Donations Management - County of Santa Clara

Santa Clara County Catastrophic Earthquake 

Donations Management Plan

Cover photo: Red Cross donations center, Reliant center, Texas, September 3, 2005. 

FEMA Photo Library, Photo ID 15380. Photographer: Andrea Booher

Santa Clara County 

Catastrophic Earthquake 

Donations Management Plan 

May 2011 

Prepared for: 

Bay Area Urban Area 

Security Initiative 

With support from: 

This project was supported by the California Emergency Management Agency under FY 09 RCPGP #2009-CA-T9- 

0003, OES ID 075-95017, awarded by the U.S. Department of Homeland Security. 

This document was prepared under a grant from FEMA’s National Preparedness Directorate, U.S. Department of 

Homeland Security. Points of view or opinions expressed in this document are those of the authors and do not 

necessarily represent the official position or policies of FEMA’s National Preparedness Directorate or the 

U.S. Department of Homeland Security.

This plan has been prepared for the Bay Area Urban Area Security Initiative Approval Authority (Approval 

Authority) on behalf of the counties and cities within the 12-county Bay Area Region. The plan describes the 

general strategy for emergency response to an incident with regional impact. The plan has been prepared in 

accordance with the standards of the National Incident Management System, the California Standardized 

Emergency Management System, and other Federal and State requirements and standards for emergency response 

plans applicable as of the date of the plan’s preparation. 

The plan provides guidance only; it is intended for use in further development of response capabilities, 

implementation of training and exercises, and defining the general approach to incident response. The actual 

response to an incident, whether at the regional, county, or city level, is dependent on: 

1) The specific conditions of the incident, including the incident type, geographic extent, severity, timing, and 

duration; 

2) The availability of resources for response at the time of the incident; 

3) Decisions of Incident Commanders and political leadership; and 

4) Actions taken by neighboring jurisdictions, the State, and the Federal Government. 

These and other factors may result in unforeseen circumstances, prevent the implementation of plan components, 

or require actions that are significantly different from those described in the plan. The Approval Authority and its 

contractors; the counties, cities, and other organizations that have participated in plan development; the State; 

and the Federal Government are not responsible for circumstances related to the implementation of the plan during 

an incident. 

The plan is not applicable outside the 12-county region that comprises the planning area.

Record of Changes 

Change No. Copy No. Date Entered Posted By

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Foreword 

The vulnerability of the San Francisco Bay Area to earthquakes is well known. 

According to the 2008 Uniform California Earthquake Rupture Forecast, the 

probability of a magnitude 6.7 or greater earthquake in the Bay Area in the next 30 

years is 63 percent. An earthquake of this magnitude will result in widespread and 

catastrophic damage. 

A catastrophic earthquake in the Bay Area will immediately overwhelm local, 

regional, and State emergency response capabilities. The region will need massive, 

rapid support from the Federal Government, other local governments in California, 

other states, and voluntary and private-sector organizations. The effectiveness of 

the region’s response will affect the long-term recovery of the region’s communities 

and economy. An effective response will only be possible if comprehensive planning 

has taken place. 

The Federal Government is providing funding under the Regional Catastrophic 

Preparedness Grant Program (RCPGP) to selected metropolitan areas throughout 

the United States to plan for catastrophic events. The San Francisco Bay Area is one 

of the metropolitan areas. The Federal Emergency Management Agency (FEMA) is 

administering the program. The Bay Area Urban Area Security Initiative (UASI) 

Program is implementing the RCPGP for 12 counties and two cities in the Bay Area. 

For fiscal year 2009/2010, the UASI Program has used RCPGP funding to prepare 

regional and local plans for managing monetary donations and in-kind donations. 

This document, the Santa Clara County Catastrophic Earthquake Donations 

Management Plan (Plan), has been prepared under the RCPGP. Donations 

Management is an important component of the response to an earthquake. 

This Plan is an annex to the Santa Clara County Emergency Operations Plan. The 

Plan is consistent with: 

The San Francisco Bay Area Regional Emergency Coordination Plan 

San Francisco Bay Area Catastrophic Earthquake Readiness Response Concept 

of Operations Plan, prepared by FEMA 

This Plan has been prepared for Santa Clara County as part of the Bay Area Urban 

Area Security Initiative. The Plan describes the general strategy for emergency 

response to an incident with local as well as regional impacts. The Plan builds upon 

work done in 2009 under Santa Clara County Award 2007-008 supported by the 

Department of Homeland Security Office of Grants and Training. This 2009 Santa 

Clara County Donations Management Countywide Coordination Plan served as the 

basis for Bay Area planning efforts. 

May 2011 

i

Foreword 



The Plan has been prepared in accordance with the standards of the National 

Incident Management System, the California Standardized Emergency 

Management System, and other Federal and State requirements and standards for 

emergency response plans applicable as of the date of the plan’s preparation. 

The Plan provides guidance only; it is intended for use in further development of 

response capabilities, implementation of training and exercises, and defining the 

general approach to incident response. The actual response to an incident is 

dependent on: 

The specific conditions of the incident, including the incident type, geographic 

extent, severity, timing, and duration 

The availability of resources for response at the time of the incident 

Decisions of Incident Commanders and political leadership 

Actions taken by neighboring jurisdictions, regional entities, the State, and the 

Federal Government 

These and other factors may result in unforeseen circumstances, prevent the 

implementation of Plan components, or require actions that are significantly 

different from those described in the Plan. The Approval Authority and its 

contractors; the counties, cities, and other organizations that have participated in 

plan development; the State; and the Federal Government are not responsible for 

circumstances related to the implementation of the Plan during an incident. 

The Plan is not applicable outside of Santa Clara County. 

The Plan was developed with the participation of the following stakeholders: 

American Red Cross Silicon Valley Chapter – Barbara Larson-Larkin, Chief 

Executive Officer (CEO); Tom Busk, Director of Preparedness; Margot Harrigan, 

Director of Fund Development 

City of San Jose – Chris Godley, Office of Emergency Services 

City of Santa Clara – Gene Sawyer, Office of Emergency Services 

Collaborating Agencies’ Disaster Relief Effort – Tom Busk, Managing Director; 

Annamaria Swardenski, Consultant 

Goodwill of Silicon Valley – Michael Fox, President/CEO; Robert Schuck, 

Operations Manager 

Hope Services – Rosemary Frazier, Facilities Manager 

Santa Clara County Fire Department – Marsha Hovey, Emergency Services 

Coordinator 

Santa Clara County Finance Department – Lesha Luu, Division Manager; Vicky 

Bituin, Senior Accountant 

ii May 2011

Santa Clara County Fleet and Facilities Department – David Snow, Interim 

Manager/Deputy Director 

Santa Clara County Office of Emergency Services – Kirstin Hoffman, Director of 

Emergency Services; Ken Foot, Emergency Services Program Manager; Harry 

Reinstein, Emergency Services Coordinator 

Santa Clara County Procurement Department – Roslyn Fuller, Assistant 

Director 

Santa Clara County Social Services Agency – Cynthia Ambar, Project Manager 

Second Harvest Food Bank – Cindy McCown, Senior Director; Janet Leader, 

Director of Program Planning and Evaluation 

Silicon Valley Community Foundation – Mari Ellen Loijens, Chief of Staff/Chief 

of Development and Communications; Ellen Clear, Vice President , 

Grantmaking; David Eckmann, Development Officer 

Sunnyvale Seventh Day Adventist Church – Greig Rose, Disaster Response 

Coordinator 

The Salvation Army – Ken Cavallero, Western Territory Emergency Disaster 

Services Coordinator; Richard Larson, Santa Clara County Coordinator 

United Way Silicon Valley – Carole Leigh Hutton, President and CEO; Patrick 

Soricone, Vice President Community Building & Impact; Kim Ferm, 211 Director 

May 2011 

iii


Table of Contents 

Executive Summary .................................................................................................................ES-1 

1 Introduction ..............................................................................................................................1 

1.1 Purpose and Audience ............................................................................................................. 1 

1.2 Goals ........................................................................................................................................ 3 

1.3 Objectives................................................................................................................................. 4 

1.4 Scope and Definitions .............................................................................................................. 4 

1.4.1 Nature and Duration of the Scenario Event ................................................................. 4 

1.4.2 Geographic Scope ....................................................................................................... 4 

1.4.3 Time Frame.................................................................................................................. 5 

1.4.4 Definitions .................................................................................................................... 6 

1.5 Applicability .............................................................................................................................. 6 

1.6 Meeting Access and Functional Needs .................................................................................... 7 

1.7 Plan Organization..................................................................................................................... 7 

1.8 Authorities, Regulations, and Requirements ............................................................................ 8 

1.8.1 Local............................................................................................................................. 9 

1.8.2 State............................................................................................................................. 9 

1.8.3 Federal....................................................................................................................... 10 

2 Situation and Assumptions ..................................................................................................11 

2.1 Catastrophic Nature of the Earthquake .................................................................................. 11 

2.2 Assumptions Regarding Donations ........................................................................................ 12 

2.2.1 Need for Donated Money, Goods, and Services........................................................ 12 

2.2.2 Assumptions about Donors ........................................................................................ 12 

2.2.3 Monetary Donations ................................................................................................... 13 

2.2.4 In-Kind Donations....................................................................................................... 14 

2.2.5 Response Organizations and Capabilities ................................................................. 14 

3 Roles and Responsibilities ...................................................................................................17 

3.1 Santa Clara County Operational Area Level .......................................................................... 17 

3.1.1 Cities/Townships and City/Township Emergency Operations Centers ...................... 17 

3.1.2 County of Santa Clara................................................................................................ 17 

3.1.3 Joint Information Center............................................................................................. 18 

3.1.4 Non-governmental Organizations .............................................................................. 18 

3.2 Regional and State Level ....................................................................................................... 21 

3.2.1 California Emergency Management Agency.............................................................. 21 

3.2.2 CaliforniaVolunteers................................................................................................... 22 

3.2.3 Northern California Voluntary Organizations Active in Disaster................................. 22 

3.2.4 California Resiliency Alliance ..................................................................................... 23 

3.3 Federal Level.......................................................................................................................... 23 

May 2011 

v




3.3.1 Federal Government .................................................................................................. 23 

3.3.2 Department of Homeland Security/Federal Emergency Management Agency 

and Cooperating Agencies......................................................................................... 23 

3.3.3 National Voluntary Organizations Active in Disaster.................................................. 25 

4 Operational Priorities and Objectives..................................................................................27 

4.1 Overview of Priorities and Objectives..................................................................................... 27 

4.2 E to E+72 Hours..................................................................................................................... 28 

4.2.1 Operational Priorities.................................................................................................. 28 

4.2.2 Objectives .................................................................................................................. 29 

4.3 E+72 Hours to E+14 Days...................................................................................................... 29 


4.3.2 Objectives .................................................................................................................. 30 

4.4 E+14 Days to E+60 Days ....................................................................................................... 31 


4.4.2 Objectives .................................................................................................................. 31 

5 Concept of Operations ..........................................................................................................33 

5.1 Alert and Notification .............................................................................................................. 34 

5.2 Activation................................................................................................................................ 34 

5.3 Incident Organization ............................................................................................................. 34 

5.3.1 Donations Management Unit in the Emergency Operations Center .......................... 34 

5.3.2 Emergency Operations Center Donations Management Unit.................................... 35 

5.3.3 Monetary Donations Coordination Team ................................................................... 36 

5.3.4 In-Kind Donations Coordination Team....................................................................... 38 

5.3.5 Private-Sector Liaison with the Emergency Operations Center................................. 40 

5.3.6 Voluntary Sector Liaison with the Emergency Operations Center ............................. 41 

5.4 Communication and Coordination .......................................................................................... 41 

5.4.1 Standardized Emergency Management System and Resource Requests ................ 41 

5.4.2 Mutual Assistance and Other Agreements................................................................. 42 

5.5 Integration of State and Federal Resources........................................................................... 42 

5.5.1 State Mutual Aid Resources....................................................................................... 42 

5.5.2 State Agencies........................................................................................................... 43 

5.5.3 National Donations Management Network................................................................. 43 

5.5.4 Federal Resources..................................................................................................... 43 

5.6 Public Information................................................................................................................... 44 

5.7 Information Management ....................................................................................................... 45 

5.8 Overview of Donations Distribution Prioritization ................................................................... 45 

5.9 Operational Details for Monetary Donations .......................................................................... 46 

5.9.1 Overview of Monetary Donations Strategies.............................................................. 46 

5.9.2 Single Monetary Donations Fund............................................................................... 47 

5.9.3 Reception Processes and Systems ........................................................................... 48 

5.9.4 Monetary Allocations.................................................................................................. 49 

vi May 2011




5.9.5 Fiscal Management, Tracking, and Reporting ........................................................... 52 

5.10 Operational Details for In-Kind Donations .............................................................................. 52 

5.10.1 Resources Available for In-kind Donations ................................................................ 53 

5.10.2 Operations for Bulk (New) Goods .............................................................................. 54 

5.10.3 Non-Bulk Goods (Used) ............................................................................................. 56 

5.10.4 Donated Services....................................................................................................... 60 

5.11 Transition to Long-term Recovery .......................................................................................... 60 

5.11.1 Directing Donated Funds to Long-term Recovery...................................................... 60 

5.11.2 Documenting Expenditures for Reimbursement and Other Purposes ....................... 60 

5.12 Demobilization........................................................................................................................ 61 

5.12.1 Waste/Trash/Debris Removal .................................................................................... 62 

5.12.2 Disposal of Unused or Undistributed Goods.............................................................. 62 

6 Operational Response Timeline ...........................................................................................63 

7 Plan Maintenance...................................................................................................................79 

7.1 Plan Distribution ..................................................................................................................... 79 

7.2 Plan Updates.......................................................................................................................... 79 

7.3 Plan Testing, Training, and Exercises.................................................................................... 80 

7.4 After-Action Review and Corrective Action ............................................................................ 80 

Appendix A 

Appendix B 

Appendix C 

Appendix D 

Appendix E 

Appendix F 

Appendix G 

Appendix H 

Appendix I 

Appendix J 

Appendix K 

Appendix L 

Glossary and Terms 

Maps 

Scenario and Assumptions Details and HAZUS Description 

Assembly Bill 903 Legislative Information and Final Regulations 

Collaborating Agencies’ Disaster Relief Effort (CADRE) Brochure 

In-Kind Donations Coordination Team Member Sites and Donation Information 

Donations Management Unit Checklist 

Sample Press Releases and Public Information Announcements 

Sample Memorandum of Understanding and Memorandum of Agreement 

FEMA/NVOAD Brochure—How To Donate Successfully 

Santa Clara County Donations Coordination Teams Members List 

Santa Clara County Disaster Relief Fund Grant Request Form 

List of Tables 

Table 5-1 Lead agencies or organizations for donations reception and processing. ................................58 

Table 6-1 Response tasks timeline for donations management. ..............................................................64 

May 2011 

vii




List of Figures 

Figure 1-1 Donations Management Structural Framework for Santa Clara County .................................... 3 

Figure 1-2 Santa Clara County Geographic Areas ..................................................................................... 5 

Figure 4-1 Transition from Response to Recovery ....................................................................................28 

Figure 5-1 Conceptual Framework for Donations Management ................................................................33 

Figure 5-2 Santa Clara County Donations Management Unit Organization...............................................35 

Figure 5-3 Conceptual Framework of a Monetary Donations System........................................................37 

Figure 5-4 Conceptual Framework of an In-Kind Donations Management System ...................................39 

Figure 5-5 Organizations Participating in In-Kind Donations in Different Areas of Santa Clara County.....57 

viii May 2011

Executive Summary 

Santa Clara County and its local jurisdictions serve a densely populated region at 

high risk for many types of disasters. Planning for disasters such as earthquakes, 

floods, and fires is essential to creating emergency response and recovery systems 

that can respond effectively and help residents recover and rebuild their lives 

following a disaster. Media coverage following an event often elicits an outpouring 

of volunteers both monetary and material goods—i.e., in-kind donations. 

Individuals, businesses, services clubs, organizations, and large corporations have 

historically demonstrated that different sectors of society donate money and muchneeded 

assistance for victims of a disaster. 

Lessons learned from previous disasters consistently underscore that response and 

recovery efforts are more effective when (1) organizational roles are defined prior to 

the disaster and (2) pre-established relationships build for a more efficient response 

and faster recovery. Santa Clara County’s goal is to develop a donations 

management plan for use by the County Operational Area (inclusive of cities and 

townships) that addresses both in-kind and monetary donations. The Santa Clara 

County Catastrophic Earthquake Donations Management Plan (Plan) identifies and 

pre-establishes relationships with key partners for the coordination of donated 

goods and money. 

The premise for planning regarding monetary donations in Santa Clara County is to 

establish one post-disaster fund to facilitate donors’ desire to direct money to local 

response and recovery efforts. Silicon Valley Community Foundation, United Way 

Silicon Valley, and the American Red Cross are recognized and established leaders 

in the Bay Area with a history of helping to provide funding to a myriad of agencies 

post-disaster. Silicon Valley Community Foundation and United Way Silicon Valley 

also bring a wealth of knowledge about local community-based organizations and 

possess technical expertise and credibility in the community to manage the 

collection and disbursement of monetary donations in times of disaster. The 

following concept of operations outlines a collaborative effort by these players, 

working in partnership with local government, to establish the Santa Clara County 

Disaster Relief Fund to coordinate dispersing funds through all phases of a disaster 

to agencies providing services in Santa Clara County. 

If donors want to donate in-kind donations rather than money, the overarching 

planning strategy is to direct them to web-based database where donors can register 

their donations online and be potentially matched with a recipient organization. 

This is a much more efficient and cost-effective way of managing donations; it is the 

preferred method of receiving donations into Santa Clara County. However, even 

with public messaging encouraging monetary donations or in-kind donations via a 

web portal, “stuff” will still arrive. This Plan outlines capabilities—at a County-wide 

level and in each of the four geographic areas in Santa Clara County—for managing 

May 2011 

ES-1

Executive Summary 



these donations and working with a host of community-based organizations as key 

partners for successful implementation, thus speeding the recovery of our residents 

and communities following a major disaster. 

ES-2 May 2011

1 Introduction 

The management of donations has been identified as a significant gap in the level of 

preparedness of many Bay Area jurisdictions. Media coverage following a disaster 

often elicits an outpouring of both in-kind and monetary donations from 

individuals, service clubs, congregations, community organizations, small 

businesses, and large corporations, often on a scale that can overwhelm those 

receiving the donations. While many local government agencies have limited 

resources to address this complex issue, a wide range of voluntary, community- and 

faith-based, grant-making, and other types of organizations may play significant 

roles in receiving, tracking, and distributing donations. Collaborative donations 

management planning helps minimize the challenges and maximize the value of 

disaster donations to a community. 

1.1 Purpose and Audience 

The Santa Clara County Catastrophic Earthquake Donations Management Plan 

(Plan) is a scenario-driven, function-specific operations plan for the Santa Clara 

County Operational Area that describes the actions of and coordination between 

government agencies and non-governmental organizations (NGOs) for managing 

donations in the aftermath of a catastrophic earthquake on the San Andreas fault. 

Effective donations management after a catastrophic event requires close 

cooperation between government and NGOs, particularly with regard to monetary 

donations, the management of which is not usually the role of government. Further, 

existing practices for managing donations are less well developed than for other 

response activities. 

The audience for this Plan is therefore not limited to government agencies but 

rather includes representatives from the private sector and voluntary organizations. 

For these reasons, the Plan includes some concepts and details that are beyond the 

role of government, and much of the content herein pertains to organizations in 

those sectors. This content should not be considered prescriptive for those NGOs; 

instead, it should be read as descriptive as it is intended to connect the 

government’s own activities with the autonomous and independent activities of its 

non-governmental collaborators. 

One intention of this Plan is to illustrate the coordination and collaboration/ 

cooperation between these sectors that is necessary for effective donations 

management. NGOs maintain their own internal processes and operating 

principles, and nothing in this Plan is intended to convey that government agencies 

at any level will control or direct these independent NGOs. 

May 2011 1

Introduction 



The Plan is a guide for the coordination of in-kind and monetary donations for the 

benefit of those affected by the disaster. It provides donations-related details for: 

Managing, allocating, and tracking monetary donations in Santa Clara County 

Receiving, managing, warehousing, distributing, and tracking of in-kind 

donations (this term and others are defined in Section 1.4.4 and Appendix A) 

in Santa Clara County 

Application of the Incident Command System for donations management 

operations 

Coordination of local, regional, State, and Federal agencies and NGOs that have 

a role in donations management 

As an event-specific annex to the Santa Clara County Emergency Operations Plan 

(EOP), the Santa Clara County Catastrophic Earthquake Donations Management 

Plan is intended for: 

The personnel responsible for implementing the EOP, including Santa Clara 

County emergency managers, and Emergency Operations Center (EOC) 

personnel 

The agencies, departments, and organizations responsible for implementing 

donations management operations in Santa Clara County , including NGOs: 

- American Red Cross Silicon Valley Chapter 

- Collaborating Agencies’ Disaster Relief Effort (CADRE) 

- Goodwill Industries 

- Hope Services 

- Rebekah’s Children’s Services 

- Second Harvest Food Bank of San Mateo and Santa Clara counties 

- Seventh Day Adventist (Sunnyvale and Milpitas) 

- Silicon Valley Community Foundation 

- The Salvation Army 

- United Way Silicon Valley/211 

Finally, this document was developed as an incident-specific plan, and the details 

presented pertain to a catastrophic earthquake. However, the Plan could be readily 

scaled to smaller earthquakes or to non-seismic disasters such as fires or floods. 

Where appropriate, throughout this Plan, options, and alternatives for adapting the 

Plan to smaller or other types of events are discussed. 

2 May 2011



Introduction 

1.2 Goals 

The goals of this Plan are: 

To augment, as an annex, the County’s EOP and city/town EOPs 

To ensure that local government and NGOs engaged in disaster work remain the 

primary recipients, managers, and distributors of donated funds, goods, and 

services 

To enhance resources available to each jurisdiction and the community at large 

for disaster response and recovery by providing an organized system to receive 

both monetary and in-kind donations 

To outline the roles and responsibilities of key partners for the coordination of 

monetary and in-kind donations 

To ensure that implementation of the donations management plan is in 

accordance with principles and practices as described in the State Emergency 

Plan (SEP) and the National Response Framework (NRF) 

To provide the capability for the Santa Clara County Operational Area to 

effectively collect and manage bulk and corporate donations, in-kind donations, 

and monetary donations; and to get resources to organizations providing 

services to people adversely affected by the disaster 

To provide a structure for integrating the various responding entities in Santa 

Clara County into a coherent system to deliver donations to individuals affected 

by disasters, as illustrated in Figure 1-1 

Figure 1-1. Donations Management Structural Framework for Santa Clara County 

May 2011 3

Introduction 



1.3 Objectives 

The objectives of the Plan are to: 

Define planning assumptions for donations management based on projected 

catastrophic impacts of the earthquake 

Identify and describe the donations-related roles and responsibilities of agencies 

and organizations 

Describe the resources required and available for donations management 

operations and mechanisms for integrating State and Federal resources into 

donations management operations in Santa Clara County 

Identify recommended, time-based priorities, objectives, and tasks to guide 

response operations 

Establish a response timeline for individual tasks in donations management 

operations 

1.4 Scope and Definitions 

The Santa Clara County Catastrophic Earthquake Donations Management Plan 

pertains to donations management operations in Santa Clara County. A similar plan 

is being developed for the 12-county Urban Area Security Initiative (UASI) planning 

region, which is defined and discussed below. A Regional Catastrophic Earthquake 

Donations Management Plan addresses the broader regional-level response to the 

disaster and focuses on the interactions between the State of California and the 

Operational Areas that compose the region. Maps of the region and of Santa Clara 

County are included in Appendix B. 

1.4.1 Nature and Duration of the Scenario Event 

As described in the National Response Framework, a catastrophic event is any 

natural or human-caused incident that results in an extraordinary level of 

casualties, damage, or disruption that severely affects the population, 

infrastructure, environment, economy, morale, and government functions of the 

area in question and, potentially, the Nation as a whole. 

The scenario used in the development of this Plan is a moment magnitude 7.9 

earthquake on the northern segment of the San Andreas fault. The impacts from the 

earthquake are catastrophic. Although the shaking from an earthquake and the 

aftershocks last only seconds or minutes, recovery can take several years. See 

Section 2 and Appendix C for more information about the scenario event. 

1.4.2 Geographic Scope 

The earthquake will have a catastrophic impact in Santa Clara County and in the 12- 

county Bay Area region as a whole. These counties will bear direct and significant 

impacts, impacts from regional disruption of critical infrastructure systems, and/or 

4 May 2011



Introduction 

short- or long-term impacts to the economy. Adjacent counties, such as Mendocino, 

Sacramento, San Joaquin, and Stanislaus may be affected directly by damage or 

indirectly by evacuations and other response actions. Impacts to these jurisdictions 

affect local, regional, State, and Federal response and recovery decisions. 

A Regional Catastrophic Earthquake Donations Management Plan addresses the 

full 12-county region, but the geographic scope of this Santa Clara County local Plan 

is limited to the jurisdictional boundary itself. 

In Santa Clara County, the Plan uses smaller geographic areas to manage the 

coordination of donations in a catastrophic emergency event. The four geographic 

areas are illustrated in Figure 1-2. 

Figure 1-2. Santa Clara County Geographic Areas 

1.4.3 Time Frame 

The time frame for the Plan begins with the occurrence of the earthquake and ends 

60 days after the earthquake. The planning periods (phases) are presented in hours 

and days after the event (E). The Plan does not address preparedness activities that 

may occur before the earthquake or long-term activities that will occur after 60 

days. However, it does provide guidance for and initial steps in planning the 

transition to long-term recovery activities. 

May 2011 5

Introduction 



1.4.4 Definitions 

The term donations, as used in this Plan, refers to all donations, both monetary and 

in-kind. Key terms to understanding this Plan are listed below. Appendix A 

includes a full glossary of these and other terms. Key donations management terms 

include: 

Grantmakers: Community foundations, business associations, or other 

organizations that compile individual donations and distribute in bundles to 

various needy individuals, organizations, or other entities. 

In-Kind Donations: All non-monetary donations designated for disaster 

response, relief, and recovery. In-kind donations are sometimes referred to as 

“donated goods and services,” but the term also includes facilities, real estate, and 

loaned equipment or vehicles. 

Material Waste: Packaging and other trash generated from bulk donations or of 

used goods that are not clean or safe enough for distribution. 

Monetary Donations: Financial contributions from donors designated for 

disaster response, relief, and recovery. 

Non-governmental Organization (NGO): Categorical term for all communitybased 

organizations, faith-based organizations, and other types of organizations 

that are external to government. Groups, organizations, and individual companies 

in the private sector are referred to as a specific type of NGO. 

Service Providers (or direct service providers): A subset of voluntary sector 

organizations that may include community-based organizations (CBOs), faithbased 

organizations (FBOs), and others. The service providers are those 501(c)(3) 

organizations that provide disaster services to clients in the affected area. These are 

individual agencies at the local level that provide specific services directly to their 

clients or consumers. They may provide direct services during the response phase of 

a disaster such as care and shelter, feeding, and assistance to first responders. 

Unused Goods: Donated items that are new or of high quality but that are not 

distributed to people or organizations. 

For the purposes of this Plan, government-owned resources—including funding, 

personnel, facilities, or vehicles—and government-operated programs or systems 

are not considered donations. Government resources do play a role in supporting 

donations management operations and are discussed in the Roles and 

Responsibilities Section of this Plan. 

1.5 Applicability 

As an incident-specific and function-specific annex to the Santa Clara County EOP, 

this Plan is consistent with: 

6 May 2011



Introduction 

The Regional Catastrophic Earthquake Donations Management Plan [in 

development], which is an incident-specific subsidiary plan of the Regional 

Emergency Coordination Plan (RECP), as well as with the RECP itself 

The 2008 San Francisco Bay Area Catastrophic Earthquake Readiness Response 

Concept of Operations Plan, prepared by the Federal Emergency Management 

Agency (FEMA) 

1.6 Meeting Access and Functional Needs 

In a catastrophic event, it is expected that both goods and services will be needed to 

address and meet various access and functional needs, particularly as they relate to 

mass care and shelter and mass transportation/evacuation services. 

Durable medical equipment (DME) such as wheelchairs, walkers, raised toilet seats, 

and accessible cots, as well as consumable supplies such as hearing aid batteries 

and drinking straws, to name a few, will be needed. 

This Plan is intended to be able to serve as a way for local governmental 

jurisdictions and communities to share information about both needs that are 

identified , as well as possible donated resources that could be matched to meet the 

broad spectrum of functional needs present after an emergency or disaster occurs. 

Any technology and intake, collection, distribution and referral systems used should 

be reviewed for accessibility to ensure that both users and consumers with 

functional needs can be accommodated. 

1.7 Plan Organization 

Section 1 – Introduction provides the scope and applicability of the Plan and the 

authorities, regulations, and requirements that provide the foundation for the 

operations that are discussed in the Plan. 

Section 2 – Situation and Assumptions describes the scenario event, its 

projected impacts, and assumptions underlying the scenario event and the response 

to it. 

Section 3 – Roles and Responsibilities describes the roles and responsibilities 

of the local, regional level, State level, and Federal response agencies. 

Section 4 – Operational Priorities and Objectives outlines the operational 

priorities for donations management and the objectives that support those 

priorities. The objectives are described according to the general phases of response 

(E to E+72 hours, E+72 hours to E+14 days, and E+14 days to E+60 days). 

Section 5 – Concept of Operations describes the concept of operations, which 

includes the response coordination system and the operational components of inkind 

donations management and monetary donations management operations. 

May 2011 7

Introduction 



Section 6 – Operational Response Timeline contains a response timeline for 

the donations management component of the response. More specifically, the 

timeline presents the individual tasks necessary to achieve the objectives and 

priorities laid out in Section 4. 

Section 7 – Plan Maintenance describes how the Plan is maintained, exercised, 

and updated. 

Appendix A is a glossary of acronyms, abbreviations, and key terms. 

Appendix B contains the maps that are referenced in the Plan. 

Appendix C provides scenario and assumptions details. 

Appendix D includes information on legislation passed in 2007 to provide 

reimbursement support to private nonprofits for extraordinary expenses in a 

declared emergency. It also includes regulations and forms available at the time this 

Plan was created. 

Appendix E provides information on Santa Clara County’s local Voluntary 

Organizations Active in Disaster (VOAD) network -- CADRE. 

Appendix F contains information on In-Kind Donations Coordination Team 

member sites and donation information. 

Appendix G provides a suggested Donations Management Unit checklist for 

activities to be undertaken by logistics staff at the EOC. 

Appendix H provides sample press releases and public information 

announcements. 

Appendix I gives sample memoranda of understanding (MOUs) and memoranda 

of agreement (MOAs) for development into more formal agreements among and 

between governments and non-governmental entities. 

Appendix J is a copy of a FEMA/National VOAD brochure, “How To Donate 

Successfully.” 

Appendix K is the Local Santa Clara County Donations Coordination Team 

Members List. 

Appendix L is the Santa Clara County Disaster Relief Fund Grant Request Form. 

1.8 Authorities, Regulations, and Requirements 

The following local, State, and Federal authorities, regulations, and requirements 

apply to the preparation of this Plan and to donations management operations that 

are conducted during the response to a catastrophic earthquake. 

8 May 2011



Introduction 

1.8.1 Local 

Not all cities or counties have regulations that specifically require them to be 

involved in donations management. However, in general, local governments, 

including cities and counties, have primary responsibility for the public health and 

safety of their residents after disasters of any type. Since donations are being made 

to assist residents, these local governments have a duty to use them to achieve those 

goals. 

Local authorities for emergency response are described in the Santa Clara County 

EOP. As described in the EOP, emergency response operations in Santa Clara 

County are conducted in accordance with: 

California Emergency Services Act (Government Code [GC] §§ 8550–8660) 

California Disaster Assistance Act (CDAA) 

In addition to the local authorities that may apply to incorporated jurisdictions, 

specific County authorities, regulations, and requirements that apply to the 

unincorporated areas of the County are described as follows: 

Santa Clara County Code (SCCC) of Ordinances A8, Civil Protection and 

Emergency Services 

SCCC Division B7, Fire Protection, regulates height and location of debris 

SCCC Division B11, Nonpoint Source Pollution, regulates debris storage 

SCCC Appendix 1, Zoning, regulates demolition or removal procedures 

1.8.2 State 

As described in the RECP, emergency response operations are conducted in 

accordance with the: 

California Emergency Services Act (GC §§ 8550–8668) 

California Disaster Assistance Act (GC §§ 8680-8692), including recent 

amendments under Assembly Bill 903 (Chapter 400, Statutes of 2007-2008) 

that allow for provisions to reimburse private nonprofits for extraordinary 

expenses related to disaster responses in coordination with appropriate public 

partners; emergency regulations have been issued and a rulemaking package has 

been finalized (see Appendix D for more information). 

Emergency Management Assistance Compact (EMAC) 

California Code of Regulations, Title 19, Division 2, which includes the 

Standardized Emergency Management System (SEMS), public assistance and 

individual assistance 

Governor’s Executive Order S-02-08 establishing CaliforniaVolunteers as the 

lead agency under the California Emergency Services Act for the coordination of 

monetary and in-kind donations during times of disaster, in cooperation with 

the Office of Emergency Services [February 2008] 

May 2011 9

Introduction 



California SEP 

RECP, California Emergency Management Agency (Cal EMA) Coastal Region, 

March 2008 

Cal EMA’s guidance on Public Assistance and Individual Assistance programs 1 

1.8.3 Federal 

Federal operations in support of local and State governments are governed by the 

following: 

Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 

(42 United States Code §§ 5121–5206 [2008]) 

NRF, its Catastrophic Incident Supplement and relevant annexes, including the 

Catastrophic Incident Annex. 2 

National Incident Management System (NIMS) 

Additional function-specific authorities, regulations, requirements, and guidance 

documents are: 

Volunteer and Donations Management Support Annex, NRF 

Code of Federal Regulations, Title 44, which defines the roles of FEMA and the 

U.S. Department of Homeland Security (DHS) 

FEMA guidance on Public Assistance and Individual Assistance programs 3 

1 California’s disaster-related assistance programs are described at: 

http://www.oes.ca.gov/webpage/oeswebsite.nsf/content/f51600CEC1269c8388257350005375a5?o 

pendocument 

2 – Federal Emergency Management Agency (FEMA). 2008. National Response Framework— 

Catastrophic Incident Annex. November. 

–Federal Emergency Management Agency (FEMA). 2008. National Response Framework— 

Catastrophic Incident Supplement. November. 

3 Information on FEMA’s Individual Assistance and Public Assistance programs is available at: 

http://www.fema.gov/individual/grant.shtm 

http://www.fema.gov/government/grant/pa/index.shtm 

10 May 2011

2 Situation and Assumptions 

This section describes those aspects of the scenario earthquake and its projected 

impacts that pertain specifically to donations management. The scenario 

earthquake for this Plan is the same as that developed for and used in previous 

Regional Catastrophic Preparedness Grant Program-funded planning efforts at the 

local and regional levels. The full description of the scenario earthquake and the 

additional general planning assumptions are presented in Appendix C. The 

scenario earthquake is a recurrence of the 1906 earthquake on the northern 

segment of the San Andreas fault. The basis for the scenario is a Hazards U.S. 4 

model run and analysis, the details of which are also presented in Appendix C. 

2.1 Catastrophic Nature of the Earthquake 

Threats and hazards resulting from the earthquake include structural and 

nonstructural damage to buildings and infrastructure, fires, subsidence and loss of 

soil-bearing capacity, landslides, hazardous materials spills and incidents, 

dam/levee failure resulting in flooding, and civil disorder. Many residential, 

commercial, and industrial buildings would be rendered uninhabitable. The 

earthquake would affect all regional utilities and transportation networks 

significantly; large portions of the transportation infrastructure would be damaged 

or destroyed. Utility and water supply damage, even in areas with less extreme 

structural impacts, would compound the problem of housing people. Most Internet 

connectivity, telephone lines, and cellular telephone systems will be damaged, 

causing communication difficulties throughout the region. 

The earthquake would result in: 

More than 400,o0o displaced households 

More than 300,000 people seeking shelter 

More than 1 million people who need transportation assistance 

1.8 million households without potable water 

7,000 fatalities 

50 million tons of debris 

For Santa Clara County, the earthquake would result in: 

More than 262,600 displaced residents 

64,700 people seeking shelter 

4 Hazards U.S (HAZUS) is a loss-estimation software program developed by the National Institute of 

Building Sciences (NIBS) for FEMA. The version used for this analysis (HAZUS-MH MR3) was 

developed by NIBS in 2003. 

May 2011 11

Situation and Assumptions 



More than 130,000 people needing transportation assistance 

More than 516,000 households without potable water 

More than 57,000 households without electricity 

1,700 fatalities 

11,700 tons of debris 

2.2 Assumptions Regarding Donations 

These impacts trigger an influx of donations, both solicited and unsolicited. These 

donations may be monetary or goods and services. The magnitude of the scenario 

earthquake requires a donations-management response that engages multiple 

Federal agencies, State and local government agencies, and a range of NGOs 

including private corporations and national and local voluntary organizations. To 

facilitate cooperation and coordination between governmental organizations and 

NGOs for effective receipt, integration, tracking, management, and distribution of 

all of these types of donations, other assumptions must be made. The assumptions 

that pertain most specifically to donations are summarized in the bullets below. 

2.2.1 Need for Donated Money, Goods, and Services 

The demand for donated goods, services, and financial support is derived from a 

number of different types of affected population categories, including: 

Local residents whose homes are destroyed or damaged and who are adversely 

affected by damaged infrastructure, utilities, and public services. Those who do 

not leave the area may stay with a friend or family member, in a formal shelter, 

in a mega-shelter, or in a spontaneous (informal) shelter. To the extent these 

facilities have resource shortages there is a need for donated assistance. 

Many of the several hundred thousand commuters, tourists, and other visitors 

who are in the affected counties are stranded away from their usual sources of 

support and need similar forms of assistance. 

People with access and functional needs who are affected by the disaster; 

focused attention is required to meet their needs. 

Many people arriving at shelters have pets, companion animals, or service 

animals with them. Donated funds and goods are directed to animal-protection 

organizations to meet the needs of these animals and their owners. 

2.2.2 Assumptions about Donors 

People inside and outside the devastated area want to donate money to local 

response, relief, and recovery efforts 

Media coverage following an event elicits an outpouring of volunteers and both 


12 May 2011



Situations and Assumptions 

This coverage may convey the often inaccurate message that donations of goods 

are needed and easily accepted 

After a large-scale emergency, individuals and relief organizations from outside 

the disaster area begin to collect materials and supplies to assist the impacted 

areas 

Donors may want to designate their donations for a specific local group or 

organization or may want to know which organization or people received their 

donation; this desire is difficult for many organizations to meet 

Donors want to be assured that a majority of their donation is reaching those 

affected by the disaster in a timely fashion and as intended; they want the 

accepting organization to be reputable and transparent about how funds are 

used 

Donors may have questions about what is specifically needed in the disaster 

area, how they should transport their donation to the area, or if someone can 

transport it for them 

2.2.3 Monetary Donations 

Monetary donations are preferred over in-kind donations by charitable 

organizations and other assistance or support groups 

Individuals make monetary donations via call centers, online systems, text 

messaging, and in person 

These donations are in the form of cash, checks, credit card payments, gift cards, 

some of which may be paid for online or through text messages or other smartphone-enabled 

systems 

Donations typically go to one or more of several well-known national or 

international organizations 

Smaller, less well-known organizations may have difficulty attracting donations 

Within 72 hours major NGOs launch national media campaigns to solicit 

monetary donations 

Many organizations act independently to solicit donations 

Some attempts to solicit fraudulent donations are made 

Some donors attempt to designate their funds to be expended in a specific 

location or for a specific type of assistance; it may not be possible or feasible to 

honor all such designations 

The need for monetary donations exists well into the long-term recovery phase 

as unmet needs are identified after other resources are exhausted 

Administrative costs vary based on the amount of the donation and size of the 

disaster; in this case, these costs are large 

May 2011 13




2.2.4 In-Kind Donations 

Businesses and other organizations make contributions of new goods, including 

palletized water, canned food, and other useful bulk goods 

Donations management should coordinate closely with the private sector and 

business community 

The preferred method for donating goods into Santa Clara County is via an 

online web-based portal 

Individual people make donations of used goods including clothing, blankets, 

sleeping bags, household items, toys, food, water, and other items 

Individuals also donate new goods like those above, though less commonly 

Many of these individual donations are unsolicited and “spontaneous”, which 

leads to confusion, inefficiencies, and waste 

Many spontaneous donations arrive unsorted and with minimal packaging or 

markings; others are dirty or otherwise unready for use 

Donations may not correspond to the needs of the individuals or community 

affected by the disaster 

Material donations overwhelm donation centers due to media focus on those 

locations 

Businesses donate unwanted inventory, whether or not those goods are useful, 

in large quantities as a way to cheaply reduce their stockpiles 

Piles of donations begin to appear at undesignated reception sites, causing some 

disruption to other relief activities occurring there 

Warehousing, inventorying, tracking, and dispersing of donations may be 

needed 

FEMA, National Voluntary Organizations Active in Disaster (NVOAD), and State 

efforts support local programs and policy 

There is a well-known phenomenon of unsolicited and often unusable donations 

that pour into a community and overwhelm recovery effort; in other words, 

“stuff” shows up 

2.2.5 Response Organizations and Capabilities 

After the scenario earthquake, donations management at the local level is led by 

the Operational Area with assistance from the State as requested. The State’s 

response is led by State emergency management officials and NGOs working 

cooperatively with support from Federal officials 

In smaller events, local governments and Operational Areas may respond 

independently or be assisted by the region or the State, depending on the extent 

of damage 

14 May 2011



Situations and Assumptions 

Similarly, in small events, local NGOs may operate independently or be assisted 

by their State or national organization, depending on the extent of damage 

Local governments desire to coordinate donations management efforts with 

NGOs in both the nonprofit and the private sector 

Local jurisdictions vary in their plans regarding operating a system to receive, 

process, and distribute donations to affected people 

Generally, standardized structures for donations management functions are 

lacking or incomplete in local jurisdictions 

Agencies and organizations providing assistance to people affected by the 

disaster are likely to have resource shortfalls, including gaps in finances, staff 

availability, transportation, or other issues 

These agencies and organizations may need donated money, goods and services 

in order to serve their clients 

NGOs, including CBOs, FBOs, and members of groups like VOAD, that may have 

handled donations in the past are involved again, particularly in the long-term 

recovery phase 

Other CBOs, FBOs, civic clubs, and businesses, such as restaurants, respond 

spontaneously 

Donated goods require significant attention and resources immediately 

following the event; if not promptly and appropriately managed, attention to this 

activity demands the diversion of resources away from service delivery 

Disaster service NGOs could face extreme difficulties in receiving, storing, 

securing, sorting, transporting, accounting for, and distributing the donations to 

people affected by the disaster and supervising volunteer workers desiring to 

assist in the effort 

NGO receiving centers may be overwhelmed, requiring local government 

support to continue operations 

NGOs offer personnel resources outside of spontaneous volunteers that have 

subject matter expertise and experience to assist in receiving and distributing inkind 

donations 

Insufficient personnel resources exist for used donations, which must be sorted, 

cleaned, fixed, discarded, stored, and/or transported to those in need 

The number of warehouses and centers available to conduct donation and 

volunteer operations are not adequate 

The governmental response relies on NGOs that are experienced in managing 

donations and that can receive, process, and distribute goods and services to 

disaster-affected individuals 

May 2011 15




Local VOAD affiliates don’t always have knowledge of the national affiliate role 

but want to help/assist until national resources are able to serve the impacted 

area 

Inexperienced and inadequately organized donations centers and voluntary 

organizations cause confusion and waste resources 

Movement of donated goods into the affected area is significantly affected by 

damage to transportation and infrastructure, removal of debris, requirements 

for inspections, and closures associated with repairs 

Local and regional grantmakers will allocate financial resources, and some will 

also be soliciting and collecting resources to distribute 

Foundations will seek to coordinate with each other and local structures 

State control over traffic traveling to the disaster area affects vehicles shipping 

donated goods 

16 May 2011

3 Roles and Responsibilities 

This section discusses the roles and responsibilities of the government agencies and 

NGOs that are involved in donations management. These discussions are separated 

into two major sections, one each for in-kind donations and monetary donations. 

The sections are organized by SEMS levels, and all information flows and resource 

requests discussed herein follow SEMS. 

3.1 Santa Clara County Operational Area Level 

3.1.1 Cities/Townships and City/Township Emergency Operations Centers 

Local government is often the first point of contact for residents who want to help 

in an emergency. Volunteers and donors show up at city halls, community centers, 

shelters, and other locations. Local government may have limited capacity in a 

disaster; therefore, this Countywide coordination Plan establishes common 

understanding and planning with partners throughout Santa Clara County. The In- 

Kind Donations Coordination Team (IKDCT) has engaged key partners in each of 

the four smaller geographic areas of Santa Clara County (Figure 1-2) to set up 

collection and distribution sites for local residents who want to donate in-kind 

goods. Cities and towns should know their regional lead and may request activation 

of these sites from the Donations Management Unit Coordinator at the County 

EOC. 

Local government may also help provide logistical support to these distribution 

sites such as communications, transportation, and/or facilities. It is critical that 

local government work closely with these local Donations Coordination Team sites 

for the coordination of public information. For information on identified lead 

agencies in each region, see Section 5.10.3, Non-Bulk Goods (Used). 

3.1.2 County of Santa Clara 

As designated by California’s SEMS, Santa Clara County serves as the Operational 

Area for the entire geographical area of Santa Clara County, including its 15 

cities/townships, special districts, and unincorporated areas. The Operational Area 

coordinates information, resources, and priorities and serves as the coordination 

and communication link between the local government level and the Cal EMA 

Regional Level. The role of the Operational Area is to coordinate resources for 

disaster response in the County. The role of the County for donations management 

is as follows: 

Prepare and maintain this Plan and all associated procedures 

Determine the need to activate a donations management plan at the time of the 

disaster 

May 2011 17

Roles and Responsibilities 



Coordinate activation, implementation, and demobilization of donations 

management plan, including operations of the IKDCT and/or Monetary 

Donation Team (MDCT), as needed 

Coordinate and communicate with cities/townships, districts and partner 

organizations in Santa Clara County for the purpose of providing consistent 

messaging to the public about how and where to donate through coordination 

with the Public Information function and Joint Information Center (JIC), if 

activated 

Provide overall countywide coordination of the donations management plan 

through the Logistics Section, Donations Management Unit (DMU). The 

organization chart of the Santa Clara County DMU is shown in Figure 5-2. 

Request, broker and track resources in support of donations management within 

the Operational Area 

Collect, compile and share donations management data 

3.1.3 Joint Information Center 

The JIC is a temporary organization established during emergency events that 

provides response agencies with a means to pool communication resources and 

ensure that consistent and accurate information is released as quickly as possible to 

the public and news media. The agencies involved work cooperatively to accomplish 

these goals and the establishment of a JIC ensures that viewpoints from all 

response agencies are taken into account. 

The JIC is organized into central functions with an assigned lead for each functional 

area. The Lead Public Information Officer (PIO) and the JIC Manager are part of 

the command unit and oversee the functional units of the JIC. The JIC works in 

very close coordination with the command unit of the County EOC. The JIC is a 

critical resource for disseminating consistent information to the public regarding 

donations management. 

3.1.4 Non-governmental Organizations 

This section discusses the roles and responsibilities of NGOs in Santa Clara County 

that have a pre-defined role in managing either monetary or in-kind donations. 

3.1.4.1 211 

211 is a free, non-emergency, confidential information and referral service that 

operates 24 hours a day, seven days a week, in English, Spanish, Vietnamese, 

Tagalog, Mandarin, and 170 other languages. 

For everyday needs and in times of disaster, 211 provides streamlined access to 

critical health and human services such as food, shelter, counseling, drug and 

alcohol intervention, employment assistance, and much more. It also serves as a 

18 May 2011




link for individuals seeking to volunteer, provide resources, or assist during a crisis 

in Santa Clara County. In addition to a call center, 211 operates a 211 website 

(www.211scc.org), where one can search for needed services. 

The 211 service plays a critical role in the dissemination of information in a disaster. 

For the purposes of this Plan, 211 will direct donors (who want to contribute to the 

Santa Clara County Disaster Relief Fund) to the Silicon Valley Community 

Foundation’s number and to the web portal for registering in-kind donations. 211 

Santa Clara County is also part of Bay Area regional and Statewide disaster 

planning efforts. 

3.1.4.2 Silicon Valley Community Foundation 

Silicon Valley Community Foundation, by mutual agreement with planning 

partners, has been designated as the lead agency for the management of the Santa 

Clara County Disaster Relief Fund. Serving all of San Mateo and Santa Clara 

counties, Silicon Valley Community Foundation is a partner and resource to 

organizations improving the quality of life in the region. 

As the lead agency, Silicon Valley Community Foundation works closely with 

community partners such as United Way Silicon Valley and the American Red Cross 

(ARC) to manage the allocations process of the Santa Clara County Disaster Relief 

Fund. 

Silicon Valley Community Foundation coordinates with the County Office of 

Emergency Services on the dissemination of public information related to the fund 

and provides tracking and reporting data back to the county and community on the 

use of fund monies. 

Additionally, Silicon Valley Community Foundation convenes the Monetary 

Donations Coordination Team (described in Section 5) and works with local 

government and key players in the community to identify critical needs for disaster 

response, relief, and recovery. 

3.1.4.3 Collaborating Agencies’ Disaster Relief Efforts 

Working in partnership with the Santa Clara County Emergency Managers 

Association, CADRE serves as the local VOAD affiliate and is a network of 

community resources currently facilitated by a joint partnership of the American 

Red Cross Silicon Valley Chapter and United Way Silicon Valley. 

CADRE draws on the strengths of its membership of over 300 community-based 

organizations working with government partners to deliver vital services in times of 

disaster and functions as a resource for disaster preparedness, response, and 

recovery. 

May 2011 19




Addressing the needs of special needs populations is a primary goal of the CADRE 

Network. Working with the Santa Clara County Operational Area and local cities’ 

Office of Emergency Services (OES), CADRE plays a central coordination role, 

linking community-based organizations with local government to provide resources 

and services following a disaster. 

CADRE has a written Operational Protocols document and provides a critical 

coordination and communication link to the IKDCT and the MDCT for the 

implementation of this Plan. (See Appendix E for the 2008 CADRE brochure.) 

3.1.4.4 In-Kind Donations Coordination Team Lead Agencies 

The role of the IKDCT lead agencies is to provide a local presence and coordination 

in Santa Clara County using the four geographic areas (North, Central, West, and 

South County as shown in Figure 1-2) to manage the goodwill intent of community 

members to assist with relief and recovery efforts. Some smaller quantities of new 

goods may also come in through this system. Larger bulk offers from private sector 

and corporate donors are to be directed to the Web-based donations portal 

described in Section 5.10.2, Concept of Operations. 

The IKDCT lead agencies would provide collection stations to be coordinated by 

CBOs from within Santa Clara County who have the technical expertise in 

collection, sorting, and distribution of donated used items. 

Additionally, these IKDCT lead agencies would work with other geographic lead 

agencies in the CADRE Network to provide for distribution of goods in the County. 

For instance, if one geographic area has more donated goods than it can manage or 

needs and/or another area is not getting goods that it may need, the IKDCT lead 

agencies should be in communication with one another to balance resource 

coordination to the extent reasonable and possible. 

Supporting agencies/organizations include members of the IKDCT as identified 

below: 

The Salvation Army 

Goodwill Industries 

Hope Services 

Seventh Day Adventists (Sunnyvale and Milpitas) 

Rebekah’s Children’s Services 

Second Harvest Food Bank 

20 May 2011




3.2 Regional and State Level 

3.2.1 California Emergency Management Agency 

Cal EMA functions at both the regional and State levels, as described in the subsections 

below. 

3.2.1.1 Coastal Region 

The Coastal Region of Cal EMA oversees Region II of the Mutual Aid System and 

the Coastal Administrative Region within the State. When activated, the Cal EMA 

Coastal Region works out of the Regional Emergency Operations Center (REOC) to 

coordinate the emergency activities of State agencies within the Region and uses the 

resources of those agencies to fulfill mission requests and to support emergency 

operations. The Region coordinates mutual aid and other assistance between 

Operational Areas, as needed. The Region also coordinates overall state agency 

support for emergency response activities within the region. The primary role of the 

Region is the coordination of information and resources throughout the region. The 

Regional-level Cal EMA also coordinates with the State-level functions at the State 

Operations Center (SOC). In the event the Coastal REOC is not functional, the State 

Executive Duty Officer at the SOC will work with the Coastal Region Duty Officer to 

ensure the continuity of the Regional-level functions at the SOC or elsewhere.. 

3.2.1.2 State Level 

The State-level function of Cal EMA typically runs out of the SOC, which is located 

at the Cal EMA Headquarters in Mather. When activated, the State-level of Cal 

EMA supports the Regional-level staff at the activated REOC, coordinates the 

emergency activities of state agencies, and coordinates mutual aid at the state level. 

The State-level of Cal EMA provides the primary point of contact between the State 

and FEMA and federal agencies and with other states through EMAC. If dictated by 

the magnitude and duration of an event, regional and State support of emergency 

activities may transition to a Joint Field Office (JFO) in order to co-locate 

operations with FEMA and other federal agencies. The SOC may activate the 

Business and Utilities Operations Center (BUOC) to facilitate coordination with 

private sector partners, including on resource issues. 

Cal EMA has an MOU with CaliforniaVolunteers (see below) to coordinate the 

management of in-kind donations. Cal EMA serves as the California State 

Administrator for the National Donations Management Network (NDMN), a webbased 

solution, built on the Aidmatrix Foundation’s software platform, which 

facilitates the matching of donors to recipients. More information on NDMN is in 

the State Resources portion of Section 5.5.3. Finally, Cal EMA also administers 

post-disaster State and Federal recovery programs for individuals and households 

and for public agencies. 

May 2011 21




3.2.2 CaliforniaVolunteers 

As directed by Governor’s Executive Order S-02-08, CaliforniaVolunteers is the 

lead agency for the coordination of monetary and in-kind donations during times of 

disaster. CaliforniaVolunteers has the overarching responsibility, in coordination 

with Cal EMA, to establish State policy, processes, and procedures for monetary 

donations to the State. These responsibilities are incorporated into the SEP within 

the Volunteer and Donations Management Emergency Function. Specifically, 

CaliforniaVolunteers will manage monetary donations and Cal EMA will manage inkind 

donations. For in-kind donations, CaliforniaVolunteers coordinates with 

Cal EMA. 

CaliforniaVolunteers will be tasked to send a representative to the REOC or the 

SOC, as needed. Also depending on need, this representative or an additional one 

may be sent to the activated BUOC in the SOC to coordinate with 

CaliforniaVolunteers’ Business Partners Program members. CaliforniaVolunteers 

may also send staff to the JFO if requested. 

CaliforniaVolunteers will follow State policy and encourage donors to donate 

directly to impacted jurisdictions through community foundations or other 

charitable organizations. To facilitate this method of monetary donations, 

CaliforniaVolunteers will use its website as a portal to websites of Community 

Foundations, local United Ways, and Direct Service Providers that have met certain 

designated criteria. A link will be provided to the Cal EMA website. 

If monetary donations are made to the State of California, the funds will be 

deposited into a special deposit fund, to be re-granted to one or more predesignated 

Community Foundations and local United Way’s serving the impacted 

areas for the purpose of short- or long-term recovery. This process is described 

further in Section 5. 

3.2.3 Northern California Voluntary Organizations Active in Disaster 

Northern California VOAD (NorCal VOAD) is a membership organization of 

voluntary organizations (predominantly faith-based) and government agencies that 

provide a wide variety of disaster-related services. Its service area encompasses 48 

of California’s counties, excluding only the ten southernmost counties, which are 

affiliated with Southern California VOAD. Among NorCal VOAD members are 

organizations that play key roles in donations management. These include 

Adventist Community Services Disaster Response, the Salvation Army, the 

American Red Cross, 211 providers, and others. Other members of NorCal VOAD 

include local VOADs, which are predominantly county-based. 

In an emergency, NorCal VOAD initiates and maintains communication with its 

members and with regional and State agencies to facilitate a coordinated response. 

Its actions may include convening meetings of its members and partners to support 

22 May 2011




response and recovery; providing liaisons as requested to the REOC and the SOC; 

serving as an information conduit regarding services rendered by its members; 

supporting local VOADs; responding to requests for information and resources; and 

providing technical assistance for startup and maintenance of long-term recovery 

organizations in affected areas. 

3.2.4 California Resiliency Alliance 

The California Resiliency Alliance (CRA) is a 501(c)(3) nonprofit organization that 

facilitates local partnerships between businesses and government to fill important 

gaps in all phases of emergency management. It works closely with Cal EMA, 

CaliforniaVolunteers, and other State agencies, as well as with its business and 

trade association members. 

Upon request from Cal EMA, the CRA reports to the BUOC at the SOC and/or the 

REOC. Currently, six Operational Areas within the Coastal Region may request 

Private-Sector Liaisons from the CRA, the Business Recovery Managers 

Association, the Association of Contingency Planners–Bay Area Chapter, the Bay 

Area Response Coalition (also called BARCfirst), and the San Francisco Chapter of 

the Building Owners and Managers Association. When activated for these EOCs, 

Private-Sector Liaisons assist by communicating information to and from these 

business networks and providing access to private-sector resources. 

The CRA is encouraging regional businesses to pre-register resources in its CRA 

Disaster Asset Registry (CRADAR), which is built on the Aidmatrix web database 

platform. When available and as appropriate, resources registered on CRADAR are 

intended for use by government agencies and voluntary organizations that may 

have a need for them. 

3.3 Federal Level 

3.3.1 Federal Government 

The Federal Government supports tribal and State government efforts to manage 

unsolicited donated goods. DHS and FEMA, one of the agencies within it, are the 

lead agencies for most disaster response efforts. Requests for support under the 

Volunteer and Donations Management Support Annex (to the NRF) from local, 

tribal, State, and Federal authorities are generally coordinated through the Regional 

Response Coordination Center (RRCC) or the JFO. Depending on the situation, 

however, coordination may occur at the National Response Coordination Center 

(NRCC). DHS/FEMA provides donations management staff to the NRCC, RRCC, 

and JFO in support of the State, as required. 

3.3.2 Department of Homeland Security/Federal Emergency Management 

Agency and Cooperating Agencies 

DHS/FEMA provides support to the affected local, tribal, and State governments. 

May 2011 23




Headquarters Level. When requested by the SOC, DHS/FEMA, in conjunction 

with the RRCC and/or JFO, provides communications support as needed, including 

rapid communications with key agencies and organizations, media relations 

support, support in activation of the web-based donations-matching software, and, 

in catastrophic circumstances, the possible activation of a national call center. The 

NRCC activates its Volunteers/Donations Desk and/or DHS/FEMA activates a 

Volunteers/Donations Coordination Team to address high-level corporate and 

other offers; provide technical assistance to other agencies in regard to offers and 

processing of goods and services from the private sector; and designate a 

headquarters-level point of contact to coordinate identification of needs and 

resources. 

FEMA Region IX Level. DHS/FEMA assists the State in the following ways: 

Coordinates with the State on its specific needs and requests 

Designates an RRCC point of contact 

Designates a point of contact in regional and field offices for the coordination of 

information regarding significant needs for donations and provides such 

information to the headquarters-level point of contact 

Assists State Donations Management Unit Leader, as needed, with: 

- Early on-the-ground situation assessment 

- Setting up a Donations Coordination Center, to include a Donations 

Coordination Team and Donations Hotline 

- Ensuring appropriate donations receiving and distribution facilities are 

established and operating effectively 

- Coordinating with the JIC on public service announcements, press releases 

and other media-related support 

- Coordinating with appropriate DHS/FEMA Divisions/Offices, the 

Corporation for National and Community Service, National VOAD 

leadership, other Federal agencies, and stakeholders, as necessary 

- Preparing input for situation reports, briefings, and VIP visits, as necessary 

- Providing support to voluntary groups in documentation of activities 5 

In addition, DHS/FEMA, in consultation with the State, may open one or more 

Disaster Recovery Centers (DRCs). A DRC is a readily accessible facility or mobile 

office where applicants may go for information about FEMA or other disaster 

assistance programs. Some of the services that a DRC may provide are: 

5 National Response Framework Volunteer and Donations Management Support Annex, January 

2008 

24 May 2011




Guidance regarding disaster recovery 

Clarification of any written correspondence received 

Housing Assistance and Rental Resource information 

Answers to questions, resolution to problems, and referrals to agencies that may 

provide further assistance 

Status of applications being processed by FEMA 

Small Business Administration (SBA) program information if there is an SBA 

Representative at the Disaster Recovery Center site 

3.3.3 National Voluntary Organizations Active in Disaster 

NVOAD is the forum where organizations share knowledge and resources 

throughout the disaster cycle—preparation, response and recovery—to help disaster 

survivors and their communities. Its 50 national members are predominantly faithbased 

but also include the American Red Cross and other voluntary organizations. 

NVOAD is the umbrella for state and territory VOADs (all 50 states have a State 

VOAD, except California, which has two). NVOAD partners with several agencies 

and organizations, including FEMA, the American Logistics Aid Association, and 

the UPS Foundation. 

NVOAD hosts the national Donations Management Committee, among others. At 

the time of a major disaster, NVOAD typically convenes daily conference calls to 

bring the key players together for information-sharing and resource coordination. 

May 2011 25


4 Operational Priorities and Objectives 

This section outlines the operational priorities for donations management and the 

objectives that support each of those priorities. 

4.1 Overview of Priorities and Objectives 

In general, the response priorities with regard to donations involve determining the 

needs of those affected by the disaster; efficiently informing the media and potential 

donors about those needs; receiving, processing, distributing, and tracking donated 

funds, goods, and services; and discouraging the donation of unneeded items. The 

detailed, time-based priorities and objectives below all serve to support these larger 

goals. 

Because this is an Operational Area Plan, the list of the priorities and objectives 

focuses on the County-wide response and is written from the point of view of the 

EOC. It therefore contains much information about the overall response and is not 

limited to the specific duties of any particular agency or entity. Some of these 

priorities or objectives may be met by government, others by NGOs, and others by a 

combined effort of those two types of actors. Section 5, Concept of Operations, 

and Section 6, Operational Response Timeline, address those details. 

Many of the priorities or objectives involve interactions between government 

organizations and NGOs. In these cases, the intent is to illustrate the coordination, 

collaboration, and cooperation between these sections that is necessary for effective 

donations management. NGOs maintain their own internal processes and operating 

principles, and nothing in this Plan is intended to convey that government agencies 

at any level will take over or direct these independent NGOs. 

The objectives are described according to the general phases of the response. The 

phases are: 

E to E+72 hours 

E+72 hours to E+14 days 

E+14 days to E+60 days 

The last of these phases includes the transition to a long-term recovery process. It 

involves establishing systems for ongoing maintenance of systems and processes to 

continue providing management for donated goods and funds. The systems for 

eventual cessation and shutdown of these management operations are beyond the 

scope of this Plan. 

The three time periods do not correspond to any particular phase of the emergency 

management cycle. Rather, this Plan recognizes that there is a gradual transition 

May 2011 27

Operational Priorities and Objectives 



from the initial response to an event—which focuses on immediate emergency 

support for lives and property—and the longer-term recovery, which focuses on 

reestablishing a healthy and functioning community. This transition and the 

necessary temporal overlapping of operational objectives and tasks are illustrated in 

Figure 4-1. 

Figure 4-1. Transition from Response to Recovery 

The following subsections present the operational priorities and objectives by time 

phase. Section 6 contains a comprehensive response timeline for donations 

management operations. The timeline shows the individual tasks used to meet 

these objectives and the agencies responsible for performing them. 

Note that the particular time periods for the priorities, objectives, and tasks 

specified here are for a catastrophic earthquake in which damage to the 

transportation and communication infrastructure is extensive. In most heavily 

damaged places, it takes several days for initial damage assessments and 

communications systems to be completed. In smaller or more localized events or in 

disasters other than earthquakes, many of these activities could be completed 

sooner. Thus, one way that this Plan could be scaled and applied to multiple hazard 

types is to compress these activities into a more generalized plan than this one. 

4.2 E to E+72 Hours 

This section presents the priorities and objectives for the first 72 hours after the 

earthquake. It begins with the recognition that a catastrophic event has occurred 

and that massive levels of assistance are needed across a wide range of needs. 

4.2.1 Operational Priorities 

The operational priorities for this period are: 

Establish the donations management function in the EOC 

Participate in communications systems across all major response functions and 

between levels of government response and NGOs 

28 May 2011




Begin early and consistent Operational Area-wide messaging and public 

information regarding donations 

Initiate operations for accepting, processing, and tracking in-kind and monetary 

donations 

4.2.2 Objectives 

The objectives that support the operational priorities for this period are described 

below. Each objective is elaborated upon in Section 6, which presents a response 

timeline that itemizes all the tasks that are carried out to meet that objective. 

Activate the donations management unit within the EOC 

Establish communication with the REOC and particularly with the volunteer 

sector and Private-Sector Liaisons there 

Begin integrating data from the cities, NGOs, the REOC, and other sources on 

activities pertaining to donations management 

Coordinate with the PIO, JIC, and 211 to ensure creation and dissemination of 

public information about donations, particularly the preference for monetary 

donations over in-kind donations 

Activate technologies (such as NDMN, toll-free telephone numbers, text 

messages, and web-based, social media, and/or other systems) for accepting, 

processing, and tracking monetary and in-kind donations 

Responding government agencies, NGOs, and the private sector activate their 

existing plans for donations management including staffing, public outreach, 

accounting and tracking systems, and security; they encourage NGOs and the 

private sector to similarly activate additional staff 

Support or coordinate the reception, storage allocation, and distribution of 

initial donations received, as appropriate 

Participate in the Regional Coordination Group (a type of multi-agency 

coordination [MAC] group ) to address specific issues or situations 

Monitor media coverage of donations activities and identify and address any 

problems as they arise 

4.3 E+72 Hours to E+14 Days 

This section presents the priorities and objectives for the period from 72 hours to 14 

days after the earthquake. 



Integrate public and private sectors into management operations 

May 2011 29




Assist with distribution of donations in the Operational Area, based on the areas 

of greatest need and the priorities for resource allocation 

Establish donations management coordination function in the Logistics Section 

of the DMU and in the field through the IKDCT lead and Food Partner agencies 

Develop local solutions to widespread donations issues such as warehousing, 

transportation, and waste management 


The objectives that support the operational priorities are described below. Each 

objective is elaborated upon in Section 6, which presents the tasks that are carried 

out to meet that objective. 

Improve situational awareness and resource coordination throughout the Santa 

Clara County Operational Area, with all response levels, with the REOC, with 

MAC groups, or with other Emergency Management structures 

Improve and broaden communications and coordination with CADRE and other 

critical NGOs, grantmakers, the private sector, and others inside and outside 


Refine situational awareness to prioritize items and services needed and specify 

requests for them 

Provide additional and updated public information through all media and 

mechanisms 

Deploy and support additional staff as needed and begin planning rotations 

Increase coordination to process an increased level of monetary donations made 

directly to the established disaster relief fund and in-kind donations 

Establish Local Assistance Center (LACs) and DRCs, with NGOs and 

government agencies to monitor locations and types of needs, effectiveness of 

distribution, and so on 

Support reception centers and locations for staging, sorting, and distributing 

donated items, including assistance with waste removal and disposition of 

unneeded goods, if requested 

Support distribution of donated goods in impacted areas as per prioritization 

system and procedures determined by the IKDCT 

Support distribution of monetary donations as per prioritization system 

Continue monitoring donations-related activities 

Assist organizations accepting and distributing donations in following 

appropriate laws and regulations 

Begin to prepare for transition to long-term recovery 

30 May 2011




4.4 E+14 Days to E+60 Days 

This section presents the priorities and objectives for the period from 14 days to 60 

days after the earthquake. 



Continue to implement the systems and processes for receiving, tracking, 

prioritizing, and distributing donated goods and monetary donations 

Collaborate with NGOs, the private sector, and government agencies to integrate 

data and other information on the sources, types, and destinations of donations 

Report to the public on distribution of monetary donations 

Continue to issue public information to support the consistency of messages 

about donations policies 

Continue to identify and track unmet needs 

Plan for transitioning to long-term recovery 


The objectives that support the operational priorities are described below. Each 

objective is elaborated upon in Section 6, which presents the tasks that are carried 

out to meet that objective. 

Continue tracking donations and updating donations databases 

Continue to coordinate, through LACs and DRCs, with NGOs and government 

agencies to monitor locations and types of needs, effectiveness of distribution, 

and so on 

Assist with efforts to support formation and operation of a Long-Term Recovery 

Committee (LTRC) or Long-Term Recovery Organization (LTRO) 

Update the public regularly about the flow of donated funds, goods, and services, 

any gaps in what is needed, and what is not needed 

Support monetary and in-kind distribution systems to increase their efficiency 

and completeness 

Evaluate priorities for distribution to minimize unmet needs 

Support State or Federal efforts to identify and prosecute fraudulent solicitations 

for donations 

Support disposition of unused donated goods, trash, and other waste 

Plan for long-term operation and eventual shutdown of event-specific donations 

management services and systems 

Prepare public report on donations 

May 2011 31


5 Concept of Operations 

The concept of operations for the Santa Clara County Catastrophic Earthquake 

Donations Management Plan provides Santa Clara County with a response plan for 

donations management, addressing both in-kind and monetary donations. It 

presents an overall framework for donations management, further delineation of 

operational roles and responsibilities of Santa Clara County agencies/departments 

and NGOs, an outline for operations, and strategies for managing the donations to 

increase the response, relief, and recovery capabilities of Santa Clara County. 

The conceptual framework, Figure 5-1, provides an overview of the flows of 

monetary and in-kind donations through the range of organizations involved to 

those affected by the disaster. It is not an organizational chart and does not imply 

hierarchical interactions between these organizations, but rather the pathways that 

donations take between donors and recipients. 

Figure 5-1. Conceptual Framework for Donations Management 

May 2011 33

Concept of Operations 



5.1 Alert and Notification 

Alert and notification of the EOC staff is initiated by the EOC Director and follows 

standard Santa Clara County protocols as described in the Operational Area’s EOP. 

5.2 Activation 

Activation of the Santa Clara Operational Area Donations Management Plan and its 

functions is determined by the Director of Emergency Services. The activation of 

the donations management functions are similar to those in other functions, which 

are described in the EOP. The Logistics Section Chief in the County EOC activates 

and leads the donations management efforts. 

Reasons for activating the DMU may include, but are not limited to: 

When the nature of the disaster and/or media coverage prompts inquiries about 

where money can be donated 

When goods spontaneously arrive at an incident site, Local Assistance Center, 

shelters or other public locations 

When resources from the public are needed for response, relief, and recovery 

efforts 

A local or State emergency proclamation 

A Federal declaration of major disaster or emergency 

5.3 Incident Organization 

In accordance with SEMS and NIMS, decisions regarding responding to, and 

recovering from an emergency such as a catastrophic earthquake should be made at 

the lowest level possible. To support general emergency response and recovery 

operations, local donations management NGOs have developed their own EOPs 

that address internal procedures, operations, and response protocols to be 

implemented during an emergency. The processes and procedures in these plans 

are activated for a catastrophic earthquake. 

5.3.1 Donations Management Unit in the Emergency Operations Center 

The Santa Clara County EOP contains a detailed description of EOC operations. In 

the Santa Clara County Operational Area EOC, donations management 

coordination falls in the Logistics Section. The EOC structure is illustrated in 

Figure 5-2, which illustrates a full activation of the donations management Plan 

and many key partners to assist with implementation of this Plan. Note that not all 

support agencies are shown on the figure; more information and a fuller list are 

presented in Section 5.3.4. Separate components can be activated in response to 

the size and scope of the event. 

34 May 2011




Figure 5-2. Santa Clara County Donations Management Unit Organization 

5.3.2 Emergency Operations Center Donations Management Unit 

The DMU is in the Logistics Section. The County Facilities and Fleet Department is 

the lead agency for the DMU. The DMU leader is assigned by the Logistics Section 

Chief and staffed by a representative from the various County departments. 

The leader is assigned and staffed by County Logistics Section staff. The functional 

activities of the DMU Leader may include the following (see Appendix G, 

Donations Management Unit Checklist): 

Serve as point of contact for donations management coordination in the Santa 

Clara County Operational Area EOC 

Activate the Donations Coordination Teams (MDCT and IKDCT) 

Act as the liaison between the Donations Coordination Teams and the EOC 

Upon activation, notify key partner organizations 

Work with the PIO, JIC, and 211 to ensure that early, accurate, and consistent 

information goes out to the public regarding the donation of money and goods 

(see Appendix H, Sample Press Releases and Public Information 

Announcements) 

Respond to requests from within the EOC and other agencies 

Coordinate closely with the private sector and voluntary sector liaisons in the 

EOC 

May 2011 35




Track resource requests for donations management using standard EOC 

procedures such as the mission tracking request form. 

For monetary donations: 

- Activate the Monetary Donations Coordination Team as needed. Point of 

contact for activation of the MDCT is Silicon Valley Community Foundation 

- Direct donors to www.scc-disaster-relief-fund.org 

- Confirm accurate listing of website and phone numbers for directing donors 

for public information press releases 

For in-kind donations: 

- Activate the IKDCT as needed. Point of contact for activation of the IKDCT is 

CADRE 

5.3.3 Monetary Donations Coordination Team 

By mutual agreement with planning partners, the coordinating agency/organization 

for the MDCT for Santa Clara County’s Operational Area is Silicon Valley 

Community Foundation. 

The primary purpose of the MDCT is to coordinate the process of allocating 

monetary resources to help those affected by a disaster in Santa Clara County. The 

MCDT works with the funding efforts of organizations such as the United Way; 

community, corporate, or family foundations; and other philanthropic 

organizations to meet emerging and unmet needs following a major disaster. 

Many of these organizations do this on a daily basis and already possess an 

expertise in this function, so the MDCT’s goal is to facilitate and collaborate to 

increase their effectiveness. This coordination can reduce duplication of effort, 

make efficient use of resources and help the local community address the highest 

priority needs first, thus helping to ensure a smooth transition to long-term 

recovery. 

The MDCT looks at and addresses the broad range of needs following a catastrophic 

event and coordinates, to the greatest extent possible, monetary resources to meet 

those needs. Coordination efforts may include pooling funds, developing a common 

grant-application process, and creating funding partnerships in order to move 

funding quickly to where it is most needed. This group can convene in person, via 

conference call, webinar, or video conference technology, or by whatever means 

possible. 

Figure 5-3 illustrates the conceptual framework of a monetary donations system. 

36 May 2011




Figure 5-3. Conceptual Framework of a Monetary Donations System 

The MDCT is activated by the DMU and may perform any of the following 

functions: 

Provide a coordination framework for communication amongst grantmakers 

Provide a forum for grantmakers to share information about needs 

May 2011 37




Create funding partnerships, pool funds, and develop commonalities in grant 

application process 

Coordinate with CaliforniaVolunteers as the State lead agency for monetary 

donations 

A chief responsibility of the MDCT is to help get funding to where it is most needed 

as quickly as possible. This involves: 

Identifying local needs, particularly among smaller CBOs that serve populations 

who may be more vulnerable 

Streamlining application and reporting processes to limit the burden on 

overtaxed voluntary organizations 

Communicating and coordinating with Long-Term Recovery 

Committee/Organization 

It is important to note that not all monetary donations go through a single fund. 

Many donors direct funds to specific service organizations or directly to a grantmaking 

organization. 

5.3.4 In-Kind Donations Coordination Team 

The IKDCT provides a coordination system to manage the intent and actions of the 

public in donating both new and used goods to help those affected by a disaster. A 

key goal of the IKDCT is to keep these items from collecting at incident sites, fire 

stations and city halls and thus hindering response efforts. Figure 5-4 illustrates a 

framework for an in-kind donations system. 

The IKDCT consists of government agencies, direct service providers and other 

NGOs and would be activated through the CADRE Liaison at the request of the 

DMU Leaders in the Santa Clara County Logistics Section. 

Supporting agencies/organizations include members of the IKDCT as identified 

below: 



Hope Services 

Second Harvest Food Bank (and its Food Partner agencies) 

Seventh Day Adventists (Sunnyvale and Milpitas) 


These organizations have the technical knowledge of how to process donated 

household and non-bulk goods. Many of these organizations do this on a daily basis 

and already possess an expertise in this function. 

38 May 2011




Figure 5-4. Conceptual Framework of an In-Kind Donations Management System 

The IKDCT is activated by the DMU and will: 

Provide a coordination framework for the management of donated goods into 

affected local area working closely with the local VOAD entity—CADRE of Santa 

Clara County 

May 2011 39




Activate or establish a web-portal/database such as the National Donations 

Management Network for online registration of donated goods, working closely 

with resource coordination and allocation in logistics sections 

Coordinate with private sector partners such as the CRA and/or [insert other 

local private sector groups and reference coordination strategies such working 

with Private-Sector Liaison in EOC if exists in county to coordinate corporate 

donations 

These lead agencies have identified that certain logistical support s are needed for 

these donation reception sites and that they would partner with Santa Clara County 

to have the County provide the following support: 

Waste disposal for unusable items 

Transportation of excess goods to other sites in the County 

Assistance with moving excess goods out of the county to other donation 

receiving points 

A chief responsibility of the IKDCT is creation of a system and processes for 

allocating and matching donations offers with agencies and organizations that need 

them. This involves: 

Identifying local needs 

Identifying offers of donations that potentially match local needs 

Informing requesting organization of a possible match 

5.3.5 Private-Sector Liaison with the Emergency Operations Center 

The private sector may provide valuable donated goods and services for response, 

relief, and recovery. The DMU coordinates with the Private-Sector Liaison in the 

EOC. 

The integration of the private sector into emergency management response and 

recovery systems is a critical resource and an important component of donations 

management. 

The Private-Sector Liaison is involved in the response to a catastrophic earthquake 

in Santa Clara County. The private sector: 

Acts as a liaison between the MDCT, IKDCT and the private business industry 

regarding donations 

Brings critical wanted and needed resources to response and recovery 

Often has the best knowledge of supply and demand in a local area 

Typically has resources for most expedient method of transportation 

Recognizes government and NGOs don’t have enough resources locally 

(especially post-Katrina) 

40 May 2011




Works with the State legislature to shape laws that to increase the ability for the 

private sector assist with disaster response, relief, and recovery 

A coalition of business organizations led by the CRA has a presence in the Santa 

Clara County EOC and helps access and coordinate private sector resources with 

businesses and associations such as the Silicon Valley Leadership Group and Joint 

Venture: Silicon Valley Network. 

5.3.6 Voluntary Sector Liaison with the Emergency Operations Center 

Voluntary NGOs are involved in all aspects and phases of donations management. 

The DMU coordinates with the voluntary sector liaison through the CADRE liaison 

in the EOC. CADRE plays a central coordination role, linking community-based 

organizations with local government to provide resources and services following a 

disaster. CADRE provides critical coordination and communication to the IKDCT 

and the MDCT for the implementation of this Plan. 

5.4 Communication and Coordination 

The communications and coordination section of this Plan describes inclusively for 

monetary and in-kind donations the manner in which resources are requested, 

received, and coordinated and how integration with State and Federal resources 

occurs. 

5.4.1 Standardized Emergency Management System and Resource Requests 

Donations management operations follow SEMS and the Santa Clara County EOP. 

Information and resource requests flow from the Operational Area EOC as needed 

to the REOC, the SOC, and a Federally-operated JFO, all of which are expected to 

be needed in this large-scale disaster. 

For the purposes of information-sharing and resource requests, local NGOs 

coordinate with the Operational Area EOC; regional-, State-, or national-level NGOs 

similarly interact with the REOC, SOC, or JFO, as appropriate. The Santa Clara 

County EOP contains a detailed description of EOC operations. 

Resource requests to support coordination of donations might include: 

Identifying site(s) for a warehouse 

Procuring staff or volunteers to operate warehouse site 

Identifying transportation resources for movement of goods 

Identifying functional needs related goods and services and matching with 

related needs 

Providing logistical support to reception sites 

Providing logistical support to distribution sites 

Providing security to reception and distribution sites 

May 2011 41




Resource tracking 

5.4.2 Mutual Assistance and Other Agreements 

Various types of NGOs providing support for donations management may have 

mutual assistance and/or cooperative agreements within their sectors, professional 

organizations or networks. For example, 211 providers or the local food bank may 

call on support from out-of-area organizations based on pre-established 

agreements. NGOs may also have separate agreements or memoranda of 

understanding with governments to provide certain services. 

Mutual assistance agreements that pertain to donations management in Santa Clara 

County include the following: 

5.4.2.1 Second Harvest Food Bank 

Second Harvest Food Bank has MOUs in place for disaster response operations 

with its Lead Partner Agencies located in each of the four geographic area of 

Santa Clara County. 

Second Harvest Food Bank also has pre-positioned supplies in event of disaster 

response 

5.4.2.2 211 (Santa Clara County) 

MOU with Eden Information and Referral (I&R) for operational support with 

the Bay Area region 

MOU with State 211 for operational support outside of the Bay Area region 

Access to translation services 

5.5 Integration of State and Federal Resources 

This section summarizes how State and Federal resources flow through the Cal 

EMA Regional structure to support Operational Areas and local governments. A 

more detailed description of these processes is available in the Regional Donations 

Management Plan. 

Following the principles of SEMS, all disasters are local and are coordinated by 

local government. State and Federal resources may be requested by Santa Clara 

County utilizing the standard mission tasking resource request process described in 

the Santa Clara County EOP. 

5.5.1 State Mutual Aid Resources 

Systems are in place to bring in additional personnel to assist a local EOC, the 

REOC, or the SOC with disaster operations, including donations management 

activities. The two primary systems that would come into play to support donations 

management activities are the Emergency Managers Mutual Aid (EMMA) System 

and the Emergency Management Assistance Compact (EMAC). 

42 May 2011




5.5.2 State Agencies 

CaliforniaVolunteers and Cal EMA are the primary California State agencies 

involved in donations management, other State agencies can be tasked to assist 

with this function, as needed. State agencies can provide technical assistance, as 

requested, to Operational Areas on health and safety issues (such as the 

Department of Public Health or California Office of Safety and Health 

Administration), fraud prevention and monitoring (Department of Justice, Cal 

EMA Law Enforcement Branch), debris management (various departments in the 

California Environmental Protection Agency), or other topics related to donations 

management activities. The Department of General Services can be tasked to assist 

with identifying and procuring donations management facilities (such as 

warehouses) and the California Conservation Corps can be tasked to provide 

personnel to support operations of those facilities. The REOC can task State agency 

assets located in the Region and the SOC can task State agency assets throughout 

the State. 

5.5.3 National Donations Management Network 

The NDMN is an online donations-registration tool that is powered by the 

Aidmatrix software platform. This web-based “clearinghouse” can be used in a 

distributed manner, requires no special software or skill set, and is provided at no 

cost to nonprofits and at a nominal fee for cities and counties. By directly 

connecting willing donors (who register themselves and their donations before or 

after the event) with recipient organizations or individuals, the NDMN helps 

increase flow rate of donations and reduce the time it takes to get donations to 

people affected by the disaster. It operates in four aspects on disaster response: inkind 

donations, volunteers, warehouse, and financial donations. It also has modules 

for transportation and for other aspects of supply-chain management that can be 

“switched on” and added to its operating capacity. The Aidmatrix platform on which 

NDMN sits is the same as one as the CRADAR tool for private sector donations 

registration and planning, adding to its potential utility. 

5.5.4 Federal Resources 

A catastrophic event in Santa Clara County and the surrounding Bay Area assumes 

that the President declares a major disaster and Federal resources become available 

for local communities. The Federal response for donations management is 

described in the Volunteer and Donations Management Support Annex to the 

National Response Framework. In accordance with SEMS, the Santa Clara County 

makes all requests for Federal resources through Cal EMA. Cal EMA determines 

whether Federal resources should be requested and formally requests resources 

through FEMA. Requests for support under this annex from Santa Clara County are 

coordinated through the RRCC or JFO. 

May 2011 43




The Federal Government encourages donations from the general public to be made 

as cash to voluntary, faith-based, and/or community organizations providing 

services to those affected by the disaster. In conjunction with the RRCC and JFO, 

DHS/FEMA provides communications support including media relations support 

and in catastrophic circumstances, possible activation of a national call center. 

5.6 Public Information 

Procedures for public information are described in the Santa Clara County EOP. 

Specific to donations management, one of the first and most critical strategies 

regarding both monetary and in-kind donations is to develop an early coordinated 

public information campaign to limit the influx of in-kind goods and encourage 

financial donations (for messaging concepts, see FEMA/NVOAD Brochure, 

Appendix J). Template press releases, included as an appendix to this Plan, can be 

modified and used in any disaster (Appendix H). 

The Santa Clara County DMU works closely with PIOs and or the JIC to provide 

consistent messages to the public regarding what, where and how they can donate. 

(Note that the JIC functions under the Federal Joint Information System, which 

also addresses many other topics.) 

Development of public messages in appropriate and accessible formats can be 

developed with the local PIO and JIC. Examples of appropriate and accessible 

formats include messages that take into account language and culture competence 

and alternate formats for diverse disabilities including multiple languages, large 

print, Braille, closed captioning and sign-language interpreting. 

A call center may be established to provide information to the public on a wide 

variety of disaster-related topics, including donations management. If established, 

the call center is operated by 211. Information would be provided to 211 by County 

OES, and 211 would then disseminate to callers and web users. 

Critical messaging to the public for donations management includes: 

Encouragement of financial contributions as the most expedient and effective 

way to help 

Direction of monetary donations to priority agencies and organizations 

Promotion of a web-based system for posting offers as preferred method for 

donating in-kind goods 

Indication of types of donations needed, if they are needed, and what things are 

not needed 

If a warehouse and/or reception sites are established and it is determined that 

information about the warehouse and/or receptions sites should be 

disseminated to the public, provide information about location, drop-off 

procedures, etc. 

44 May 2011




Coordinate public messaging closely with the REOC and SOC to provide 

consistency in messaging to the public. 

5.7 Information Management 

The collection, compilation and sharing of data is a key component of effective 

donations management. Types of information that may be needed or desired are 

listed by type below. 

Information from the MDCT: 

Amounts of monetary donations for the disaster received by grantmakers 

Amounts distributed for the disaster by grantmakers 

Amounts designated for the disaster received by voluntary organizations 

(American Red Cross, The Salvation Army, etc.) 

From the Bulk Goods Management Branch and/or the IKDCT: 

Types and quantities of goods needed, and by which organizations 

Types and quantities of goods being offered 

Types and quantities of goods being stored or warehoused (pre-distribution) 

Number and locations of open warehouses 

Number and locations of designated reception points for goods 

Number and locations of designated distribution points for goods, vouchers and 

gift cards 

This information may need to be included and updated in the Incident Action Plans 

(IAPs) prepared by the Logistics Section as part of its resource status updates. 

5.8 Overview of Donations Distribution Prioritization 

Adherence to pre-established priorities for allocation of monetary and in-kind 

donations helps ensure resources get where they are most needed. In Santa Clara 

County priorities for guiding resource allocation are listed below. Not all of these 

directly relate to donations in the immediate aftermath of a large disaster, but most 

of these priorities rely at least in part on donations. 

Saving Lives: The preservation of life is the top priority of emergency 

managers and first responders, and takes precedence over any and all other 

considerations. 

Addressing Human Needs: Beyond the simple preservation of life, all 

possible efforts must be made to provide for basic human needs, including food, 

water, shelter, and security, during and after an emergency or disaster. 

Caring for People with Access and Functional Needs: People with 

physical or mental challenges, or who lack assets that would enable them to 

May 2011 45




remove themselves from harm’s way, are more vulnerable to harm both during 

and after an emergency event. Protecting these populations is a high priority 

during and after a catastrophic disaster. 

Protecting Property: All possible efforts must be made to protect public and 

private property from damage during and after an emergency or disaster. 

Restoring Basic Services: Power, sanitation, and basic services must be 

restored as quickly as possible to enable residents and the business community 

to resume their normal patterns of life. 

Protecting the Environment: All possible efforts are made to protect 

California’s environment from damage during and after an emergency or 

disaster. 

Encouraging Community and Economic Recovery: Emergency 

managers; local, county, and State government agencies; and the private sector 

and NGOs work with each community affected by an emergency or disaster to 

facilitate a speedy recovery. Every effort must be made to ensure that recovery 

operations are conducted fairly, equitably, and inclusively. 

5.9 Operational Details for Monetary Donations 

This section presents the operational details for monetary donations management 

in Santa Clara County. A subsequent section provides the same treatment for inkind 

donations. 

5.9.1 Overview of Monetary Donations Strategies 

The purpose of addressing monetary coordination in this Plan is to create an 

effective system to help direct monetary donations to meet emerging and unmet 

needs for disaster affected clients and provide a framework for communication and 

coordination among government agencies and NGOs in Santa Clara County. 

Coordination also helps the system support smaller local CBOs that may serve a 

wide range of diverse populations, such as clients and consumers with access and 

functional needs, undocumented and immigrant populations and other 

underserved populations. These local organizations are essential for providing 

services to meet a wide range of human needs following a major disaster, and 

funding for local organizations is a critical resource. Strong and early public 

messaging can encourage donors to give monetary donations, the overwhelmingly 

preferred method of donations for most organizations providing services. The easier 

it is for donors to determine appropriate recipients for donated funds, the more 

likely they are to give. 

There are several forms of monetary donations, including, cash, checks, credit card 

payments, and gift cards. The systems for processing the first three of these are 

fairly well established, but gift cards are a newer type of monetary donation. Gift 

46 May 2011




cards are becoming an increasingly common donation post-disaster. Gift cards may 

be donated to direct service providers. Typically, foundations do not give cards 

directly to clients but would direct gift cards to organizations providing direct 

service delivery, case management, etc. There are two ways that gift cards enter the 

donations system following an event: 

Individual donor buys card and donates it to disaster affected clients 

Corporation donates gift cards for distribution to disaster affected clients 

5.9.2 Single Monetary Donations Fund 

The primary strategy for monetary donations identified and agreed upon by key 

stakeholders in the development of this Plan is to establish one single disaster 

community fund. A single fund: 

Demonstrates a partnership of key players such as Silicon Valley Community 

Foundation, United Way Silicon Valley, the ARC, the business community and 

local government 

Builds increased confidence in the donor community 

Limits the creation of multiple and competing funds for Santa Clara County 

Provide s more resources to nonprofit organizations serving low-income, 

underserved and access and functional needs populations in affected areas 

Provides opportunity to name and establish fund prior to a disaster so that 

ongoing public education and information can take place among Santa Clara 

County residents, businesses, and service providers 

By planning together, Santa Clara County increases the opportunity to provide 

consistent messages to the public regarding donations and creates a system that 

allows more dollars to be collected and dispersed in the local community. 

Establishing one large community fund facilitates a streamlined process for donors 

to direct monetary donations to local disaster needs. If one fund is supported by a 

broad range of organizations, donors can more easily give to local residents. This 

increases the likelihood of Santa Clara County as an entire community of capturing 

more dollars for the multitude of repose and recovery needs. 

Silicon Valley Community Foundation, by mutual agreement with planning 

partners (including representatives from the Santa Clara County OES, City of San 

Jose Office of Emergency Services, Santa Clara County Emergency Managers’ 

Association, ARC Silicon Valley, United Way Silicon Valley and CADRE) has been 

designated as the lead agency for the management of the Santa Clara County 

Disaster Relief Fund, with the Uniform Resource Locator (URL) having been 

established as www.scc-disaster-relief-fund.org . 

May 2011 47




The Santa Clara County MDCT (described in Section 5.3.2) consists of 

representatives and key leaders in the grant-making and emergency management 

sectors in Santa Clara County who convene to discuss and vote on grant allocations 

for the Santa Clara County Disaster Relief Fund. 

The MDCT is comprised of five to nine members with one voting member from each 

of the following organizations: 

Silicon Valley Community Foundation 

United Way Silicon Valley 

American Red Cross of Silicon Valley 

Additional prospective members include a representative from: 

Silicon Valley Leadership Group 

Silicon Valley Council of Non-Profits 

Santa Clara County Emergency Managers Association 

CADRE Leadership Council 

Emergency Planning Council and/or County/City Managers Association 

The Santa Clara County Director of Emergency Services and the Silicon Valley 

Community Foundation Chief Philanthropic Development and Information Officer 

may agree to add additional members identified as critical players post-disaster. 

However, the MDCT may not exceed nine voting members at any time, and a 

minimum of five voting members must be present to make a quorum. 

If a voting member is also an applicant for funds, they must abstain from voting on 

fund allocations. Silicon Valley Community Foundation is responsible for 

convening the meetings of the MDCT. 

5.9.3 Reception Processes and Systems 

Agreed-upon concepts for the joint community fund: 

Establish one phone number (800) and one URL for public interface 

Name the fund as identified above—Santa Clara County Disaster Relief Fund 

Use 211 to direct local donors in Santa Clara County to URL (www.scc-disasterrelief-fund.org 

) 

Provide 800 and 211 numbers and website for distribution by local government 

PIOs 

Strengthen oversight of allocated disaster money to agencies than if multiple 

funds established 

Require unrestricted funds from government - If government (e.g., a mayor’s 

office) donates to the Santa Clara County Disaster Relief Fund, these donations 

need to be “unrestricted” in that government or political entities cannot require 

48 May 2011




accounting and reporting above and beyond the normal operational procedures 

established for the fund 

Take into account differing impact of disaster and respective needs of all four 

regions in Santa Clara County 

Offer limited donor designations—Fund offers limited options for donor 

designation as determined by the MDCT 

Keep remaining funds in Santa Clara County - If all needs are met (which is 

unlikely given the duration and cost of recovery) remaining funds would be 

directed to preparedness and mitigation efforts in Santa Clara County, especially 

for CBOs and FBOs as determined by the MDCT. 

Work collaboratively amongst grant-making agencies to prevent fraud in the 

grant-making efforts post-disaster 

5.9.4 Monetary Allocations 

The goal of planning for monetary donations is to get funding flowing as quickly as 

possible to organizations providing response and relief services. The MDCT, in the 

planning process, has agreed upon the following phases for distribution of funds 

(note that these do not necessarily match the phase definitions used in the 

emergency management discipline). 

5.9.4.1 Response Phase 

Silicon Valley Community Foundation, working in partnership with the MDCT and 

the CADRE Leadership Council, establishes criteria for Phase One, such as: 

Pre-identifying and qualifying agencies who are involved in immediate disaster 

relief 

Establishing re-qualification requirements for Phase One funding (business 

continuity planning, etc.) 

Pre-identified allocations possibly set limits to amounts for pre-qualified 

agencies 

Determine MOU content—bank transfer information, etc. 

Establish renewal process 

Once established, Silicon Valley Community Foundation can implement Phase One 

immediately following a disaster to direct money to service providers as quickly as 

possible. 

5.9.4.2 Relief and Recovery Phase 

For service providers to receive assistance in Phase Two, organizations (not 

individuals) need to fill out a Santa Clara County Disaster Relief Fund Grant 

Request Form (Appendix L). Silicon Valley Community Foundation convenes 

the Resource Allocation Committee to review applications and determine grant 

May 2011 49




awards. CADRE can also help identify critical needs among member agencies for 

the MDCT and provide information to CADRE agencies so they can apply for funds. 

Depending on the size of the disaster and amount of funds available, funding may 

occur over several cycles. 

5.9.4.3 Establish Needs Qualifications & Criteria 

Silicon Valley Community Foundation has developed the Santa Clara County 

Disaster Relief Fund Grant Request Form for organizations applying for funding 

following a major disaster. Only organizations located in the area directly impacted 

by the disaster or organizations located in an area receiving people impacted by the 

disaster as they evacuate should apply for funding. 

To be eligible for a grant, applicants must: 

Be a nonprofit organization with tax-exempt status under Section 501(c)(3) of 

the Internal Revenue Code or a public agency, and not be classified as a private 

non-operating foundation 

Not discriminate in the hiring of staff or the provision of services on the basis of 

race, ethnicity, religion, gender, sexual orientation or identity, age, national 

origin or disability 

Use funding to cover activities and costs that cannot be reimbursed by public 

agencies 

Plan to complete all funded activities no later than 12 months from the date of 

the award 

Proposed Use of Disaster Relief Funds — funds may be requested for the 

following purposes: 

- Provide food, shelter, health or mental health services or other disasterrelated 

emergency support to Santa County victims during the first 90 days 

following a disaster. Allowable expenses would include direct supplies, staff 

time or operating costs related to these services. 

- Immediate organizational needs of a service provider to enable delivery of 

food, shelter, health or mental health services or other disaster-related 

emergency support. Allowable expenses would include using no more than 

50% of the grant or up to a maximum of $10,000 (whichever is less) to: 

enable immediate clean-up and/or safety repairs of a primary facility so that 

it is usable in the first 30 days following a disaster; rent additional space to 

deliver services; provide temporary housing or childcare for essential 

employees; pay overtime to essential employees; purchase emergency 

equipment such as laptop computers or cell phones. 

Based on emerging, unmet or unanticipated needs, funding criteria can be adapted 

by the MDCT as needed. 

50 May 2011




5.9.4.4 Recovery Phase 

Long-term recovery can last for several years following a major disaster. Planning 

for it is an important part of donations management because the identification of 

funding needs often lags behind the actual donations. 

Planning for long-term recovery begins almost immediately after the disaster starts, 

with the goal of moving those affected by the disaster to a place of self-sufficiency as 

soon as possible. Many communities establish an LTRC or LTRO to address 

emerging and unmet needs, particularly where needs have not been completely met 

through government funding and other sources. 

In local disasters when no eligible Federal assistance is available, funding for longterm 

recovery may be established to meet local needs. Sometimes organizations 

that receive funding for relief services and do not expend all of the monies transfer 

those donations to long-term recovery funds in order to honor donor intent to serve 

clients affected by a specific disaster. 

Northern California VOAD, CADRE, other NGOs, and local government all play 

important roles in the transition to long-term recovery. It is important that the 

unmet needs are identified and documented in the recovery process. 

One of the goals of the Santa Clara County Disaster Relief Fund is to provide 

resources for long-term recovery, which can last for several years following a major 

disaster. Long-term recovery is typically when government resources are exhausted 

and multiple unmet needs surface. The Santa Clara County Disaster Relief Fund is 

used to provide grants to local agencies that provide a variety of services to clients 

to assist with the recovery process. 

Organizing Long-term recovery involves identifying key players and resources 

available in the community. Santa Clara County works closely with CADRE as the 

designated Northern California VOAD for Santa Clara County and surrounding 

jurisdictions to determine available partners with capacity to participate and 

possibly lead in the long-term recovery process. Organizations that understand case 

management, such as Catholic Charities, are critical players in helping residents 

with unmet needs recover from a disaster. 

Silicon Valley Community Foundation works closely with LTROs/LTRCs 

established in local areas to identify emerging and unmet needs. CADRE can help 

connect the MDCT with LTRCs throughout the County. Silicon Valley Community 

Foundation convenes the MDCT to review applications and determine grant awards 

following the same or an adapted process as outline in Phase Two. If some response 

and relief organization have excess funds, they may be re-directed back to the Santa 

Clara County Disaster Relief Fund for Long-Term Resources. 

May 2011 51




5.9.5 Fiscal Management, Tracking, and Reporting 

The Santa Clara County Disaster Relief Fund is for private donations from 

individuals, businesses, foundations, services clubs, organizations, and large 

corporations. The following basic processing criteria provides minimal agreed-upon 

requirements for the fund: 

A separate fund is established and maintained as a separate account at all times 

Move money as quickly as possible to critical organizations providing services to 

those affected by the disaster (some may be pre-identified and pre-qualified) 

Funds should be expended within one year of receipt unless additional 

agreement is made between the County and Silicon Valley Community 

Foundation. 

Up to 10% of donations are allowed for administrative purposes for direct relief 

agencies or grant-making agencies such as Silicon Valley Community 

Foundation and United Way Silicon Valley. 

Contributions of individual donors are tracked to ensure that they are provided 

with the required receipts for their tax-deductible donation. 

Timeline for Fund is to be determined based on the nature of the disaster 

If government (e.g., a mayor’s office) donates to the Santa Clara County Disaster 

Relief Fund, funds need to be unrestricted and cannot require accounting and 

reporting above and beyond the normal operational procedures established for 

the fund. 

As lead agency and administrator of the fund, Silicon Valley Community 

Foundation provides a monthly report to the County OES during the first six 

months of activation of this Plan. The report delineates basic data such as: 

Total amount in fund 

New contributions received for the month 

Ongoing information about how to apply for grant funding 

When grants are approved, a monthly report lists grant recipients, including 

name, amount, and a brief purpose statement 

Once disaster solicitation ends or donations decrease considerably, reporting 

transitions to quarterly or other as agreed upon by County OES and Silicon Valley 

Community Foundation. 

5.10 Operational Details for In-Kind Donations 

Strategies identified in this Plan for the coordination of in-kind donations include: 

Establishing an IKDCT working with a range of community-based organizations 

as key partners for successful implementation of the Plan 

52 May 2011




Identifying a coordinating agency or agencies for the IKDCT including partner 

and supporting agencies 

Providing early, strong and consistent messaging regarding donations to limit 

the influx of unwanted goods 

Establishing policies and procedures regarding utilization of web-based 

technologies for donated goods 

Identifying local resources for the management of donated goods 

Providing guidance on tracking and coordination of donations 

While the overwhelmingly preferred method of donations is monetary, the Santa 

Clara County Operational Area is prepared for donors who prefer to make in-kind 

donations. An efficient way of managing in-kind donations would be to direct 

donors to a web-based system where donors can post their donation offers and be 

matched with a recipient organization. Even with strong and early public messaging 

encouraging monetary donations and/or offers of in-kind donations via a web 

system, donated goods still arrive in an affected area. This section outlines 

strategies for the coordination of in-kind donations in collaboration with NGOs and 

private sector organizations in Santa Clara County 

5.10.1 Resources Available for In-kind Donations 

Use of an interactive web-based system for registering donations offers enhances 

the ability of the jurisdiction to limit the influx of actual physical donations into an 

impacted area. In such a system, goods offered as donations are stored with their 

owners until wanted or needed; this process is sometimes referred to as virtual 

warehousing. Such systems generally include database functions for posting and 

tracking donor offers, posting agency and organization needs, tracking donations 

transactions, and maintaining inventory records on a 24x7 basis. 

There is also a private-sector tool called CRADAR. CRADAR is a web-based system 

administered by the California Resiliency Alliance. The system is designed to match 

pre-identified private sector resources, available on a voluntary or at-cost basis, 

with emergency response agencies and organizations in time of need. CRA’s 

intention is to work through business and private sector representation in 

Operational Area EOCs, the REOC and the SOC, so that resources can be available 

at all three levels. 

The Bulk Donations Management Branch is responsible for management of an inhouse 

tracking system as well as a web-based donations portal and database. 

Currently the two systems identified for this use are the County’s internal 

Information Systems Department, which is currently used to log and track 

resources in Logistics. In addition, the County may also employ the use of NDMN. 

The Santa Clara County donations portal profiles the needs of local government and 

May 2011 53




NGOs so that donors can direct assistance to where it is needed and give donors 

some choice as to where to direct their donations. Conversely, donors may also post 

an undesignated donation on the portal. Typically, a recipient organization is 

responsible for the retrieval of a donated good. However, transportation capabilities 

can also be a donation, often from the private sector. 

The donations portal offers a tremendous opportunity to limit the influx of actual 

physical donations into an impacted area 

The Portal should also include a database function with the capacity to track all 

donor calls, donation transactions and inventory on a 24/7 basis. This should 

include all donations coming through this branch —the portal, the warehouse, and 

the private sector. This allows for real time reporting capabilities and provides a 

central clearinghouse on donations management activities. 

In Santa Clara County, a plan is still needed to figure out where the local users of 

Aidmatrix fit in and how this system needs to coordinate with the County Operation 

Area’s logistics portal. 

5.10.2 Operations for Bulk (New) Goods 

Though the specific amounts and types of material goods needed after the event 

cannot be known with certainty, many of the community needs can be anticipated 

well in advance. These include bulk food and water, new clothing, animal care 

supplies, infant care supplies, personal hygiene items, and more. These types of 

goods, if new and packaged, and if donated through a coordinated system, would be 

welcome donations. 

Because so many bulk donations come from the private sector, private sector 

representation is a key component of this branch in the DMU. 

5.10.2.1 Warehousing 

Some donors may still send new and bulk goods into an affected area. Individual 

agencies may establish their own warehouse system alone or in partnership with a 

business or with another NGO. If the need for a countywide warehouse (or staging 

area) becomes apparent, two things are needed immediately—a site for the 

warehouse and an agency to run it. 

If the need for a countywide warehouse (staging area) becomes apparent, a site is 

established by the DMU to process large bulk corporate donations. 

If capacity exists, the warehouse can be managed by Adventist Community Services 

(ACS), as they are typically a lead agency for this function in NVOAD. If ACS is 

designated as the lead agency for running warehouse operations, they provide the 

personnel to operate the facility. A facility needs to be identified by the County EOC. 

Private Sector businesses may be able to provide a warehouse for this function and 

54 May 2011




once activation of a warehouse is determined, a facility resource request should be 

submitted. 

If ACS is unable to take on the role of lead agency, Santa Clara County can assign 

employees as Disaster Service Workers to manage and operate the warehouse on 

their own for the entire operation or until ACS can provide more support. 

Additionally, Second Harvest Food Bank has warehouse capabilities at their main 

site and may be called upon to assist as needed with both refrigerated and nonrefrigerated 

warehouse storage space 

Ideally any warehouse should be located in proximity to major transportation 

routes but not too close to severely affected areas. If a countywide warehouse is 

established, all activities should be coordinated with the IKDCT. In the event that 

the primary warehouse is unable, arrange for “backup” warehouses in relatively 

unaffected areas in case those in heavily damaged areas are inaccessible or unsafe. 

Once the warehouse is established (or staging areas if warehouse space is not 

available), a warehouse liaison is sent to the DMU in the County EOC. 

5.10.2.2 Transportation 

Some donors may be willing to ship or transport the goods to recipient 

organizations. Otherwise, recipient organizations make their own arrangements for 

shipping or transport. Recipient organizations may be able to take advantage of 

donated transportation services, utilizing a Transportation portal on the NDMN 

website. 

The County/City may establish control/check points to regulate trucks entering the 

disaster area. It may also prioritize deliveries in favor of the most critical needs 

items. Drivers of donated goods coming into the local area should be advised to 

carry documentation regarding the shipment, its destination and the voluntary 

organization receiving it. 

5.10.2.3 Distribution 

In general, the distribution of bulk goods to those affected by the disaster is carried 

out by local CBOs and nationally-recognized organizations such as The Salvation 

Army, American Red Cross and Second Harvest Food Bank. Bulk goods distributed 

include items such as water, food, ice, first aid supplies, toiletries, and cleaning 

supplies. Distribution sites (or points of distribution (PODs)) are generally located 

in proximity to areas where those affected by the disaster are living. They may be 

housed in facilities owned or controlled by the voluntary organizations or local 

government or in donated space. 

May 2011 55




While the IKDCT may not be responsible for public distribution of bulk goods, it 

may still play a coordinating or oversight role to ensure goods are distributed 

appropriately to those affected by the disaster and according to donor intent. 

5.10.2.4 Tracking 

Tracking donations is critical for efficient management of donations. When 

donations are tracked, it allows the IKDCT to know what is being offered, what 

donations have been received, what is stored in warehouses, and what items are 

needed by agencies and organizations. The usefulness of NDMN in tracking 

donations offers (virtual warehousing) has been noted in a previous section. NDMN 

can also be used for posting and tracking all donated items that are warehoused, 

and it is the tracking system used by Adventist Community Services Disaster 

Response for their warehouse operations. A system such as this provides a central 

clearinghouse on all in-kind donations management resources and activities. 

5.10.3 Non-Bulk Goods (Used) 

After a catastrophic event, non-bulk donations (mostly used) typically pour into an 

affected area. These donations include a broad range of items, from used clothing to 

household goods to food to toys. 

The primary purpose of the Santa Clara County IKDCT is to provide a system to 

manage the goodwill intent of the public to donate (primarily) used household 

goods and clothing to help those affected by a disaster. This system is designed to 

keep these items from collecting at fire stations and city halls thereby hindering 

response efforts by local jurisdictions. 

Additionally, the IKDCT may direct donations to specialized lead organizations, 

such a Second Harvest Food Bank, for food donations or other central collection 

points for specific types of donations. All IKDCT activities are coordinated through 

CADRE using the four geographic areas described previously. 

All food-related items would be referred to the Food Partner Agencies identified 

below. Perishable food items are not accepted or coordinated for distribution by 

these entities during emergencies or disasters. The conceptual structure of these 

organizations in different areas of the county and in the IKDCT is illustrated in 

Figure 5-5. 

5.10.3.1 Reception/Intake Processes and Systems 

One of the primary functions of the IKDCT is to coordinate with organizations (such 

as Salvation Army, Hope Services, Goodwill Industries, and Second Harvest Food 

Bank partner agencies) to receive and process non-bulk donations. 

56 May 2011




These organizations do this on a daily basis and already possess the expertise and 

knowledge needed for this function. Generally these organizations provide for the 

reception, sorting, storage and distribution of donated non-bulk items. The lead 

organizations for these tasks in each geographic area of the county, as well as their 

partners and contact addresses are shown in Table 5-1. 

Figure 5-5. Organizations Participating in In-Kind Donations in Different Areas of Santa Clara County 

May 2011 57




Table 5-1. Lead agencies or organizations for donations reception and processing. 

Area 

Lead Agency/Organization 

Food Partner 

Agencies 

Food Partner 

Address 

North 

Los Altos 

Los Altos 

Hills Palo 

Alto 

Mountain 

View 

Sunnyvale 


Numerous retail and donation sites are located 

throughout Santa Clara County. 

For a current listing of sites see 

www.goodwillsv.org/shop/retail 

See Appendix F for more information on donation drop 

off sites and items accepted 

Community 

Services Agency 

Salvation Army 

204 Stierlin Rd. 

Mountain View 

1161 S. Bernardo 

Ave. 

Sunnyvale 

Central 

Milpitas 

San Jose 

Santa Clara 

Salvation Army 

Numerous trailers already in place in City of San Jose 

to receive donated goods 

For a current listing of and information on donation drop 

off sites located throughout Santa Clara County see 

www.satruck.com 

Works through Adult Rehabilitation Centers for 

distribution of items collected 

Other Support Agencies: 

Seventh Day Adventist Church Milpitas 

Sacred Heart 

Community 

Services 

Center for 

Employment 

Training 

Martha’s Kitchen 

Our Lady of 

Guadalupe Food 

Program 

1381 S. First St. 

San Jose 

701 Vine St. 

San Jose 

311 Willow St. 

San Jose 

2020 E. San 

Antonio St. 

San Jose 

Milpitas Food 

Pantry 

P.O. Box 360061 

Milpitas 

West 

Campbell 

Cupertino 

Los Gatos 

Monte 

Sereno 

Saratoga 


Numerous retail and donation sites are located 

throughout Santa Clara County. 

For a current listing of sites see 

www.goodwillsv.org/shop/retail 





West Valley 

Community 

Services 

10104 Vista Dr. 

Cupertino 

Home Church 1799 S. 

Winchester Blvd. 

Campbell 

South 

Gilroy 

Morgan Hill 

Hope Services 

Drop off locations for donated items located throughout 




Operates a 10,000 sq. foot building in Gilroy that is 

used for services to developmental disability 

populations. Of that, 3000 sq. feet of warehouse area 

with loft may be made available for storage and/or 

receipt of donated goods 

Donated items may be made available through Hope 

Savers Stores in Milpitas and San Jose, and/or through 

Hope Station located in Fremont 


Goodwill of Silicon Valley 


St. Joseph’s Family 

Center 

7950 Church St, 

Ste. A 

Gilroy 

58 May 2011




5.10.3.2 Distribution/Use of Donated Goods 

The IKDCT lead agencies provide distribution to clients/consumers referred by 

CADRE Network members (primarily ARC, but not exclusively) in the form of a 

voucher system so that disaster-affected clients can “shop” for what best meets their 

individual needs. Some examples include the following: 

Red parka donated by community member to Goodwill Industries site in West 

County area 

Goodwill Industries provides a gift card/voucher to American Red Cross 

Disaster Services for distribution to affected clients as they register in shelters in 

area 

ARC provides a voucher to a disaster-affected client during intake/processing of 

Family Services Assistance 

Client goes to any Goodwill Store in the County and uses voucher to purchase 

items from the full inventory of goods available to meet family member needs 

During the implementation phase of this project, the IKDCT explores with IKDCT 

lead agencies how a partnership with ARC Family Services can be brokered. Some 

lead agencies (The Salvation Army) do not wish to turn over thrift store vouchers to 

another entity but would rather distribute vouchers through their own relief 

services system. Other IKDCT lead agencies do not have clearly pre-defined disaster 

client services and may wish to partner with American Red Cross for voucher 

distribution. 

5.10.3.3 Warehousing 

Warehousing of non-bulk goods is a last resort. The preferred strategy for avoiding 

central warehousing of these goods is by directing donors to above-named lead and 

partner agencies to coordinate with their thrift stores, food bank partner agencies 

and other organizations with the capacity to handle the donations. 

However, some non-bulk goods may find their way to a central warehouse or 

Donations Reception Site, if one has been established. In such cases, these items 

may be sorted by type, e.g., used clothing vs. food vs. household items, so they can 

then be distributed to organizations that can use them to serve clients. Ideally, 

information about these donated items is posted on a web-based system, enabling 

the IKDCT to coordinate their disposition. 

5.10.3.4 Transportation 

Most non-bulk goods are donated by individuals who generally transport the items 

themselves to a reception site. Items may have to be transported from reception 

sites to storage and/or distribution sites. In the event the need for transportation 

exceeds the organization’s capacity, it may request assistance through the IKDCT, 

to the DMU in Logistics Section. 

May 2011 59




5.10.3.5 Tracking 

Organizations receiving donations of non-bulk items use their own systems to track 

what has been received, where it is stored, and how it is being distributed. Non-bulk 

items that end up being stored in central warehouses may be tracked through the 

warehouse's tracking system. 

5.10.4 Donated Services 

In addition to bulk and non-bulk goods, in-kind donations also include services, or 

more accurately, logistical support services. Like bulk goods, these are generally 

offered by businesses and corporations. Types of donated services include the 

following: 

Use of facilities and real estate, such as warehouse space 

Loaned equipment or vehicles, such as hand-trucks or communications devices 

Professional and technical services, such as a hand-truck operator that comes 

with the loan of a hand-truck 

Shipping/transporting of donated goods—sometimes provided by the same 

company that is making the donation and sometimes by a different company, 

such as UPS 

5.11 Transition to Long-term Recovery 

This section describes some of the key steps in the process of transitioning to longterm 

recovery. Particularly with regard to monetary donations, the long-term 

recovery phase is critical to address in a donations management plan. While many 

of these activities are not appropriate to perform during the 60-day period 

following a catastrophic earthquake, the planning for these activities needs to begin 

well in advance. 

5.11.1 Directing Donated Funds to Long-term Recovery 

As noted earlier, the need for funds often extends into the long-term recovery 

period, after the influx of monetary donations has ceased. Therefore, a large portion 

of the monetary donations are likely to be used for long-term recovery. Community 

foundations, grantmakers, and other NGOs may direct or set aside some portion of 

all funding received for this purpose. The Santa Clara County Operational Area and 

local governments should provide information about the needs of affected 

individuals in their jurisdictions to these NGOs and seek out opportunities to 

leverage public and private investment in long-term recovery. NGOs should share 

similar information with the Operational Area and local governments. 

5.11.2 Documenting Expenditures for Reimbursement and Other Purposes 

The CDAA was amended by Assembly Bill 903 – Chapter 400; approved by the 

Governor on October 10, 2007 [Title 2, Division 1, Chapter 7.5, of the GC] to require 

60 May 2011




the Secretary of the Cal EMA to administer a program that provides State financial 

assistance as reimbursement to private nonprofit organizations (PNPs) for the 

distribution of supplies and other emergency or disaster assistance activities 

resulting in extraordinary costs. 

Local agencies have the jurisdictional authority and responsibility to provide 

emergency response and recovery activities to an impacted community. With the 

increased impact of emergency management activities on local government coupled 

with the current economic climate, it has become critical to rely on a holistic 

community approach to emergency response and recovery. In order to promote this 

community effort, the Governor and the Legislature have provided a mechanism by 

statute to reimburse PNPs for the extraordinary costs of their emergency assistance 

activities. See Appendix D for more information, application and claim forms 

available at the time of the development this Plan. 

Under the CDAA, agencies are eligible for reimbursement for funds spent managing 

donations, provided they observe certain tracking and documentation procedures, 

which are still being developed by CaliforniaVolunteers and other entities. This is a 

topic for future development. The CDAA also allows the hours of service provided 

by volunteers, if tracked correctly, to be used to meet local match requirements for 

public assistance projects. 

Similar provisions are included in the Federal Stafford Act. Local governments 

wishing to receive FEMA reimbursement for expenditures made in managing 

donations must observe and follow FEMA cost-tracking requirements and 

procedures. 

5.12 Demobilization 

When Santa Clara County demobilizes its donations management Plan, efforts 

should be made to address all outstanding issues, and direct future monetary 

donations inquiries to the Silicon Valley Community Foundation. A final report of 

total dollars donated and how they were used should be produced for the entire 

community. 

For ongoing in-kind donations, goods can be directed to long-term recovery 

committees/organizations set up in the County. It is expected that through 

CADRE’s Resource Coordination efforts, lead agencies for this work would be 

identified. As partners in the CADRE operational efforts, the County would then 

have access to contact information for future inquiries about donated goods. A final 

report chronicling all of the goods donated into Santa Clara County, including that 

which is procured during long-term recovery efforts, should be compiled for sharing 

with elected officials, service providers and the public. 

May 2011 61




Additionally, lessons learned about donations management should be captured by 

debriefing key staff and preparing an after-action report. Lessons learned should 

also be incorporated into future updates of the donations management Plan. 

5.12.1 Waste/Trash/Debris Removal 

Santa Clara County and cities are generally responsible for removing material 

waste, including trash, packaging and shipping materials, and other types of waste 

generated by relief and response operations. Unused or undistributed donated 

goods are not technically waste or trash. These tasks are in addition to their normal 

duties of collecting, sorting, and properly disposing municipal solid waste and other 

trash. 

Many NGOs participating in donations management planning have expressed a 

willingness to accept and process in-kind donations as long as the trash removal 

and disposal of waste remains the responsibility of local governments. This was 

included as a component of the draft MOU these NGOs and the County are 

reviewing to further develop this Plan. It should be noted that regular pick-up and 

disposal of this material waste is needed as it accumulates at donations reception 

sites, shelters, LACs, DRCs, and other locations where people affected by the 

disaster receive services. 

The term “debris removal” is generally reserved for large-scale efforts to clear roads, 

remove portions of damaged buildings or infrastructure, and other similar 

activities. These are separate and distinct from the waste generated in accepting, 

managing, and distributing donations. 

5.12.2 Disposal of Unused or Undistributed Goods 

Santa Clara County will work with the DMU and the IKDCT to prepare for removal 

and eventual repurposing or disposal of donated goods that were not distributed to 

individuals affected by the event. 

Additionally, Santa Clara County will work with the identified IKDCT lead agencies 

and food partners to plan for these activities as part of both the operational 

activities and the transition to long-term recovery and eventual demobilization. 

Preparations or arrangements need to be made for transportation or repurposing of 

goods not used or distributed. There may be costs associated with this 

demobilization effort, for which the organization or agency should coordinate with 


62 May 2011

6 Operational Response Timeline 

This section consists of an Operational Response Timeline listing all tasks necessary 

to achieve the operational priorities and objectives that were set forth in Section 4. 

The tasks are grouped by the time-phase of response and the objectives they aim to 

achieve. 

May 2011 63

Operational Response Timeline 



Table 6-1. Response tasks timeline for donations management. 

Line 

Objective 

Time 

Frame 

Task 

Lead/Coordinating 

County EOC Section 

Supporting County 

EOC Section/Branches 

Details and Comments 

A1 

Activate the DMU 

within the EOC 

E to E+72h 

Activate the Donations Management 

Plan and needed components of it 

EOC Director EOC activation for 

catastrophic earthquake 

Review the Donations Management Plan Logistics DMU, MDCT, IKDCT, 

Private-Sector Liaison 

Activate the IKDCT or MDCT DMU Leader Communications Unit 

Establish a DMU 

Logistics Section 

Coordinator 

Activate the DMU Leader role to report 

to the EOC Logistics Section 

Coordinator 


Coordinator 

Establish a leader for a Donations 

Tracking Unit 


Coordinator 

A2 

Establish 

communication with 

the REOC and 

particularly with the 

voluntary sector and 

Private-Sector 

Liaisons there 

E to E+72h 

Through the voluntary sector liaison, 

IKDCT, or MDCT, encourage NGOs to 

activate their existing plans for staffing, 

public outreach, accounting and tracking 

systems, and security 

Obtain continual situational awareness 

from EOC Operations, Planning and 

Logistics Sections, county and city 

departments, disaster relief 

organizations, and the REOC 

DMU 

DMU 

MDCT, IKDCT, 

Management Section 

Liaison Coordinator 

Planning Section, 

Private-Sector Liaison, 

Operations Section Mass 

Care and Shelter Branch 

Aggregate information from other parts 

of the EOC, from the REOC, and from 

the Donations Coordination Team 

DMU 

Establish communications with agencies 

and organizations responsible for mass 

care and shelter, transportation and 

evacuation, volunteer management, 

animal care, and others so that needs 

can be anticipated 

DMU Communications Unit 

Notify those donations management 

partners that comprise the larger 

Donations Coordination Team (IKDCT) 


64 May 2011





Line 

Objective 

Time 

Frame 

Task 






A2 (continued) 

Provide regular situation status reports 

to the REOC and SOC 

Planning 

Situational Analysis Unit, 

DMU 

A3 

Begin integrating 

data from the cities, 

from NGOs, from the 

REOC, and from 

other sources on 

activities pertaining 

to donations 

management 

E to E+72h 

Obtain initial damage assessment and 

other situational reports to begin 

identifying the scope and locations of 

needed goods and assistance 

Request the REOC to assess the need 

for the regional coordination of donated 

goods 

Monitor donations-related activities (e.g., 

large corporate in-kind donations of food 

or supplies) originating outside the 

affected areas and begin preparing for 

their arrival 

Planning 

Situation Analysis and 

Damage Assessment 

Units, DMU, MDCT, 

IKDCT 

Logistics Operations 


DMU Bulk Donations 

Management Branch 

Coordinate with NGOs and privatesector 

liaisons to monitor which donation 

types are being offered, accepted, 

brought into the area, etc. 

Logistics 

DMU, Private-Sector 

Liaison 

A4 

Coordinate with the 

PIO, the JIC, and 

211 to ensure 

creation and 

dissemination of 

public information 

about donations, 

particularly the 

preference for 


over in-kind 

donations 

E to E+72h 

Review pre-scripted message for public 

information and modify as needed 

Prepare and distribute public information 

messages encouraging cash donations 

instead of in-kind donations and 

explaining how monetary donations can 

be made 

Establish and publicize a local call 

center, e.g., 211, and a designated 

website as the primary sources of 

donations information for the public 

Management DMU JIC 

PIO DMU 

DMU PIO, IKDCT 

Access CaliforniaVolunteers website to 

share information about directing 

disaster monetary donations 

DMU 

PIO, Communications 

Unit 

Release scripted public messages to 

convey what in-kind donations are most 

needed, when and where they are 

accepted, and how they should be 

packaged 

PIO 

DMU, IKDCT, MDCT, 


JIC 

May 2011 65





Line 

Objective 

Time 

Frame 

Task 







Release scripted public messages to 

convey which organizations (or, more 

rarely which government agencies) are 

accepting monetary donations 

PIO DMU, IKDCT, MDCT JIC 

A5 

Activate technologies 

(such as NDMN, tollfree 

numbers, text 

messages, webbased, 

social media, 

and/or other 

systems) for 

accepting, 

processing, and 

tracking monetary 

and in-kind 

donations 

E to E+72h 

Activate any internal or web-based 

databases (e.g., NDMN) for tracking 

influxes and outflows of donations 

Make sure all impacted jurisdictions in 

the Operational Area have access to 

NDMN 

Post lists of needed items and 

assistance types on web sites, through 

social media, and other public 

information portals 

Determine the type of in-kind donations 

that are most needed 

DMU 

Communications Unit, 

MDCT, IKDCT 


DMU 

DMU 

MDCT, IKDCT, Private- 

Sector Liaison 

IKDCT, Operations 

Section Mass Care and 

Shelter Branch 

Begin directing offers of monetary and 

in-kind donations to appropriate 

organizations/agencies 

DMU PIO, MDCT, IKDCT 

66 May 2011





Line 

Objective 

Time 

Frame 

Task 






A6 

Responding 

government 

agencies, NGOs and 

private sector 

activate their existing 

plans for donations 

management 

including staffing, 

public outreach, 

accounting and 

tracking systems, 

and security; 

encourage NGOs 

and private sectors 

to similarly activate 

additional staff 

E to E+72h 

Activate any agreements with NGOs 

(particularly those identified as Lead and 

Food Partner Agencies in the IKDCT and 

private sector to operate facilities or 

provide services in support of donations 

management 

Notify disaster relief agencies and 

providers of reception and/or distribution 

sites that they are needed 

Obtain estimates for when they or their 

facilities can be operational 

Activate any agreements or contracts 

with private sector organizations to 

operate facilities or provide services 

(including transportation) in support of 

donations management 

Management 

DMU 

DMU 


EOC Coordinator, 

Logistics Section DMU, 



Operations Section Care 

and Shelter Branch 


and Shelter Branch, 

IKDCT, Private-Sector 

Liaison 

EOC Coordinator, 

Logistics Section DMU, 


EOC Coordinator manages 

mutual aid except for law, fire, 

medical and public works. 

DMU would request through 

supply branch 

Notify call centers (including 211) of 

anticipated role with donor inquiries and 

assess their functional capacities and 

resources needed 

DMU 

Coordinate with Second Harvest Food 

Bank and Department of General 

Services to begin process to identify any 

available NGO-operated or State-owned 

warehouses that could be used to 

support donations operations, if 

needed/requested. 

Logistics REOC 

Charities and government agencies that 

deal with donated goods activate their 

existing plans for staffing, public 

outreach, inventorying and tracking 

systems, and security 

DMU 

IKDCT, Operations Public 

Works Brach, Mass Care 

and Shelter and Law 

Enforcement Branch 

Address staff needs for the DMU 

including liaisons with private sector and 

voluntary sector organizations and/or 

providers of resources 

Logistics 

Human Resources Unit, 

DMU, IKDCT, MDCT, 


May 2011 67





Line 

Objective 

Time 

Frame 

Task 







A7 

A8 

Support or 

coordinate the 

reception, storage, 

allocation and 

distribution of initial 

donations received, 

as appropriate 

Participate in the 

Regional 

Coordination Group 

(a type of MAC 

group) to address 

specific issues or 

situations 

E to E+72h 

E to E+72h 

Begin assembling equipment, supplies, 

and staff, volunteers for all donationsrelated 

operations 

Activate the appropriate prioritization 

strategy (developed in advance of the 

event) to allocate resources 

Use improved situational awareness to 

prioritize distribution of donations 


specify staffing and types of resources 

needed, as requested 

Begin allocating donations received 

through systems that existed prior to the 

event 

Identify potential storage or warehousing 

facilities 

Activate initial receiving and distribution 

(i.e. warehousing) facilities that may be 

run by government or - if requested - by 

NGOs 

Identify and confirm additional sites for 

donations management including 

staging, sorting, and possible storage, as 

needed 

DMU 


DMU 

DMU 

MDCT, IKDCT, Supply 

Unit, Facilities Unit, 

Transportation Unit, 


Human Resources Unit 

Logistics Section and 



MDCT, IKDCT, 



MDCT, IKDCT, 



DMU MDCT, IKDCT 

DMU 

Logistics 

Logistics 

Logistics Facilities Unit, 


Liaison 

DMU, Private-Sector 

Liaison 

Logistics Facilities Unit, 

and Transportation Unit, 


Liaison 

Report to the Logistics Section DMU IKDCT, MDCT, Private- 


Participate as needed/requested in 

Regional Coordination Group conference 

calls convened by the Region 

Work through the DMU to identify issues 

and prioritize resources 

DMU 

68 May 2011





Line 

Objective 

Time 

Frame 

Task 






A9 

Monitor media 

coverage of 

donations activities, 

and identify and 

address any 

problems as they 

arise 

E to E+72h 

Activate any pre-event agreements with 

media outlets 

Coordinate public information with 

elected and appointed public officials 

who are not directly involved in the 

response to keep their own messaging 

content and style consistent 

JIC 

B1 

Improve situational 

awareness and 

resource 

coordination 

throughout the Santa 

Clara County 

Operational Area 

with all response 

levels, with the 

REOC, with MAC 

groups and other 

Emergency 


structures 

E+72h to 

E+14d 

Conduct daily donations management 

briefings, including conference calls with 

the IKDCT and MDCT to gather 

situational updates 

Provide regular updates on the 

situational status of donations (including 

what is needed and not needed in what 

locations) to the PIO, liaisons, the 

REOC, etc. 

DMU 

DMU 

Planning Section, 


Care and Shelter Branch, 

IKDCT, MDCT, Private- 


MDCT, IKDCT, 




Submit mutual aid requests as needed DMU MDCT, IKDCT 

Assist other organizations (particularly 

those in the IKDCT) to meet their 

resource needs 

Logistics 

Facilities, Transportation, 

DMU and Human 

Resources Unit, MDCT, 


Liaison 

Notify the Logistics Section about needs 

for disaster service workers and/or 

volunteers support for various monetary 

and in-kind donations services 

DMU 

MDCT, IKDCT, Private- 


Use refined situational awareness to 

prioritize items and services needed and 

specify requests for them 

DMU 

MDCT, IKDCT, 



May 2011 69





Line 

Objective 

Time 

Frame 

Task 






B2 

Improve and 

broaden 

communications and 

coordination with 

CADRE and other 

critical NGOs, 

grantmakers, private 

sector and others 

inside and outside of 


E+72h to 

E+14d 

Establish regular communications with 

other assistance-providing agencies and 

organizations 

Coordinate with other government 

agencies, private sector organizations, 

and other NGOs outside of the impacted 

area to begin storing and shipping 

donated goods, as needed 

Continue to monitor donations-related 

activities originating outside the affected 

areas and begin preparing for their 

arrival 

DMU 

Logistics 

DMU 

IKDCT, MDCT, Logistics 

Section Communications 

Unit, Private-Sector 

Liaison 

Transportation, Facilities 

Units, DMU, Private- 


PIO, Logistics Facilities 

Unit, IKDCT, MDCT 

B3 

Refine situational 

awareness to 

prioritize items and 

services needed and 

specify requests for 

them 

E+72h to 

E+14d 

Conduct daily donations management 

briefings, including conference calls with 

the DCMT to gather situational updates 

Match donations with the unmet needs 

of response operations and disasteraffected 

individuals 

DMU 


B4 

Provide additional 

and updated public 

information through 

all media and 

mechanisms 

E+72h to 

E+14d 

Work with the PIO, JIC, and 211 to 

create public information messages for 

release to the media 

Revise and repeat public information 

distribution as needed 

DMU 

IKDCT, MDCT, Private- 


JIC 


Update public information systems about 

the types of donations needed and not 

needed in different locations; encourage 


PIO 

Planning Section, DMU, 

MDCT, IKDCT 

JIC 

Direct or request that people donate only 

those items that are most needed 


Direct the influx of non-bulk in-kind 

donations to designated reception sites 

and other off-site locations, once they 

are established 

PIO DMU, IKDCT JIC 

70 May 2011





Line 

Objective 

Time 

Frame 

Task 






B4 (continued) 

Provide regular updates on the 

situational status of donations (including 

what is needed and not needed in what 

locations) to the media outlets and other 

info distribution systems 


Use the LAC to address individuals 

issues related to monetary and in-kind 

donations 

DMU 

IKDCT, MDCT, 



B5 

Deploy and support 

additional staff as 

needed and begin 

planning rotations 

E+72h to 

E+14d 


identify additional staffing needs 

Assign additional staff to donations 

management functions 

BMU 

DMU 

MDCT, IKDCT, Planning 

Section Situational 

Analysis Unit 

Logistics Human 

Resources Unit, IKDCT, 

MDCT 

Ramp up donations management 

systems and staff to accept increased 

inflows of contributions 

DMU 


Transportation, Facilities, 

Communications, Human 

Resources units 

Coordinate with volunteer management 

organizations or agencies to direct 

volunteers to needed areas and roles 

DMU IKDCT 

B6 

Increase 

coordination to 

process increased 

level of monetary 

donations made 

directly to the 

established disaster 

relief fund and inkind 

donations 

E+72h to 

E+14d 

Broaden use of technology solutions 

(e.g., toll-free numbers, web-based 

systems, text messages) for resource 

coordination 

Provide technical assistance, including 

training on NDMN, to local government 

agencies 

Use databases, information-sharing 

systems, and trained personnel to 

process donations and begin aligning for 

distribution 

DMU 

DMU 

DMU 

IKDCT, Logistics 

Communications Unit 


Communications Unit and 

Human Resources Unit, 



Liaison 

Evaluate the adequacy of potential 

facilities for receiving, storing, and 

distributing donated items and address 

problems as needed 

Logistics 

Facilities Unit, Planning 

Section Damage 

Assessment Unit, 


May 2011 71





Line 

Objective 

Time 

Frame 

Task 






B7 

Establish Local 

Assistance Centers 

(LACs) or DRCs, 

with NGOs and 

government 

agencies to monitor 

locations and types 

of needs, 

effectiveness of 

distribution and so 

on 

E+72h to 

E+14d 

Use the LAC to address issues related to 


Coordinate, through LACs and DRCs, 

with NGOs and government agencies to 

monitor locations and types of needs, 

effectiveness of distribution, etc. 

Use the LAC to address individuals’ 

issues related to monetary and in-kind 

donations 

B8 

Support reception 

centers and locations 

for staging and 

sorting of donated 

items prior to 

distribution including 

assistance with 

waste removal and 

disposition of 

unneeded goods, if 

requested 

E+72h to 

E+14d 

Evaluate the adequacy of facilities for 

receiving, storing, and distributing 

donated items and address problems as 

needed 

Determine the priority areas for donated 

goods given response and recovery 

needs 

Work with groups doing warehousing 

(e.g., Adventist Community Services) to 

determine donation support priorities 

Logistics 

DMU 

DMU IKDCT 

Facilities Unit, Planning 

Section Damage 

Assessment Unit 

Operations Mass Care 

and Shelter Branch, 

Management Section, 

MDCT, IKDCT 

Add donations receiving, staging, storing 

or distribution sites as needed 

Logistics 

DMU, Facilities Unit, 


Liaison 

Locate, establish, and assist with the 

opening of staging or sorting sites in 

coordination with IKDCT Lead and Food 

Partner Agencies 

Logistics 

DMU, Facilities Unit, 

IKDCT, Planning Section 

Situational Analysis and 

Damage Assessment 

units, Private-Sector 

Liaison 

Notify county and city departments of the 

locations of site for receiving, sorting, 

staging, storing, and distributing 

donations 


72 May 2011





Line 

Objective 

Time 

Frame 

Task 







Coordinate with government agencies 

and NGOs to begin storing and shipping 

donated goods, as needed 

DMU 


Transportation and 

Facilities units. IKDCT, 

Planning Section 

Situational Analysis 

B9 

Support distribution 

of donated goods in 

impacted areas as 

per prioritization 

system and 

procedures 

determined by the 

IKDCT 

E+72h to 

E+14d 


prioritize distribution of donations and 

types of resources needed 

Use the prioritized distribution systems 

to begin sorting and staging donated 

items in locales for distribution 

Initiate distribution of donated goods in 

accordance with prioritization system 

DMU 

DMU IKDCT 

IKDCT DMU 

IKDCT, Planning Section 

Situational Analysis Unit 



individuals 

DMU 



MDCT, IKDCT, PIO 

Assist NGOs with operations of in-kind 

donations processing and distribution 

DMU 

IKDCT, Logistics Section 

Transportation Unit 

B10 

Support distribution 

of monetary 

donations as per 

prioritization system 

E+72h to 

E+14d 


prioritize distribution of donated funds 

relative to needs 

Use the prioritized distribution systems 

to begin allocating donated funds for 

distribution 

DMU 

MDCT DMU 

MDCT, Planning Section 

Situational Analysis Unit 

Initiate distribution of donated funds in 

accordance with prioritization system 

MDCT DMU 



individuals 

DMU 



MDCT, PIO 

Assist NGOs with operations of 

monetary donations processing and 

distribution 

DMU 

MDCT, Logistics 


May 2011 73





Line 

Objective 

Time 

Frame 

Task 






B11 

Continue monitoring 

donations-related 

activities 

E+72h to 

E+14d 

Monitor tracking databases and other 

systems to identify donation offers that 

meet or fail to meet the needs of people 

affected by the disaster 

DMU 

MDCT, IKDCT, 



Coordinate, through LACs and DRCs, 

with NGOs and government agencies to 

monitor locations and types of needs, 

effectiveness of distribution, and so on 

DMU 

MDCT, IKDCT, 



Gather information on donated goods 

that are available to supplement the 

resource needs of emergency 

responders and emergency operations 

DMU 



Section 

Assist NGOs with maintenance and 

tracking of donations databases and 

other systems 

DMU 



Anticipate future donation needs and 

feed them back into the other information 

streams 

DMU IKDCT, MDCT 

Archive the tracked donation information 

for use in future reporting and 

reimbursement 

DMU 

Planning Section 

Documentation Unit 

B12 

Assist organizations 

accepting and 

distributing donations 

in following 

appropriate laws and 

regulations 

E+72h to 

E+14d 

Follow established criteria for the 

effective use of funds 

Collect and collate data on distribution of 

cash donations for future reporting 

Share legal and policy information about 

health and safety considerations with 

organizations and entities participating in 

the donations response 

MDCT DMU 

DMU MDCT 

DMU 

Operations Section 

Health Branch, MDCT, 

IKDCT, Management 

Section Legal/County 

Counsel 

Share legal and policy information about 

data tracking and reporting with 

organizations and entities participating in 

the donations response 

DMU 

MDCT, IKDCT, 


Legal/County Counsel 

Periodically check for compliance with 

safety and reporting requirements 

DMU IKDCT, MDCT 

74 May 2011





Line 

Objective 

Time 

Frame 

Task 







Begin planning for report to public on 

distribution and use of cash donations 

DMU 

MDCT, PIO, 



B13 

Begin to prepare for 

transition to longterm 

recovery 

E+72h to 

E+14d 

Encourage and support formation of a 

LTRC with support from CADRE 

DMU 

IKDCT, MDCT, 



Participate in forming a LTRC/LTRO, if 

desired 

DMU 

MDCT, IKDCT, 



Activate process to solicit proposals for 

use of funds donated directly to the State 

(placeholder for approach 

CaliforniaVolunteers develops) 


Legal/County Counsel, 

PIO, DMU, MDCT, 



Local jurisdictions 

C1 

Continue tracking 

donations and 

updating donations 

databases 

E+14d to 

E+60d 

Collect and collate data on distribution of 

donations for report to public 

Continue all other relevant and 

necessary activities of this type from the 

previous time period 

DMU 

DMU 

MDCT, IKDCT, 



MDCT, IKDCT, 



C2 

Continue to 

coordinate, through 

LACs and DRCs, 

with NGOs and 

government 

agencies to monitor 

locations and types 

of needs, 

effectiveness of 

distribution, and so 

on 

E+14d to 

E+60d 




DMU 

MDCT, IKDCT, 



May 2011 75





Line 

Objective 

Time 

Frame 

Task 






C3 

Form and operate an 

LTRC or LTRO 

E+14d to 

E+60d 

Work with CADRE leadership to identify 

key organizations and stakeholders to 

convene discussions on the formation of 

a LTRC/LTRO 

DMU 

CADRE, IKDCT, MDCT 

Mass Care and Shelter 

Branch 

Assist as needed with hosting and 

facilitation of transition meeting to 

empower leadership of LTRC/LTRO to 

be formed 

C4 

Update public 

regularly about the 

flows of donated 

funds, goods, and 

services, any gaps in 

what is needed, and 

what is not needed 

E+14d to 

E+60d 




PIO 

DMU, MDCT, IKDCT, 



JIC 

C5 

Support monetary 

and in-kind 

distribution systems 

to increase their 

efficiency and 

completeness 

E+14d to 

E+60d 

Support continued distribution of 

monetary donations as per prioritization 

system 

Support DMU staff and begin plans for 

rotation periods 

MDCT 

Logistics 

DMU, Logistics Section 



DMU, MDCT, IKDCT, 

Logistics Section Human 

Resources Unit 

Increase staffing levels as needed to 

function at required capacity 

DMU 

Logistics Section Human 

Resources Unit, IKDCT, 

MDCT 

C6 

Evaluate priorities for 

distribution to 

minimize unmet 

needs 

E+14d to 

E+60d 

Work with MDCT and IKDCT members 

to identify gaps 

DMU 

MDCT, IKDCT, Mass 


C7 

Support State or 

Federal efforts to 

identify and 

prosecute fraudulent 

solicitations for 

donations 

E+14d to 

E+60d 

Respond promptly to information 

requests from State or Federal law 

enforcement agencies or Departments of 

Justice 

Work through Law Enforcement Mutual 

Aid system and other mechanisms to 

contribute or share necessary resources 

DMU 

Operations 

Operations Section Law 

Enforcement and Mass 

Care and Shelter 

branched, MDCT, IKDCT 

Law Enforcement 

Branch, Logistics Section 

DMU 

76 May 2011





Line 

Objective 

Time 

Frame 

Task 






C7 (continued) 

C8 

C9 

Support disposition 

of unused donated 

goods, trash, and 

other waste 

Plan for long-term 

operation and 

eventual shutdown of 

event-specific 

donations 

management 

services and 

systems 

E+14d to 

E+60d 

E+14d to 

E+60d 

Analyze tracked and archived 

information on donations received and 

distributed for signs of possible fraud or 

abuse 

Distribute surplus of donations to 

Disaster Relief Agencies; agencies 

receiving such goods provide 

transportation and staff needed to load 

items 

Identify unneeded goods and arrange for 

disposition 

Provide assistance in the disposition of 

unneeded goods, if requested 

Dispose of remaining, unwanted goods 

and recycle when possible 

Operations 

Logistics 

DMU 

DMU 

Operations 

Law Enforcement 

Branch, Logistics Section 

DMU, MDCT, IKDCT 

DMU, Transportation and 

Facilities units, IKDCT 


Section Public Works 

Branch 

MDCT, IKDCT, 



Public Works Branch, 

Logistics Section DMU 

Dispose of trash and unused materials Operations Public Works Branch 

Assist State-level efforts to support 

operation of an LTRC/LTRO in each 

impacted Operational Area 

Arrange for long-term operation of the 

functions of the DMU that persist 

throughout the recovery phase to persist 

after the EOC closes 

Plan for long-term staffing of call centers 

and public information providers 

Support State or Federal efforts to 

identify and prosecute fraudulent 

solicitations for donations 

Solidify and continue the accounting 

requirements for cash donations 

DMU 

DMU 

IKDCT, MDCT, 



IKDCT, MDCT, 




DMU PIO, IKDCT, MDCT JIC 

DMU 

DMU MDCT 

Operations Section Law 

Enforcement and Mass 

Care and Shelter 

branches, MDCT, IKDCT 

Local law enforcement 

agencies 

May 2011 77





Line 

Objective 

Time 

Frame 

Task 






C9 (continued) 

Identify agency(ies) and other 

organizations that are involved in longterm 

(i.e., beyond 60 days) donations 

coordination 

DMU 

IKDCT, MDCT, 




C10 

Prepare public report 

on donations 

E+14d to 

E+60d 

Complete collection and analysis of data 

on distribution of donations 


Draft public report on distribution of 


PIO 

DMU, IKDCT, 



Draft public report on distribution of inkind 

donations 

PIO 

DMU, IKDCT, 



Identify agencies and other 

organizations that are involved in longterm 

(i.e., beyond 60 days) donations 

coordination; integrate with long-term 

recovery efforts 

DMU 

IKDCT, MDCT, 



Deliver draft public reports to agencies 

responsible for maintaining response 

and recovery activities beyond 60-day 

planning period 

PIO DMU, IKDCT, MDCT 

— = Not applicable 

CADRE = Collaborating Agencies’ Disaster Relief Efforts 

d = days 

DMB = Donations Management Branch 

DMU = Donations Management Unit 

DRC = Disaster Recovery Center 

E = event 

EOC = Emergency Operation Center 

h = hours 

IKDCT = In-Kind Donations Coordination Team 

JFO = Joint Field Office 

JIC = Joint Information Center 

LAC = Local Assistance Center 

LTRC = Long-term Recovery Committee 

LTRO = Long-term Recovery Organization 

MAC = Multi-Agency Coordination 

MDCT = Monetary Donations Coordination Team 

NDMN = National Donations Management Network 

NGO = non-governmental organization 

PIO = Public Information Officer 

REOC = Regional Emergency Operations Center 

SEMS = Standardized Emergency Management 

System 

SOC = State Operations Center 

VOAD = Voluntary Organizations Active in Disaster 

78 May 2011

7 Plan Maintenance 

The process for maintaining the Plan is described in this section. The discussion 

identifies who receives and reviews the Plan, how updates are to be integrated into 

the Plan, how the Plan is tested, what type of training and exercises are developed 

to enhance understanding and execution of the plan, and how after-action review is 

conducted after the Plan has been implemented, whether as part of an exercise or in 

response to a real emergency. 

7.1 Plan Distribution 

Once completed and approved, the Catastrophic Incident Donations Management 

Plan for Santa Clara County is distributed to the Donations Management Steering 

Committee and the UASI management team. Printed and electronic copies are also 

delivered to the EOC in Santa Clara County and to other agencies and departments 

in Santa Clara County, Cal EMA’s Coastal Region office and State headquarters, the 

offices of CaliforniaVolunteers, and other State agencies. Electronic versions of the 

Final Plan are also distributed to each of the regional and/or local offices of the 

NGOs with major roles to play in donations management. 

7.2 Plan Updates 

Santa Clara County is responsible for the maintenance, revision, and distribution of 

the Santa Clara County Catastrophic Incident Donations Management Plan. It 

annually assesses the need for revisions to this plan based on the following 

considerations: 

Changes to local, State, or Federal regulations, requirements, or organization 

The need for additional subsidiary plans to develop regional response 

capabilities or eliminate gaps in capabilities, as suggested by Mutual Aid 

Regional Advisory Committee members and coordinated with the Bay Area 

UASI management team 

Implementation of tools or procedures that alter or improve on plan 

components 

Santa Clara County maintains the record of amendments and revisions (the Record 

of Changes table in the front of this document), as well as executable versions of all 

documents, and is responsible for distributing the plan to all applicable agencies. 

Some aspects of this Plan were not able to be fully developed in the time frame of 

the funding allocated for its creation. These topics include: 

Identifying, developing, or implementing innovative training and exercise 

systems such as using food drives to simulate in-kind donations. 

May 2011 79

Plan Maintenance 



Draft templates of MOUs were provided under this project. Finalization of 

content and execution with signatures of necessary parties remain to be 

completed by the County OES. 

A non-bulk goods voucher system needs to be developed and agreements/ 

understandings documented for the flow of goods into CBO partners as well as a 

description of how that translates into a voucher/service delivery unit for use by 

disaster-affected clients (either through Red Cross Family Services or other casemanagement 

organizations). 

These topics warrant further consideration and attention towards their 

development and implementation. Part of the plan-updating process should include 

improving the amount and quality of the content regarding them, possibly through 

the testing, training, and exercise processes described below. 

7.3 Plan Testing, Training, and Exercises 

Exercising the plan and evaluating its effectiveness involves using training and 

exercises and evaluation of actual disasters to determine whether goals, objectives, 

decision, actions, and timing outlined in the plan led to a successful response. 

Exercises are the best method of evaluating the effectiveness of a plan and are also a 

valuable tool in training emergency responders and government officials to become 

familiar with the procedures, facilities, and systems that they actually use or 

manage in emergency situations. Exercises are conducted on a regular basis to 

maintain readiness. Cal EMA is responsible for planning and conducting emergency 

exercises for the region. 

7.4 After-Action Review and Corrective Action 

After every exercise or disaster, an After-Action Report/Improvement Plan 

(AAR/IP) should be completed. The AAR/IP has two components: an AAR, which 

captures observations and recommendations based on incident objectives as 

associated with the capabilities and tasks; and an IP, which identifies specific 

corrective actions, assigns them to responsible parties, and establishes targets for 

their completion. The County’s Facilities and Fleet Department is the lead agency 

for the development of the AAR/IP and convenes participants to discuss action 

items and solicit recommendations for improvement. 

80 May 2011

Appendix A: 

Glossary and Terms


Appendix A: Glossary and Terms 

Acronyms and Abbreviations 

AAR/IP................. After-Action Report/Improvement Plan 

ACS....................... Adventist Community Services 

ARC ...................... American Red Cross 

BUOC ................... Business and Utilities Operations Center 

CADRE ................. Collaborating Agencies’ Disaster Relief Efforts 

Cal EMA ............... California Emergency Management Agency 

CBO ...................... community-based organization 

CDAA.................... California Disaster Assistance Act 

CEO ...................... Chief Executive Officer 

CRA ...................... California Resiliency Alliance 

CRADAR .............. California Resiliency Alliance Disaster Asset Registry 

DHS...................... Department of Homeland Security 

DME ..................... durable medical equipment 

DMU..................... Donations Management Unit 

DRC...................... Disaster Recovery Center 

E ........................... event 

EMAC ................... Emergency Management Assistance Compact 

EMMA.................. Emergency Managers Mutual Aid 

EOC ...................... Emergency Operations Center 

EOP ...................... Emergency Operations Plan 

FEMA ................... Federal Emergency Management Agency 

FBO ...................... faith-based organization 

GC......................... Government Code 

HAZUS ................. Hazards U.S. 

IAP ....................... Incident Action Plan 

IKDCT .................. In-Kind Distribution Coordination Team 

JFO....................... Joint Field Office 

JIC........................ Joint Information Center 

LAC....................... Local Assistance Center 

LTRC/LTRO......... Long-term Recovery Committee/Organization 

M...................... moment magnitude 

MAC ..................... Multi-Agency Coordination System 

MDCT................... Monetary Donations Coordination Team 

MM....................... Modified Mercalli 

May 2011 A-1

Appendix A: Glossary 



MOA ..................... memorandum of agreement 

MOU..................... memorandum of understanding 

NDMN.................. National Donations Management Network 

NGO ..................... non-governmental organization 

NIMS.................... National Incident Management System 

NorCal VOAD....... Northern California Voluntary Organizations Active in Disaster 

NRCC ................... National Response Coordination Center 

NRF ...................... National Response Framework 

NVOAD ................ National Voluntary Organizations Active in Disaster 

OES ...................... Office of Emergency Services 

PIO ....................... Public Information Officer 

PNP ...................... private nonprofit organization 

POD...................... point of distribution 

RCPGP.................. Regional Catastrophic Preparedness Grant Program 

RECP .................... Regional Emergency Coordination Plan 

REOC.................... Regional Emergency Operations Center 

RRCC.................... Regional Response Coordination Center 

SBA....................... Small Business Administration 

SCCC .................... Santa Clara County Code 

SEMS.................... Standardized Emergency Management System 

SEP....................... State Emergency Plan 

SOC ...................... State Operations Center 

UASI..................... Urban Area Security Initiative 

URL ...................... Uniform Resource Locator 

VOAD ................... Voluntary Organizations Active in Disaster 

Definitions of Key Terms 

211. Service that provides free and confidential information and referral (including disaster-related 

information) by telephone to the public 

Bulk Goods. Donated goods, generally new, available, or provided in palletized or other bulk format 

Direct Service Providers. See Service Providers 

Donated Services. Donations category that includes donated professional services, use of facilities 

and real estate, and loaned equipment or vehicles 

Donations. All donations, both monetary and in-kind, designated for disaster response, relief, and 

recovery; also referred to as donated goods and services 

Donations Coordination Team. Multi-agency team that serves a specific and defined purpose in 

support of a DMU 

A-2 May 2011



Appendix A: Glossary 

Donations Management Unit. Functional unit in an Emergency Operations Center that 

coordinates donations-related activities, such as communication, information management, 

resource management, and public information 

Goodwilled Intent. Benevolent aim or purpose, as in "They donated the used toys with goodwilled 

intent" 

Grantmakers. Organizations that make grants to voluntary organizations and/or to people affected 

by disaster; organization types include community foundations, family foundations, United Way, 

and corporate foundations 

In-kind Donations. All non-monetary donations designated for disaster response, relief, and 

recovery 

Material Waste. Packaging and other trash generated from bulk donations, as well as used goods 

that are not clean or safe enough for distribution 

Monetary Donations. Financial contributions designated for disaster response, relief, and recovery 

Monetary Donations Coordination Team. A form of a Donations Coordination Team (defined 

above) specific to monetary donations 

Non-bulk Goods. Donated goods, generally used, not available or provided in palletized or other 

bulk format 

Non-governmental Organization. Any organization that is external to government 

Nonprofit Thrift Shop. A thrift shop that is run for the benefit of a nonprofit organization 

Private Sector. A subset of non-governmental organizations; includes businesses, corporations, and 

utilities 

Service Providers. A subset of voluntary sector organizations that may include CBOs, FBOs, and 

other 501(c)(3) organizations that provide disaster services to clients in the affected area; individual 

local agencies may provide care and shelter, feeding, and assistance to first responders 

Thrift Shop. A shop that sells secondhand articles and is often run for charitable purposes 

Unused Goods. Donated items that are new or of high quality but that are not distributed to people 

or organizations 

Voluntary Organization. Nonprofit organization; sub-types include community-based 

organizations, faith-based organizations, grantmakers, and others 

Voluntary Sector. A subset of non-governmental organizations consisting of all voluntary 

organizations; sometimes referred to as the nonprofit sector 

May 2011 A-3


Appendix B: 

Maps



Map B-1 

Map B-2 

Map B-3 

Twelve-county San Francisco Bay Area region. 


Shaking intensity. 

May 2011 

B-i


BUTTE 

MENDOCINO 

LAKE 

COLUSA 

SUTTER 

YUBA 

NEVADA 

PLACER 

EL DORADO 

SONOMA 

NAPA 

YOLO 

SACRAMENTO 

AMADOR 

ALPINE 

SOLANO 

CALAVERAS 

MARIN 

San Pablo 

Bay 

TUOLUMNE 

CONTRA COSTA 

SAN JOAQUIN 

SAN FRANCISCO 

San 

Francisco 

Bay 

ALAMEDA 

STANISLAUS 

MARIPOSA 

SAN MATEO 

SANTA CLARA 

MERCED 

PA C I F I C 

O C E A N 

SANTA CRUZ 

MADERA 

URS Corp - Oakland CA - S.Lewis \\S021emc2\gisdata\Projects\UASI\Maps\02debris\MapB-01_12-county_region.mxd - 8/23/2010 @ 8:45:48 AM 

Map 

area 

CALIFORNIA 

Bay Area UASI Program 

Regional Catastrophic Preparedness Grant Program 

0 20 40 

MILES 

SAN BENITO 

MONTEREY 

SAN LUIS OBISPO 

FRESNO 

KINGS 

KERN 

Map B-1 

Twelve-county San Francisco Bay Area region

Russell City 

114 

92 Hayward 

East Palo Alto 

Menlo Park 

ALAMEDA 

COUNTY 

Fremont 

84 SAN MATEO Newark 880 

COUNTY 

Stanford 

237 

Ladera Palo Alto Mountain View 

82 

Sunnyvale 

Loyola 

85 

Union 238 City 

280 

Santa Clara 

262 

Cupertino Rancho Rinconada Burbank 

Pleasanton 

Kilkare Woods 

Milpitas 680 

87 

San Antonio Res 

Calaveras Res 

San Jose 

East Foothills 

Lake Del Valle 

Lake Delvalle 

130 

580 

SAN JOAQUIN 

COUNTY 

132 

33 

5 

STANISLAUS 

COUNTY 

Westley 

236 

35 

Campbell 

Saratoga 

Cambrian Park 

Monte Sereno 

Los Gatos 

Lexington Res 

Lexington Hills 

101 

SANTA CLARA 

COUNTY 

Calero Reservoir 

Anderson Lake 

URS Corp - Oakland CA - S.Lewis \\S021emc2\gisdata\Projects\UASI\Maps\02debris\Debris_Local_MapB-02_County-City_v2.mxd - 8/25/2010 @ 9:18:33 AM 

Boulder Creek 

9 

Ben Lomond 

Felton 

17 

Scotts Valley 

SANTA CRUZ 

COUNTY 

Live Oak 

Soquel 

Santa Cruz 

Capitola 

Twin Lakes 

0 5 10 

MILES 

Aptos 

MONTEREY 

COUNTY 

Day Valley 

Rio del Mar 

Data sources 

Public lands: Legacy Project 2003 

Topography: USGS National Elevation Dataset, 30-m hillshade 



Corralitos 

Interlaken 

1 

Watsonville 

Moss Landing 

Pajaro 

Las Lomas 

Castroville 

183 

Elkhorn 

Morgan Hill 

Coyote Lake 

San Martin 

Gilroy 

129 

Aromas 

SAN BENITO 

COUNTY 

San Juan Bautista 

Prunedale 

County boundary 

Highway 

Road 

152 

156 Hollister 

25 

Tres Pinos 

Public land 

Water body 

MERCED 

COUNTY 

Map B-2 

Santa Clara County

MENDOCINO 

LAKE 

SUTTER 

PLACER 

YOLO 

EL DORADO 

SONOMA 

NAPA 

SACRAMENTO 

AMADOR 

SOLANO 

CALAVERAS 

MARIN 

TUOLUMNE 

CONTRA COSTA 

SAN JOAQUIN 

SAN FRANCISCO 

ALAMEDA 

STANISLAUS 

MARIPOSA 

SAN MATEO 

SANTA CLARA 

MERCED 

SANTA CRUZ 

MADERA 

URS Corp - Oakland CA - S.Lewis \\S021emc2\gisdata\Projects\UASI\Maps\02debris\MapB-02_Shaking_intensity_SA.mxd - 8/25/2010 @ 8:40:26 AM 

PA C I F I C 

O C E A N 

0 20 40 

MILES 



San Andreas 

fault zone 

SAN BENITO 

MONTEREY 

SAN LUIS OBISPO 

PEAK GROUND ACCELERATION (g*) 

*g = 980 centimeters/second/second (units of gravitational acceleration) 

Topographic data source: USGS NED 

Fault data source: USGS, 2006 

0 0.3 0.6 0.9 1.2 

FRESNO 

Map B-3. Shaking intensity 

Peak ground acceleration; Scenario: M 7.9 San Andreas fault earthquake 

1906 Modified Mercalli Intensity 

KINGS


Appendix C: 

Scenario and Assumptions Details and HAZUS 

Description


C.1 Scenario Earthquake ........................................................................................................C-1 

C.2 General Planning Assumptions ......................................................................................C-4 

C.3 Mass Care and Shelter-related and Transportation-related Assumptions .................C-6 

C.4 Interim Housing-related Assumptions ...........................................................................C-7 

C.5 Volunteer Management-related Assumptions ...............................................................C-8 

C.6 Debris Management-related Assumptions.....................................................................C-9 

List of Tables 

Table C-1 

Table C-2 

Table C-3 

Number of households without potable water after the scenario 

earthquake.............................................................................................................C-3 

Number of households without electricity after the scenario earthquake..............C-4 

Estimated number of households in the region that need interim housing 

1, 3, 6, and 12 months after the earthquake. ........................................................C-8 

May 2011 

C-i


Appendix C: Scenario and Assumptions Details and HAZUS 

Description 

C.1 Scenario Earthquake 

The scenario earthquake is a moment magnitude (M) 7.9 earthquake on the 

northern segment of the San Andreas fault. The basis for the scenario is a Hazards 

U.S. (HAZUS) analysis performed by the Earthquake Engineering Research 

Institute, with support from the U.S. Geological Survey and California Emergency 

Management Agency (Cal EMA), beginning in 2005 and modified in 2009 by URS 

Corporation for the Regional Catastrophic Preparedness Grant Program. 

The characteristics of the scenario earthquake and its impacts on the region are: 

1. The earthquake occurs in January on a weekday at 1400 hours Pacific Standard 

Time. 

2. A foreshock precedes the main shock by 20 to 25 seconds. There is no other 

warning. 

3. The main shock lasts 45 to 60 seconds. 

4. The epicenter is just outside the entrance to the San Francisco Bay, west of the 

Golden Gate Bridge. 

5. The earthquake ruptures approximately 300 miles of the northern segment of 

the San Andreas fault, from the San Juan Bautista area in the south to Cape 

Mendocino in the north. 

6. Shaking is felt in Oregon to the north, Los Angeles to the south, and Nevada to 

the east. 

7. The estimated magnitude is M 7.9 with a Modified Mercalli (MM) intensity of 

VIII (severe shaking/moderate to heavy damage) to IX (violent shaking/heavy 

damage) in widespread areas of the most severely affected counties. Pockets in 

the affected counties experience instrument intensity of MM X (extreme 

shaking/very heavy damage), particularly areas immediately adjacent to the 

fault and areas where liquefaction is likely to occur. 

8. Ground shaking and damage occurs in 19 California counties, from Monterey 

County in the south to Humboldt County in the north and into the San Joaquin 

Valley. 

9. Damage is catastrophic in the areas that experience shaking intensities of 

MM IX and X and high or very high levels of susceptibility for liquefaction, 

which are the areas adjacent to the fault in Marin, San Francisco, San Mateo, 

Santa Clara, Santa Cruz, and Sonoma counties. 

May 2011 C-1

Appendix C: Scenario and Assumptions 

Details and HAZUS Descriptions 



10. Counties along the fault outside the Bay Area, such as Mendocino, may sustain 

damage and require response. 

11. Central Valley counties such as Sacramento and San Joaquin may be affected 

immediately by evacuations and other response actions. 

12. The rest of California and the Nation are affected significantly by the need to 

respond; the deaths, injuries, and relocations of the Bay Area residents; 

economic disruption; and media attention. 

13. Threats and hazards resulting from shaking, surface fault rupture, and 

liquefaction include: 

 

 

 

Structural and nonstructural damage to buildings and infrastructure, 

including widespread collapse of buildings 

Widespread fires 

Subsidence and loss of soil-bearing capacity, particularly in areas of 

liquefaction 

Displacement along the San Andreas fault 

Widespread landslides 

Hazardous materials spills and incidents 

Dam/levee failure resulting in flooding 

Civil disorder 

14. Threats and hazards resulting from the main shock are aggravated or recur 

during aftershocks, which continue for months after the main shock. 

15. The earthquake does not generate a tsunami or seiche, despite its magnitude. 

16. Potable water supply systems suffer major damage because of the following: 

 

 

 

Extensive damage to pipelines from ground deformation 

Interruption of pumps and treatment due to power outages 

Damage to treatment facilities, storage facilities, and distribution 

infrastructure 

Contamination of potable water systems because of damaged lines 

The number of households without potable water is provided in Table C-1 1 , 

based on the estimated damage to potable water pipelines and facilities, and 

derived using HAZUS. 

17. The earthquake results in massive power outages, and auxiliary power systems 

and generators are not sufficient to meet critical needs. The number of 

households without electricity is provided in Table C-2, based on the estimated 

damage to electrical facilities, substations, and distribution circuits. 

1 As with all tables in this Plan, numbers are rounded to the nearest hundred. 

C-2 May 2011





Table C-1. Number of households without potable water after the scenario earthquake. 

County 

Households without Potable Water Post-Earthquake 

Total 

Households E+24 Hours E+72 Hours E+7 Days E+30 days 

Alameda 564,200 465,000 459,800 448,200 341,800 

Contra Costa 384,600 105,700 85,700 45,600 N/A 

Marin 105,300 56,300 48,600 29,300 N/A 

Monterey 130,300 N/A N/A N/A N/A 

Napa 50,300 3,900





Table C-2. Number of households without electricity after the scenario earthquake. 

County 

Households without Electricity Post-Earthquake 

Total 

Households E+24 Hours E+72 Hours E+7 Days E+30 days 

Alameda 564,200 23,600 13,700 5,400 1,200 

Contra Costa 384,600 15,400 9,300 3,700 800 

Marin 105,300 3,700 2,400 1,100 200 

Monterey 130,300 N/A N/A N/A N/A 

Napa 50,300 2,000 1,200 500 100 

San Benito 17,300 N/A N/A N/A N/A 

San Francisco 358,900 253,900 161,300 73,100 18,300 

San Mateo 268,000 100,100 62,800 27,900 6,800 

Santa Clara 624,700 57,100 34,300 14,400 3,400 

Santa Cruz 95,800 15,500 9,600 3,900 800 

Solano 140,900 5,600 3,200 1,400 300 

Sonoma 182,900 60,000 40,400 19,700 5,000 

Total 2,923,200 492,200 308,400 139,000 34,300 

Source: HAZUS analysis conducted by URS in 2009. The estimates are adjusted, by county, for 

population increase since the year 2000. For Contra Costa, Napa, and Solano counties, the 

power loss is not accurately represented in HAZUS and is an average of losses for Alameda and 

Marin counties. HAZUS does not provide reliable results for Monterey and San Benito counties, 

but it can be assumed that there will be some power loss in these counties. 

E = scenario event 

N/A = Not available (HAZUS results are unreliable) 

C.2 General Planning Assumptions 

The key planning assumptions include: 

1. Within 24 hours: 

 

 

 

Local governments declare a local emergency. The Governor of California 

proclaims a State of Emergency and requests that the President declare a 

disaster. 

The President declares a Major Disaster, making Federal assistance 

available under the Robert T. Stafford Disaster Relief and Emergency 

Assistance Act of 1988. 

The U.S. Department of Homeland Security and FEMA implement the 

Catastrophic Incident Supplement to the National Response Framework 

and begin mobilizing Federal resources. 

2. Because of extensive damage to building and transportation infrastructure in 

Oakland, the Cal EMA Regional Emergency Operations Center (REOC) in 

Oakland may not be functional. The Cal EMA Regional Level function within 

the State Emergency Management System (SEMS) persists but may be run out 

of an alternate location at: 

C-4 May 2011





 

 

 

A REOC outside the region 

The State Operations Center (SOC) 

The Joint Field Office (JFO), once it is established as part of the Cal EMA 

and FEMA Unified Coordination Group (UCG) 2 

Cal EMA notifies the Operational Areas of the appropriate channels for 

communication with the regional function, once it has been established. 

The Cal EMA State Level function is also active and operates out of the SOC or 

the JFO. 

3. On a statewide basis, all elements of the SEMS are functional, including 

communications and mutual aid systems. 

4. The response capabilities and resources of the local governments and the State 

in the region are quickly overwhelmed or exhausted. 

5. A detailed and credible common operating picture cannot be achieved for 24 to 

48 hours (or longer) after the disaster. As a result, response activities begin 

without the benefit of detailed and complete situational or critical needs 

assessments (except as available from scenario-based pre-disaster impact 

modeling). 

6. First responders, providers of recovery services, and other critical response 

personnel are personally affected by the disaster and may be unable to report to 

their posts for days because of the damaged transportation infrastructure. First 

responders who are on duty may be held over for additional shift coverage. 

7. Once the President declares a disaster and commits Federal resources, the State 

and Federal Governments establish joint operations to provide assistance to 

local jurisdictions. 

8. Massive assistance in the form of response teams, equipment, materials, and 

unsolicited volunteers begins to flow toward the region, providing urgently 

needed resources but creating coordination and logistical support challenges. 

9. Because of damage to the transportation infrastructure, out-of-region mutual 

aid, State and Federal resources, and resources from other states cannot begin 

to arrive inside the worst-impacted area for up to 72 hours. 

10. Depending on location, some Operational Area emergency operations centers 

(EOCs) experience significant damage, but others are partly or wholly 

operational. 

2 According to the California Catastrophic Incident Plan, this joint Federal-State function is a critical 

part of responding to a disaster of this scale. 

May 2011 C-5





C.3 Mass Care and Shelter-related and Transportation-related 

Assumptions 

1. Several hundred thousand commuters, tourists, and other non-residents are in 

the 12-county region at the time of the event. Many of these people are 

effectively stranded where they are because of road damage, trapped vehicles, 

or other impediments. 

2. An estimated 1,416,000 children are in school at the time of the earthquake. 

3. An estimated 331,400 people in the 12-county Bay Area region are projected to 

seek shelter after the earthquake. This includes residents as well as homeless 

and visitors or tourists in the region. These people are a major source of need 

for donated goods, services, and funds. 

4. Non-governmental organizations, including faith-based and community-based 

organizations, also need resources to meet the needs of their clients. 

5. Over 1 million people need transportation assistance. As they gather at pickup 

points, evacuees may have to wait for as long as 24 hours at the evacuation 

pickup points. 

6. Large numbers of affected residents choose not to sleep at shelters and stay 

near their residences in vehicles, in tents, or at other temporary shelters; 

however, many of them seek food, supplies, or other services at shelters. 

7. Spontaneous shelters, which are not pre-designated or known by local 

government, open in communities within hours of the earthquake. They may 

not be properly supported for several days after the earthquake and need 

outside resources. 

8. Mega-shelters (facilities with populations greater than 1,000) 3 may open in the 

first week after the earthquake to shelter large numbers of people seeking shortterm 

shelter (up to E+14 days). Most local plans do not cover the specifics of 

mega-shelters, but possible sites include stadiums, convention centers, military 

bases, and the like. The large open spaces surrounding mega-shelters may also 

be used for other activities such as staging of supplies and commodities, or 

distribution of bulk goods. 

9. Several hundred thousand animals are expected to need shelter or other 

assistance after the event. These animals are a likely intended recipient of 

donated goods and funds. 

3 This threshold was used in the UASI Shelter Operations Guide, which was developed with the 

support of the ARC, the California Department of Social Services, and local county stakeholders. 

C-6 May 2011





10. There are other shelter needs resulting from the impacts of the earthquake that 

are relevant to effective donations management. These include the following: 

 

 

 

 

 

 

 

 

 

Provision for the basic medical support requirements of the general shelter 

population, including contagious disease monitoring and control, providing 

access to prescription medications, the provision of first aid, and 

monitoring of people with chronic health conditions 

Identification of locations that are not suitable for people with access and 

functional needs (e.g., no wheelchair access) 

Utilities or alternate methods (e.g., water trucks, gas-powered generators) 

for shelter facilities 

Staff and supplies to support shelters and meet shelter demand 

Specialized staff and supplies, including medical staff, Functional 

Assessment and Support Teams or similar teams, durable medical 

equipment, and common medicines, to satisfy the estimated access and 

functional needs shelter populations 

Security inside and around the shelter facility 

Hygiene and sanitation facilities and supplies 

Feeding and distribution supplies, equipment, and staff for shelters and for 

mass feeding or supply distribution away from shelters 

Accessible transportation support for people who need services not 

provided in current shelters 

C.4 Interim Housing-related Assumptions 

There are several hundred thousand people (see Table C-3, below) that need some 

form of interim housing. These people are also intended and appropriate recipients 

of donated goods and funds, though much of this need takes place outside of the 

60-day planning window. 

1. Interim housing needs are driven by the timeline to restore damaged housing or 

construct new housing. 

2. Housing restoration timelines are highly dependent on the availability of 

financing; local, State, and Federal assistance; the availability of contractors 

and construction materials and equipment; and local planning and permitting 

decisions. 

3. It is likely that the restoration of some structures takes more than 5 years, and 

resources are not available to restore all damaged units. 

5. Approximately 15 percent of households in the Bay Area have earthquake 

insurance. It is likely that housing restoration resources (insurance, private 

financing, and Federal grants and loans) are insufficient to restore all damaged 

or destroyed housing. 

6. Access to schools, health care, grocery stores, social support networks, 

accessibility, and other amenities affect decisions about interim housing. 

May 2011 C-7





Table C-3. Estimated number of households in the region that need interim 

housing 1, 3, 6, and 12 months after the earthquake. 

Number of Households in the Region Needing Interim Housing 

County E+1 Month E+3 Months E+6 Months E+12 Months 

Alameda 95,400 76,700 64,000 38,700 

Contra Costa 17,500 13,500 11,400 7,300 

Marin 8,000 6,500 5,500 3,300 

Monterey 2,300 1,500 1,200 500 

Napa 3,500 2,600 2,200 1,200 

San Benito 300 200 200 100 

San Francisco 116,800 92,800 77,000 45,500 

San Mateo 41,700 33,700 28,000 16,300 

Santa Clara 97,300 79,100 65,800 39,200 

Santa Cruz 3,600 2,700 2,100 900 

Solano 3,400 2,700 2,300 1,400 

Sonoma 14,600 11,700 9,600 5,400 

Total 404,200 323,800 269,100 159,700 

Source: URS analysis of HAZUS damage estimates 

E = scenario event 

C.5 Volunteer Management-related Assumptions 

1. Both affiliated and unaffiliated volunteers may be involved with various aspects 

of donations management, including receiving, sorting, warehousing, 

transportation and distributing donated items. 

2. Affiliated volunteers involved through their agency affiliation with donations 

management activities are pre-trained for their roles. 

3. Unaffiliated volunteers that assist an agency with donations management tasks 

need to be trained for their roles. 

4. Some donations management agencies may be overwhelmed with offers of help 

from unaffiliated volunteers. 

5. Agencies needing extra assistance with donations management activities should 

submit volunteer requests to a local Emergency Volunteer Center, if one is 

present. 

6. Individuals seeking to volunteer with donations management tasks learn about 

such volunteer opportunities in a variety of ways, including through hearing 

media announcements, by contacting 211, by contacting a local Emergency 

Volunteer Center, through social networking contacts, and by word of mouth. 

C-8 May 2011





C.6 Debris Management-related Assumptions 

1. Debris from unwanted/unneeded donations consists primarily of clothing that 

is torn, dirty, or otherwise unusable; and perishable and nonperishable food 

items whose shelf life has expired, are damaged, and/or otherwise unusable. 

2. Other types of unwanted donations include used medical equipment, relic 

appliances, and other unusable items. 

3. Agencies and organizations with unwanted/unneeded donations find their 

ability to clear and remove debris is exceeded and request assistance from local 

government. 

4. Unwanted/unneeded donations have lower priority for removal than items that 

are blocking priority transportation routes and access to critical facilities, 

among others. 

May 2011 C-9


Appendix D: 

Assembly Bill 903 Legislative Information and 

Final Regulations


State of California 

Office of Administrative Law 

In re: 

California Emergency Management Agency 

NOTICE OF APPROVAL OF CERTIFICATE OF 

COMPLIANCE 

Regulatory Action: 

Government Code Section 11349.1 and 

11349.6(d) 

Title 19, California Code of Regulations 

Adopt sections: 2991,2992,2993,2993.1, 

2994, 2994.1, 2995, 2995.1, 

Amend sections: 

Repeal sections: 

2996, 2996.1, 2997, 2998, 

2999 

OAL File No. 2011.0401.01 C 

The California Emergency Management Agency submitted this action as the Certificate 

of Compliance action for OAL File No. 2011-0214-03E to make permanent the 

emergency regulations and to add several modifications made after the emergency 

regulations were adopted. The regulations implement AB 903 (Stats. 2007, ch. 400), 

which was enacted to provide reimbursement to private nonprofit (PNP) organizations 

that incur extraordinary costs as a result of providing supplies and other disaster or 

emergency assistance activities if a state emergency is proclaimed by the Governor. 

The regulations also allow for reimbursement to intermediary PNPs, which are PNPs 

that coordinate the activities of other PNPs in providing disaster or emergency 

assistance activities. 

OAL approves this regulatory action pursuant to section 11349.6(d) of the Government 

Code. 

Date: 5/12/2011 

f\~/~ÂÅ) l. di-~!tl) 

Richard L. Smith 

Staff Counsel 

For: DEBRA M. CORNEZ 

Assistant Chief Counsell 

Acting Director 

Original: Matthew Bettenhausen 

Copy: Catherine Bernstein

STATE OF CALIFORNIA-OfFICE OF ADMINISTRATIVE LAW 

NOTICE PUBLICATION/REGULATIONS SUB 

STD. 400 (REV. 01-09) 

OAL FILE NOTICE FILE NUMBER 

NUMBERS Z~)( 

(See instructions on 

reverse) 

EMERGENCY NUMBER 

For use by Secretary of State only 

! l" '2: 19 

i i: 

.- I 

7 

t\ t I,.,. 

NOTICE 

AGENCY WITH RULEMAKING AUTHORITY 

California Emergency Management Agency 

REGULATIONS 

AGENCY FILE NUMBER (If any) 

Z-2010-0413-01 

A. PUBLICATION OF NOTICE (Complete for publication in Notice Register) 

1. SUBJECT OF NOTICE 

TITLE(S) FIRST SECTION AFFECTED 2. REQUESTED PUBLICATION DATE 

3. NOTICE TYPE 

D Notice Re ulato re Proposed Action DOther 

OAL USE ACTION ON PROPOSED NOTICE 

ONLY D Approved Submitted as D Approved Modifed as 

D Disapprovedl 

Withdrawn 

B. SUBMISSION OF REGULATIONS (Complete when submitting regulations) 

TELEPHONE NUMBER 

FAX NUMBER (Optional) 

1a. SUBJECT OF REGULATION(S) 

State Private Nonprofit Organizations Assistance Program 

1b. ALL PREVIOUS RELATED OAL REGULATORY ACTION NUMBER(S) 

2011-0214-03 E 

2. SPECIFY CALIFORNIA CODE OF REGULATIONS TITLE(S) AND SECTION(S) (Including title 26, if taxies related) 

SECTION(S) AFFECTED 

(List all section number(s) 

individually. Attach 

additional sheet if needed.) 

TITLE(S) 

19, Division 2, Chapter 6 

3. TYPE OF FILING 

ADOPT 

2911,2992,2993,2993.1,2994,2994.1,2995,2995.1, 2996, 2996.1,2997,2998,2999 

AMEND 

REPEAL 

o Regular Rulemaking (Gov. 

Code §11346) 

o Resubmittal withdrawn of nonemergency 

disapproved or 

filing (Gov. Code §§11349.3, 

11349.4) 

rg Certificate of Compliance: The agency offcer named 

below certifies that this agency complied with the 

provisions of Gov. Code §§11346.2-11347.3 either 

before the emergency regulation was adopted or 

within the time period required by statute. 

O Emergency Readopt (Gov. 

Code, §11346.1(h)) 

o File & Print 

o Changes Without Regulatory 

Effect (CaL. Code Regs., title 

1, §100) 

o Print 

Only 

O Emergency (Gov. Code, 0 Resubmittal of disapproved or withdrawn 

§11346.1 (b)) emergency fiing (Gov. Code, §11346.1) 

o Other (Specify) 

,(ì J Iiik 4. ALL BEGINNING AND ENDING DATES OF AVAILABILITY OF MODIFIED REGULATIONS AND/OR MATERIAL ADDED TO THE RULEMAKING FilE (CaL. Code Regs. title 1, §44 and Gov. Code § 11347.1) 

t.~'Z~ 2/112011-2/16/2011; 2/23/2011-3/9/2011 

S. EFFECTIVE DATE OF CHANGES (Gov. Code, §§~ 343A,.11346.1(d); CaL. Code Regs., title 1, § 1 00 ) 

Ii Effective 30th day after 1\ 9XJ f\ Effective on filing with D § 100 Changes Without D Effective 

IQ filing with Secretary of State \J ~ Secretary of State Regulatory Effect other (Specify) 

6. CHECK IF THESE REGULATIONS REQUIRE NOTICE TO, OR REVIEW, CONSULTATION, APPROVAL OR CONCURRENCE BY, ANOTHER AGENCY OR ENTITY 

~ Department of Finance (Form STD. 399) (SAM §6660) D Fair Political Practices Commission D State Fire Marshal 

Other (Specify) 

7. CONTACT PERSON 

Catherine Bernstein 

8. 

TELEPHONE NUMBER 

916-322-1742 

I certify that the attached copy of the regulation(s) is a true and correct copy 

of the regulation(s) identified on this form, that the information specified on this form 

is true and cor t, and that I am the head of the agency taking this action, 

. OR DESIGN DATE 

FAX NUMBER (Optional) 

or a desi the head of the agency, and am authorized to mak this certification. 

E-MAIL ADDRESS (Optional) 

catheri ne .bern stei n(fca lema.ca .gov 

For use by Offce of Administrative Law (OAL) only

CALIFORNIA EMERGENCY MANAGEMENT AGENCY 

FINAL REGULATORY TEXt 

Revision Date: May 10,2011 

Add to Title 19, Division 2, Chapter 6: 

Article 1. State Public Assistance Program 

§ 2900. Definitions 

The following definitions apply to this article: 

(a).. . 

Article 2. State Private Nonprofit Organizations Assistance Program 

§2991. Definitions 

The following definitions apply to this article: 

(a) Essential Community Services: Providing governental type direct services to the 

community affected by an emergency or disaster, through the distribution of supplies and 

other disaster or emergency assistance activities. Private Nonprofit (PNP) activities are 

those that provide essential services including but not limited to food, water, and shelter. 

(b) Hazard Mitigation: Any cost-effective measure which wil reduce the potential for 

damage to a facility from a future disaster event. 

(c) Intermediary Private Nonprofit (Intermediary PNP): Any private not for profit 

organization as defined in Section 2991 (e) that, through written agreement with a local 

agency, is responsible for the coordination of 

multiple PNPs performing essential 

community services within the specific jurisdiction of 

that local agency. 

(d) Local Agency: Any city, city and county, county, county office of education, 

community college district, school district, or special district. 

(e) Private Nonprofit (PNP): Any private not for profit organization that is compliant 

with 44 CFR Section 206.221(f) having: 

(1) An effective ruling letter from the U.S. Internal Revenue Service, granting tax 

exemption under Sections 501(c), (d), or (e) of the Internal Revenue Code of 1954, 

or 

(2) Satisfactory evidence from the 8âtate that the nonrevenue producing organization 

or entity is a nonprofit one organized or doing business under 8âtate law. 

(f) Private Nonprofit (PNP) i\ctivities Claim: The viritten claim made by the PJ'JP or the 

Intermediary PNP to the Secretary shall include: 

Page 1 of 10


FINAL REGULATORY TEXT 


(i) applicant name, 

(2) description and location of essential community services activities provided \vith 

the associated costs, 

(3) if applicant is a PNP, a copy of the request for assistance, 

(4) if applicant is an Intermediary Pl'W, a copy of local agency agreement, with 

signatures of local agency representative and authorized agent. 

(g) Private Nonprofit (Pl'W) Application: The viritten application made by the PNP or 

the Intermediary PNP to the Secretary which shall include: 

(i) contact information, 

(2) authorized agent contact infom1ation, 

(3) tax exempt identification number, 

(4) list of essential community services provided, 

(5) signature of authorized agent. 

NOTE 

Authority cited: Section 8692, Governent Code. Reference: Section 8692, 

Governent Code. 

§ 2992. General Provisions for Eligible Private Nonprofit (PNP) Activities 

(a) The PNP or Intermediary PNP applicant must meet all eligibility requirements 

described in this section. 

(b) When a state of emergency is proclaimed by the Governor, an eligible PNP or the 

Intermediary PNP applicant may receive state assistance pursuant to Governent Code 

Section 8692. This emergency regulation applies to any emergency proclaimed by the 

Governor on or after December 21,2010. 

(c) An eligible PNP applicant may receive state financial assistance as reimbursement for 

the performance of essential community services provided such expenditures meet all of 

the eligibility requirements. 

(d) An eligible Intermediary PNP applicant may receive state financial assistance as 

reimbursement for the coordination of multiple PNPs perfonning essential community 

services provided such expenditures meet all of the eligibility requirements. 

(e) No PNP activities resulting from self-deployment wil be eligible for reimbursement. 

(f) No state financial assistance shall be made available for any activity that occurs more 

than six (6) months from the date of 

the Governor's Proclamation without prior written 

approval from the California Emergency Management Agency (Cal EMA). 





(g) An eligible PNP applicant shall utilize the application process as described in Section 

~2996. An eligible Intermediary PNP applicant shall utilize the application process 

as described in Section 2999.12996.1. 

NOTE 

Authority cited: Section 8692, Govermnent Code. Reference: Section 8692, 


§ 2993. PNP Applicant Eligibility 

(a) A PNP organization must meet all of 

state financial assistance: 

the following criteria for eligibility to apply for 

(1) An eligible PNP applicant must meet the definition of PNP as defined in Section 

2991(e). 

(2) An eligible PNP applicant must provide essential community services as defined in 

Section 2991(a). 

(b) A PNP organization is not eligible if it uses public funds for religious means as 

described in Governent Code Section 8692( d) while providing emergency assistance 

acti viti es. 

NOTE 



§i92993.L. Intermediary PNP Applicant Eligibilty 

(a) An Intermediary PNP organization must meet all of 

eligibility to apply for state financial assistance: 

the following criteria for 

(1) An eligible Intermediary PNP applicant must meet the definition of an Intermediary 

PNP as defined in Section 2991(c). 

(2) An eligible Intermediary PNP applicant must be responsible for the coordination of 

multiple PNPs as described in a written agreement with the requesting local agency. The 

written agreement shall meet all of the following requirements: 

(A) The written agreement shall contain a list of 

the PNPs performing essential 

community services that the Intermediary PNP is responsible for coordinating. 

(B) The written agreement shall describe the process the requesting local agency wil 

utilize to request the Intermediary PNP to provide the coordination of essential 

. community services performed by the listed PNPs. 





(C) The written agreement shall 

be executed within 30 days of the date of the Governor's 

State of Emergency Proclamation issued in response to an emergency or disaster. 

(D) This deadline for the execution of 

the written agreement may be extended by the Cal 

EMA Secretary only for unusual or extraordinary circumstances upon written request by 

the Intermediary PNP or requesting local agency. 

(3) An eligible Intermediary PNPj. as an applicant requesting reimbursement on behalf of 

the PNPs they are responsible for coordinating, must have a written agreement with these 

PNPs. The written agreement shall meet all of 

the following requirements: 

the process for the local agency to request the perfonnance of 

(A) A description of 

essential community services by the listed PNPs through the Intermediary PNP. 

(B) An authorization statement with signature that the Intermediary PNP wil comply 

with the procedures and requirements described in the agreement. 

NOTE 


Government Code. 

§ i92994. PNP Activities Eligibilty 

(a) To be eligible for state financial assistance, the PNP activities must meet all the 

following criteria: 

(1) Eligible activities must be requested by a local agency or the state and completed 

within a timeframe established by the requesting agency. A written agreement between 

an eligible PNP and the requesting local agency may replace such request if the 

agreement specifies the requirements of deployment and is executed prior to providing 

the essential community services. 

(2) Eligible activities must relate directly to a state of emergency as proclaimed by the 

Governor and be in support of the community affected by the emergency or disaster. 

(3) Consistent with Government Code Section 8692( d), eligible activities must comply 

with state and federal civil rights laws that prohibit discrimination, and the First 

Amendment to the United States Constitution with regard to the use of 

public funds for 

religious activities. 

(b) Hazard mitigation, repair or permanent restoration to facilities or real property 

damaged by an emergency or disaster are not eligible activities under this section. 

NOTE 

Page 40f 10




Authority cited: Section 8692, Government Code. Reference: Section 8692, 


§ i92994.L. Intermediary PNP Coordination Activities Eligibilty 

(a) To be eligible for state financial assistance, the Intermediary PNP coordination 

activities must meet all the following criteria: 

(i) Eligible coordination activities must be requested by a local agency in accordance 

with a written agreement between the Intermediary PNP and the local agency. 

(2) Eligible activities include the coordination of 

multiple PNPs listed in the written 

agreement in the performance of essential community services for the requesting local 

agency. 

(3) Consistent with Governent Code Section 8692( d), eligible activities must comply 

with state and federal civil rights laws that prohibit discrimination, and the First 

Amendment to the United States Constitution with regard to the use of public funds for 

religious activities. 

(4) Eligible coordination activities must relate directly to a state of emergency as 

proclaimed by the Governor and be in support of the community affected by the 

emergency or disaster. 

NOTE 



§ i92995. PNP Cost Eligibilty 

(a) Eligible activities must result in 

documented extraordinary costs. 

(b) Reasonable equal value replacement costs for documented pre-event inventory 

provided to the community affected by the proclaimed emergency or disaster may be 

eligible for reimbursement if 

the inventory is necessary to the PNP's ability to provide 

the essential community services requested by the local agency or the state. 

(c) PNP costs as described below are ineligible for state financial assistance. 

(1) No state financial assistance will be provided for costs or expenditures prohibited by 

the federal or state constitution, federal or state law, or federal or state regulation. 

(2) No reimbursement will be provided for donated resources received by the PNP on or 

after the first day of the incident period as specified in the Governor's State of 





Emergency Proclamation for the emergency or disaster for which the PNP is seeking 

reimbursement by the state. 

(3) No reimbursement will be provided for donated or volunteer labor. 

(4) No reimbursement wil be provided for vouchers, debit cards or other monetary relief 

provided to the community affected by an emergency or disaster. 

(5) No state financial assistance wil be provided for damages caused by negligence or 

intentional acts. 

(6) No funds allocated shall be used to supplant state or federal funds otherwise available 

in the absence of state financial relief or assistance. 

NOTE 



§ i92995.L. Intermediary PNP Cost Eligibilty 

multiple PNPs performing essential community 

(a) Eligible coordination activities of 

services must result in documented extraordinary costs. 

(b) Intermediary PNP coordination costs as described below are ineligible for state 

financial assistance. 

(1) No state financial assistance will be provided for costs or expenditures prohibited by 

the federal or state constitution, federal or state law, or federal or state regulation. 

(2) No funds allocated shall be used to supplant state or federal funds otherwise available 

in the absence of state financial relief or assistance. 

NOTE 



§ 29992996. PNP Application Process 

(a) An eligible PNP applicant must submit to Cal EMA a completed P1'lP application, 

PNP Application (Cal EMA PNP-201 1-APP, 512011), hereby incoæorated by reference, 

within 60 days after the date of a Governor's Proclamation. 

(1) The Secretary or his/her designee may extend this deadline only for unusual or 

extraordinary circumstances. 





(2) Prior to application approval by Cal EMA, an eligible PNP applicant shall also submit 

a resolution designating an authorized representative, PNP Applicant's Authorized Agent 

Resolution (Cal EMA PNP-201 1-AAR, 5/2011), hereby incorporated by reference. 

(b) An eligible PNP applicant must submit a PNP activities claim, PNP Activities Claim 

Form (Cal EMA PNP-201 l-ACF, 512011), hereby incorporated by reference, within 60 

days of the completion of all eligible activities. 

(1) After receipt of the PNP Aactivities Celaim Form, Cal EMA may schedule an onsite 

review of supporting documentation. 

(2) The state shall provide one hundred (100) percent of the total cost of eligible PNP 

activities. 

(3) Upon approval of eligible costs, Cal EMA will process an allocation through the State 

Controller's Office. The state shall make no allocation less than one thousand dollars 

($1,000). 

( 4) If the state allocation is less than the total costs submitted on the PNP Aactivities 

Celaim Form, an eligible PNP applicant has the right to a fair hearing pursuant to Section 

2999.22997. 

(c) An eligible PNP applicant providing sustained operations may submit a PNP activities 

claim prior to the completion of all eligible activities providing the PNP can demonstrate 

financial hardship. 

NOTE 



§ 2999.12996.1. Intermediary PNP Application Process 

(a) An eligible Intermediary PNP applicant must submit to Cal EMA, a completed PNP 

Aapplication, (Cal EMA PNP-201 l-APP, 5/2011), hereby incorporated by reference, 

within 60 days after the date of a Governor's Proclamation. 

(1) The Secretary or his/her designee may extend this deadline only for unusual or 

extraordinary circumstances. 

(2) Prior to application approval by Cal EMA, an eligible Intermediary PNP applicant 

shall also submit a PNP Applicant's resolution designating an Aauthorized 

representative, Agent Resolution (Cal EMA PNP-201 l-AA, 5/2011), hereby 

incorporated by reference. 




Revision Date: May 10, 2011 

(b) An eligible Intennediary PNP applicant must submit a PNP Aactivities Celaim, Form 

(Cal EMA PNP-201 1-ACF, 5/2011), hereby incoæorated by reference, within 60 days of 

the completion of all eligible coordination activities. 

(c) The PNP Aactivities Celaim Fform submitted by the Intermediary PNP may include 

the eligible costs for all of the PNPs listed in their agreement that provided essential 

community services for the local agency. The Intermediary PNP will be responsible for 

processing the reimbursement to those listed PNPs included on their PNP Aactivities 

Celaim Fform. 

(1) After receipt of the Intermediary PNP Aactivities Celaim Form, Cal EMA may 

schedule an onsite review of supporting documentation. 

(2) The state shall provide the Intermediary PNP one hundred (100) percent of the total 

eligible cost of the coordination activities and the total eligible cost paid by the 

Intermediary PNP to the PNPs they are responsible for coordinating. 

(3) Upon approval of eligible costs, Cal EMA will process an allocation through the State 

Controller's Office. The state shall make no allocation less than one thousand dollars 

($1,000). 

(4) If the state allocation is less than the total costs submitted on the activities claim, an 

eligible Intermediary PNP applicant has the right to a fair hearing pursuant to Section 

2999.22997. 

NOTE 



§ 2999.22997. Fair Hearing Processes 

(a) LEVEL ONE: The PNP or the Intennediary PNP shall submit a formal written 

description of the grievance with supporting documentation, to the Director of Statewide 

Operations (Director) of Cal EMA. The Director or his/her designee shall respond with a 

written decision within ten (10) working days from receipt. Should the PNP or the 

Intermediary PNP disagree with the decision, the PNP or the Intermediary PNP may 

appeal to the second leveL. 

(b) LEVEL TWO: The PNP or the Intermediary PNP shall prepare a formal response 

disputing the decision made by the Director. The PNP or the Intermediary PNP response 

shall include the original description of the grievance with supporting documentation, 

together with a copy of the response from the Director. This response shall be sent to the 

Assistant Secretary of Prevention, Information Analysis and Operations (Assistant 





Secretary) of Cal EMA within thirty (30) working days from receipt of the decision of the 

Director. The Assistant Secretary or his/her designee shaH issue a written decision to the 

PNP or the Intermediary PNP within sixty (60) working days of receipt of the PNP's or 

the Intermediary PNP' s formal response. This written decision shall be deemed a final 

judgment for purposes of this fair hearing process. 

NOTE 



§ 2999.32998. Audit 

The Secretary or his!her duly authorized representative shall conduct audits and 

investigations as necessary to ensure compliance with these regulations. _State auditors, 

and the Secretary or his/her duly authorized representative, shall have the right to 

question any person, as appropriate.i and to access all financial and program records and 

supporting documentation pertinent to any activity funded under these regulations. The 

rights of access shall last for the full length of the retention period as required under these 

regulations. 

NOTE 

Authority cited: Section 8692, Governient Code. Reference: Section 8692, 


§ 2999.4. ReteBtioB RequiremeBts for Records. 2999. Requirements for Records 

il The PNP or the Intermediary PNP applicant shall retain all financial and program 

records and supporting documentation, reasonably considered as pertinent to these 

regulations for three years from the staring date of the retention period. The Secretary or 

his/her duly authorized representative wil notify each PNP or the Intermediary PNP 

applicant of the starting date of the retention period. 

NOTE 

A.uthority cited: Section 8692, Government Code. Reference: Section 8692, 


§ 2999.5. OrigiBal Source DocumeBtatioB. 

Q; Microfilm, microfiche, or other representations of original source documents may be 

accepted in lieu of original source documents, if the eligible PNP or the Intermediary 





PNP applicant provides to CalEMA an independent or internal auditor'sreport attesting 

to the accuracy of the alternate forms of original source documents. 

NOTE 

Authority cited: Section 8692, Goveniment Code. Reference: Section 8692, 



California 

Emergency Management 

Agency 

For Internal Use Only 

Cal EMA ID NO.: 

DISASTER NO.: 

DUNS 

NO.: 

-PNP-APPLIC-A-TION----- ---.- ---- -----. ... --------------- ----------- --. 

1. INTERMDIARY PNP _ (check if applicable) 

2. PNP APPLICANT'S NAM AN ADDRESS 

3. PNP APPLICÁNT'SAUTHORIZED 

AGENT (Attach Resolution of 

Designation) 

APPLICANT 

ADDRESS 

TITLE 

CITY & ZIP ADDRESS 

PHONE ( 

4. FEDERA TAX EXEMPT ID # 

STATE TAX EXEMPT ID # 

ASSIJR.N CBS 

. "". 

A. The applicant certfies (to the best of his or Ifer iaowledge'and 

financial assistance is requested, is eligible in accordàììce Wiih.the 

8680 et seq.) _".,,;;' '.;,., 

.--,":. "~--~/j,':_:::( ',,-,..;',,"', 

fDr which state 

(Government Code, Section 

C. The applicant certfies that the emergency or di~~Šter assistance acti'vities:hef(li,n ~c:cribed for which state financial assistance is requested does not, or will 

not duplicate benefits received for the perfonnaricèofthe same activities.fiornäncíther source. 

D. 

The applicant cerfies that these activities have~~~l~~~onned at the re9~k~l~¡a local agency. If an Intennediary PNP, the applicant certifies that these 

activities hay.e en perfonned at the request of a lopal,agèngy and in accqfdance with an agreement with that local agency. 

E. The applicant' 

assistance actiYiti~s,. 

Òldand save the State of cai¡l~ff¡~ùs. 

:"":' 

,'.. CO'l, ~~'-" 

, agents and employees free from damages due tQ the emergency or disaster 

F. (1) The applicantagrees to ~~;nly~thSè6ti()n3700 ofthe.l.abor Code which requires every employee to be insured against liability for Workmen's 

Compensation or to u.nderake selffnsurancein accordiìnce"with provisions of the code; and will comply with such provisions before commencing the 

perfonnance Dfthe assistance/activities as requested;.. 

, :' : -': .:~"", :- ,..,..:...~;':' 

(2) The applicant agieeSt6:cei~plY with the Faii:Pr~ctices Act in connection with the perfonnance of assistance activities under this agreement wherein it 

.agrees it will not willfulJy discriminate against any employee or applicant for employment because of race, color, religion, ancestr, sex, age or national 

origin; and it agrees to take affnnative action to insure that applicants for employment are employed, and that employees are treated during employment, 

without regard to their race,. color, religiòn, ancestr, sex, age or national origin, and hereby gives assurance that it will immediately take any measures 

necessary to effectuate this agreement. 

(3) This assurance is given in consideration of, and for the purpose of obtaining any and all state grnts, loans, reimbursement, advances, contrcts, propert, 

discount, or other state finai)cial assistance extended after the date herein to the applicant. The applicant recognizes and agrees that such state financial 

assistance will be extended in reliance on therepresentations and agreements made in this assurance and that the state shall have the right to seek judicial 

enforcement of this assurance. This assurance is binding on the applicant, its successors, transferees and assignees, and a person or person whose signatures 

appears on tte reverse, or authorized tD sign this assurance on behalf of the applicant. 

G. The PNP or Intennediary PNP applicant certfies that all financial assistance received under this application has been expended in accordance with 

applicable laws and regulations. The applicant certfies that the activities are perfonned in accordance with the federal or state cDnstitution, federal or state 

law, or federal or state regulation and local laws governing the perfonnance of such activities. 

H. The applicant certfies that a11 infonntion given herein is to the best of its knowledge and belief, true and correct. 

BY ACCEPTING THESE FUNS, THE PNP APPLICANT is NOT FORFITING AN RIGHTS WHTSOEVER, 

INCLUDING THE RIGIlT TO A FAI HEARG. 

Cal llMA PNP-20i i.APP (Page i of2) 5/2011

5. SIGNATUR OF PNP APPLICANT'S AUTHORIZED AGENT 

(Idicates concurrence with assurances and agreements) 

SIGNATUR 

TITLE 

DATE 

6. Cal EMA APPROVAL 

SIGNATU 

TITLE 

DATE APPROVED 

services. \, '. ., 

\,:",,~, 

''',~ :,-; 

, 

7. ACTIVITIES DESCRIPTION 

Describe activity(ies) below. NOTE: If an Intermediary PNP is submitting tlsapplication, attach the list 

below for each PNP that the Intermediar coordinated its/theIr performance of èssentialcoriunt¥ 

ITEM 

# 

LOCATION 

,.,. ...... 

.I.i.i. , ,,'. 

PNP ACTIVITIES LIST /"\. ¡,"'i,'", 

DESCRIPTION OF ACTIVITY .~:."~":¡" \'¿;s:\. i,"~\~QUESTI~,la\OCAL 

AGENCY 

~ ",;"-/'.:",d:.,.,;i,¡/ 

iEi;,J,;l':':¡,!';jdJ!.,,;.;' .,'./ .';, 

. 

':'it,."'.. 

('''" 

" "'.,i";.., 

i' ¡;/\. '.";:.~.'i.'.i:": ! '.'.. ,. :,,.... 

.":, .., '.'ii/.? .X'/ 

...¡i, i,;::,~, i 

. ",' i;i',f.~~':t;.~'i:Jh/:!;;f;?tiiU' 

/"'¡;:t(d,)" ..",,, 

t'j 'i,/i'::';;/ 

\::dj::?~~ ::'~;ii! 

\~\~ _...', 

'.'i: ".).,. .. ,,:, . 

'~"'~'~~';;,'. 

¡j;:,~~ú\~"'" 

'(;i. "',',.,.::;:,:'.,.....'., ,..'....:;:::,':",."., 

\ . 'if .), Y'..i :i'.i'." 

,((;i'r"'. ."..,.;,.,,'v 

'0);' ¿iii, 

\ 

\.' 

.,\. 

¡.......:,' 

\,,/ 

'.~ ::: , 

-- 

COST 

ESTIMATE 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

$ 

Cal BMA PNP-2011-APP (Page2af2) 512011

California 

Emergency Management 

Agency 

Cal EMA il No.: 

PNP APPLICANT'S AUTHORIZED AGENT RESOLUTION 

BE IT RESOLVED BY THE 

(PNP Govering Body) 

OF 

THE 

THAT 

(Title ofPNP Authorized Agent) 

, OR 



is hereby authorized to execute for and in behalf of the 

defined in Californa Governent Code Section 8692, ths applicatio 

Agency (Cal EMA) for the purpose of obtaing certin state finan 

THAT the 

hereby authorizes its agent(s) to provide to 

agreements required. 

Passed and approved ths 

(Name and Title) 

CERTIFICATION 

I, , duly appointed and of 

(Name) 

(Title) 

, do hereby certify that the above is a tre and correct copy of a 

Resolution passed and approv of the on the 

(PNP Govering body) 

(Name of the PNP Applicant) 

day 

20 

Date: 

(Signature) 

Cal EMA PNP-2011-AAR 5/2011

Page 1 of Pages 

California Emergency 


~ Agency 

STATE 

STATE DISASTER NUMBER' 

Cal EMA ID NUMBER: 

INCIDENT PERIOD: (From) (To) 

TYPE OF DISASTER: i 1 Earthquake or i i FloodlWinter Storm or I i Fire 

( i Other (Please Specify Type): 

PNP Activities Claim Form 

(PNP ACF) 

SUPPLEMENT TOCOAA PNP ACF # : 

PNP APPLICANT NAME: 

ACTIVITY SITE ADDRESS OR DIRECTIONS (Include City, County of Site): CPS Coordinates: 

DESCRIBE ACTIVITY PROVIDED AND COMPLETE THE ATTACHED PNP COST WORKSHEET: 

%1) 

i(~~r 

l!Kû 

'e(lS)':)) 

..l!~) 

Activities Stat Date 

Activities End Date 

If Intennediar PNP, copy of Agreement with Local Agency Attached? Yes i J No i J 

This claim is oar of an Intennediar PNP claim? Yes r 1 No r 1 

Written request for assistance is attached? Yes ( J No ( J 

This claim is par of sustained operations? Yes i J No i J 

Total from Cost Worksheet: TOTAL COSTS $: $ 

PNPlIntermediary Authoried Agent PNPlIntermediary Authoried Agent Signature Concur with Activities Described? Yes ( ) No( ) 

Coutact Telephone Number: ( ) 

Activities Described Herein are 100% Complete? 

PNP Initials 

Name of Local Agency Representative Rcpresentative's Signature Concur with Activities Describcd? Yes ( ) No( ) 

Contact Telephone Number: ( ) 

Activities Described Herein are 100% Complete? 

Name of Cal EMA DAPS Cal EMA DAPS Signature Documentation Inspection Date: 

Date of PNP ACF Submission to AC: 

Local Rep Initials 

Recommend Eligible? Yes ( ) No( ) 

Name of Cal EMA Program Manager Cal EMA Program Manager Signature Date Reviewed: 

Recommend Eligible? Yes ( i No( ) 

Cal EMA Public Assistance Offcer Cal EMA PAO Signature ( 1 See attachment Approved? Yes ( J No( J 

explaining changes or denial Amount $: 

Cal EMA PNP-2011-ACF 5/2011

PNPACF#: 

PNP Applicant: 

PNP COST WORKSHEET 

State Disaster Number: 

Cal EMAID#: 

Page 2 of Pages 

DESCRIPTION 

LABOR 

EOUIPMENT 

MATERIAL 

CONTRACT 

. Unit of 

Quantity M easure 

DONATED RESOURCES (include onlv those defined in Section 3040(b)) 

Other Comments: 

Unit Price 

COST 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

$ - 

Cal EMA DAPS 

INITIALS I I 

PNP 

I 

Authorized 

I 

Agent 

TOTAL COST $ 

Cal 

I 

EMA PM Reviewer 

I


Appendix E: 

Collaborating Agencies’ Disaster 

Relief Effort (CADRE) Brochure


May 2011 E-1

Appendix E: Collaborating Agencies’ Disaster Santa Clara County Catastrophic Earthquake 

Relief Effort (CADRE) Brochure 


E-2 May 2011

Appendix F: 

In-Kind Donations Coordination Team 

Member Sites and Donation Information


Appendix F: In-Kind Donations Coordination Team 

Member Sites and Donation Information 

Goodwill of Silicon Valley—Locations 

(For updates and additional details, see http://www.goodwillsv.org/shop/retail) 

A map of our retail and donation sites in Santa Clara County appears on this page. 

Blue pushpins indicate retail stores. Red pushpins represent donation sites. Green 

pushpins are donation sites with bottle and can recycling centers. 

May 2011 F-1

Appendix F: In-Kind Donations Coordination Team (IKDCT) 




Almaden Goodwill Store 

3060 Almaden Expressway at Foxworthy, 

San José 

Hours: Mon-Sat 9-9; Sun 9-8 

Donations: 7 days, 10-7 

Phone: (408) 265-5692 

(Donation trailer in parking lot behind 

store) 

Alum Rock Goodwill Store 

3020 Alum Rock Avenue, San José 


Donations: Mon-Sat 9-5; Sun 10-5 

Phone: (408) 468-6220 

Campbell Goodwill Store 

60 S. Tomas Aquino Rd. by Campbell Ave. 

Hours: 7 days, 10-8 


Phone: (408) 374-0682 

Campbell Donation Site 

2341 S. Winchester Blvd., Campbell 


Recycle days: Wed-Sat 9-4:30 

California Certified Bottle and Can 

Recycling Center 

Cupertino Goodwill Store 

1125 De Anza Blvd. at Bollinger & Hwy. 85 



Phone: (408) 252-3193 

Cupertino Donation Site 

20580 Homestead Rd., Cupertino 


Gilroy Goodwill Store 

845 First Street (between Wren Ave. and 

Miller Ave.) 

Great Mall Donation Site 

447 Great Mall Dr., Milpitas 


Hollister Goodwill Store 

550 Tres Pinos Road 



Phone: (831) 634-0960 

Los Altos Goodwill Store 

251 Main Street, Los Altos 

Hours: Mon-Fri 10-6; Sat 9-6; Sun 10-5 

Phone: (650) 559-0834 

Los Altos Donation Site 

2175 Grant Road, Los Altos 

Hours: 7 days; 10-6:30 

Los Gatos-Winchester Donation Site 

14800 Winchester Blvd. (corner of Lark 

and Winchester), Los Gatos 

Hours: 7 days, 10-6:30 

Los Gatos-Union Donation Site 

15895 Union Ave. Los Gatos 







Phone: (408) 842-9941 

F-2 May 2011





Milpitas Goodwill Store 

91 S. Abbott Avenue at Calaveras Blvd. 

Hours: Mon-Sat 10-9.; Sun 10-8 

Donations: 7 days, 10-6:30 

Phone: (408) 262-4131 

Milpitas Donation Site 

25 N. Milpitas Blvd., Milpitas 

Hours: 7 days, 10-6:30 




Morgan Hill Goodwill Store 

17630 Monterey Road at Main Street 



Phone: (408) 778-3253 

Morgan Hill Donation Site 

Safeway, 840 E. Dunne Ave. Morgan Hill 





Mountain View Goodwill Store 

855 East El Camino Real near Bernardo 


Donations: Mon-Fri 9-7; Sat & Sun 10-6 

Phone: (650) 969-3382 

Mountain View Donation Site 

550 Showers Dr., San Antonio Shopping 

Center, Mountain View (Next to 24 Hr. 

Fitness) 


Palo Alto Goodwill Store 

4085 El Camino Way, Palo Alto 


Phone: (650) 494-1416 

Palo Alto High School Donation Site 

Palo Alto High School, 50 Embarcadero 

Rd. 


Palo Alto PASCO Landfill 

Palo Alto Recycling Center 

238 Embarcadero Way, Palo Alto 94303 

Hours: 7 days a week, 9 a.m. to 5 p.m. 

San Carlos Street Goodwill Store 

1691 W. San Carlos St., San José 


Phone: (408) 346-9041 

San Jose-Blossom Hill Donation Site 

Blossom Hill Light Rail Park 'n' Ride 

Station & Hwy 85 Off Ramp, San José 


San Jose-Camden Donation Site 

1832 Hillsdale Ave., San José 


San Jose-Cottle Donation Site 

Cottle Light Rail Station, Cottle & Hwy. 85 


San Jose-Crown Donation Site 

6477 Almaden Expressway, San José 


San Jose-Narvaez Donation Site 

W. Capitol & Narvaez (Park & Ride), San 

José 


San Jose-Oakridge Donation Site 

Oakridge Mall, 925 Blossom Hill Road, 

San José 


San Jose-Santa Teresa Donation Site 

Santa Teresa Blvd. Park 'n' Ride (between 

San Ignacio and PG&E), San José 


May 2011 F-3





San Jose-Silver Creek EXPRESS 

Donation Site 

5619 Silver Creek Valley Road, Space 3E, 

San José 


San Jose-West Valley Donation Site 

5205 Prospect Road, San José 


San Jose-Williams Donation Site 

3140 Williams Rd., San José 


Santa Teresa Goodwill Store 

7098 Santa Teresa Blvd. at Bernal Road 

Hours: Mon-Sun 10-8 


Phone: (408) 281-1449 

Santa Clara Goodwill Store 

2800 El Camino Real at Kiely Blvd. 



Phone: (408) 247-2800 

Santa Clara-Lakewood Donation Site 

1119 N. Lawrence Expressway (between 

two gas stations under the tree) 


Santa Clara-Lawrence Donation Site 

3700 El Camino Real 


Santa Clara-Valley Fair Donation Site 

Valley Fair, R - 3071, Stevens Creek Blvd. 





Silver Creek Goodwill Store 

1640 E. Capitol Expressway, San José 



Phone: (408) 677-3671 

Sunnyvale Goodwill Store 

151 E. Washington at Sunnyvale Avenue 


Donations: Mon-Sat 9-5:30; Sun 9-5 

Phone: (408) 736-8558 

Sunnyvale Donation Site 

727 Sunnyvale-Saratoga Road (by 

Orchard Supply Hardware) 


Willow Glen Goodwill Store 

1579 Meridian Avenue, San José 

Hours: Mon-Sat 9-9 

Phone: (408) 266-7151 

Santa Clara-Our Lady of Peace Donation 

Site 

2800 Mission College Blvd. 


Santa Clara-Princeton Donation Site 

3510 Homestead Road 




F-4 May 2011

UASI Local Donations Management Plan Template 

Attachment B: Scenario Earthquake and 

General Planning Assumptions 

http://www.hopeservices.org/ 

HOPE's Donation Pickup Service provides free home pickups of items 

listed above in Northern and Southern California (Los Angeles and 

Orange Counties). 

Donation items are then resold at our HOPE Station store in Fremont 

(39418 Fremont Blvd), or at the chain of Savers thrift stores 

throughout California. 

Store proceeds directly benefit HOPE clients with job training, job 

placement and independent living services. Your donation is tax 

deductible. Please call to schedule a home pickup or request other 

information: 

Northern California: pickups@hopeservices.org - (408) 748-2874 

or toll free: 1-866-636-6283 

HOPE Services Donation Drop-off Locations 

HOPE Sites: 

3100 Alfred Street, Santa Clara 95054 (M-F, 9-5) 

Donation Trailer, Bollinger & Miller Avenues, Cupertino 95014 (7 days, 

11-7) 

30 Las Colinas, San Jose, 95119 (M-F, 9-4) 

460 E. Middlefield Rd., Mountain View, 94043 (M-F, 9-3) 

1555 Parkmoor Avenue, San Jose, 95128 (M-F, 9-3) 

8855 Murray Avenue, Gilroy, 95020 (M-F, 9-3) 

220 Lincoln St., Santa Cruz, 95060 M-F-8-3 

546 Brunken Avenue, Salinas, 93901 M-F 8-3 

2300 Technology Parkway #7, Hollister, 95023 M-F 8-3 

1580 Del Monte Blvd Seaside, M-F 8-4 

19055 Portola Drive, Salinas, M-F 8-4 

Savers stores: Drop off donations Mon-Sat 9-9, Sun 10-6 

2222 Business Circle, San Jose, 95128 

1924 North Main St., Salinas, 93906 

875 Main St. (xStambaugh) Redwood City, 94036 

60 Dempsey Rd. (xCalaveras Blvd.) Milpitas, 95035 

2840 Geneva Ave. (xAccacia) Daly City, 94014 

May 2011 F-5





F-6 May 2011

Appendix G: 

Donations Management Unit Checklist



G.1 Donations Management Unit Leader ..............................................................................G-1 

G.2 Action Checklist................................................................................................................G-1 

May 2011 

G-i


Appendix G: Donations Management Unit Checklist 

G.1 Donations Management Unit Leader 

The Donations Management Unit (DMU) Leader is the point of contact for 

donations management coordination in the Santa Clara County Operational Area 

Emergency Operations Center (EOC). This person acts as the liaison between the 

Monetary Donations Coordination Team (MDCT), the In-Kind Donations 

Coordination Team (IKDCT), and the EOC. In addition, the Donations 

Management Unit Leader coordinates with the Public Information Officer (PIO) to 

ensure that early, accurate, and consistent information goes out to the public 

regarding the donation of money and goods. He or she also coordinates with the 

State, and with other public and nonprofit agencies regarding donations issues 

throughout the event. 

G.2 Action Checklist 

Identify yourself as the DMU Leader. 

Read this entire checklist. 

Review the County’s Donations Management Plan and become familiar on how 

donations are handled in the County. 

Gather the latest information from the Situation Status Unit. 

Contact the agencies involved in both the MDCT and the IKDCT to advise them 

of the activation of the DMU in the EOC. 

Develop a plan of action with each team as to how donations will be handled. 

Work with the Public Information Officer on the preparation of News Releases 

on how donations should be made. Refer to Appendix E of the Donations 

Management Plan. 

Work with the Liaison Officer in the Management Section to help coordinate 

donations from the private sector and the local Voluntary Organizations Active 

in Disaster Collaborating Agencies’ Disaster Relief Effort (CADRE). 

Notify the Operations Section that you should be contacted whenever issues 

surrounding donations occur in the field to that immediate and preventative 

action can be taken. 

Contact other agencies supporting mass care and sheltering, transportation, 

evacuation, volunteer management, and animal care to ascertain the needs for 

any donated goods. Communicate those needs to other agencies as required. 

Communicate with the County’s 211 call center (United Way Silicon Valley) to 

ensure they are aware of the current public message and gather information 

about what they may be hearing from the public about donations. 

May 2011 G-1

Appendix G: Donations Management Unit Checklist 



Contact the Logistics Sections in each of the cities to assess their need for 

donations, and to gather information on how they are dealing with donations in 

their jurisdictions. 

Coordinate the delivery of bulk goods, either requested or not requested, 

through the Bulk Donations Branch. 

Determine the need for a warehouse facility, and locate one through the other 

Units in the Logistics Section. 

Determine the need for additional volunteers to assist in both bulk goods (new) 

and non-bulk goods (used) in sorting, transportation, and distribution through 

the NGOs who are responsible that activity. Communicate those needs to the 

Volunteer Management Unit Leader. 

Contact the State’s Regional Emergency Operations Center to coordinate issues 

surrounding donations, especially the need for monetary donations and bulk 

goods donations. 

If distribution sites are going to be set up, communicate that to the PIO, the 

Operations Section, and the Logistics Section so that they can assess the 

situation and take action accordingly. 

Brief the Logistics Chief, the Situation Status Unit, and the Liaison Officer 

regularly on the status of donations throughout the County. 

Monitor how unwanted donated goods (non-bulk) are being dealt with to 

ensure that debris removal issues are dealt with on a timely manner. 

Obtain updates from both the MDCT and the IKDCT as the event continues, 

and deal with coordination issues as they occur. 

Work with all agencies involved on demobilization issues, especially those 

related to the eventual disposition of monetary funds and all in-kind goods. 

Maintain a log noting messages received; releases published; interviews 

granted; and other activities. 

Complete an AFTER-ACTION REPORT that should include a brief overview of 

support provided during the operation and suggested Corrective Actions to 

improve operations. Use the following format: 

Issue 

Corrective Action 

Assigned to and due date for completion 

G-2 May 2011

Appendix H: 

Sample Press Releases and Public Information 

Announcements


Appendix H: Sample Press Releases and Public Information 

Announcements 

H.1 Public Messaging Templates 

These are templates only and can be adapted as necessary based on specifics and 

needs of the incident and to reflect local strategies for directing donors. Be sure to 

coordinate the release of all information to the press and the public with the 

Emergency Operations Center’s Public Information Officer. 

May 2011 H-1

Appendix H: Sample Press Releases 

and Public Information Announcements 



1-TELEVISION PUBLIC SERVICE ANNOUNCEMENT (PSA) TEMPLATE 

The following PSA template, designed to be used by commercial or public television stations 

during a disaster, is a voice-over script to inform the public on how to donate. 

Post-Incident Voice-Over Script 

FOR USE: IMMEDIATE 

TIME: Estimated at [number] seconds 

AGENCY: [name of jurisdiction and agency] 

TITLE: Santa Clara County Disaster Relief Fund 

Wondering how you can help with the response to the [name of event]? The best way is to 

make a cash donation to the Santa Clara County Disaster Relief Fund. This fund was 

established by the Silicon Valley Community Foundation, in partnership with local 

government, American Red Cross Santa Clara Valley Chapter and United Way Silicon Valley. 

Your single contribution will support a variety of efforts helping those affected by the disaster 

and reach the areas of greatest need. To donate, or to get more information, visit www.sccdisaster-relief-fund.org 

or call 211. 

# # # 

H-2 May 2011



Appendix H: Sample Press Releases and 

Public Information Announcements 

2-RADIO PUBLIC SERVICE ANNOUNCEMENT TEMPLATE 

The following Radio PSA template is a reader announcement message to inform the public 

on how to donate. 

Post-Incident Script 




TITLE: Santa Clara County Disaster Relief Fund 

Wondering how you can help with the response to the [name of event]? The best way is to 

make a cash donation to the Santa Clara County Disaster Relief Fund. This fund was 

established by the Silicon Valley Community Foundation, in partnership with local 

government representatives, American Red Cross Santa Clara Valley Chapter and United 

Way Silicon Valley. Your single contribution will support a variety of efforts helping those 

affected by the disaster and reach the areas of greatest need. To donate, or to get more 

information, visit www.scc-disaster-relief-fund.org or call 211. 

# # # 

May 2011 H-3





3-PRINT MEDIA—PRESS RELEASE TEMPLATE 

[insert logo(s)] 

Date: 

Time: 

Contact: 

Phone: 

Email: 

Fax: 

FOR IMMEDIATE RELEASE 

Santa Clara County Disaster Relief Fund Announced 

City name, CA —The Santa Clara County Disaster Relief Fund has been established 

to accept cash donations in response to the [name of event]. The fund allows donors to make 

contributions quickly and easily in support of a range of local service efforts and to give help 

where it is most needed. The disaster relief fund is a joint effort of the Silicon Valley 

Community Foundation, in partnership with local government, American Red Cross Santa 

Clara Valley Chapter and United Way Silicon Valley. 

Organizers of the joint community fund believe that financial contributions are the best way 

to assist residents affected by the disaster. To donate to the disaster relief fund or to get more 

information, residents should go to www.scc-disaster-relief-fund.org or call 211. 

Donations to the Santa Clara County Disaster Relief Fund are tax-deductible. 

IF APPROPRIATE: 

According to [spokesperson, title and organization], “At this time, there is no need for 

donated food, clothing or other goods for the disaster. Those willing to donate such items for 

non-disaster purposes should contact a local organization or call 211 to get more 

information.” 

# # # 

H-4 May 2011



Appendix H: Sample Press Releases and 

Public Information Announcements 

4-SOCIAL MEDIA—PRESS RELEASE TEMPLATE 

[insert logo(s)] 

Date: 

Time: 

Contact: 

Phone: 

Email: 

URL: 

Fax: 

FOR IMMEDIATE RELEASE 

Santa Clara County Disaster Relief Fund Announced 

City name, CA —The Santa Clara County Disaster Relief Fund has been established 

to accept cash donations in response to the [name of event]. The fund allows donors to make 

contributions quickly and easily in support of a range of local service efforts and to give help 

where it is most needed. The disaster relief fund is a joint effort the Silicon Valley 

Community Foundation, in partnership with local government, American Red Cross Santa 

Clara Valley Chapter and United Way Silicon Valley. 

Organizers of the joint community fund believe that financial contributions are the best way 

to assist residents affected by the disaster. To donate to the disaster relief fund or to get more 

information, residents should go to www.scc-disaster-relief-fund.org or call 211. Donations to 

the Santa Clara County Disaster Relief Fund are tax-deductible. [Insert links to any 

additional URLs, YouTube, or other social media sites] 

IF APPROPRIATE: 

According to [spokesperson, title and organization], “At this time, there is no need for 

donated food, clothing or other goods for the disaster. Those willing to donate such items for 

non-disaster purposes should contact a local organization or call [211 or other number] to get 

more information.” 

# # # 

May 2011 H-5





5-TELEPHONIC NOTIFICATION SCRIPT 

The following telephone message script template is a notification message to inform the 

public on how to donate. 

Post-Incident Script 




TITLE: Donation requested for [name of event] 

Hello. This message is from [name of organization or “the office of ---“]. In light of the recent 

[name of disaster event], you may be considering making a donation. At this time, the [name 

of organization or project] is requesting [list type of donation or specific items]. To donate or 

get more information, please call [name of organization] at [phone number—say it twice] or 

email [email address—say once and spell once]. 

H-6 May 2011

Appendix I: 

Sample Memoranda of Understanding and 

Memoranda of Agreement


Appendix I: Sample Memoranda of Understanding/ 

Memoranda of Agreement 

Disclaimer 

What follows are draft Memoranda of Understanding (MOUs) or of Agreement 

(MOAs). The information in them is intended for stakeholder discussions during 

the Regional Catastrophic Preparedness Grant Program Donations Management 

Project and its processes. The information is for illustrative purposes only. 

These documents should be reviewed by the local jurisdiction’s legal counsel to be 

certain that they are appropriate for the management of monetary donations after a 

catastrophic event and will accomplish the purposes intended by the parties 

involved. 

The templates begin on the following page. The sources for them include these 

similar agreements: 

Idaho Bureau of Homeland Security Donations Management Annex, 

08/01/2002 

Maine Emergency Management Agency Donations Management Annex, 

05/01/2003 

Montana Disaster and Emergency Services Donations Management Annex, 

11/25/2003 

Santa Clara County Donations Management Countywide Coordination Plan, 

6/2009 

South Carolina Emergency Management Division Donations Management 

Annex, 1/1/2003 

King County Office of Emergency Management Omnibus Legal and Financial 

Agreement, 11/28/2006 

May 2011 I-1

Appendix I: Sample MOUs/MOAs 



Draft Template between the County of Santa Clara and Organizations Providing 

Monetary Donations Management Services 

MEMORANDUM OF UNDERSTANDING BETWEEN 

COUNTY OF SANTA CLARA 

AND 

[INSERT FOUNDATION] 

This understanding provides a mechanism by which the County of Santa Clara and 

[INSERT FOUNDATION] can coordinate their responsibilities for relief efforts 

after a catastrophic event and to provide support and stability to the local agencies 

involved with collecting monetary donations, disseminating public information, and 

addressing the human needs of the disaster victims. By the distribution of resources 

from a post-disaster fund, the COUNTY OF SANTA CLARA and [INSERT 

FOUNDATION] enter into the following agreement: 

The County of Santa Clara understands, acknowledges, and appreciates the 

critical role that monetary foundations have in providing emergency monetary 

relief for disaster victims. 

The County of Santa Clara further understands and acknowledges that [INSERT 

FOUNDATION] while not itself a response agency, is the agency under which 

(all) key monetary donations are collected, and provided to, the victims directly 

or through local nonprofit agencies. 

The [INSERT FOUNDATION], through its elected Chairperson, likewise 

acknowledges and fully accepts that the County of Santa Clara is lawfully 

responsible to serve and protect the citizens of Santa Clara during times of 

emergency or disaster. 

The [INSERT FOUNDATION], understands and fully accepts that it is therefore 

in the best interest of the citizens of the County of Santa Clara that [INSERT 

FOUNDATION], through its Chairperson (designated Emergency Operations 

Center [EOC] Coordinator for the Santa Clara County Disaster Relief Function 

Branch), and responsibilities as the Unit Leader for the Donations Management 

Unit (DMT) and representation on the Resource Allocation Committee, to 

provide information pertaining to monetary donations relief efforts and needs to 

the Santa Clara County Operational Area EOC. 

The [INSERT FOUNDATION] will support the phases for the distribution of 

funds, processing of funds, and fiscal report criteria in accordance with the Santa 

Clara County Donations Management Countywide Coordination Plan. 

The [INSERT FOUNDATION] will provide leadership and grant-making 

training for community-based organizations to coordinate the flow of incoming 

I-2 May 2011




designated and undesignated monetary resources and the completion of disaster 

relief fund request documents. 

The [INSERT FOUNDATION] initiates the formation of a monetary unmet 

needs (Resource Allocation Committee) committee; and that it arranges and 

conducts meetings with its member agencies, County of Santa Clara government 

officials and other appropriate agencies to coordinate monetary relief efforts. 

The [INSERT FOUNDATION] will provide leadership of a multi-agency 

Donations Management Unit and coordinate local activities in the 

communications, receiving, inventory, and allocation of monetary donations for 

operational periods in support of the activation of the Operational Area EOC. 

The [INSERT FOUNDATION] will establish the [INSERT EVENT NAME] Fund 

and coordinate the Santa Clara County Disaster Relief Function Branch of the 

Operational Area EOC. 

In the event that there are multiple disaster relief funds in the County of Santa 

Clara, the [INSERT FOUNDATION] will provide oversight of the allocated 

disaster money to agencies. 

The [INSERT FOUNDATION] will make all monetary donations available to 

recognized, and qualified, local community-based nonprofit organizations 

carrying out a monetary resource distribution program and will keep remaining 

funds in Santa Clara County. 

The [INSERT FOUNDATION] will supply on request a copy of the most current 

monetary donations inventory to County, State and local officials. 

In the event that [INSERT FOUNDATION] is unable to fulfill its obligations 

under this agreement, the [INSERT FOUNDATION] will turn over the overall 

operation and coordination to another organization as identified by the 

Monetary Donations Coordination Team (MDCT), and local government 

officials. 

In the event that monetary donations are not adequate to support the [INSERT 

FOUNDATION] operations, the Santa Clara County Operational Area may 

provide support as follows: 

Information technology resources to establish, or re-establish donation 

collections systems 

Communications systems 

Facilities or space for operations staff 

Equipment to include desks, work tables, chairs, computers and printers, copier 

service 

Assistance in obtaining transportation for operations staff 

May 2011 I-3




Site security 

Services to include power, water, sanitation and debris removal 

Term 

The agreement shall become effective upon execution by both parties and shall 

remain in effect until termination in writing. Either party in writing with or without 

cause may make such termination at any time. Any termination under this MOU 

shall be without prejudice or hardship to any obligations and liabilities of either 

party already accrued prior to such termination. 

Activation 

The agreement shall be activated by request of the Santa Clara County Operational 

Area EOC. 

Indemnification and Liability 

1. [INSERT FOUNDATION] shall be solely responsible to parties with whom it shall 

deal in carrying out the terms of this agreement, and shall save the County of Santa 

Clara harmless against all claims of whatever nature by third parties arising out of 

the performance of work under this agreement. For purposes of this agreement, 

[INSERT FOUNDATION] agrees that it is not an employee or agent of the County 

of Santa Clara. 

2. Nothing herein is intended to serve as a waiver of sovereign immunity by any 

party or recipient to whom sovereign immunity applies. Nothing herein shall be 

construed as consent by a government agency or subdivision of the County of Santa 

Clara to be sued by third parties in any matter arising out of any contract. 

3. [INSERT FOUNDATION] agrees to indemnify, defend, and hold free and 

harmless, County of Santa Clara and each of its members, agents, employees, 

officers, and directors, from and against any and all actions, claims, liabilities, 

assertions of liability, losses, costs, and expenses including, but not limited to, 

attorney fees, reasonable investigative and discovery costs, and court costs, which in 

any manner may arise or be alleged to have arisen, or resulted, or alleged to have 

resulted, from the presence and activities, or any nature or otherwise of [INSERT 

FOUNDATION], its agents, or employees relating to this MOU, including but not 

limited to, claim or claims for bodily injury or death of persons, and for loss of or 

damage to property, including claims or loss by County of Santa Clara or its agents, 

and employees. 

Therefore, The County of Santa Clara and the [INSERT FOUNDATION] do enter 

into this agreement to exchange information and coordinate efforts to ensure that 

all possible donated monetary resources are made available to the citizens of the 

County of Santa Clara to meet their needs in times of disaster. 

I-4 May 2011




This agreement may be terminated by either party with sufficient notice which will 

not cause hardship on the operation itself. Dated this ____ day of ___________, 

2011. 

_______________________________ ________________________ __ 

[AUTHORIZED LOCAL GOV’T. OFFICIAL] [AUTHORIZED FOUNDATION OFFICIAL] 

[TITLE OF LOCAL GOV’T. OFFICIAL] [TITLE OF FOUNDATION OFFICIAL] 

May 2011 I-5




Draft Template between the County of Santa Clara and Organizations Providing 

In-Kind Donations Management Services 

MEMORANDUM OF UNDERSTANDING BETWEEN 

COUNTY OF SANTA CLARA 

AND 

[INSERT ORGANIZATION] 

This understanding provides a mechanism by which the County of Santa Clara and 

[INSERT ORGANIZATION] can coordinate their responsibilities for relief efforts 

after a catastrophic event and to provide support and stability to the local 

organizations involved with carrying out disaster relief to address victims’ human 

needs. These responsibilities may include but not limited to: collecting donations; 

transporting donations; establishing collection and distribution centers; sorting and 

packaging of donated goods; tracking of victims’ needs; warehousing donations; 

distribution and allocation of donations and the dissemination of public 

information. 

By the distribution of in-kind donations, the COUNTY OF SANTA CLARA and 

[INSERT ORGANIZATION] enter into the following agreement: 

The County of Santa Clara understands, acknowledges, and appreciates the 

critical role that in-kind donations organizations have in providing emergency 

relief for disaster survivors. 

The County of Santa Clara further understands and acknowledges that [INSERT 

ORGANIZATION] while not itself a response agency, is the agency under which 

key in-kind donations are collected, and provided to, the survivors directly or 

through other nonprofit agencies. 

The County of Santa Clara and [INSERT ORGANIZATION] will support the 

operational transition to a long-term recovery committee. 

The [INSERT ORGANIZATION], through its elected Chairperson, likewise 

acknowledges and fully accepts that the County of Santa Clara is lawfully 

responsible to serve and protect the citizens of the County of Santa Clara during 

times of emergency or disaster. 

The [INSERT ORGANIZATION] understands and fully accepts that it is 

therefore in the best interest of the citizens of the County of Santa Clara that 

[INSERT ORGANIZATION], provides information pertaining to in-kind 

donations relief efforts and needs to the County of Santa Clara Operational Area 

EOC. 

The [INSERT ORGANIZATION] operates on a voluntary basis and may own and 

maintain equipment and materials and employs trained personnel for a variety 

I-6 May 2011




of services and is willing, under certain conditions, to provide services to the 

citizens of the County of Santa Clara during times of emergency or disaster. 

The [INSERT ORGANIZATION] will support the phases for in-kind donations 

management in accordance with the County of Santa Clara Donations 

Management Countywide Coordination Plan. 

The [INSERT ORGANIZATION] will participate, as requested, in a multi-agency 

Donations Management Unit and coordinate local activities in the 

communications, receiving, inventory, and allocation of in-kind donations for 

operational periods in support of the activation of the Operational Area EOC. 

The [INSERT ORGANIZATION] will make all in-kind donations available to 

recognized, and qualified, local community-based nonprofit organizations 

carrying out an in-kind resource distribution program and will keep remaining 

donations in the County of Santa Clara. 

The [INSERT ORGANIZATION] will supply on request a copy of the most 

current in-kind donations inventory to County, State and local officials. 

In the event that [INSERT ORGANIZATION] is unable to fulfill its obligations 

under this agreement, the [INSERT ORGANIZATION] will turn over the overall 

operation and coordination to another organization as identified by the IKDCT, 

the EOC Donations Management Unit and local government officials. 

The County of Santa Clara recognize that [INSERT ORGANIZATION] will retain 

its identity on all facilities and with all its stock materials, services and 

personnel, and that coordination with the County of Santa Clara and cooperation 

with other local agencies will not involve subordination of the agency to any 

other private cooperating agencies. 

Coordination between the County of Santa Clara and [INSERT ORGANIZATION] at 

times of a major disaster and during the post-disaster recovery period should be 

maintained at efficient levels and be a part of the purpose of this memorandum of 

understanding. 

The County of Santa Clara will include the [INSERT ORGANIZATION] on its 

Disaster Alert List so that disaster needs can be made known and appropriate 

response of personnel can be made available. 

To assure this coordinated effort, the respective parties agree to the following: 

The County of Santa Clara will: 

Provide leadership for the Donations Management Unit 

Provide resources to support the Donations Coordination Teams 

Provide notice of requesting activation through the Logistics Section Donations 

Management Unit 

May 2011 I-7




Provide information technologies resources to establish, or re-establish, 

donation collections systems including a technology portal to coordinate and 

allocate resources in the EOC Logistics Section 

Communications systems 

Establish a Joint Information Center and coordinate public communications for 

donations management 

Site security 

When donated resources cannot meet the needs for the in-kind donations 

management operations, the County of Santa Clara will coordinate acquisition of 

the following to include but not limited to: 

Shipping boxes, packing materials, pallets and pallet jack(s) 

Dumpster service 

Forklift(s) and fuel for forklift(s) 

Computers, printers and copiers 

Tables and chairs 

Trucking (for delivery of goods to distribution centers) and fuel 

Utilities, Internet, and phone/fax services 

Warehouse Space (50,000-100,00 sq. ft. suggested) 

Services to include power, heat, water, sanitation and debris removal 

The above is intended to provide additional information for locating and procuring 

items that will be needed for in-kind donations management. It is not all inclusive 

and quantities may change as conditions and time dictates. 

The [INSERT ORGANIZATION] will: 

Keep the County of Santa Clara informed of its operations and projects and to 

look to the County of Santa Clara for guidance and assistance if problems arise in 

disaster response and recovery operations 

Provided support to coordinate the flow of incoming undesignated in-kind 

donations 

Provide support to the EOC Logistics Section Donations Management Unit, as 

requested 

Provide leadership to the Donations Coordination Teams 

Receive process and distribute in-kind donated goods which may include but not 

limited to bottled water, groceries, baby supplies, personal comfort items, 

blankets, cleaning materials, clothing, and other household goods needed by 

survivors 

I-8 May 2011




Support the County of Santa Clara technology portal to coordinate and allocate 

resources in the Logistics Section 

Distribution may include direct distribution to individuals or families, as well as 

providing supplies to other voluntary agencies involved in direct distribution to 

individuals and families 

Operate, or support the operations of, a donated goods hotline in conjunction 

with the County of Santa Clara 

Conduct direct contact programs, such as door-to-door distribution of 

information packets, when personnel are available and it is deemed by local 

government to be helpful and advisable 

Abide by the decisions of the County of Santa Clara concerning the coordination 

of donations management organizations for the rendering of assistance for 

disaster victims 

Provide management of a multi-agency warehouse and supervise local donations 

management volunteers in receiving, sorting, packing, transportation and 

inventorying of in-kind donations 

Term 

The memorandum of understand shall become effective upon execution by both 

parties and shall remain in effect until termination in writing. Either party in 

writing with or without cause may make such termination at any time. Any 

termination under this MOU shall be without prejudice or hardship to any 

obligations and liabilities of either party already accrued prior to such termination. 

Activation 

The memorandum of understanding shall be activated by request of the County of 

Santa Clara Operational Area EOC. 

Indemnification and Liability 

1. [INSERT ORGANIZATION] shall be solely responsible to parties with whom it 

shall deal in carrying out the terms of this agreement, and shall save the County of 

Santa Clara harmless against all claims of whatever nature by third parties arising 

out of the performance of work under this agreement. For purposes of this 

agreement, [INSERT ORGANIZATION] agrees that it is not an employee or agent 

of the County of Santa Clara. 

2. Nothing herein is intended to serve as a waiver of sovereign immunity by any 

party or recipient to whom sovereign immunity applies. Nothing herein shall be 

construed as consent by a government agency or subdivision of the County of Santa 

Clara to be sued by third parties in any matter arising out of any contract. 

May 2011 I-9




3. [INSERT ORGANIZATION] agrees to indemnify, defend, and hold free and 

harmless, County of Santa Clara and each of its members, agents, employees, 

officers, and directors, from and against any and all actions, claims, liabilities, 

assertions of liability, losses, costs, and expenses including, but not limited to, 

attorney fees, reasonable investigative and discovery costs, and court costs, which in 

any manner may arise or be alleged to have arisen, or resulted, or alleged to have 

resulted, from the presence and activities, or any nature or otherwise of [INSERT 

ORGANIZATION], its agents, or employees relating to this MOU, including but not 

limited to, claim or claims for bodily injury or death of persons, and for loss of or 

damage to property, including claims or loss by County of Santa Clara or its agents, 

and employees. 

Therefore, The County of Santa Clara and the [INSERT ORGANIZATION] do enter 

into this agreement to exchange information and coordinate efforts to ensure that 

all possible donated in-kind resources are made available to the citizens of the 

County of Santa Clara to meet their needs in times of disaster. 

This agreement may be terminated by either party with sufficient notice which will 

not cause hardship on the operation itself. Dated this ____ day of ___________, 

2011._______________________________ 

__________________________ 

[Authorized local government official and title] 

official and title] 

[Authorized organization 

I-10 May 2011

Appendix J: 

FEMA/NVOAD Brochure—How To Donate Successfully


instructions about how the goods should be 

sorted, packaged and labeled. If unsure of 

this process, discuss these steps with an 

experienced disaster relief organization. 

Specific content lists should be taped to the 

side of each box. This allows the receiving 

officials to determine the contents of the box 

without opening it, thereby allowing for a 

more timely distribution. 

Put yourself in the shoes of the person on 

the receiving end of the shipment and think 

about making the unloading, unpacking, 

warehousing and distribution as simple as 

possible. 

7. VOLUNTEERS ARE 

ENCOURAGED TO AFFILIATE 

WITH A VOLUNTARY 

ORGANIZATION INVOLVED IN 

DISASTER RESPONSE AND 

RECOVERY. 

If you want to volunteer for disaster work, 

before the next disaster strikes, get some 

disaster training. You will be in a better 

position to find meaningful volunteer work 

after the disaster. Volunteering through a 

voluntary organization active in the disaster 

provides a better chance of insurance and 

liability protection. There are many tasks to 

do after a disaster – cleaning up and 

rebuilding are two of the biggest. Various 

voluntary organizations and the local 

government may be aware of these 

opportunities for volunteers in the long and 

difficult recovery phase. Watch the local 

media carefully to learn what volunteer 

efforts are being organized. If there is a 

Volunteer Center in the area, it is an 

excellent source of information about 

volunteer opportunities after a disaster. 

In the immediate disaster response period 

there are often many people who want to 

volunteer at the same time. Remember to be 

patient. It may not be perfectly clear until a 

few days after the incident how a volunteer 

can get involved. There are often greater 

needs for volunteer help when the 

community enters the long-term recovery 

period. Volunteers should plan to be as 

self-sufficient as possible so that they are of 

little, if any, burden on the disaster-affected 

community. 

This information is provided by the Federal 

Emergency Management Agency and the 

National Voluntary Organizations Active 

in Disaster (National VOAD). For more 

information about FEMA please see www. 

fema.gov and for National VOAD see www. 

nvoad.org . 

Both organizations believe it is very 

important for people to get involved and 

help their fellow citizens in time of 

disaster. The generosity and kindness of 

people around the country does a lot to 

help communities heal from the tragic 

consequences of disasters. However, it is 

important to first coordinate the help with 

experienced disaster relief organizations 

and/or the State and local emergency 

management offices so that the people in 

need of help receive it in the most timely 

and effective manner. 

How to Donate Successfully: 

1. Provide a financial contribution 

to a voluntary organization 

involved in disaster activities. 

2. Find out what services state 

government is providing via 

Website or state donations hotline. 

3. Do not begin collecting, packing 

or shipping until or unless you 

have a known recipient to accept 

it. 

How to Volunteer Successfully: 

1. Get training before the next 

disaster. 

2. Connect and affiliate with a 

voluntary organization. 

3. Consider volunteering for the 

long-term community recovery. 

4. Check with your local Volunteer 

Center for volunteer opportunities 

in your own community 

(1-800-Volunteer). 

5. Plan to be as self-sufficient as 

possible (go to www.ready.gov 

for assistance in developing your 

plan). 

When Disaster 

Strikes... 

HOW TO DONATE OR 

VOLUNTEER SUCESSFULLY! 

L 217 / August 2007

Everyone is moved when they hear the news 

that disaster has struck a community. 

Earthquakes, floods, hurricanes, tornadoes, 

fires, and other types of disasters can 

suddenly change the life of a family, 

community and country. 

The National Donations Management 

Committee, composed of voluntary 

organizations active in disasters, and 

federal/state/local government emergency 

management personnel, has developed the 

following information for people interested in 

supporting disaster relief efforts. 

1. FINANCIAL CONTRIBUTIONS ARE 

OFTEN THE BEST KIND OF 

DONATION TO MAKE. 

Providing a financial contribution to a 

voluntary organization involved in disaster 

activities is often the most sensible and the 

most efficient way of helping the people in 

need. There are many voluntary organizations 

with considerable experience in disaster relief 

in areas such as needs assessment, clean-up, 

mass feeding, mass sheltering, first aid, crisis 

counseling, pastoral care, child-care, pet care, 

home repair, family casework, meeting “unmet 

needs” and many other areas. When the public 

supports these voluntary organizations with 

financial contributions, it helps ensure a steady 

flow of important services to the people in need 

after a disaster. 

Please visit www.nvoad.org for a list of the 

major disaster relief organizations involved in 

preparedness, prevention, response and 

recovery in the United States. To learn more 

about disaster relief organizations involved in 

international disasters please visit www.interaction.org. 

Try to find out as much as you can 

about the work of the voluntary organization 

by asking questions of them and learning of 

their experience in disaster work. Guidance 

for assisting disaster victims outside the USA 

can be found at www.usaid.gov or www.cidi. 

org (Center for International Disaster 

Information). 

Cash contributions to voluntary organizations 

also make sense for other reasons. The 

voluntary organization will often spend the 

money in the local disaster area thereby 

helping the local economy to recover. Cash 

donations rather than unsolicited donated 

goods avoid the complicated, costly and 

time-consuming process of collecting, sorting, 

packing, transporting, unloading, resorting, 

storing, repackaging, and distributing the 

goods. Cash donations to voluntary 

organizations help meet the needs of survivors 

more precisely, as the voluntary organization 

is in a better position to purchase, or provide 

vouchers to purchase, what the people need. 

Cash donations to recognized relief 

organizations are also tax deductible. 

2. USED CLOTHING IS RARELY A 

USEFUL ITEM TO COLLECT FOR 

DISASTER RELIEF. 

Used clothing is rarely a useful item to collect 

and send into the disaster area because it is 

hard to clean, sort, pack, transport, store, and 

distribute. Mounds of clothing take up 

valuable warehouse space and frequently end 

up being discarded. 

Constructive things to do with used clothing 

are to have a yard-sale to raise money for the 

disaster relief organizations that provide goods 

and services that are needed by the survivors. 

Used clothing and other small items can also 

be donated locally to help community-based 

organizations helping others in need. 

3. CONFIRM WHAT IS NEEDED 

BEFORE TAKING ACTION! 

The most effective way the public can assist is 

to support the experienced disaster relief 

organizations with either financial 

contributions or in-kind goods and services 

that the organizations report are needed. Many 

experienced voluntary organizations involved 

in disaster relief have toll-free numbers staffed 

with operators who can provide information 

about which donated goods are needed in the 

disaster area. Often, when large-scale disasters 

occur, the State’s Office of Emergency 

Management, working closely with the 

voluntary organizations, will establish a 

toll-free Donations Hotline for the public to 

call to learn what donated goods and services 

may be needed. 

It is often a mistake to assume what is needed 

in a disaster. Over the years, there has been 

considerable waste of countless tons of 

clothing because it was collected and sent 

with no prior coordination. Donors should be 

wary of anyone who claims that “everything is 

needed” in a disaster. Get precise information 

before collecting any donated goods. 

4. DONATE THROUGH A 

REGISTERED ORGANIZATION. 

It is never a good idea to collect goods for 

disaster relief without a firm plan in place 

that confirms the goods are needed, who will 

receive the goods, how the goods will be 

transported and how they will be distributed. 

During a disaster, experienced disaster relief 

organizations base their activities on overall 

situation assessments and detailed needs 

assessments. Many relief groups have people 

and facilities ready to store and distribute the 

goods. Coordination with the relief group is 

essential to ensure the right goods are 

collected, the right amount is collected, and 

that logistics issues such as transportation, 

warehousing, and distribution are fully 

discussed. 

Donors will find that it is often most practical 

to focus on one or two items that an 

organization needs rather than collect a 

variety of items. 

5. TRANSPORTATION MUST BE 

PLANNED IN ADVANCE. 

Transportation is frequently a major problem 

for donors and relief operations. It must be 

organized in advance; otherwise, a donor can 

easily be stuck with large amounts of donated 

goods and no means of transporting it to the 

recipient organization. 

Do not assume unsolicited relief supplies will 

be transported free (i.e. fuel is not free) or 

at government expense. The donor has the 

primary responsibility to find transportation for 

the goods they are donating. Local trucking 

firms may be willing to help in times of disaster, 

if funds are available to cover part of the 

expense. Donors often raise money to help pay 

transportation costs. 

6. DONATED GOODS MUST BE 

WELL PACKED AND LABELED. 

After confirming that the goods are needed and 

there is a plan to receive, store and distribute 

them - the receiving organization will give you

Appendix K: 


Donations Coordination Teams Members List


Appendix K: Santa Clara County Donations Coordination Teams 

Members List 


Donations Coordination Teams Members 

The names, organizations, and contact information of members of the In-Kind 

Donations Coordination Team and/or the Monetary Donations Coordination Team 

are listed below. 

Department/ 

Organization 

Name 

American Red 

Cross Silicon 

Valley Chapter 

CADRE— 

Collaborating 

Agencies’ 

Disaster Relief 

Effort 

Goodwill of 

Silicon Valley 

Point of 

Contact/Title 

Barb Larson Larkin 

CEO 

Tom Busk Director 

of Preparedness 

Tom Busk 

Managing Director 

Geneve Everhart 

Administrative 

Coordinator 

Michael Fox 

President/CEO 

Phone 

Number Email Address 

1-877-727-6771 

408-577-2122 

408-577-2010 

408-577-2010 

408-577-2175 

408-869-9100 

larsonb@usa.redcross.org 

buskt@usaredcross.org 

Cadre.scco@gmail.com 

MichaelF@goodwillsv.org 

2731 North First Street 

San Jose CA 95134 

2731 North First Street 


1080 N. 7th Street 

San Jose, CA 95112 

Robert Shuck 

Operations 

Manager 

408-869-9183 rshuck@goodwillsv.org 

Hope Services Rosemary Frazier 408-284-2880 rfrazier@hopeservices.org 8855 Murray Avenue 

Gilroy, CA 95020-3693 

Rebekah’s 

Children’s 

Services 

Second Harvest 

Food Bank 

Lulu Ramirez 408-846-2100 lramirez@rcskids.org 290 IOOF Avenue, 

Gilroy, CA 95020 

Cindy McCown 

Senior Director 

408-694-0018 

cmccown@shfb.org 

750 Curtner Avenue 



Community 

Foundation 

Janet Leader 

Director of Program 

Planning and 

Evaluation 

Mari Ellen Loijens 

Chief of Staff, Chief 

of Development 

and 

Communications 

408-266-8866 

650-450-5400 

jleader@shfb.org 

mrloijens@siliconvalleycf.org 

2440 West El Camino 

Real, Suite 300 

Mountain View, CA 

94040 

Ellen Clear 

Vice President, 

Grantmaking 

EHClear@siliconvalleycf.org 

Sunnyvale 

Seventh Day 

Adventist 

Church 

David Eckmann 

Development 

Officer 

Greig Rose 

650-450-5515 

daeckmann@siliconvalleycf.org 

greigrose@earthlink.net 

May 2011 K-1

Appendix K: Santa Clara County 

Donations Coordination Teams Members List 



Department/ 

Organization 

Name 

The Salvation 

Army 

Point of 

Contact/Title 

Ken Cavallero 

Western Territory 

EDS Coordinator 

Phone 

Number Email Address 

ken.cavallero@usw.salvationar 

my.org 

United Way 


211 

Richard Larson 

Carole Leigh 

Hutton President 

and CEO 

Kim Ferm 

richard.larson@usw.salvationar 

my.org 

408-345-4300 clhutton@uwsv.org 

kim.ferm@uwsv.org 

1400 Parkmoor Ave, 

Suite 250 

San Jose, CA 95126- 

3429 

I 

K-2 May 2011

Appendix L: 

Santa Clara County Disaster Relief Fund 

Grant Request Form


Appendix L: Santa Clara County Disaster Relief Fund 

Grant Request Form 

Purpose 

This grant application is for organizations that will provide services and resources for 

immediate relief to Santa Clara County residents impacted by 

____________________________________________. 

The Santa Clara County Disaster Relief Fund is an emergency fund developed in 

partnership by Silicon Valley Community Foundation, United Way Silicon Valley and 

the American Red Cross Silicon Valley Chapter with support from the Office of 

Emergency Services of Santa Clara County to expedite relief services in the affected 

community. The fund is administered by the community foundation. 

Only organizations located in the area directly impacted by the disaster or 

organizations located in an area receiving people impacted by the disaster as they 

evacuate should apply for funding. 

To be eligible for a grant, applicants must: 

Be a nonprofit organization with tax-exempt status under Section 

501(c)(3)of the Internal Revenue code or public agency and not be 

classified as a private non-operating foundation 

Not discriminate in the hiring of staff or the provision of services on the 

basis of race, ethnicity, religion, gender, sexual orientation or identity, 

age, national origin or disability 

Use funding to cover activities and costs that cannot be reimbursed by 

public agencies 

Plan to complete all funded activities no later than 12 months from the 

date of the award 

Proposed Use of Disaster Relief Funds 

Funds may be requested for the following purposes: 

 

Provide food, shelter, health or mental health services or other disaster-related 

emergency support to Santa County victims during the first 90 days following 

a disaster. Allowable expenses would include direct supplies, staff time or 

operating costs related to these services. 

May 2011 L-1

Appendix L: Santa Clara County Disaster 

Relief Fund Grant Request Form 



 

Immediate organizational needs of a service provider to enable delivery of 

food, shelter, health or mental health services or other disaster-related 

emergency support. Allowable expenses would include using no more than 

50% of the grant or up to a maximum of $10,000 (whichever is less) to: enable 

immediate clean-up and/or safety repairs of a primary facility so that it is 

usable in the first 30 days following a disaster; rent additional space to deliver 

services; provide temporary housing or childcare for essential employees; pay 

overtime to essential employees; purchase emergency equipment such as 

laptop computers or cell phones. 

Applicant Information 

Name of Organization: 

Executive Director: 

Mailing Address: 

Temporary location/mailing 

address if displaced by disaster: 

Name/title of primary grant 

contact: 

Phone and Fax numbers: 

Email: 

Tax ID #: 

Is organization a current or past 

community foundation grantee? 

1) Describe proposed use of relief funds (please itemize costs including in-kind costs 

and costs covered by other funding sources): 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

L-2 May 2011





2) Describe the geographic areas to be served (county, city, community/ 

neighborhood): 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

3) Which functional need will your organization fulfill for vulnerable and impacted 

people with these funds? Please circle all that apply: 

communication medical maintaining 

independence 

supervision transportation other (explain) 

4) Estimate of the number of individuals and families you have served to date and 

estimate the number you expect to serve: 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

5) What is the time frame for service delivery (may be retroactive to time of disaster)? 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

6) Please list the objectives of your proposed activities in concrete, measurable terms: 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

May 2011 L-3





7) Describe how you will track your progress and evaluate results (maximum of 200 

words): 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

8) What is the organization’s capacity to deliver services? (staff availability, facility 

open/damaged, etc.) 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

________________________________________________________________________ 

9) If your organization has applied for any other disaster relief funds, please provide 

the following information (include whether organization intends to apply for public 

fund reimbursement): 

Source of Potential Funds Amount Pending/Approved/Denied 

1. 

2. 

3. 

L-4 May 2011





Electronic Funds Transfer 

Due to the likely disruption caused by the disaster, the community foundation may 

use electronic funds transfers to award grants rather than issue and mail checks. 

Please complete the following information that could be used to deposit grant funds 

if this application is approved for funding: 

Beneficiary/Account 

Name: 

Name of Bank: 

Full address of Bank: 

Bank ABA Routing #: 

Account #: 

Contact name, address if 

different & telephone 

number: 

Name/Signature of Executive Director/Board Chair/Other staff authorized to 

submit this application: 

____________________________________________ ________________________ 

Print Name/Signature 

Date 

_____________________________________________________ 

Title 

Return this application to Silicon Valley Community Foundation: 

Email to grantproposals@siliconvalleycf.org or fax to: 650-450-5453 

May 2011 L-5

Donations Management - County of Santa Clara

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