data pertaining to City emergency operations
Maintain contact and coordination with other local jurisdictions and the OA
EOCs
Provide emergency information and instructions to the public, making official
releases to the news media and the scheduling of press conferences, as
necessary
52 | P a g e City of Saratoga
Develop emergency policies and procedures in collaboration with senior policy
advisory executives
LOCATION
The primary Emergency Operations Center (EOC) is located in the Linda Callon
Conference Room of the Saratoga City Hall at 13777 Fruitvale Avenue. The alternate
EOC is located at the Saratoga Fire Station on the corner of Saratoga Avenue and
Saratoga-Sunnyvale Road.
SARATOGA EOC ACTIVATION Pursuant to the California Code of Regulations, Title
19, Division 2, Chapter 1, Article 4—Standardized Emergency Management System—
the Saratoga EOC shall be activated, and SEMS used when any of the following
conditions exist:
The City, or the county has proclaimed a local emergency and requested a
governor’s proclamation of a state of emergency
In all other cases, activation is made at the discretion of the City Manager, Public Works
Director, Director of Emergency Services, or as advised by OES emergency
management staff.
OBJECTIVES The overall objective of emergency management is to ensure the effective
government preparedness, mitigation, response, and recovery for situations associated
with natural disasters, terrorist attacks, technological incidents, and national security
emergencies. To carry out its responsibilities, the City of Saratoga EOC organization
will accomplish the following objectives during a disaster/emergency:
Support and coordinate emergency response and recovery operations
Provide an active presence in setting objectives, establishing priorities, and
making decisions that affect City government and the general public
Coordinate and work with appropriate federal, state and other local
government agencies, as well as applicable segments of private sector entities
and volunteer agencies to assess situation status, monitor resource needs, and
coordinate requests for resources from outside agencies and jurisdictions
Establish priorities and resolve conflicting demands for support or scarce
resources
Ensure Continuity of government priorities, objectives, and actions are taken
Prepare and disseminate information to alert, warn, and inform the public
Collect and disseminate damage and other essential data about the situation
Fulfill obligations for intelligence gathering and information flow as described
in SEMS and other guidelines
Provide logistical support for the emergency response where appropriate and
requested
Oversee and manage activities incurring costs and expenditures
Collect records needed for successful cost recovery
P a g e | 53CityofSaratoga
ORGANIZATION The diagram below is the current EOC organizational structure.
DEACTIVATION De-activation of the City of Saratoga EOC occurs upon order of the
EOC Director based on incident status. Deactivation may occur through a gradual
decrease in staffing or all at once. EOC responders must follow applicable deactivation
procedures as directed by the EOC Director and identified in the EOC position-specific
checklists.
REGION
Because of its size and geography, CalOES has divided the state into three administrative
regions each with an EOC, to include the Southern, Coastal, and Inland regions. Santa
Clara County is in the Coastal Region. Additionally, the state has been divided into six
mutual aid regions. Santa Clara County resides in Mutual Aid Region Two, which is based
out of Alameda County. The Regional Emergency Operations Center (REOC) prioritizes
requests and provides support to the OAs in their region. This is to provide for more
effective application and coordination of mutual aid and other related activities.
STATE
Director of Emergency
Services
Operations
Law, Fire and Rescue
Coordinator
Care and Shelter
Coordinator
CERT Representative
Planning/Intelligence
Damage Assessment
Coordinator
Situation Status
Coordinator
Documentation
Coordinator
Logistics
Communications
Coordinator
Facilities Coordinator
IT Coordinator
Personnel and
Volunteer Coordinator
Supplies Coordinator
Transportation
Coordinator
Finance/Adminstration
Purchasing Coordinator
Time Keeping
Coordinator
Public Information
Officer Legal Officer
Safety and Security
Officer Liaison Officer
54 | P a g e City of Saratoga
The State Operations Center (SOC) level is located in Sacramento at the Cal OES
headquarters. Cal OES manages state resources in response to the emergency needs of the
other levels. The state also serves as the coordination and communication link between the
state and the federal disaster response system.
ADDITIONAL SUPPORT AND PLANNING ORGANIZATIONS
The groups, committees, and organizations identified below all participate in ensuring the
county’s preparedness to respond to emergencies and disasters.
DISASTER SERVICE WORKERS (DSWS)
The Disaster Service Worker Volunteer Program (DSWVP) was created as the result
of legislation to provide workers’ compensation benefits to registered Disaster Service
Worker (DSW) volunteers who are injured while participating in authorized disaster-
related activities, including pre-approved training. Disaster service, as defined for the
Program, is designed to aid in the response and recovery phases in a disaster or
emergency. It does not include the day-to-day emergency response activities typically
associated with, for example, law enforcement, fire services or emergency medical
services. The Program also provides limited immunity from liability.
In accordance with state law (California Code of Regulations (CCR) Title 2, Division
2, Chapter 2, Subchapter 3) and City Ordinance Section 6-05.040, all City employees
performing disaster work outside their regular employment without pay are designated
as disaster service workers (DSW). In the event of an emergency the expectation is that
City employees will secure their own homes and families and then, if possible and if
they are so instructed, they will return to the City to assist in response activities.
Continuity of government services is critical during disasters, and City employees will
play an important role in maintaining the services necessary for the community to
recover from a disaster. Additionally, volunteers may register through designated
Emergency Volunteer Centers (EVC) on an as-needed basis in an emergency to be
designated DSWs and fill important roles in the overall response effort. Volunteer
DSWs may include:
Community Emergency Response Team (CERT) members
Amateur radio operators (ARES/RACES/SARA)
Other volunteers
COMMUNITY EMERGENCY RESPONSE TEAM (CERT) The CERT program educates
people about disaster preparedness for hazards that may impact their immediate area
and trains them in basic disaster response skills such as: fire safety, light search and
rescue, team organization, and disaster medical operations.
P a g e | 55CityofSaratoga
Using classroom and simulation-based education; CERT members can assist others in
the neighborhood or workplace immediately following an event when emergency
responders may not be immediately available to help.
The Saratoga Office of Emergency Services will continue to promote a consistent and
standardized approach to CERT team activation, mobilization, utilization, and
integration in to the City’s Incident Management structure.
AMATEUR RADIO EMERGENCY SERVICES/RADIO AMATEUR CIVIL EMERGENCY SERVICES
ARES/RACES) Santa Clara County has trained amateur radio operators, registered
with their respective city/town and/or county ARES/RACES organization. Local
Saratoga Amateur Radio Association (SARA) radio operators are a primary source of
initial damage assessment in any significant incident. They respond immediately to any
obvious incident with assessment of their local area and report to the City radio
communications personnel at the EOC.
EMERGENCY OPERATIONAL AREA COUNCIL (EOAC)
The Santa Clara County Emergency Operational Area Council (EOAC) is charged in
Santa Clara County Ordinance Code § A8-24 with the purpose to enhance planning
and preparedness for large-scale emergencies; to create effective partnerships in
emergency planning, preparedness, training and exercise within the OA; to
consolidate activities of cities and special districts to participate more efficiently in
planning for future emergencies and disasters; to provide access to public-private
partners to participate in emergency planning and preparedness; and to develop broad-
based emergency preparedness and planning funding priorities and recommendations.
OPERATIONAL AREA SIGNATORIES (OAS)
The Operational Area Signatories (OAS) is an advisory body to the EOAC and is made
up of emergency management representatives from the various jurisdictions and special
districts within the OA. The OAS collaborates on emergency and incident management
planning, logistics, and training and exercise priorities to ensure greater OA consistency
and interoperability, as well as ensuring periodic information sharing and situational
awareness. Additionally, OAS makes recommendations to the EOAC for Emergency
Management Performance Grant (EMPG) proposals and funding.
DISASTER COUNCIL
The Disaster Council is established by Saratoga Municipal Code section 6-05.030 and
is responsible for developing and recommending adoption of the City's Emergency
Operation Plan. The Disaster Council consists of the Mayor, City Manager, Assistant
Director of Emergency Services, a representative of the Sheriff's Office, and a
representative of Santa Clara County Fire. The Council meets annually and on an as-
needed basis.
56 | P a g e City of Saratoga
SANTA CLARA COUNTY EMERGENCY MANAGERS ASSOCIATION
The Santa Clara County Emergency Managers Association is a professional
organization of emergency management representatives. The group meets to discuss
and coordinate local emergency preparedness, disaster recovery, hazard mitigation, and
emergency and incident management-related issues and trends.
SPECIAL DISTRICTS AND OTHER ORGANIZATIONS
Many special districts, utilities, and private companies such as the Valley
Transportation Authority (VTA), Santa Clara Valley Water District (SCVWD), and San
Jose Water Company also have incident management systems for continuity of
operations and to provide resources in support of an emergency response. Community
Based Organizations (CBOs), Non-Governmental Organizations (NGOs), and private-
sector organizations provide a range of services to address needs that are wholly or
partly unmet by local, state, and federal governments during response and recovery
operations.
P a g e | 57CityofSaratoga
DIRECTION, CONTROL, AND
COORDINATION
58 | P a g e City of Saratoga
DIRECTION, CONTROL, AND COORDINATION
The emergency response is coordinated under SEMS, which provides a flexible, adaptable
and expandable response organization to address all-hazards of varying magnitude and
complexity. An EOC is activated to support field operations and ensure continuity of
government when an incident threatens government services, requires additional resources
beyond the capacity of the responding agency, or when resources exceed that which is
available from within the jurisdiction as a whole. Communications between the field
response, DOCs, and the EOC are established when the EOC is activated in support of field
operations. Each local government’s EOC will establish communications with the OA
EOC and the OA EOC will communicate with the state through the REOC.
DIRECTION AND CONTROL INTERFACE
In a major emergency, a local jurisdiction EOC might be activated to coordinate and
support the overall response. Personnel that are part of a field level emergency response
will utilize ICS to manage and direct on-scene operations. Tactical management of
responding resources is always under the leadership of the on-site Incident Commander
IC) at the Incident Command Post (ICP). ICs may report to the DOC dispatching resources
amongst incidents, which in turn will coordinate with the local EOC. In some jurisdiction’s
ICs may report or communicate directly to the local EOC usually to their counterpart in
the operations section.
During multiple-incident situations within the county, an area command may be
established to provide for the ICs at separate locations. Unified Command is an application
of ICS and may be established at the field response level when more than one agency has
jurisdictional responsibilities. Agencies work together through the designated members of
the Unified Command to establish their designated ICs at a single ICP. Under Unified
Command, entities develop a common set of objectives and strategies which provides the
basis for a single Incident Action Plan.
OPERATIONAL AREA COORDINATION AND COMMUNICATION
As outlined in the City of Saratoga and OA Emergency Operations Plan, coordination and
communication should be established between an activated local EOC and the OA EOC.
Common communications modalities to the cities/towns from the Operational Area EOC,
and to agencies not represented in that EOC include, but are not limited to, landline
telephone, fax, cell phone, satellite phone, computer networks (including social media),
P a g e | 59CityofSaratoga
amateur radio, and low-band EOC to EOC radio. The OA responsibilities involve
coordinating with the cities/towns and other organizations to support field-level emergency
response personnel, activating the OA EOC, ensuring continuity of government, and
issuing orders to protect and inform the public. In accordance with ICS principles, units in
the field receive tactical direction from an on-scene IC. When and where possible, the
county will include jurisdictional representatives in planning for jurisdictional support.
When an incident occurs, and Saratoga activates the EOC and requests OA EOC support;
or additional cities/towns have proclaimed a local emergency, the county is required under
SEMS to activate the OA EOC. The OA EOC then becomes the focal point for information
sharing and dissemination and supports or arbitrates requests by cities/towns within the
county.
EMERGENCY OPERATIONS CENTER NOTIFICATION
The City of Saratoga shall maintain a roster of pre-identified/appointed City of Saratoga
EOC staff and will notify those personnel to report to the City of Saratoga EOC using
AlertSCC the City’s alert and warning system. The EOC staff list includes City
department representatives and agency representatives who are part of each SEMS (and
NIMS compliant) EOC section—management, operations, plans and intelligence,
logistics, and finance and administration.
The list will be utilized when directed by the Director of Emergency Services or
designee activates the City of Saratoga EOC. The Director of Emergency Services or
designee will determine what positions of the City of Saratoga EOC will initially be
staffed and requested to report. The EOC responders list includes:
Employees from City of Saratoga departments and agencies with appropriate
authority and expertise
Representatives from outside agencies including:
Special districts
Other government agencies
Volunteer organizations
Private sector organizations
COORDINATION WITH OTHER LEVELS OF GOVERNMENT
The City of Saratoga has identified the jurisdictions, special districts, private non-profit
PNP) organizations, and volunteer agencies within the geographical boundaries of the
City of Saratoga that may have an emergency response role during an emergency or
disaster. Their emergency roles have been identified and provisions for coordination
with each of them made. The City of Saratoga will also work with the County to request
up to state and federal agencies that have emergency responsibilities to ensure they are
integrated into coordination of emergency operations as appropriate.
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COORDINATION WITH S PECIAL DISTRICTS
Special districts are defined as local governments in SEMS and often have unique
resources, capabilities, and vulnerabilities. The emergency response role of special
districts is generally focused on the return to normal services. During disasters, some
types of special districts will be extensively involved in the emergency response by
assisting other local governments.
Coordination and communications should be established with special districts that are
involved in emergency response. Relationships among special districts, cities/towns,
the county, and the OA, as a whole, are complicated by overlapping boundaries and by
the multiplicity of special districts. Special districts need to work with the local
governments in their service areas to determine how best to establish coordination and
communications in emergencies.
Typically, special district boundaries cross municipal boundaries. A special district may
serve several cities/towns and county unincorporated areas. Some special districts serve
more than one county. In such a situation, the special district may provide a liaison
representative to the City EOC to facilitate coordination and communication with the
various entities it serves. The City of Saratoga works closely with key utilities providers
and transportation agencies.
COORDINATION WITH NON-PROFIT AND VOLUNTEER ORGANIZATIONS
The City of Saratoga recognizes the valuable assistance and resources provided by
NGO partnerships and the importance of organizations that perform voluntary services
in the community. As a result, the City of Saratoga continues to cultivate relationships
with PNP (Private Non-Profit) organizations and has established an extensive trained
volunteer base to support emergency response operations within the City of Saratoga.
The City EOC will generally be a focal point for coordination of response activities
with many PNPs and volunteer groups.
Private non-profit agencies and volunteer groups that have a key response role will have
representatives at the City EOC. For example, American Red Cross personnel will be
part of the staff for the City EOC Care and Shelter Branch. Collaborative Agencies
Disaster Relief Effort (CADRE), the local Voluntary Organizations Active in Disaster
VOAD) organization, also staffs a City EOC position as allied agencies in order to
facilitate coordination with numerous NGOs involved in emergency response and
recovery efforts within communities across the City.
During an emergency, the Saratoga EOC may establish communication with PNP
agencies and volunteer groups through an agency representative, volunteer coordinator,
or other authorized personnel. Coordination, activation, and deployment of these
members may be incident driven and will follow the appropriate organization response
P a g e | 61CityofSaratoga
guidelines that have been established for the specific PNP organization or volunteer
group.
MULTI-AGENCY COORDINATION GROUPS
The Multi-Agency Coordination (MAC) System is one of the four pillars of SEMS, which
are the ICS, MAC System, the Master Mutual Aid System, and the Operational Area
Concept (as identified in the Emergency Services Act, Section 8607). In accordance with
the 2013 California Statewide Multi-Agency Coordination System Guide, MAC groups are
convened to address incidents or situations in which resources are considered scarce and
decision-makers need to prioritize their allocation in order to best serve the communities
in need.
MAC groups are established to allow subject matter experts and agency representatives to
evaluate complex situations and problem sets and make actionable recommendations to the
MAC group activating body (IC, DOC, EOC, etc.). Activating a MAC group helps to
ensure that operational tempo is not hindered for the MAC group parent
organization/operations center, objectives may still be set, and progress continued to be
made while still tackling difficult or complex problems or issues.
A MAC group may be convened by an EOC Director or other authority to establish
priorities among multiple competing incidents, provide coordinated decision making for
resource allocation among cooperating agencies, harmonize agency policies, and offer
strategic guidance and direction to support incident management activities. MAC groups
convened to prioritize incidents for the allocation of scarce resources should consist of
administrators or executives, or their designee, who are authorized to commit agency
resources and funds. A MAC group may also be referred to as a multi-agency committee,
emergency management committee, interagency policy group, or as otherwise defined by
the MAC System.
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INFORMATION COLLECTION, ANALYSIS,
AND DISSEMINATION
64 | P a g e City of Saratoga
INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION
A primary objective of the City of Saratoga EOC is the timely gathering of accurate,
accessible, and consistent information during an emergency and sharing vetted intelligence
to ensure coordinated timely emergency response and continuity of government. Status
boards and other technologies for tracking emergency activities will be utilized. All City
of Saratoga EOC sections must maintain and display current status information so that
other sections can quickly comprehend what actions have been taken, what resources are
available, and to track damage status across the Jurisdiction. Situation reports create a
common operating picture and will be used to inform the operational objectives, priorities
and strategies.
To ensure effective intelligence flow, emergency response agencies at all levels must
establish communications systems and protocols to organize, integrate, and coordinate
intelligence among the responding agencies.
The flow of situation reports among the levels of government should occur as follows:
Field level reports disseminated to local DOCs/EOCs
The City of Saratoga EOC provides a jurisdictional situation report to the OA
EOC based on field reports; DOC reports; and EOC activities and intelligence
INFORMATION COLLECTION AND MANAGEMENT TOOL
An Information Collection and Management Tool is used in EOC’s to accomplish the
objective of timely gathering of accurate, accessible, and consistent information during an
emergency. Every emergency event is unique, as such the Information Collection and
Management Tool should be tailored to fit the circumstances and particular needs
demanded by individual incidents.
At a minimum, every Information Collection and Management Tool should include the
following information elements:
Essential Element of Information (e.g. boundaries of the disaster area, access points
to the disaster area, jurisdictional boundaries).
Specific Information Requirement in support of an Essential Element of Information
e.g. traffic control points, safe routes, special permits required to access the disaster
area).
Proposed Method or Source that could be used to obtain the Specific Information
Requirement (e.g. field operation reports, GIS, reconnaissance).
Responsible Element, Section, or Agency identifies the responsible party tasked with
collecting the specified information (e.g. EOC Operations Section, EOC Plans Section).
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Deliverable Product specifies the mechanism the Responsible Element, Section, or
Agency utilizes to relay a particular Specific Information Requirement (e.g. ICS Form
209, EOC Action Plan, incident map).
Collection Suspense or Schedule defines the reporting frequency for each Specific
Information Requirement (e.g. daily, hourly, status change).
Distribution Requirement identifies the position, personnel, agency, or organization
receiving the most up-to-date information in accordance with the Collection Suspense
or Schedule (e.g. all EOC Section Chiefs, the REOC).
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CRISIS COMMUNICATIONS AND
PUBLIC INFORMATION
68 | P a g e City of Saratoga
CRISIS COMMUNICATIONS AND PUBLIC INFORMATION
Per NIMS, public information is coordinated and integrated across jurisdictions and
functional agencies; among Federal, State, local, and tribal partners; and with private-
sector entities and nongovernmental organizations. In order to effectively ensure timely
and accurate public information and alert and warning messages are disseminated systems,
structures, plans, policies, and equipment must be developed and identified to accomplish
these tasks.
JOINT INFORMATION SYSTEM (JIS)
The Joint Information System (JIS) provides the mechanism to organize, integrate, and
coordinate information to ensure timely, accurate, accessible, and consistent messaging
across multiple jurisdictions and/or disciplines with nongovernmental organizations and
the private sector. It includes the plans, protocols, procedures, and structures used to
provide public information.
The JIS structure is used for ensuring that:
Public Information Officer (PIO) functions are coordinated and integrated.
A structure and system for developing and delivering coordinated interagency
messages is provided.
Public information plans and strategies on behalf of the incident management
leadership can be developed, recommended, and executed.
Leadership is effectively advised on public affairs issues that could affect a
response effort, and rumors and inaccurate information that could undermine
public confidence are controlled and managed.
Federal, State, tribal, territorial, regional, or local Public Information Officers and
established Joint Information Centers (JICs) are critical supporting elements of the JIS. A
robust and competent jurisdictional JIS is integral to an effective and comprehensive
jurisdictional incident management capability.
JOINT INFORMATION CENTER (JIC)
The Joint Information Center (JIC) is:
A central location that facilitates operation of the Joint Information System.
A location where personnel with public information responsibilities perform critical
emergency information functions, crisis communications, and public affairs
functions.
JICs may be established at various levels of government or at incident sites or can be
components of Multiagency Coordination (MAC) Systems (e.g., MAC Groups or EOCs).
P a g e | 69CityofSaratoga
A single JIC location is preferable, but the system is flexible and adaptable enough to
accommodate virtual or multiple JIC locations, as required.
EOC COMMUNICATION SYSTEMS
The City of Saratoga EOC is equipped with multiple redundant communication modalities
allowing the sharing of situational awareness, resource status, raw intelligence and data,
and alert and warning. The communication capabilities are routinely reviewed and updated
as technology advances. Current communication resources in the City of Saratoga EOC
may include, but are not limited to:
Land-line based phones
Cell phones
Satellite phones
Fax machines
Silicon Valley Interoperability Radio Authority (SVIRA) ECOMM phone
Internet enabled computers
Emergency Alert System (EAS)
Operational Area Satellite Information System (OASIS)
Radio systems
ARES/RACES amateur radio
Public safety frequencies (i.e., law, fire, EMS)
Government frequencies (department/agency radios)
Business/Commercial frequencies (i.e., PG&E, San Jose Water, Red Cross)
Low band frequencies (EOC to EOC radios)
PUBLIC ALERTING AND NOTIFICATIONS
During an emergency, the City of Saratoga is responsible for the dissemination of
information to the public. Public Information Officers (PIOs) disseminate emergency
instructions and critical information to affected audiences—including governments,
media, and the public—to provide messages that are accessible to all sectors of the
community. Several City departments, as well as, PIOs from the County, special
districts, PNP organizations, and private companies share in the responsibility for
disseminating complete, coordinated, and correct information to the public.
The City’s Crisis Communication Plan is included in this EOP as Appendix C. The City
of Saratoga has various systems in place for disseminating warnings and emergency
information to the public which are describe below:
ALERTSCC AlertSCC is the county’s public alert and notification system which has
been made available for use to each of the 15 cities/towns within the county.
AlertSCC uses the 9-1 -1 database to deliver messages to the public via landline-
based telephones. Additionally, the public can register through a web portal to
directly receive AlertSCC alerts and notifications on cell phones and via email
70 | P a g e City of Saratoga
and SMS. City of Saratoga representatives have been trained and authorized to
create and send public alerts and notifications. OES and County Communications
staff are available 24/7 to assist the City of Saratoga in creating and sending
public messages, as needed.
EMERGENCY ALERT SYSTEM The Emergency Alert System (EAS) is a national public
warning system that may be used by local authorities to deliver important emergency
information to the public via local broadcast media. The county’s primary station is
KCBS (740 AM) and KSJO (92.3 FM) serves as the county’s backup station. OES and
County Communications have the credentials to access EAS and script emergency
messages to inform the public of a threat, the steps to be taken by them, and where
additional information can be obtained.
INTEGRATED PUBLIC ALERT AND WARNING SYSTEM The Integrated Public Alert and
Warning System (IPAWS) is an internet-based capability Federal, State, and local
authorities can use to issue critical public alerts and notifications. County OES has been
provided a federal credential and maintains it on behalf of local jurisdictions. That
credential is provided to those city’s/jurisdictions/individuals who have completed the
applicable County mandatory training to be accessed through the AlertSCC system.
IPAWS delivers alerts simultaneously through multiple communications devices
reaching as many people as possible to save lives and protect property. These
communication pathways include EAS (described above) and Wireless Emergency
Alerts (WEA). The WEA system is capable of delivering alerts and notifications to cell
phones within a geographic area without the cell phone being registered with the local
alerting system. Best practice is to have the local Public Safety Access Point
PSAP/Dispatch) be the primary point of contact for dissemination of time sensitive
alert and warning messages.
PUBLIC AWARENESS AND E DUCATION
The public’s response to any emergency is based on their understanding of the nature
of the emergency, the potential hazards, the likely response of emergency services, and
knowledge of what individuals and groups with or without access and functional needs,
should do to increase their chances of survival and recovery. Individuals caring for the
elderly, children, or pets also need an increased understanding of their specific situation
as it pertains to disaster preparedness.
The City of Saratoga makes emergency preparedness information from local, State and
Federal sources available to the citizens of Saratoga. Further, the City of Saratoga will
provide special emphasis on specific hazards throughout the calendar year, aiding in
the disaster preparation and education of the communities within the OA.
The City of Saratoga Crisis Communication Plan is included in this EOP as the City of
Saratoga Office of Emergency Services utilizes the following mediums for distributing
P a g e | 71CityofSaratoga
incident management and preparedness information to the public and partnering
stakeholders:
The County Office of Emergency Services Website:
https://www.sccgov.org/sites/oes/Pages/Office-of-Emergency-Services.aspx
The City of Saratoga of Emergency Services Facebook Page:
https://www.facebook.com/saratoga
The City of Saratoga Office of Emergency Services Twitter feed:
https://twitter.com/saratoga
The City of Saratoga Community Emergency Response Team (CERT) website:
https://saratogacert.org/
The City of Saratoga Community Emergency Response Team (CERT) blog:
https://saratogacert.org/category/blog/
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ADMINISTRATION, FINANCE,
AND LOGISTICS
74 | P a g e City of Saratoga
ADMINISTRATION, FINANCE, AND LOGISTICS
FINANCE CONSIDERATIONS
To enhance the capability of the City of Saratoga to respond to incidents by providing
financial support and coordination to City incident management operations and
coordinating the recovery of costs as allowed by Federal and State law, the financial
priorities during incident management operations are:
Preserve life, property, and the environment
Provide continuity of financial support to the City, and OA when appropriate
Cooperate with the other sections of the City of Saratoga EOC
Document the City’s costs and recovery of those costs as allowable
Maintain a positive image for the City of Saratoga in its dealings with the public
The Finance/Administration function will operate under the following policies during a
qualifying incident/event as the situation dictates:
The Standardized Emergency Management System (SEMS) and the National
Incident Management System (NIMS) will be followed
All existing county and departmental fiscal operating procedures will be adhered
to unless modified by City Council or the EOC Director
For incident/events that render the accounting systems either inaccessible or
unusable for any period of time, appropriate personnel will be on an operational
period, as determined by the EOC Director. This may be a period of 12 hours
The Finance/Administration function’s primary responsibility is to maintain to the greatest
extent possible the financial systems necessary to keep the City of Saratoga functioning
during an incident or crisis of any size or type. These systems include but are not limited
to:
Payroll
Payments
Revenue collection
Claim processing
Cost recovery documentation
The function also supervises the negotiation and administration of vendor and supply
contracts and procedures in collaboration with the incident management procurement
functions.
The extent and complexity of the incident or crisis will determine the extent to which the
Finance/Administration function will mobilize. For some incidents/events, only part of the
section may need to be engaged. In larger more complex incidents the entire function will
likely engage.
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The Finance/Administration function acts in a support role in all incidents/events to ensure
that all required records are preserved for future use and Cal OES and FEMA filing
requirements through maintenance of proper and accurate documentation of all actions
taken.
To carry out its responsibilities, the Finance/Administration function will accomplish the
following during a disaster/emergency:
For incidents/events where the City's computer systems and bank are accessible
and usable:
Notify the other parts of the incident management organization and City of
Saratoga departments that incident management accounting procedures will be
initiated and used for the event
Determine (in collaboration with technical staff) the extent to which the
county's computer systems are accessible and/or usable
Determine if the City's banking institutions can continue handling financial
transactions
Inform the incident management organization and City of Saratoga
departments that the payroll and payments processing will be handled on a
business-as-usual" basis except that incident management accounting
procedures will be used for incident/event-related costs
Disseminate information about the incident management accounting
procedures to other sections and departments as necessary
Upon proclamation or declaration of a disaster by the State and/or Federal
Governments, coordinate to initiate the recovery process of the City's costs
Coordinate with the other sections and departments on the collection and
documentation of costs pertaining to the incident/event
Coordinate with the State and Federal disaster assistance agencies for the
required inspections, documentation, audits, and other necessary work in order
to recover costs
For incidents/events where the county's computer systems and/or banking
institutions are either inaccessible or unusable
Notify the other parts of the incident management organization and City of
Saratoga departments that incident management accounting procedures will be
initiated and used for the event
Determine (in collaboration with technical staff) the extent to which the City's
computer systems are accessible and/or usable
Determine if the City's banking institutions can continue handling financial
transactions
Inform the incident management organization and City of Saratoga
departments that payroll and payments will be on hold for a short time and that
processing will continue on a normal basis as of a specified date
Activate other Finance/Administration functions as necessary
76 | P a g e City of Saratoga
Maintain, as best possible, the financial continuity of the City of Saratoga
payroll, payments and revenue collection)
Disseminate information about the incident management accounting
procedures to other sections and departments as necessary
Upon proclamation or declaration of a disaster by the State and/or Federal
Governments, coordinate with those agencies to initiate the recovery process of
the City's costs
Coordinate with the other sections and departments on the collection and
documentation of costs pertaining to the incident/event
Coordinate with the State and Federal disaster assistance agencies for the
required inspections, documentation, audits, and other necessary work in order
to recover costs
MUTUAL AID
The foundation of California's emergency planning and response is a statewide mutual aid
system which is designed to ensure adequate resources, facilities and other support is
provided to jurisdictions whenever their own resources prove to be inadequate to cope with
a given situation. The basis for the system is the California Disaster and Civil Defense
Master Mutual Aid Agreement (MMAA).
The MMAA was developed in 1950 and has been adopted by the state, all 58 counties, and
most incorporated cities in the state. The agreement creates a formal structure wherein each
jurisdiction retains control of its own facilities, personnel and resources, but may also
receive or render assistance to other jurisdictions within the state. State government is
obligated to provide available resources to assist local jurisdictions in emergencies. It is
the responsibility of the local jurisdiction to negotiate, coordinate, and prepare mutual-aid
agreements.
Mutual-aid agreements exist for:
Law Enforcement
Fire Services
Emergency Medical Services
Emergency Management
Public Utilities
Building Inspectors
Coroner
Transit Operators
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MUTUAL AID SYSTEMS
A statewide mutual-aid system, operating
within the framework of the MMAA allows for
the progressive mobilization of resources to
and from emergency response agencies, local
governments, OAs, and state regions with the
intent of provide requesting agencies with
adequate resources. Emergency mutual-aid
response and recovery activities are generally
conducted at the request and under the direction
of the affected local government.
The statewide mutual-aid system includes
several discipline-specific mutual aid systems,
such as fire rescue and law. The adoption of
SEMS/NIMS does not alter existing mutual-aid
systems. These systems work through local
government, OAs; regional and state levels
consistent with SEMS/NIMS guidelines.
Fire agencies in Santa Clara County have signed onto a countywide mutual-aid
agreement to ensure that firefighting resources and personnel will be available to
combat wildland/urban interface fires. If these resources are not enough to meet the
threat, fire resources from throughout the state can be requested under the MMAA.
Requested mutual aid resources will be provided and utilized in accordance with the
MMAA. During a proclaimed emergency, mutual aid will be coordinated at the local
government, OA, or mutual aid regional level. The City of Saratoga has to make mutual
aid requests through the OA EOC for resources not covered under the MMAA.
During and following an incident, the coordination of resources is critical when there
are multiple request for similar resource or when resources are scare. It is anticipated
that a Mutual Aid MAC Group will be established to coordinate mutual aid resources.
The 2013 California Statewide MACS Guide provides the architecture to support
coordination for incident prioritization, scarce resource allocation, communications
systems integration, and information coordination.
VOLUNTEER AND PRIVATE SECTOR AGENCIES IN MUTUAL AID
Volunteer and private sector agencies may participate in the mutual aid system along
with governmental agencies. For example, the disaster medical mutual aid system relies
heavily on private sector involvement for medical/health resources. Some volunteer
agencies such as the American Red Cross, Salvation Army, and others are an essential
78 | P a g e City of Saratoga
element of the statewide emergency response to meet the needs of disaster victims.
Volunteer agencies mobilize volunteers and other resources through their own systems.
They may identify resource needs that are not met within their own systems that would
be requested through the mutual aid system. Volunteer agencies with extensive
involvement in the emergency response should be represented in the City of Saratoga
EOC.
Some private sector agencies have established mutual-aid arrangements to assist other
private sector agencies within their functional area. For example, electric and gas
utilities have mutual aid agreements within their industry and established procedures
for coordinating with a governmental EOC. In some functional areas, services are
provided by a mix of special district, municipal, and private sector agencies. Mutual aid
arrangements may include both governmental and private sector agencies. Liaison
should be established between an activated EOC and private sector agencies involved
in a response. Where there is a need for extensive coordination and information
exchange, private sector agencies should be represented in an activated EOC at the
appropriate SEMS level.
SPECIAL MUTUAL AID CONSIDERATIONS FOR TERRORISM INCIDENTS
Terrorism incidents require response by law enforcement at many levels and require
crime scene management. As such, the information flow, command structure, and
mutual aid processes can be different from those in the management of other emergency
situations.
A terrorist activity emergency has its own unique threat and crisis characteristics and
must be dealt with in accordance to its magnitude and with an appropriate level of
response. Plans and procedures have been created, exercised and revised for both the
most likely and worst-case scenarios.
MUTUAL AID AUTHORITIES, PLANS, AND GUIDANCE DOCUMENTS
Mutual-aid assistance may be provided under one or more of the following
authorities:
California Master Mutual Aid Agreement (MMAA)
California Law Enforcement Mutual Aid Plan
Coroner Mutual Aid Plan
California Fire Service and Rescue Mutual Aid Plan
California Medical Mutual Aid Plan
Emergency Managers Mutual Aid Plan
San Francisco Bay Area Transit Operators Mutual Aid Agreement
Santa Clara County Law Enforcement Mutual Aid Protocol
California Statewide Multi-Agency Coordination System Guide
P a g e | 79CityofSaratoga
RESOURCE MANAGEMENT
It is state policy that resource requests for emergency response and disaster repair and
restoration be entered into by the lowest level of government. When the City of Saratoga
local resources are exhausted and additional resources are required, resource requests will
follow an established process for ordering, tracking, mobilizing, and demobilizing.
Maintenance of resources is important throughout all aspects of resource management.
Maintenance prior to deployment ensures their availability and capability. Maintenance
during the deployment phase ensures continued capabilities (e.g., ensuring adequate fuel
supplies during use). Post-operational inspection and maintenance ensures future
availability.
INTEGRATION OF MUTUAL AID RESOURCES
In order to receive County, State, and federal resources coordination needs to be done
through the OA EOC, and field level command structures. The discipline specific OA
Mutual Aid Coordinators will be in charge of tracking requests for equipment, resources,
and manpower under existing mutual aid protocols. The requesting agencies are
responsible to report to OA EOC the number and status of resources deployed on a mission
on a daily basis. Resources requested through the county EOC will be done following the
prescribed county resource requesting process.
Resource typing of equipment will be handled by individual disciplines—law, fire,
EMS, public works, and others—under the guidance issued by Cal OES regarding
NIMS implementation.
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PLAN DEVELOPMENT AND
MAINTENANCE
82 | P a g e City of Saratoga
PLAN DEVELOPMENT AND MAINTENANCE
PLAN DEVELOPMENT
This City of Saratoga Emergency Operations Plan (EOP) was developed in collaboration
with stakeholders throughout the OA in a whole community approach in compliance with
Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency
Operations Plans. Additionally, internal and relevant external nationwide after-actions-
reports from exercises and real-world events (Stafford Act and non-Stafford Act), other
county and jurisdictional EOPs, the 2016 draft NIMS Refresh, the 2007 Cal OES
Emergency Operations Plan Crosswalk for Plan Review, and current incident management
trends were reviewed and considered in an effort to address common issues and systemic
operational hindrances. Annexes to the EOP are further developed in a whole community
approach to augment this foundational document. Annexes are composed of major
functional activities, as well as specific hazard topics that present unique or complex
considerations that require more elaborate planning. A complete list of current and
additional planned annexes is provided in Appendix A. The composition and planning
priority of these annexes is determined by Director of Emergency Services and the Disaster
Council.
PLAN MAINTENANCE
This EOP is reviewed, updated, republished, and redistributed on a 2-year review, 5-year
revision cycle in accordance with 2016 State Homeland Security Grant Program guidance.
This EOP will be reviewed, at a minimum, every two years and exercised periodically and
revised as necessary to satisfy changing conditions and needs. This EOP may be modified
as a result of post-incident analyses and/or post-exercise critiques. It may also be modified
if responsibilities, procedures, laws, rules, or regulations pertaining to emergency or
incident management and operations change. Those agencies having assigned
responsibilities under this EOP are obligated to inform OES when changes are needed to
reflect current process. OES will maintain records of revision to this EOP and each of the
annexes as they are reviewed and updated. All changes will be noted in the Annual Review
table at the beginning of this document.
PLAN CONCURRENCE
Supporting agencies and organizations include all City of Saratoga departments who
received a copy of this Plan. These City of Saratoga departments are expected to comply
with how the EOP describes their tasks.
PLAN TRAINING AND EXERCISE
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A progressive, multi-year exercise plan enables the City of Saratoga to develop a series of
increasingly complex exercises, with each successive exercise building upon the previous
one until mastery is achieved. Regardless of exercise type, each exercise within the
progressive series is linked to a set of common program priorities and designed to test
associated capabilities. Further, by defining training requirements in the planning process,
the City of Saratoga can address known shortfalls prior to exercising capabilities. Below is
a list of the different progressive exercise types:
Seminar – Seminars generally orient participants to, or provide an overview of,
authorities, strategies, plans, policies, procedures, protocols, resources, concepts, and
ideas. As a discussion-based exercise, seminars can be valuable for entities that are
developing or making major changes to existing plans or procedures. Seminars can
be similarly helpful when attempting to assess or gain awareness of the capabilities
of interagency or inter-jurisdictional operations.
Workshop – Although similar to seminars, workshops differ in two important
aspects: participant interaction is increased, and the focus is placed on achieving or
building a product. Effective workshops entail the broadest attendance by relevant
stakeholders. Products produced from a workshop can include new standard operating
procedures (SOPs), emergency operations plans, continuity of operations plans, or
mutual aid agreements. To be effective, workshops should have clearly defined
objectives, products, or goals, and should focus on a specific issue.
Tabletop Exercise – A tabletop exercise (TTX) is intended to generate discussion of
various issues regarding a hypothetical, simulated emergency. TTXs can be used to
enhance general awareness, validate plans and procedures, rehearse concepts, and/or
assess the types of systems needed to guide the prevention of, protection from,
mitigation of, response to, and recovery from a defined incident. Generally, TTXs are
aimed at facilitating conceptual understanding, identifying strengths and areas for
improvement, and/or achieving changes in perceptions.
During a TTX, participants are encouraged to discuss issues in depth, collaboratively
examining areas of concern and solving problems. The effectiveness of a TTX is
derived from the energetic involvement of participants and their assessment of
recommended revisions to current policies, procedures, and plans.
TTXs can range from basic to complex. In a basic TTX (such as a facilitated
discussion), the scenario is presented and remains constant—it describes an
emergency and brings discussion participants up to the simulated present time.
Participants apply their knowledge and skills to a list of problems presented by the
facilitator; problems are discussed as a group; and resolution is reached and
documented for later analysis.
In a more advanced TTX, play advances as participants receive pre-scripted messages
that alter the original scenario. A facilitator usually introduces problems one at a time
in the form of a written message, simulated telephone call, videotape, or other means.
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Participants discuss the issues raised by each problem, referencing established
authorities, plans, and procedures for guidance. Participant decisions are incorporated
as the scenario continues to unfold.
During a TTX, all participants should be encouraged to contribute to the discussion
and be reminded that they are making decisions in a no-fault environment. Effective
TTX facilitation is critical to keeping participants focused on exercise objectives and
associated capability targets.
Games – A game is a simulation of operations that often involves two or more teams,
usually in a competitive environment, using rules, data, and procedures designed to
depict an actual or hypothetical situation. Games explore the consequences of player
decisions and actions. They are useful tools for validating plans and procedures or
evaluating resource requirements.
During game play, decision-making may be either slow and deliberate or rapid and
more stressful, depending on the exercise design and objectives. The open, decision-
based format of a game can incorporate “what if” questions that expand exercise
benefits. Depending on the game’s design, the consequences of player actions can be
either pre-scripted or decided dynamically. Identifying critical decision-making
points is a major factor in the success of evaluating a game.
Drill – A drill is a coordinated, supervised activity usually employed to validate a
specific function or capability in a single agency or organization. Drills are commonly
used to provide training on new equipment, validate procedures, or practice and
maintain current skills. For example, drills may be appropriate for establishing a
community-designated disaster receiving center or shelter. Drills can also be used to
determine if plans can be executed as designed, to assess whether more training is
required, or to reinforce best practices. A drill is useful as a stand-alone tool, but a
series of drills can be used to prepare several organizations to collaborate in an FSE.
For every drill, clearly defined plans, procedures, and protocols need to be in place.
Personnel need to be familiar with those plans and trained in the processes and
procedures to be drilled.
Functional Exercise – Functional Exercises (FEs) are designed to validate and
evaluate capabilities, multiple functions and/or sub-functions, or interdependent
groups of functions. FEs are typically focused on exercising plans, policies,
procedures, and staff members involved in management, direction, command, and
control functions. In FEs, events are projected through an exercise scenario with event
updates that drive activity typically at the management level. An FE is conducted in
a realistic, real-time environment; however, movement of personnel and equipment
is usually simulated.
FE controllers typically use a Master Scenario Events List (MSEL) to ensure
participant activity remains within predefined boundaries and ensure exercise
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objectives are accomplished. Simulators in a Simulation Cell (SimCell) can inject
scenario elements to simulate real events.
Full Scale Exercise – Full Scale Exercises (FSEs) are typically the most complex and
resource-intensive type of exercise. They involve multiple agencies, organizations,
and jurisdictions and validate many facets of preparedness. FSEs often include many
participants operating under cooperative systems such as the ICS or Unified
Command.
In an FSE, events are projected through an exercise scenario with event updates that
drive activity at the operational level. FSEs are usually conducted in a real-time,
stressful environment that is intended to mirror a real incident. Personnel and
resources may be mobilized and deployed to the scene, where actions are performed
as if a real incident had occurred. The FSE simulates reality by presenting complex
and realistic problems that require critical thinking, rapid problem solving, and
effective responses by trained personnel.
The level of support needed to conduct an FSE is greater than that needed for other
types of exercises. The exercise site for an FSE is usually large, and site logistics
require close monitoring. Safety issues, particularly regarding the use of props and
special effects, must be monitored. Throughout the duration of the exercise, many
activities occur simultaneously.
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AUTHORITIES AND REFERENCES
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AUTHORITIES AND REFERENCES
Emergency response, like all governmental action, is based on legal authority. The City of
Saratoga Emergency Operations Plan (EOP), follows federal, state, and local regulations
and guidelines. Additionally, best practices and lessons-learned have also been integrated
in to this plan where possible; these were identified in the review of after-action reports
from recent national large-scale disasters, incidents, and events (to include Stafford Act,
non-Stafford Act, terrorist non-Stafford act, and off-shore non-Stafford act incidents and
events).
FEDERAL
Robert T. Stafford Disaster Relief and Emergency Assistance Act (PL 93-288) as
amended
Homeland Security Act of 2002 (PL 107-296)
Presidential Policy Directive / PPD-8: National Preparedness
Homeland Security Presidential Directive / HSPD-5: Management of Domestic
Incidents
Post-Katrina Emergency Management Reform Act of 2006 (PL 109-295)
Pets Evacuation and Transportation Standards Act of 2006 (PL 109-308)
Improving Access to Services for Persons with Limited English Proficiency
Executive Order 13166)
Individuals with Disabilities in Emergency Preparedness (Executive Order 13347)
Americans with Disabilities Act of 1990 (PL 101-336) as amended
Rehabilitation Act of 1973 (PL 93-112, Section 504) as amended
Civil Rights Act of 1964 (PL 88-352, Section VI)
Federal Civil Defense Act of 1950 (PL 920)
National Incident Management System (2008)
National Response Framework (2016)
Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining
Emergency Operations Plans
STATE
California Emergency Services Act (Title 2, Division 1, Chapter 7 of the
Government Code)
California Disaster Assistance Act (Title 19, Division 2, Chapter 6 of the
California Code of Regulations)
Standardized Emergency Management System (Title 19, Division 2, Chapter 1 of
the California Code of Regulations
Standardized Emergency Management System Guidelines
State of California Emergency Plan
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California Disaster and Civil Defense Master Mutual Aid Agreement
California Law Enforcement Mutual Aid Plan
California Coroners’ Mutual Aid Plan
California Fire Service and Rescue Emergency Mutual Aid Plan
California Constitution (Article XI: Local Government)
Disaster Service Worker (Title 1, Division 4, Chapter 8 of the Government Code
and Section 3211.92 of the Labor Code)
LOCAL
City Manager is the Director of Emergency Services per Saratoga City Code
Section 6-05.050
Order of Succession for the Director of Emergency Services shall be designated by
the Director of Emergency Services as per Saratoga City Code Section 6-05.050
AFTER-ACTION REPORTS REVIEWED DURING PLAN DEVELOPMENT
Super Bowl 50 After-Action Report, County of Santa Clara, 2016
San Diego Wildfires After Action Report, May 2014
NYC Hurricane Sandy After Action Report, New York 2013
Hurricane Sandy FEMA After-Action Report, Federal Emergency Management
Agency, 2013
After Action Report for the Response to the 2013 Boston Marathon Bombings,
Massachusetts Emergency Management Agency
U.S. Response to the Ebola Epidemic in West Africa, Fact Sheet, 2014
Incident Specific Preparedness Review (ISPR)—Deepwater Horizon Oil Spill,
U.S. Coast Guard, Department of Homeland Security, March 2011
In addition to the above AAR’s lessons learned from Operational Area practitioners
deployed through the California Emergency Management Mutual Aid system to Lake
County, Sonoma, Santa Barbara, informed this document.
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GLOSSARY
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ACRONYMS
ADA Americans with Disabilities Act
ALERT Automated Local Evaluation in Real Time
ARES Amateur Radio Emergency Services
CADRE Collaborating Agencies Disaster Relief Effort
CAL FIRE California Department of Forestry and Fire Protection
Cal OES California Governor’s Office of Emergency Services
CBO Community-Based Organization
CERT Community Emergency Response Team
DC Disaster Council
DOC Department Operations Center
DSW Disaster Service Worker
EMS Emergency Medical Services
EAS Emergency Alert System
EF Emergency Function
EMPG Emergency Management Performance Grant
EOAC Santa Clara County Emergency Operational Area Council
EOC Emergency Operations Center
EOP Emergency Operations Plan
ESF Emergency Support Function
FE Functional Exercise
FEMA Federal Emergency Management Agency
FSE Full-Scale Exercise
HSPD Homeland Security Presidential Directive
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IPAWS Integrated Public Alert and Warning System
JIC Joint Information Center
JIS Joint Information System
MAC Multi-Agency Coordination
MACS Multi-Agency Coordination System
MMAA California Master Mutual Aid Agreement
MSEL Master Scenario Events List
NRF National Response Framework
NGO Non-Governmental Organization
NIMS National Incident Management System
NWS National Weather Service
OA Operational Area
OA EOC Operational Area Emergency Operations Center
OASIS Operational Area Satellite Information System
OES Office of Emergency Services
PG&E Pacific Gas and Electric Company
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PIO Public Information Officer
PL Public Law
PNP Private Non-Profit
PPD Presidential Policy Directive
RACES Radio Amateur Civil Emergency Services
REOC Regional Emergency Operations Center
SCVWD Santa Clara Valley Water District
SEMS Standardized Emergency Management System
SimCell Simulation Cell
SMS Short Message Service
SOC State Operations Center
SOP Standard Operating Procedures
SVIRA Silicon Valley Interoperability Radio Authority
TTX Tabletop Exercise
VOAD Voluntary Organizations Active in Disasters
VTA Santa Clara Valley Transportation Authority
WEA Wireless Emergency Alert
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DEFINITIONS
Accessible – A facility is accessible if it has the legally required features and/or qualities
that ensure entrance, participation, and usability of places, programs, services, and
activities by individuals with a wide variety of disabilities.
Affected Population – Anyone who has been displaced, injured, or suffered some loss due
to a disaster.
American Red Cross (Red Cross) – The Red Cross is a humanitarian organization, led
by volunteers, that provides relief to victims of disasters and helps people prevent, prepare
for, and respond to emergencies. It does this through services that are consistent with its
Congressional Charter and the Principles of the International Red Cross Movement.
Americans with Disabilities Act (ADA) – The Americans with Disabilities Act prohibits
discrimination against people with disabilities in employment, transportation, public
accommodation, communications, and governmental activities. The ADA also establishes
requirements for telecommunications relay services.
Annex – An annex is an addition to a document.
Appendix – Appendices provide relevant information already referenced in the guidance.
Typically, this includes forms used or other necessary information.
Catastrophe – A series of cascading human-caused/influenced events or incidents with or
without a human caused genesis, the adverse effects/consequences of which are potentially,
seemingly, or definitively irreversible. A catastrophe may be caused by a disaster, or may
be the cause of a disaster, but it may not be either. A catastrophe may be an emergency or
cause a state of emergency, or, an emergency or state of emergency may cause a
catastrophe, but a catastrophe may not be any of the above.
Civil Unrest – Civil unrest involves a disruption of the typical social order; it can involve
a strike or protest, and it can be non-violent or involve violence. Riots and rebellions are
both forms of civil unrest.
Community-Based Organization (CBO) – Non-profit organizations that operate within
a single local community and constitute a subset of the wider group of NGOs. They are
frequently run by volunteers and often self-funding. Some are formally incorporated with
written charters and boards of directors, while others are much smaller and more informal.
Crisis – Phenomenon, event, active threat, or trend, with or without specific location,
posing seemingly inevitable harm to life, property, environment, organizational
performance, reputation, or way of life reasonably or ethically necessitating deliberate
urgent intervention. (A crisis may be local, national, or global)
Dam Failure – Partial or complete collapse of a dam causing downstream flooding.
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Disaster – Any natural event or emergency (hurricane, tornado, storm, high water, wind-
driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide,
snowstorm, drought, etc…), or regardless of cause, any fire, flood, or explosion which the
President determines to be of such severity as to warrant major federal disaster assistance.
Disaster Service Worker (DSW) – The Disaster Service Worker program is a state-
funded worker’s compensation program for government employees and affiliated
volunteers who provide services to protect the health and safety, and preserve the lives and
property, of the people of California. Government-affiliated volunteers, including members
of the public who spontaneously volunteer to assist during a disaster, may be registered as
DSWs under California’s Disaster Service Worker Volunteer Program.
Emergency – Incident(s) or crisis(es) (air pollution, fire, flood, storm, epidemic, riot,
drought, sudden/severe energy shortage, plant or animal infestation or disease, Governor’s
warning of earthquake/volcanic predictions, and earthquakes, etc…) posing threat to safety
of persons, property, or the environment that exceeds an organization’s
resources/capability.
Emergency Medical Services (EMS) – A service, providing out-of-hospital, acute
medical care, transport to definitive care, and other medical transport to patients with
illnesses and injuries, which prevent the patient from transporting themselves.
Emergency Operations – Actions taken during an emergency to protect life and property,
care for the people affected, and restore essential community services.
Emergency Operations Center (EOC) – A site from which government officials
coordinate, monitor, and support response activities during an emergency.
Emergency Operations Plan (EOP) – A document that describes how people and
property will be protected in disaster and disaster threat situations; details who is
responsible for carrying out specific actions; identifies the personnel, equipment, facilities,
supplies, and other resources available for use in the disaster; and outlines how all actions
will be coordinated.
Evacuation – Organized and supervised dispersal of people from dangerous or potentially
dangerous areas.
Evacuee – All persons removed or moving from areas threatened or struck by a disaster.
Federal Emergency Management Agency (FEMA) – The Federal Emergency
Management Agency (FEMA) is the federal agency responsible for coordinating
emergency planning, preparedness, risk reduction, response, and recovery. The agency
works closely with state and local governments by funding emergency programs and
providing technical guidance and training. These coordinated activities at the federal, state,
and local levels ensure a broad-based emergency program to insure public safety and
protect property.
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Flood – A general and temporary condition of inundation of normally dry land areas from
overflow of inland or tidal waters, unusual or rapid accumulation or runoff of surface
waters, or mudslides/mudflows caused by accumulation of water.
Hazard – Any source of danger or element of risk to people or property.
Hazardous Material – Any substance or material that when involved in an accident and
released in sufficient quantities, poses a risk to people’s health, safety, and/or property.
These substances and materials include explosives, radioactive materials, flammable
liquids or solids, combustible liquids or solids, poisons, oxidizers, toxins, and corrosive
materials.
Incident – The physical manifestation of crisis, event, or occurrence that has adversely
affected life, property, or the environment requiring the response of at least one individual.
Incident Command System (ICS) – The Incident Command System (ICS) is a
standardized emergency management concept designed to provide an integrated
organizational structure for managing emergencies, and to enable coordinated emergency
response across jurisdictional boundaries. ICS is the combination of facilities, equipment,
personnel, procedures, and communications operating within a common organizational
structure, designed to aid in the management of resources during emergencies. It is based
on proven management tools that contribute to the strength and efficiency of the overall
system.
Limited English Proficiency – Persons who do not speak English as their primary
language and who have a limited ability to read, speak, write, or understand English.
Local Jurisdiction – Local jurisdiction refers to the cities, towns, school districts, and
special districts that are encompassed within the geographical borders of the County of
Santa Clara. In the case of unincorporated areas, local jurisdiction refers to the county itself.
Mitigation – Pre-event planning and actions that aim to lessen the occurrence or effects
of potential disaster.
Mobilization – The process and procedures used by organizations; federal, state and local
for activating, assembling, and transporting resources that have been requested to respond
to or support an incident.
Multi-Agency Coordination (MAC) – The participation of government and other
organizations involved at any level of the SEMS organization working together in a
coordinated effort to facilitate decisions for overall emergency response activities,
including the sharing of critical resources and the prioritization of incidents.
Multi-Jurisdiction Incident – An incident where multiple jurisdictions have a statutory
responsibility. Under ICS, these incidents will be managed under Unified Command.
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Mutual Aid – Is the voluntary aid and assistance by the provision of services and facilities,
including but not limited to fire, police, medical and health, communication, transportation,
and utilities. Mutual aid is intended to provide adequate resources, facilities, and other
support to jurisdictions whenever their own resources prove to be inadequate to cope with
a given situation.
Mutual Aid Agreement – Written agreement between agencies and/or jurisdictions in
which they agree to assist one another upon request, by furnishing personnel and
equipment.
Natural Disaster – Any hurricane, tornado, storm, flood, high water, wind-driven water,
tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm,
drought, fire, or other catastrophe which causes, or which may cause, substantial damage
or injury to civilian property or persons.
National Incident Management System (NIMS) – The National Incident Management
System (NIMS) provides a comprehensive approach to emergency management for all
hazards. NIMS integrates existing best practices into a consistent nationwide approach to
domestic emergency management that is applicable to all jurisdictional levels (public and
private) and across functional disciplines. NIMS is based on a balance of flexibility and
standardization. NIMS is flexible and allows government and private entities at all levels
to work together to manage domestic emergencies, regardless of their cause, size, location,
or complexity. NIMS also provides a set of standardized organizational structures.
National Response Framework – The National Response Framework (NRF) presents the
guiding principles that enable all response partners to prepare for and provide a unified
national response to disasters and emergencies—from the smallest incident to the largest
catastrophe. The Framework establishes a comprehensive, national, all-hazards approach
to domestic incident response. The Framework documents the key response principles,
roles, and structures that organize national response. It describes how communities, States,
the Federal Government, and private-sector and non-governmental partners apply these
principles for a coordinated, effective national response. And it describes special
circumstances where the Federal Government exercises a larger role, including incidents
where Federal interests are involved and catastrophic incidents where a State would require
significant support. It allows first responders, decision makers, and supporting entities to
provide a unified national response.
Non-Governmental Organization (NGO) – An entity with an association that is based
on interests of its members, individuals, or institutions, and that is not created by a
government, but may work cooperatively with government. Such organizations serve a
public purpose, not a private benefit. Examples of NGOs include faith-based charity
organizations and the Red Cross.
County Office of Emergency Services (County OES) – County OES is the lead agency
in fulfilling the County’s responsibility under the California Emergency Services Act and
also serves as the Operational Area Coordinator for the County of Santa Clara under SEMS.
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Operational Area (OA) – A geographical area that encompasses all local governments
within a county, including the county. The OA serves as the coordination and
communications link between the local government and the state. The OA prioritizes
resources and coordinates mutual aid among entities within the OA. Each OA is
responsible for activating and operating an EOC.
Operational Area Emergency Operations Center (OA EOC) – The physical location at
which the coordination of information and resources to support OA activities normally
takes place.
Plan – A document that describes the broad, overall jurisdictional response to potential
extraordinary emergencies or disasters.
Preparedness – The range of deliberate, critical tasks and activities necessary to build,
sustain, and improve operational capability. Preparedness is a continuous process involving
efforts at all levels of government and between government and private-sector and NGOs
to identify threats, determine vulnerabilities, and identify required resources. Preparedness
is operationally focused on establishing guidelines, protocols, and standards for planning,
training and exercises, personnel qualification and certification, equipment certifications
and publication management.
Recovery – The long-term activities beyond the initial emergency response phase of
disaster operations that focus on returning all systems in the community to a normal status
or to reconstitute these systems to a new condition that is less vulnerable.
Resources – Personnel and equipment available, for assignment to incidents or to EOCs.
Response – Activities that address the direct effects of an incident; immediate actions to
save lives, protect property.
Shelter – Facilities providing safe, sanitary, and secure refuge before, during, and after
disaster incidents. (Note: This may also include some facilities that provide immediate
necessary safe haven sheltering during an incident, but are not capable of ongoing
operations once other options are available.) Shelters may include general population
shelters, medical needs shelters, or household pet shelters.
Special District – A unit of local government (other than a city or county, with authority
or responsibility to own, operate, or maintain a project (e.g., a water district).
Standardized Emergency Management System (SEMS) – The Standardized Emergency
Management System (SEMS) is used to manage emergency response in California. SMES
consists of five hierarchical levels: field, local, operational area, regional, and State. SEMS
incorporates the principles of the Incident Command System, the Master Mutual Aid
Agreement, existing discipline-specific mutual aid agreements, the Operational Area
concept, and multi-agency or interagency coordination and communication. Under SEMS,
response activities are managed at the lowest possible organizational level.
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State of Emergency – An eminent impending incident(s) or crisis(es) posing threat to
safety of persons, property, or the environment that is/are likely to exceed
resources/capability of the proclaiming political jurisdiction, or, the existence of an active
incident which threatens a population and the adequacy of local resources is unknown.
Terrorism – The use of or threatened use of criminal violence against civilians or civilian
infrastructure to achieve political ends through fear and intimidation.
Threat – Communicated, demonstrated, or inferred intent and potential capability to harm
life, property, environment, organizational performance, or way of life.
Volunteer Organizations Active in Disasters (VOAD) – Established disaster relief
organizations, which for the most part are faith-based and national in scope, yet play a
major role in disaster recovery at the local level. Services include, but are not limited to:
Repairing and replacing low-income housing
Mass feeding services
Home clean-up and repairs
Facilities for in-kind disaster relief supplies
Disaster child care
Material resources such as blankets, health kits, and clean up kits
Trauma, stress, grief, care for responders and affected population
Shelter management
Emergency sheltering of animals
Clean-up and debris removal
2-1-1 information and referral
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APPENDIX A – CITY OF SARATOGA EMERGENCY OPERATIONS PLAN ANNEXES
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APPENDIX A – CITY OF SARATOGA
EMERGENCY OPERATIONS PLAN
ANNEXES
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CITY OF S ARATOGA EMERGENCY OPERATIONS PLAN ANNEXES
CRISIS COMMUNICATION – The Crisis Communication Annex to the City of Saratoga
Emergency Operations Plan provides a framework for the most efficient, accurate, and
thorough dissemination of information. It outlines the conduct and coordination of public
information activities and establishes a mutual understanding of responsibilities, functions,
and operations with the City using the Joint Information System as a foundational model.
DEBRIS MANAGEMENT* – The Debris Management Annex to the City of Saratoga
Emergency Management Plan establishes points-of-collection for debris following a
disaster, procedures for monitoring such debris for both environmental impact and
reimbursement purposes and delineate the jurisdictional & contracted roles &
responsibilities for debris planning, removal, monitoring, and management activities.
EARTHQUAKE* – The Earthquake Annex to the City of Saratoga Emergency Operations
Plan provides guidance on coordination among City departments, neighboring
jurisdictions and county, as well as technical information for local jurisdictions to draft
more detailed earthquake operational plans.
EMERGENCY MANAGEMENT* – The Emergency Management Annex to the City of Saratoga
Emergency Operations Plan provides specific information regarding the Emergency
Operations Center (i.e., organization, training requirements, activation/notification
procedures, considerations for sustained operations, etc.).
EVACUATION* – The Evacuation Annex to the City of Saratoga Emergency Operations Plan
provides information for informed evacuation decision-making such as: road networks,
demographic information, hazard threshold considerations, re-unification, etc.
Additionally, this annex highlights a variety of considerations for re-habitation of
previously evacuated areas.
FINANCIAL MANAGEMENT AND COST RECOVERY* – The Financial Management and Cost
Recovery Annex to the City of Saratoga Emergency Operations Plan describes processes
and procedures that ensure that funds are provided expeditiously and that financial
operations are conducted in accordance with local, state, and federal policies, laws, and
regulations. Successful financial management is essential for effective disaster response,
as well as ensuring that state and/or federal disaster reimbursement funds can be obtained
following in declared disaster. Additionally, this annex provides information concerning
the state and federal disaster reimbursement process.
FIRE, RESCUE, AND HAZMAT* – The Fire, Rescue, and HAZMAT Annex to the City of
Saratoga Emergency Operations Plan describes the process by which the OA’s
Firefighting, Rescue, and HAZMAT Agencies collect and relay information from on-scene
sources for the purpose of situational awareness and advanced planning with the
APPENDIX A – CITY OF SARATOGA EMERGENCY OPERATIONS PLAN ANNEXES
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Emergency Operation Center, ultimately supporting field operations. This annex does NOT
supersede existing policies, mutual-aid agreements, or other specified responsibilities.
FLOODING* – The Flood Annex to the City of Saratoga Emergency Operations Plan
provides guidance regarding the coordination of City departments and the OA, as well as
technical information for local jurisdictions to draft more detailed flooding operational
plans.
LANDSLIDE* – The Landslide Annex to the City of Saratoga Emergency Operations Plan
provides guidance regarding the coordination of City departments and the OA, as well as
technical information for local jurisdictions to draft more detailed landslide operational
plans.
LAW ENFORCEMENT AND SECURITY* – The Law Enforcement and Security Annex to the City
of Saratoga Emergency Operations Plan describes the process by which the county Law
Enforcement agencies, with the OA support, will collect and relay incident information
from on-scene sources for the purpose of situational awareness and advanced planning
within Emergency Operations Center, ultimately supporting field operations. This annex
does not supersede existing policies, mutual-aid agreements, or other specified
responsibilities.
LOGISTICS AND RESOURCE MANAGEMENT* – The Logistics and Resource Management Annex
to the City of Saratoga Emergency Operations Plan provides a framework for the
integration of internal and external) logistics partners (agencies in and out of the emergency
operations structure) through collaborative planning, sourcing, acquisition, and utilization
of resources with the purpose of re-establishing self-sufficiency as rapidly as possible.
Additionally, this annex establishes a platform for collecting and sharing information
pertaining to key equipment needed during common hazard types.
MASS CARE AND SHELTER* – The Mass Care and Shelter Annex to the City of Saratoga
Emergency Operations Plan defines the City’s organization, operational concepts, and
responsibilities to provide care and shelter during a disaster.
PUBLIC/PRIVATE PARTNERSHIP* – The Public/Private Partnership Annex to the City of
Saratoga Emergency Operations Plan annex addresses how to integrate the private sector
into emergency planning, response, and recovery activities by identifying key resources,
infrastructure, and business components needed for continuity of operations. Additionally,
this annex provides items to consider for leveraging private sector resources in the event
of a disaster.
RECOVERY* – The Recovery Framework Annex to the City of Saratoga Emergency
Operations Plan. Recovery is the process of re-establishing a state of normalcy in affected
communities. This process may best be described as a sequence of interdependent and often
4 | P a g e City of Saratoga
concurrent activities that progressively advance a community toward a successful recovery.
The Santa Clara County Disaster Recovery Framework (SCCDRF) describes the concepts
and principles that promote rapid and effective recovery.
It identifies scalable, flexible, and adaptable coordinating structures to align key roles and
responsibilities of County agencies assigning them to Recovery Support Functions (RSFs).
Additionally, the Framework captures resources, capabilities, and best practices for
recovering from a disaster. It recognizes significant challenges confront all recovery
efforts, from a relatively localized incident to a large-scale disaster that demands
substantial resources.
SPECIAL EVENT* – The Special Event Annex to the City of Saratoga Emergency Operations
Plan provides guidance regarding the coordination of City departments and the OA, as well
as technical information to draft more detailed special event operational plans.
TRANSPORTATION* – The Transportation Annex to the City of Saratoga Emergency
Operations Plan establishes a framework for monitoring and reporting the status of and
damage to the transportation system and related infrastructure as a result of a disaster. The
annex also identifies (or helps facilitate the identification) of temporary alternative
transportation solutions that can be implemented when systems or related infrastructure are
damaged, unavailable, or overwhelmed.
UTILITIES* – The Utilities Annex to the City of Saratoga Emergency Operations Plan
provides guidance on local assistance and resources to enable the restoration of utilities as
soon as possible following a large-scale disaster. The annex identifies potential system
shortfalls, describes how the City, with the OA support, can assist utility providers with
emergency response assistance, and describes the coordination efforts between the private
and public sectors in their response efforts to ensure timely restoration of utility systems.
VOLUNTEER AND DONATION MANAGEMENT* – The Volunteer and Donation Management
Annex to the City of Saratoga Emergency Operations Plan details volunteer and donations
management related to outreach and education programs, guidance on volunteer
integration, procedures to activate a Volunteer/Donations Coordination Team, call centers,
relevant points of contact, safety and security considerations, and a demobilization process.
WILDFIRE* – The Wildfire Annex to the City of Saratoga Emergency Operations Plan
provides guidance regarding the coordination of City departments and the Santa Clara Fire
Department, the OA, as well as technical information to draft more detailed wildfire
operational plans.
Annex has yet to be written.
APPENDIX A – CITY OF SARATOGA EMERGENCY OPERATIONS PLAN ANNEXES
P a g e | A-5CityofSaratoga
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APPENDIX B– LOCAL / STATE / FEDERAL CROSSWALK
P a g e | A-7CityofSaratoga
APPENDIX B – LOCAL / STATE / FEDERAL CROSSWALK
8 | P a g e City of Saratoga
FEDERAL / STATE / LOCAL CROSSWALK
The table below provides a crosswalk that approximates equivalent terms used by the City
of Saratoga, the Santa Clara County Operational Area, the State of California, and the U.S.
Federal Government.
APPENDIX B– LOCAL / STATE / FEDERAL CROSSWALK
P a g e | A-9CityofSaratoga
City of Saratoga
EOC Section &
Position Title
State of
California
CalOES)
Emergency
Function (EF)
Federal Emergency
Management Agency
FEMA)
Emergency Support
Function (ESF)
Description
Logistics Section
Transportation
Unit
Transportation ESF 1 – Transportation
Assists in the management of
transportation systems and
infrastructure during domestic threats
or in response to
incidents.
Logistics Section
Communications
Branch
Communications ESF 2 – Communication
Provides resources, support and
restoration of government
emergency telecommunications,
including voice and data.
Operations
Section
Construction &
Engineering
Branch
Construction &
Engineering
ESF 3 – Public Works &
Engineering
Organizes the capabilities and resources
of the government to facilitate the
delivery of services, technical assistance,
engineering expertise, construction
management and other
support to local jurisdictions.
Operations
Section
Fire & Rescue
Branch
Fire & Rescue ESF 4 – Firefighting
Monitors the status of fire mutual aid
activities. Coordinates
support activities related to the
detection and suppression of
urban, rural and wild land fires and
emergency incident scene
rescue activities and provides personnel,
equipment and
supplies to support local jurisdictions.
Management
Section
All Positions in
Section
Plans &
Intelligence
Section
Plans & Intel
Chief
Situation
Status Branch
Management ESF 5 – Emergency
Management
Serves in an advisory capacity to the EOC
Director while providing EOC personnel
with guidance. Ensures accurate and
timely situational awareness is provided
to support staff in the form of a
Common Operating Picture.
Operations
Section
Care & Shelter
Branch
Care & Shelter
ESF 6 – Mass Care,
Emergency Assistance,
Housing & Human Services
Coordinates actions to assist responsible
jurisdictions to meet the needs of
victims displaced during an incident
including food assistance, clothing, non-
medical care and sheltering, family
reunification and victim recovery.
Logistics Section
All Positions in
Section
Resources
ESF 7 – Logistics
Management & Resource
Support
Coordinates plans and activities to
locate, procure and preposition
resources to support emergency
operations.
Operations
Section
Public Health
and Medical
ESF 8 – Public Health &
Medical Services
Coordinates Public Health and Medical
activities and services
10 | P a g e City of Saratoga
Medical &
Health Branch
Statewide in support of local jurisdiction
resource needs for
preparedness, response, and recovery
from emergencies and disasters.
Operations
Section
Search &
Rescue Unit
Search & Rescue ESF 9 – Search & Rescue
Supports and coordinates response of
personnel and
equipment to search for and rescue
missing or trapped
persons. Supports and coordinates
responses to search for,
locate and rescue missing or lost
persons, missing and downed
aircraft, high angle rock rope rescue and
investigations of
missing person incidents that may
involve criminal acts and
water rescues. Supports and coordinates
responses to search
for, locate and rescue victims of
structure collapse, construction
cave-ins, trench, confined space, high
angle structure rope
rescue and similar emergencies and
disasters and water
rescues.
Operations
Section
Hazardous
Materials Unit
Hazardous
Materials
ESF 10 – Oil & Hazardous
Material Response
Coordinates resources and supports the
responsible
jurisdictions to prepare for, prevent,
minimize, assess, mitigate, respond to
and recover from a threat to the public
or
environment by actual or potential
hazardous materials releases.
Operations
Section
Environmental
Health
Unit
Food Agriculture ESF 11 – Agriculture &
Natural Resources
Supports the responsible jurisdictions
and coordinates activities during
emergencies impacting the agriculture
and food industry and supports the
recovery of impacted industries and
resources after incidents.
Allied Agency
Energy
Representative
Operations
Section
Public Works
Unit
N/A ESF 12 – Energy
Operations
Section
Law
Enforcement Unit
Law
Enforcement
ESF 13 – Public Safety &
Security
Coordinates law enforcement personnel
and equipment to
support responsible law enforcement
agencies, coroner
activities and public safety in accordance
with Law
Enforcement Plans.
APPENDIX B– LOCAL / STATE / FEDERAL CROSSWALK
P a g e | A-11CityofSaratoga
As appointed by
EOC Director
Long-Term
Recovery
ESF 14 – Long-Term
Community Recovery
Supports and enables economic
recovery of communities and
California from the long-term
consequences of extraordinary
emergencies and disasters.
Management
Section
Public
Information
Officer
Public
Information ESF 15 – External Affairs
Supports the accurate, coordinated,
timely and accessible
information to affected audiences,
including governments,
media, the private sector and the local
populace, including the special needs
population.
Operations
Section
Law
Enforcement
Branch
Evacuation N/A
Supports responsible jurisdictions in the
safe evacuation of
persons, domestic animals and livestock
from hazardous
areas.
Operations
Section
CADRE
Volunteer and
Donations
Management
N/A
Supports responsible jurisdictions in
ensuring the most efficient
and effective use of affiliated and
unaffiliated volunteers and
organizations and monetary and in-kind
donated resources to
support incidents requiring a response.
1103156.1