Donations Management - County of Santa Clara
Donations Management - County of Santa Clara
Donations Management - County of Santa Clara
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<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan
Cover photo: Red Cross donations center, Reliant center, Texas, September 3, 2005.<br />
FEMA Photo Library, Photo ID 15380. Photographer: Andrea Booher
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
May 2011<br />
Prepared for:<br />
Bay Area Urban Area<br />
Security Initiative<br />
With support from:<br />
This project was supported by the California Emergency <strong>Management</strong> Agency under FY 09 RCPGP #2009-CA-T9-<br />
0003, OES ID 075-95017, awarded by the U.S. Department <strong>of</strong> Homeland Security.<br />
This document was prepared under a grant from FEMA’s National Preparedness Directorate, U.S. Department <strong>of</strong><br />
Homeland Security. Points <strong>of</strong> view or opinions expressed in this document are those <strong>of</strong> the authors and do not<br />
necessarily represent the <strong>of</strong>ficial position or policies <strong>of</strong> FEMA’s National Preparedness Directorate or the<br />
U.S. Department <strong>of</strong> Homeland Security.
This plan has been prepared for the Bay Area Urban Area Security Initiative Approval Authority (Approval<br />
Authority) on behalf <strong>of</strong> the counties and cities within the 12-county Bay Area Region. The plan describes the<br />
general strategy for emergency response to an incident with regional impact. The plan has been prepared in<br />
accordance with the standards <strong>of</strong> the National Incident <strong>Management</strong> System, the California Standardized<br />
Emergency <strong>Management</strong> System, and other Federal and State requirements and standards for emergency response<br />
plans applicable as <strong>of</strong> the date <strong>of</strong> the plan’s preparation.<br />
The plan provides guidance only; it is intended for use in further development <strong>of</strong> response capabilities,<br />
implementation <strong>of</strong> training and exercises, and defining the general approach to incident response. The actual<br />
response to an incident, whether at the regional, county, or city level, is dependent on:<br />
1) The specific conditions <strong>of</strong> the incident, including the incident type, geographic extent, severity, timing, and<br />
duration;<br />
2) The availability <strong>of</strong> resources for response at the time <strong>of</strong> the incident;<br />
3) Decisions <strong>of</strong> Incident Commanders and political leadership; and<br />
4) Actions taken by neighboring jurisdictions, the State, and the Federal Government.<br />
These and other factors may result in unforeseen circumstances, prevent the implementation <strong>of</strong> plan components,<br />
or require actions that are significantly different from those described in the plan. The Approval Authority and its<br />
contractors; the counties, cities, and other organizations that have participated in plan development; the State;<br />
and the Federal Government are not responsible for circumstances related to the implementation <strong>of</strong> the plan during<br />
an incident.<br />
The plan is not applicable outside the 12-county region that comprises the planning area.
Record <strong>of</strong> Changes<br />
Change No. Copy No. Date Entered Posted By
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Foreword<br />
The vulnerability <strong>of</strong> the San Francisco Bay Area to earthquakes is well known.<br />
According to the 2008 Uniform California Earthquake Rupture Forecast, the<br />
probability <strong>of</strong> a magnitude 6.7 or greater earthquake in the Bay Area in the next 30<br />
years is 63 percent. An earthquake <strong>of</strong> this magnitude will result in widespread and<br />
catastrophic damage.<br />
A catastrophic earthquake in the Bay Area will immediately overwhelm local,<br />
regional, and State emergency response capabilities. The region will need massive,<br />
rapid support from the Federal Government, other local governments in California,<br />
other states, and voluntary and private-sector organizations. The effectiveness <strong>of</strong><br />
the region’s response will affect the long-term recovery <strong>of</strong> the region’s communities<br />
and economy. An effective response will only be possible if comprehensive planning<br />
has taken place.<br />
The Federal Government is providing funding under the Regional Catastrophic<br />
Preparedness Grant Program (RCPGP) to selected metropolitan areas throughout<br />
the United States to plan for catastrophic events. The San Francisco Bay Area is one<br />
<strong>of</strong> the metropolitan areas. The Federal Emergency <strong>Management</strong> Agency (FEMA) is<br />
administering the program. The Bay Area Urban Area Security Initiative (UASI)<br />
Program is implementing the RCPGP for 12 counties and two cities in the Bay Area.<br />
For fiscal year 2009/2010, the UASI Program has used RCPGP funding to prepare<br />
regional and local plans for managing monetary donations and in-kind donations.<br />
This document, the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake <strong>Donations</strong><br />
<strong>Management</strong> Plan (Plan), has been prepared under the RCPGP. <strong>Donations</strong><br />
<strong>Management</strong> is an important component <strong>of</strong> the response to an earthquake.<br />
This Plan is an annex to the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Emergency Operations Plan. The<br />
Plan is consistent with:<br />
The San Francisco Bay Area Regional Emergency Coordination Plan<br />
San Francisco Bay Area Catastrophic Earthquake Readiness Response Concept<br />
<strong>of</strong> Operations Plan, prepared by FEMA<br />
This Plan has been prepared for <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> as part <strong>of</strong> the Bay Area Urban<br />
Area Security Initiative. The Plan describes the general strategy for emergency<br />
response to an incident with local as well as regional impacts. The Plan builds upon<br />
work done in 2009 under <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Award 2007-008 supported by the<br />
Department <strong>of</strong> Homeland Security Office <strong>of</strong> Grants and Training. This 2009 <strong>Santa</strong><br />
<strong>Clara</strong> <strong>County</strong> <strong>Donations</strong> <strong>Management</strong> <strong>County</strong>wide Coordination Plan served as the<br />
basis for Bay Area planning efforts.<br />
May 2011<br />
i
Foreword<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
The Plan has been prepared in accordance with the standards <strong>of</strong> the National<br />
Incident <strong>Management</strong> System, the California Standardized Emergency<br />
<strong>Management</strong> System, and other Federal and State requirements and standards for<br />
emergency response plans applicable as <strong>of</strong> the date <strong>of</strong> the plan’s preparation.<br />
The Plan provides guidance only; it is intended for use in further development <strong>of</strong><br />
response capabilities, implementation <strong>of</strong> training and exercises, and defining the<br />
general approach to incident response. The actual response to an incident is<br />
dependent on:<br />
The specific conditions <strong>of</strong> the incident, including the incident type, geographic<br />
extent, severity, timing, and duration<br />
The availability <strong>of</strong> resources for response at the time <strong>of</strong> the incident<br />
Decisions <strong>of</strong> Incident Commanders and political leadership<br />
Actions taken by neighboring jurisdictions, regional entities, the State, and the<br />
Federal Government<br />
These and other factors may result in unforeseen circumstances, prevent the<br />
implementation <strong>of</strong> Plan components, or require actions that are significantly<br />
different from those described in the Plan. The Approval Authority and its<br />
contractors; the counties, cities, and other organizations that have participated in<br />
plan development; the State; and the Federal Government are not responsible for<br />
circumstances related to the implementation <strong>of</strong> the Plan during an incident.<br />
The Plan is not applicable outside <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>.<br />
The Plan was developed with the participation <strong>of</strong> the following stakeholders:<br />
American Red Cross Silicon Valley Chapter – Barbara Larson-Larkin, Chief<br />
Executive Officer (CEO); Tom Busk, Director <strong>of</strong> Preparedness; Margot Harrigan,<br />
Director <strong>of</strong> Fund Development<br />
City <strong>of</strong> San Jose – Chris Godley, Office <strong>of</strong> Emergency Services<br />
City <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> – Gene Sawyer, Office <strong>of</strong> Emergency Services<br />
Collaborating Agencies’ Disaster Relief Effort – Tom Busk, Managing Director;<br />
Annamaria Swardenski, Consultant<br />
Goodwill <strong>of</strong> Silicon Valley – Michael Fox, President/CEO; Robert Schuck,<br />
Operations Manager<br />
Hope Services – Rosemary Frazier, Facilities Manager<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Fire Department – Marsha Hovey, Emergency Services<br />
Coordinator<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Finance Department – Lesha Luu, Division Manager; Vicky<br />
Bituin, Senior Accountant<br />
ii May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Fleet and Facilities Department – David Snow, Interim<br />
Manager/Deputy Director<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Office <strong>of</strong> Emergency Services – Kirstin H<strong>of</strong>fman, Director <strong>of</strong><br />
Emergency Services; Ken Foot, Emergency Services Program Manager; Harry<br />
Reinstein, Emergency Services Coordinator<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Procurement Department – Roslyn Fuller, Assistant<br />
Director<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Social Services Agency – Cynthia Ambar, Project Manager<br />
Second Harvest Food Bank – Cindy McCown, Senior Director; Janet Leader,<br />
Director <strong>of</strong> Program Planning and Evaluation<br />
Silicon Valley Community Foundation – Mari Ellen Loijens, Chief <strong>of</strong> Staff/Chief<br />
<strong>of</strong> Development and Communications; Ellen Clear, Vice President ,<br />
Grantmaking; David Eckmann, Development Officer<br />
Sunnyvale Seventh Day Adventist Church – Greig Rose, Disaster Response<br />
Coordinator<br />
The Salvation Army – Ken Cavallero, Western Territory Emergency Disaster<br />
Services Coordinator; Richard Larson, <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Coordinator<br />
United Way Silicon Valley – Carole Leigh Hutton, President and CEO; Patrick<br />
Soricone, Vice President Community Building & Impact; Kim Ferm, 211 Director<br />
May 2011<br />
iii
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Table <strong>of</strong> Contents<br />
Executive Summary .................................................................................................................ES-1<br />
1 Introduction ..............................................................................................................................1<br />
1.1 Purpose and Audience ............................................................................................................. 1<br />
1.2 Goals ........................................................................................................................................ 3<br />
1.3 Objectives................................................................................................................................. 4<br />
1.4 Scope and Definitions .............................................................................................................. 4<br />
1.4.1 Nature and Duration <strong>of</strong> the Scenario Event ................................................................. 4<br />
1.4.2 Geographic Scope ....................................................................................................... 4<br />
1.4.3 Time Frame.................................................................................................................. 5<br />
1.4.4 Definitions .................................................................................................................... 6<br />
1.5 Applicability .............................................................................................................................. 6<br />
1.6 Meeting Access and Functional Needs .................................................................................... 7<br />
1.7 Plan Organization..................................................................................................................... 7<br />
1.8 Authorities, Regulations, and Requirements ............................................................................ 8<br />
1.8.1 Local............................................................................................................................. 9<br />
1.8.2 State............................................................................................................................. 9<br />
1.8.3 Federal....................................................................................................................... 10<br />
2 Situation and Assumptions ..................................................................................................11<br />
2.1 Catastrophic Nature <strong>of</strong> the Earthquake .................................................................................. 11<br />
2.2 Assumptions Regarding <strong>Donations</strong> ........................................................................................ 12<br />
2.2.1 Need for Donated Money, Goods, and Services........................................................ 12<br />
2.2.2 Assumptions about Donors ........................................................................................ 12<br />
2.2.3 Monetary <strong>Donations</strong> ................................................................................................... 13<br />
2.2.4 In-Kind <strong>Donations</strong>....................................................................................................... 14<br />
2.2.5 Response Organizations and Capabilities ................................................................. 14<br />
3 Roles and Responsibilities ...................................................................................................17<br />
3.1 <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Operational Area Level .......................................................................... 17<br />
3.1.1 Cities/Townships and City/Township Emergency Operations Centers ...................... 17<br />
3.1.2 <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong>................................................................................................ 17<br />
3.1.3 Joint Information Center............................................................................................. 18<br />
3.1.4 Non-governmental Organizations .............................................................................. 18<br />
3.2 Regional and State Level ....................................................................................................... 21<br />
3.2.1 California Emergency <strong>Management</strong> Agency.............................................................. 21<br />
3.2.2 CaliforniaVolunteers................................................................................................... 22<br />
3.2.3 Northern California Voluntary Organizations Active in Disaster................................. 22<br />
3.2.4 California Resiliency Alliance ..................................................................................... 23<br />
3.3 Federal Level.......................................................................................................................... 23<br />
May 2011<br />
v
Table <strong>of</strong> Contents<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
3.3.1 Federal Government .................................................................................................. 23<br />
3.3.2 Department <strong>of</strong> Homeland Security/Federal Emergency <strong>Management</strong> Agency<br />
and Cooperating Agencies......................................................................................... 23<br />
3.3.3 National Voluntary Organizations Active in Disaster.................................................. 25<br />
4 Operational Priorities and Objectives..................................................................................27<br />
4.1 Overview <strong>of</strong> Priorities and Objectives..................................................................................... 27<br />
4.2 E to E+72 Hours..................................................................................................................... 28<br />
4.2.1 Operational Priorities.................................................................................................. 28<br />
4.2.2 Objectives .................................................................................................................. 29<br />
4.3 E+72 Hours to E+14 Days...................................................................................................... 29<br />
4.3.1 Operational Priorities.................................................................................................. 29<br />
4.3.2 Objectives .................................................................................................................. 30<br />
4.4 E+14 Days to E+60 Days ....................................................................................................... 31<br />
4.4.1 Operational Priorities.................................................................................................. 31<br />
4.4.2 Objectives .................................................................................................................. 31<br />
5 Concept <strong>of</strong> Operations ..........................................................................................................33<br />
5.1 Alert and Notification .............................................................................................................. 34<br />
5.2 Activation................................................................................................................................ 34<br />
5.3 Incident Organization ............................................................................................................. 34<br />
5.3.1 <strong>Donations</strong> <strong>Management</strong> Unit in the Emergency Operations Center .......................... 34<br />
5.3.2 Emergency Operations Center <strong>Donations</strong> <strong>Management</strong> Unit.................................... 35<br />
5.3.3 Monetary <strong>Donations</strong> Coordination Team ................................................................... 36<br />
5.3.4 In-Kind <strong>Donations</strong> Coordination Team....................................................................... 38<br />
5.3.5 Private-Sector Liaison with the Emergency Operations Center................................. 40<br />
5.3.6 Voluntary Sector Liaison with the Emergency Operations Center ............................. 41<br />
5.4 Communication and Coordination .......................................................................................... 41<br />
5.4.1 Standardized Emergency <strong>Management</strong> System and Resource Requests ................ 41<br />
5.4.2 Mutual Assistance and Other Agreements................................................................. 42<br />
5.5 Integration <strong>of</strong> State and Federal Resources........................................................................... 42<br />
5.5.1 State Mutual Aid Resources....................................................................................... 42<br />
5.5.2 State Agencies........................................................................................................... 43<br />
5.5.3 National <strong>Donations</strong> <strong>Management</strong> Network................................................................. 43<br />
5.5.4 Federal Resources..................................................................................................... 43<br />
5.6 Public Information................................................................................................................... 44<br />
5.7 Information <strong>Management</strong> ....................................................................................................... 45<br />
5.8 Overview <strong>of</strong> <strong>Donations</strong> Distribution Prioritization ................................................................... 45<br />
5.9 Operational Details for Monetary <strong>Donations</strong> .......................................................................... 46<br />
5.9.1 Overview <strong>of</strong> Monetary <strong>Donations</strong> Strategies.............................................................. 46<br />
5.9.2 Single Monetary <strong>Donations</strong> Fund............................................................................... 47<br />
5.9.3 Reception Processes and Systems ........................................................................... 48<br />
5.9.4 Monetary Allocations.................................................................................................. 49<br />
vi May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Table <strong>of</strong> Contents<br />
5.9.5 Fiscal <strong>Management</strong>, Tracking, and Reporting ........................................................... 52<br />
5.10 Operational Details for In-Kind <strong>Donations</strong> .............................................................................. 52<br />
5.10.1 Resources Available for In-kind <strong>Donations</strong> ................................................................ 53<br />
5.10.2 Operations for Bulk (New) Goods .............................................................................. 54<br />
5.10.3 Non-Bulk Goods (Used) ............................................................................................. 56<br />
5.10.4 Donated Services....................................................................................................... 60<br />
5.11 Transition to Long-term Recovery .......................................................................................... 60<br />
5.11.1 Directing Donated Funds to Long-term Recovery...................................................... 60<br />
5.11.2 Documenting Expenditures for Reimbursement and Other Purposes ....................... 60<br />
5.12 Demobilization........................................................................................................................ 61<br />
5.12.1 Waste/Trash/Debris Removal .................................................................................... 62<br />
5.12.2 Disposal <strong>of</strong> Unused or Undistributed Goods.............................................................. 62<br />
6 Operational Response Timeline ...........................................................................................63<br />
7 Plan Maintenance...................................................................................................................79<br />
7.1 Plan Distribution ..................................................................................................................... 79<br />
7.2 Plan Updates.......................................................................................................................... 79<br />
7.3 Plan Testing, Training, and Exercises.................................................................................... 80<br />
7.4 After-Action Review and Corrective Action ............................................................................ 80<br />
Appendix A<br />
Appendix B<br />
Appendix C<br />
Appendix D<br />
Appendix E<br />
Appendix F<br />
Appendix G<br />
Appendix H<br />
Appendix I<br />
Appendix J<br />
Appendix K<br />
Appendix L<br />
Glossary and Terms<br />
Maps<br />
Scenario and Assumptions Details and HAZUS Description<br />
Assembly Bill 903 Legislative Information and Final Regulations<br />
Collaborating Agencies’ Disaster Relief Effort (CADRE) Brochure<br />
In-Kind <strong>Donations</strong> Coordination Team Member Sites and Donation Information<br />
<strong>Donations</strong> <strong>Management</strong> Unit Checklist<br />
Sample Press Releases and Public Information Announcements<br />
Sample Memorandum <strong>of</strong> Understanding and Memorandum <strong>of</strong> Agreement<br />
FEMA/NVOAD Brochure—How To Donate Successfully<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> <strong>Donations</strong> Coordination Teams Members List<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund Grant Request Form<br />
List <strong>of</strong> Tables<br />
Table 5-1 Lead agencies or organizations for donations reception and processing. ................................58<br />
Table 6-1 Response tasks timeline for donations management. ..............................................................64<br />
May 2011<br />
vii
Table <strong>of</strong> Contents<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
List <strong>of</strong> Figures<br />
Figure 1-1 <strong>Donations</strong> <strong>Management</strong> Structural Framework for <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> .................................... 3<br />
Figure 1-2 <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Geographic Areas ..................................................................................... 5<br />
Figure 4-1 Transition from Response to Recovery ....................................................................................28<br />
Figure 5-1 Conceptual Framework for <strong>Donations</strong> <strong>Management</strong> ................................................................33<br />
Figure 5-2 <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> <strong>Donations</strong> <strong>Management</strong> Unit Organization...............................................35<br />
Figure 5-3 Conceptual Framework <strong>of</strong> a Monetary <strong>Donations</strong> System........................................................37<br />
Figure 5-4 Conceptual Framework <strong>of</strong> an In-Kind <strong>Donations</strong> <strong>Management</strong> System ...................................39<br />
Figure 5-5 Organizations Participating in In-Kind <strong>Donations</strong> in Different Areas <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>.....57<br />
viii May 2011
Executive Summary<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> and its local jurisdictions serve a densely populated region at<br />
high risk for many types <strong>of</strong> disasters. Planning for disasters such as earthquakes,<br />
floods, and fires is essential to creating emergency response and recovery systems<br />
that can respond effectively and help residents recover and rebuild their lives<br />
following a disaster. Media coverage following an event <strong>of</strong>ten elicits an outpouring<br />
<strong>of</strong> volunteers both monetary and material goods—i.e., in-kind donations.<br />
Individuals, businesses, services clubs, organizations, and large corporations have<br />
historically demonstrated that different sectors <strong>of</strong> society donate money and muchneeded<br />
assistance for victims <strong>of</strong> a disaster.<br />
Lessons learned from previous disasters consistently underscore that response and<br />
recovery efforts are more effective when (1) organizational roles are defined prior to<br />
the disaster and (2) pre-established relationships build for a more efficient response<br />
and faster recovery. <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>’s goal is to develop a donations<br />
management plan for use by the <strong>County</strong> Operational Area (inclusive <strong>of</strong> cities and<br />
townships) that addresses both in-kind and monetary donations. The <strong>Santa</strong> <strong>Clara</strong><br />
<strong>County</strong> Catastrophic Earthquake <strong>Donations</strong> <strong>Management</strong> Plan (Plan) identifies and<br />
pre-establishes relationships with key partners for the coordination <strong>of</strong> donated<br />
goods and money.<br />
The premise for planning regarding monetary donations in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> is to<br />
establish one post-disaster fund to facilitate donors’ desire to direct money to local<br />
response and recovery efforts. Silicon Valley Community Foundation, United Way<br />
Silicon Valley, and the American Red Cross are recognized and established leaders<br />
in the Bay Area with a history <strong>of</strong> helping to provide funding to a myriad <strong>of</strong> agencies<br />
post-disaster. Silicon Valley Community Foundation and United Way Silicon Valley<br />
also bring a wealth <strong>of</strong> knowledge about local community-based organizations and<br />
possess technical expertise and credibility in the community to manage the<br />
collection and disbursement <strong>of</strong> monetary donations in times <strong>of</strong> disaster. The<br />
following concept <strong>of</strong> operations outlines a collaborative effort by these players,<br />
working in partnership with local government, to establish the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
Disaster Relief Fund to coordinate dispersing funds through all phases <strong>of</strong> a disaster<br />
to agencies providing services in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>.<br />
If donors want to donate in-kind donations rather than money, the overarching<br />
planning strategy is to direct them to web-based database where donors can register<br />
their donations online and be potentially matched with a recipient organization.<br />
This is a much more efficient and cost-effective way <strong>of</strong> managing donations; it is the<br />
preferred method <strong>of</strong> receiving donations into <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>. However, even<br />
with public messaging encouraging monetary donations or in-kind donations via a<br />
web portal, “stuff” will still arrive. This Plan outlines capabilities—at a <strong>County</strong>-wide<br />
level and in each <strong>of</strong> the four geographic areas in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>—for managing<br />
May 2011<br />
ES-1
Executive Summary<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
these donations and working with a host <strong>of</strong> community-based organizations as key<br />
partners for successful implementation, thus speeding the recovery <strong>of</strong> our residents<br />
and communities following a major disaster.<br />
ES-2 May 2011
1 Introduction<br />
The management <strong>of</strong> donations has been identified as a significant gap in the level <strong>of</strong><br />
preparedness <strong>of</strong> many Bay Area jurisdictions. Media coverage following a disaster<br />
<strong>of</strong>ten elicits an outpouring <strong>of</strong> both in-kind and monetary donations from<br />
individuals, service clubs, congregations, community organizations, small<br />
businesses, and large corporations, <strong>of</strong>ten on a scale that can overwhelm those<br />
receiving the donations. While many local government agencies have limited<br />
resources to address this complex issue, a wide range <strong>of</strong> voluntary, community- and<br />
faith-based, grant-making, and other types <strong>of</strong> organizations may play significant<br />
roles in receiving, tracking, and distributing donations. Collaborative donations<br />
management planning helps minimize the challenges and maximize the value <strong>of</strong><br />
disaster donations to a community.<br />
1.1 Purpose and Audience<br />
The <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake <strong>Donations</strong> <strong>Management</strong> Plan<br />
(Plan) is a scenario-driven, function-specific operations plan for the <strong>Santa</strong> <strong>Clara</strong><br />
<strong>County</strong> Operational Area that describes the actions <strong>of</strong> and coordination between<br />
government agencies and non-governmental organizations (NGOs) for managing<br />
donations in the aftermath <strong>of</strong> a catastrophic earthquake on the San Andreas fault.<br />
Effective donations management after a catastrophic event requires close<br />
cooperation between government and NGOs, particularly with regard to monetary<br />
donations, the management <strong>of</strong> which is not usually the role <strong>of</strong> government. Further,<br />
existing practices for managing donations are less well developed than for other<br />
response activities.<br />
The audience for this Plan is therefore not limited to government agencies but<br />
rather includes representatives from the private sector and voluntary organizations.<br />
For these reasons, the Plan includes some concepts and details that are beyond the<br />
role <strong>of</strong> government, and much <strong>of</strong> the content herein pertains to organizations in<br />
those sectors. This content should not be considered prescriptive for those NGOs;<br />
instead, it should be read as descriptive as it is intended to connect the<br />
government’s own activities with the autonomous and independent activities <strong>of</strong> its<br />
non-governmental collaborators.<br />
One intention <strong>of</strong> this Plan is to illustrate the coordination and collaboration/<br />
cooperation between these sectors that is necessary for effective donations<br />
management. NGOs maintain their own internal processes and operating<br />
principles, and nothing in this Plan is intended to convey that government agencies<br />
at any level will control or direct these independent NGOs.<br />
May 2011 1
Introduction<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
The Plan is a guide for the coordination <strong>of</strong> in-kind and monetary donations for the<br />
benefit <strong>of</strong> those affected by the disaster. It provides donations-related details for:<br />
Managing, allocating, and tracking monetary donations in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
Receiving, managing, warehousing, distributing, and tracking <strong>of</strong> in-kind<br />
donations (this term and others are defined in Section 1.4.4 and Appendix A)<br />
in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
Application <strong>of</strong> the Incident Command System for donations management<br />
operations<br />
Coordination <strong>of</strong> local, regional, State, and Federal agencies and NGOs that have<br />
a role in donations management<br />
As an event-specific annex to the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Emergency Operations Plan<br />
(EOP), the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake <strong>Donations</strong> <strong>Management</strong><br />
Plan is intended for:<br />
The personnel responsible for implementing the EOP, including <strong>Santa</strong> <strong>Clara</strong><br />
<strong>County</strong> emergency managers, and Emergency Operations Center (EOC)<br />
personnel<br />
The agencies, departments, and organizations responsible for implementing<br />
donations management operations in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> , including NGOs:<br />
- American Red Cross Silicon Valley Chapter<br />
- Collaborating Agencies’ Disaster Relief Effort (CADRE)<br />
- Goodwill Industries<br />
- Hope Services<br />
- Rebekah’s Children’s Services<br />
- Second Harvest Food Bank <strong>of</strong> San Mateo and <strong>Santa</strong> <strong>Clara</strong> counties<br />
- Seventh Day Adventist (Sunnyvale and Milpitas)<br />
- Silicon Valley Community Foundation<br />
- The Salvation Army<br />
- United Way Silicon Valley/211<br />
Finally, this document was developed as an incident-specific plan, and the details<br />
presented pertain to a catastrophic earthquake. However, the Plan could be readily<br />
scaled to smaller earthquakes or to non-seismic disasters such as fires or floods.<br />
Where appropriate, throughout this Plan, options, and alternatives for adapting the<br />
Plan to smaller or other types <strong>of</strong> events are discussed.<br />
2 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Introduction<br />
1.2 Goals<br />
The goals <strong>of</strong> this Plan are:<br />
To augment, as an annex, the <strong>County</strong>’s EOP and city/town EOPs<br />
To ensure that local government and NGOs engaged in disaster work remain the<br />
primary recipients, managers, and distributors <strong>of</strong> donated funds, goods, and<br />
services<br />
To enhance resources available to each jurisdiction and the community at large<br />
for disaster response and recovery by providing an organized system to receive<br />
both monetary and in-kind donations<br />
To outline the roles and responsibilities <strong>of</strong> key partners for the coordination <strong>of</strong><br />
monetary and in-kind donations<br />
To ensure that implementation <strong>of</strong> the donations management plan is in<br />
accordance with principles and practices as described in the State Emergency<br />
Plan (SEP) and the National Response Framework (NRF)<br />
To provide the capability for the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Operational Area to<br />
effectively collect and manage bulk and corporate donations, in-kind donations,<br />
and monetary donations; and to get resources to organizations providing<br />
services to people adversely affected by the disaster<br />
To provide a structure for integrating the various responding entities in <strong>Santa</strong><br />
<strong>Clara</strong> <strong>County</strong> into a coherent system to deliver donations to individuals affected<br />
by disasters, as illustrated in Figure 1-1<br />
Figure 1-1. <strong>Donations</strong> <strong>Management</strong> Structural Framework for <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
May 2011 3
Introduction<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
1.3 Objectives<br />
The objectives <strong>of</strong> the Plan are to:<br />
Define planning assumptions for donations management based on projected<br />
catastrophic impacts <strong>of</strong> the earthquake<br />
Identify and describe the donations-related roles and responsibilities <strong>of</strong> agencies<br />
and organizations<br />
Describe the resources required and available for donations management<br />
operations and mechanisms for integrating State and Federal resources into<br />
donations management operations in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
Identify recommended, time-based priorities, objectives, and tasks to guide<br />
response operations<br />
Establish a response timeline for individual tasks in donations management<br />
operations<br />
1.4 Scope and Definitions<br />
The <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake <strong>Donations</strong> <strong>Management</strong> Plan<br />
pertains to donations management operations in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>. A similar plan<br />
is being developed for the 12-county Urban Area Security Initiative (UASI) planning<br />
region, which is defined and discussed below. A Regional Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan addresses the broader regional-level response to the<br />
disaster and focuses on the interactions between the State <strong>of</strong> California and the<br />
Operational Areas that compose the region. Maps <strong>of</strong> the region and <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong><br />
<strong>County</strong> are included in Appendix B.<br />
1.4.1 Nature and Duration <strong>of</strong> the Scenario Event<br />
As described in the National Response Framework, a catastrophic event is any<br />
natural or human-caused incident that results in an extraordinary level <strong>of</strong><br />
casualties, damage, or disruption that severely affects the population,<br />
infrastructure, environment, economy, morale, and government functions <strong>of</strong> the<br />
area in question and, potentially, the Nation as a whole.<br />
The scenario used in the development <strong>of</strong> this Plan is a moment magnitude 7.9<br />
earthquake on the northern segment <strong>of</strong> the San Andreas fault. The impacts from the<br />
earthquake are catastrophic. Although the shaking from an earthquake and the<br />
aftershocks last only seconds or minutes, recovery can take several years. See<br />
Section 2 and Appendix C for more information about the scenario event.<br />
1.4.2 Geographic Scope<br />
The earthquake will have a catastrophic impact in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> and in the 12-<br />
county Bay Area region as a whole. These counties will bear direct and significant<br />
impacts, impacts from regional disruption <strong>of</strong> critical infrastructure systems, and/or<br />
4 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Introduction<br />
short- or long-term impacts to the economy. Adjacent counties, such as Mendocino,<br />
Sacramento, San Joaquin, and Stanislaus may be affected directly by damage or<br />
indirectly by evacuations and other response actions. Impacts to these jurisdictions<br />
affect local, regional, State, and Federal response and recovery decisions.<br />
A Regional Catastrophic Earthquake <strong>Donations</strong> <strong>Management</strong> Plan addresses the<br />
full 12-county region, but the geographic scope <strong>of</strong> this <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> local Plan<br />
is limited to the jurisdictional boundary itself.<br />
In <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>, the Plan uses smaller geographic areas to manage the<br />
coordination <strong>of</strong> donations in a catastrophic emergency event. The four geographic<br />
areas are illustrated in Figure 1-2.<br />
Figure 1-2. <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Geographic Areas<br />
1.4.3 Time Frame<br />
The time frame for the Plan begins with the occurrence <strong>of</strong> the earthquake and ends<br />
60 days after the earthquake. The planning periods (phases) are presented in hours<br />
and days after the event (E). The Plan does not address preparedness activities that<br />
may occur before the earthquake or long-term activities that will occur after 60<br />
days. However, it does provide guidance for and initial steps in planning the<br />
transition to long-term recovery activities.<br />
May 2011 5
Introduction<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
1.4.4 Definitions<br />
The term donations, as used in this Plan, refers to all donations, both monetary and<br />
in-kind. Key terms to understanding this Plan are listed below. Appendix A<br />
includes a full glossary <strong>of</strong> these and other terms. Key donations management terms<br />
include:<br />
Grantmakers: Community foundations, business associations, or other<br />
organizations that compile individual donations and distribute in bundles to<br />
various needy individuals, organizations, or other entities.<br />
In-Kind <strong>Donations</strong>: All non-monetary donations designated for disaster<br />
response, relief, and recovery. In-kind donations are sometimes referred to as<br />
“donated goods and services,” but the term also includes facilities, real estate, and<br />
loaned equipment or vehicles.<br />
Material Waste: Packaging and other trash generated from bulk donations or <strong>of</strong><br />
used goods that are not clean or safe enough for distribution.<br />
Monetary <strong>Donations</strong>: Financial contributions from donors designated for<br />
disaster response, relief, and recovery.<br />
Non-governmental Organization (NGO): Categorical term for all communitybased<br />
organizations, faith-based organizations, and other types <strong>of</strong> organizations<br />
that are external to government. Groups, organizations, and individual companies<br />
in the private sector are referred to as a specific type <strong>of</strong> NGO.<br />
Service Providers (or direct service providers): A subset <strong>of</strong> voluntary sector<br />
organizations that may include community-based organizations (CBOs), faithbased<br />
organizations (FBOs), and others. The service providers are those 501(c)(3)<br />
organizations that provide disaster services to clients in the affected area. These are<br />
individual agencies at the local level that provide specific services directly to their<br />
clients or consumers. They may provide direct services during the response phase <strong>of</strong><br />
a disaster such as care and shelter, feeding, and assistance to first responders.<br />
Unused Goods: Donated items that are new or <strong>of</strong> high quality but that are not<br />
distributed to people or organizations.<br />
For the purposes <strong>of</strong> this Plan, government-owned resources—including funding,<br />
personnel, facilities, or vehicles—and government-operated programs or systems<br />
are not considered donations. Government resources do play a role in supporting<br />
donations management operations and are discussed in the Roles and<br />
Responsibilities Section <strong>of</strong> this Plan.<br />
1.5 Applicability<br />
As an incident-specific and function-specific annex to the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> EOP,<br />
this Plan is consistent with:<br />
6 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Introduction<br />
The Regional Catastrophic Earthquake <strong>Donations</strong> <strong>Management</strong> Plan [in<br />
development], which is an incident-specific subsidiary plan <strong>of</strong> the Regional<br />
Emergency Coordination Plan (RECP), as well as with the RECP itself<br />
The 2008 San Francisco Bay Area Catastrophic Earthquake Readiness Response<br />
Concept <strong>of</strong> Operations Plan, prepared by the Federal Emergency <strong>Management</strong><br />
Agency (FEMA)<br />
1.6 Meeting Access and Functional Needs<br />
In a catastrophic event, it is expected that both goods and services will be needed to<br />
address and meet various access and functional needs, particularly as they relate to<br />
mass care and shelter and mass transportation/evacuation services.<br />
Durable medical equipment (DME) such as wheelchairs, walkers, raised toilet seats,<br />
and accessible cots, as well as consumable supplies such as hearing aid batteries<br />
and drinking straws, to name a few, will be needed.<br />
This Plan is intended to be able to serve as a way for local governmental<br />
jurisdictions and communities to share information about both needs that are<br />
identified , as well as possible donated resources that could be matched to meet the<br />
broad spectrum <strong>of</strong> functional needs present after an emergency or disaster occurs.<br />
Any technology and intake, collection, distribution and referral systems used should<br />
be reviewed for accessibility to ensure that both users and consumers with<br />
functional needs can be accommodated.<br />
1.7 Plan Organization<br />
Section 1 – Introduction provides the scope and applicability <strong>of</strong> the Plan and the<br />
authorities, regulations, and requirements that provide the foundation for the<br />
operations that are discussed in the Plan.<br />
Section 2 – Situation and Assumptions describes the scenario event, its<br />
projected impacts, and assumptions underlying the scenario event and the response<br />
to it.<br />
Section 3 – Roles and Responsibilities describes the roles and responsibilities<br />
<strong>of</strong> the local, regional level, State level, and Federal response agencies.<br />
Section 4 – Operational Priorities and Objectives outlines the operational<br />
priorities for donations management and the objectives that support those<br />
priorities. The objectives are described according to the general phases <strong>of</strong> response<br />
(E to E+72 hours, E+72 hours to E+14 days, and E+14 days to E+60 days).<br />
Section 5 – Concept <strong>of</strong> Operations describes the concept <strong>of</strong> operations, which<br />
includes the response coordination system and the operational components <strong>of</strong> inkind<br />
donations management and monetary donations management operations.<br />
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Introduction<br />
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<strong>Donations</strong> <strong>Management</strong> Plan<br />
Section 6 – Operational Response Timeline contains a response timeline for<br />
the donations management component <strong>of</strong> the response. More specifically, the<br />
timeline presents the individual tasks necessary to achieve the objectives and<br />
priorities laid out in Section 4.<br />
Section 7 – Plan Maintenance describes how the Plan is maintained, exercised,<br />
and updated.<br />
Appendix A is a glossary <strong>of</strong> acronyms, abbreviations, and key terms.<br />
Appendix B contains the maps that are referenced in the Plan.<br />
Appendix C provides scenario and assumptions details.<br />
Appendix D includes information on legislation passed in 2007 to provide<br />
reimbursement support to private nonpr<strong>of</strong>its for extraordinary expenses in a<br />
declared emergency. It also includes regulations and forms available at the time this<br />
Plan was created.<br />
Appendix E provides information on <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>’s local Voluntary<br />
Organizations Active in Disaster (VOAD) network -- CADRE.<br />
Appendix F contains information on In-Kind <strong>Donations</strong> Coordination Team<br />
member sites and donation information.<br />
Appendix G provides a suggested <strong>Donations</strong> <strong>Management</strong> Unit checklist for<br />
activities to be undertaken by logistics staff at the EOC.<br />
Appendix H provides sample press releases and public information<br />
announcements.<br />
Appendix I gives sample memoranda <strong>of</strong> understanding (MOUs) and memoranda<br />
<strong>of</strong> agreement (MOAs) for development into more formal agreements among and<br />
between governments and non-governmental entities.<br />
Appendix J is a copy <strong>of</strong> a FEMA/National VOAD brochure, “How To Donate<br />
Successfully.”<br />
Appendix K is the Local <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> <strong>Donations</strong> Coordination Team<br />
Members List.<br />
Appendix L is the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund Grant Request Form.<br />
1.8 Authorities, Regulations, and Requirements<br />
The following local, State, and Federal authorities, regulations, and requirements<br />
apply to the preparation <strong>of</strong> this Plan and to donations management operations that<br />
are conducted during the response to a catastrophic earthquake.<br />
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<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Introduction<br />
1.8.1 Local<br />
Not all cities or counties have regulations that specifically require them to be<br />
involved in donations management. However, in general, local governments,<br />
including cities and counties, have primary responsibility for the public health and<br />
safety <strong>of</strong> their residents after disasters <strong>of</strong> any type. Since donations are being made<br />
to assist residents, these local governments have a duty to use them to achieve those<br />
goals.<br />
Local authorities for emergency response are described in the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
EOP. As described in the EOP, emergency response operations in <strong>Santa</strong> <strong>Clara</strong><br />
<strong>County</strong> are conducted in accordance with:<br />
California Emergency Services Act (Government Code [GC] §§ 8550–8660)<br />
California Disaster Assistance Act (CDAA)<br />
In addition to the local authorities that may apply to incorporated jurisdictions,<br />
specific <strong>County</strong> authorities, regulations, and requirements that apply to the<br />
unincorporated areas <strong>of</strong> the <strong>County</strong> are described as follows:<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Code (SCCC) <strong>of</strong> Ordinances A8, Civil Protection and<br />
Emergency Services<br />
SCCC Division B7, Fire Protection, regulates height and location <strong>of</strong> debris<br />
SCCC Division B11, Nonpoint Source Pollution, regulates debris storage<br />
SCCC Appendix 1, Zoning, regulates demolition or removal procedures<br />
1.8.2 State<br />
As described in the RECP, emergency response operations are conducted in<br />
accordance with the:<br />
California Emergency Services Act (GC §§ 8550–8668)<br />
California Disaster Assistance Act (GC §§ 8680-8692), including recent<br />
amendments under Assembly Bill 903 (Chapter 400, Statutes <strong>of</strong> 2007-2008)<br />
that allow for provisions to reimburse private nonpr<strong>of</strong>its for extraordinary<br />
expenses related to disaster responses in coordination with appropriate public<br />
partners; emergency regulations have been issued and a rulemaking package has<br />
been finalized (see Appendix D for more information).<br />
Emergency <strong>Management</strong> Assistance Compact (EMAC)<br />
California Code <strong>of</strong> Regulations, Title 19, Division 2, which includes the<br />
Standardized Emergency <strong>Management</strong> System (SEMS), public assistance and<br />
individual assistance<br />
Governor’s Executive Order S-02-08 establishing CaliforniaVolunteers as the<br />
lead agency under the California Emergency Services Act for the coordination <strong>of</strong><br />
monetary and in-kind donations during times <strong>of</strong> disaster, in cooperation with<br />
the Office <strong>of</strong> Emergency Services [February 2008]<br />
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Introduction<br />
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<strong>Donations</strong> <strong>Management</strong> Plan<br />
California SEP<br />
RECP, California Emergency <strong>Management</strong> Agency (Cal EMA) Coastal Region,<br />
March 2008<br />
Cal EMA’s guidance on Public Assistance and Individual Assistance programs 1<br />
1.8.3 Federal<br />
Federal operations in support <strong>of</strong> local and State governments are governed by the<br />
following:<br />
Robert T. Stafford Disaster Relief and Emergency Assistance Act <strong>of</strong> 1988<br />
(42 United States Code §§ 5121–5206 [2008])<br />
NRF, its Catastrophic Incident Supplement and relevant annexes, including the<br />
Catastrophic Incident Annex. 2<br />
National Incident <strong>Management</strong> System (NIMS)<br />
Additional function-specific authorities, regulations, requirements, and guidance<br />
documents are:<br />
Volunteer and <strong>Donations</strong> <strong>Management</strong> Support Annex, NRF<br />
Code <strong>of</strong> Federal Regulations, Title 44, which defines the roles <strong>of</strong> FEMA and the<br />
U.S. Department <strong>of</strong> Homeland Security (DHS)<br />
FEMA guidance on Public Assistance and Individual Assistance programs 3<br />
1 California’s disaster-related assistance programs are described at:<br />
http://www.oes.ca.gov/webpage/oeswebsite.nsf/content/f51600CEC1269c8388257350005375a5?o<br />
pendocument<br />
2 – Federal Emergency <strong>Management</strong> Agency (FEMA). 2008. National Response Framework—<br />
Catastrophic Incident Annex. November.<br />
–Federal Emergency <strong>Management</strong> Agency (FEMA). 2008. National Response Framework—<br />
Catastrophic Incident Supplement. November.<br />
3 Information on FEMA’s Individual Assistance and Public Assistance programs is available at:<br />
http://www.fema.gov/individual/grant.shtm<br />
http://www.fema.gov/government/grant/pa/index.shtm<br />
10 May 2011
2 Situation and Assumptions<br />
This section describes those aspects <strong>of</strong> the scenario earthquake and its projected<br />
impacts that pertain specifically to donations management. The scenario<br />
earthquake for this Plan is the same as that developed for and used in previous<br />
Regional Catastrophic Preparedness Grant Program-funded planning efforts at the<br />
local and regional levels. The full description <strong>of</strong> the scenario earthquake and the<br />
additional general planning assumptions are presented in Appendix C. The<br />
scenario earthquake is a recurrence <strong>of</strong> the 1906 earthquake on the northern<br />
segment <strong>of</strong> the San Andreas fault. The basis for the scenario is a Hazards U.S. 4<br />
model run and analysis, the details <strong>of</strong> which are also presented in Appendix C.<br />
2.1 Catastrophic Nature <strong>of</strong> the Earthquake<br />
Threats and hazards resulting from the earthquake include structural and<br />
nonstructural damage to buildings and infrastructure, fires, subsidence and loss <strong>of</strong><br />
soil-bearing capacity, landslides, hazardous materials spills and incidents,<br />
dam/levee failure resulting in flooding, and civil disorder. Many residential,<br />
commercial, and industrial buildings would be rendered uninhabitable. The<br />
earthquake would affect all regional utilities and transportation networks<br />
significantly; large portions <strong>of</strong> the transportation infrastructure would be damaged<br />
or destroyed. Utility and water supply damage, even in areas with less extreme<br />
structural impacts, would compound the problem <strong>of</strong> housing people. Most Internet<br />
connectivity, telephone lines, and cellular telephone systems will be damaged,<br />
causing communication difficulties throughout the region.<br />
The earthquake would result in:<br />
More than 400,o0o displaced households<br />
More than 300,000 people seeking shelter<br />
More than 1 million people who need transportation assistance<br />
1.8 million households without potable water<br />
7,000 fatalities<br />
50 million tons <strong>of</strong> debris<br />
For <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>, the earthquake would result in:<br />
More than 262,600 displaced residents<br />
64,700 people seeking shelter<br />
4 Hazards U.S (HAZUS) is a loss-estimation s<strong>of</strong>tware program developed by the National Institute <strong>of</strong><br />
Building Sciences (NIBS) for FEMA. The version used for this analysis (HAZUS-MH MR3) was<br />
developed by NIBS in 2003.<br />
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<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
More than 130,000 people needing transportation assistance<br />
More than 516,000 households without potable water<br />
More than 57,000 households without electricity<br />
1,700 fatalities<br />
11,700 tons <strong>of</strong> debris<br />
2.2 Assumptions Regarding <strong>Donations</strong><br />
These impacts trigger an influx <strong>of</strong> donations, both solicited and unsolicited. These<br />
donations may be monetary or goods and services. The magnitude <strong>of</strong> the scenario<br />
earthquake requires a donations-management response that engages multiple<br />
Federal agencies, State and local government agencies, and a range <strong>of</strong> NGOs<br />
including private corporations and national and local voluntary organizations. To<br />
facilitate cooperation and coordination between governmental organizations and<br />
NGOs for effective receipt, integration, tracking, management, and distribution <strong>of</strong><br />
all <strong>of</strong> these types <strong>of</strong> donations, other assumptions must be made. The assumptions<br />
that pertain most specifically to donations are summarized in the bullets below.<br />
2.2.1 Need for Donated Money, Goods, and Services<br />
The demand for donated goods, services, and financial support is derived from a<br />
number <strong>of</strong> different types <strong>of</strong> affected population categories, including:<br />
Local residents whose homes are destroyed or damaged and who are adversely<br />
affected by damaged infrastructure, utilities, and public services. Those who do<br />
not leave the area may stay with a friend or family member, in a formal shelter,<br />
in a mega-shelter, or in a spontaneous (informal) shelter. To the extent these<br />
facilities have resource shortages there is a need for donated assistance.<br />
Many <strong>of</strong> the several hundred thousand commuters, tourists, and other visitors<br />
who are in the affected counties are stranded away from their usual sources <strong>of</strong><br />
support and need similar forms <strong>of</strong> assistance.<br />
People with access and functional needs who are affected by the disaster;<br />
focused attention is required to meet their needs.<br />
Many people arriving at shelters have pets, companion animals, or service<br />
animals with them. Donated funds and goods are directed to animal-protection<br />
organizations to meet the needs <strong>of</strong> these animals and their owners.<br />
2.2.2 Assumptions about Donors<br />
People inside and outside the devastated area want to donate money to local<br />
response, relief, and recovery efforts<br />
Media coverage following an event elicits an outpouring <strong>of</strong> volunteers and both<br />
monetary and in-kind donations<br />
12 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Situations and Assumptions<br />
This coverage may convey the <strong>of</strong>ten inaccurate message that donations <strong>of</strong> goods<br />
are needed and easily accepted<br />
After a large-scale emergency, individuals and relief organizations from outside<br />
the disaster area begin to collect materials and supplies to assist the impacted<br />
areas<br />
Donors may want to designate their donations for a specific local group or<br />
organization or may want to know which organization or people received their<br />
donation; this desire is difficult for many organizations to meet<br />
Donors want to be assured that a majority <strong>of</strong> their donation is reaching those<br />
affected by the disaster in a timely fashion and as intended; they want the<br />
accepting organization to be reputable and transparent about how funds are<br />
used<br />
Donors may have questions about what is specifically needed in the disaster<br />
area, how they should transport their donation to the area, or if someone can<br />
transport it for them<br />
2.2.3 Monetary <strong>Donations</strong><br />
Monetary donations are preferred over in-kind donations by charitable<br />
organizations and other assistance or support groups<br />
Individuals make monetary donations via call centers, online systems, text<br />
messaging, and in person<br />
These donations are in the form <strong>of</strong> cash, checks, credit card payments, gift cards,<br />
some <strong>of</strong> which may be paid for online or through text messages or other smartphone-enabled<br />
systems<br />
<strong>Donations</strong> typically go to one or more <strong>of</strong> several well-known national or<br />
international organizations<br />
Smaller, less well-known organizations may have difficulty attracting donations<br />
Within 72 hours major NGOs launch national media campaigns to solicit<br />
monetary donations<br />
Many organizations act independently to solicit donations<br />
Some attempts to solicit fraudulent donations are made<br />
Some donors attempt to designate their funds to be expended in a specific<br />
location or for a specific type <strong>of</strong> assistance; it may not be possible or feasible to<br />
honor all such designations<br />
The need for monetary donations exists well into the long-term recovery phase<br />
as unmet needs are identified after other resources are exhausted<br />
Administrative costs vary based on the amount <strong>of</strong> the donation and size <strong>of</strong> the<br />
disaster; in this case, these costs are large<br />
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2.2.4 In-Kind <strong>Donations</strong><br />
Businesses and other organizations make contributions <strong>of</strong> new goods, including<br />
palletized water, canned food, and other useful bulk goods<br />
<strong>Donations</strong> management should coordinate closely with the private sector and<br />
business community<br />
The preferred method for donating goods into <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> is via an<br />
online web-based portal<br />
Individual people make donations <strong>of</strong> used goods including clothing, blankets,<br />
sleeping bags, household items, toys, food, water, and other items<br />
Individuals also donate new goods like those above, though less commonly<br />
Many <strong>of</strong> these individual donations are unsolicited and “spontaneous”, which<br />
leads to confusion, inefficiencies, and waste<br />
Many spontaneous donations arrive unsorted and with minimal packaging or<br />
markings; others are dirty or otherwise unready for use<br />
<strong>Donations</strong> may not correspond to the needs <strong>of</strong> the individuals or community<br />
affected by the disaster<br />
Material donations overwhelm donation centers due to media focus on those<br />
locations<br />
Businesses donate unwanted inventory, whether or not those goods are useful,<br />
in large quantities as a way to cheaply reduce their stockpiles<br />
Piles <strong>of</strong> donations begin to appear at undesignated reception sites, causing some<br />
disruption to other relief activities occurring there<br />
Warehousing, inventorying, tracking, and dispersing <strong>of</strong> donations may be<br />
needed<br />
FEMA, National Voluntary Organizations Active in Disaster (NVOAD), and State<br />
efforts support local programs and policy<br />
There is a well-known phenomenon <strong>of</strong> unsolicited and <strong>of</strong>ten unusable donations<br />
that pour into a community and overwhelm recovery effort; in other words,<br />
“stuff” shows up<br />
2.2.5 Response Organizations and Capabilities<br />
After the scenario earthquake, donations management at the local level is led by<br />
the Operational Area with assistance from the State as requested. The State’s<br />
response is led by State emergency management <strong>of</strong>ficials and NGOs working<br />
cooperatively with support from Federal <strong>of</strong>ficials<br />
In smaller events, local governments and Operational Areas may respond<br />
independently or be assisted by the region or the State, depending on the extent<br />
<strong>of</strong> damage<br />
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Similarly, in small events, local NGOs may operate independently or be assisted<br />
by their State or national organization, depending on the extent <strong>of</strong> damage<br />
Local governments desire to coordinate donations management efforts with<br />
NGOs in both the nonpr<strong>of</strong>it and the private sector<br />
Local jurisdictions vary in their plans regarding operating a system to receive,<br />
process, and distribute donations to affected people<br />
Generally, standardized structures for donations management functions are<br />
lacking or incomplete in local jurisdictions<br />
Agencies and organizations providing assistance to people affected by the<br />
disaster are likely to have resource shortfalls, including gaps in finances, staff<br />
availability, transportation, or other issues<br />
These agencies and organizations may need donated money, goods and services<br />
in order to serve their clients<br />
NGOs, including CBOs, FBOs, and members <strong>of</strong> groups like VOAD, that may have<br />
handled donations in the past are involved again, particularly in the long-term<br />
recovery phase<br />
Other CBOs, FBOs, civic clubs, and businesses, such as restaurants, respond<br />
spontaneously<br />
Donated goods require significant attention and resources immediately<br />
following the event; if not promptly and appropriately managed, attention to this<br />
activity demands the diversion <strong>of</strong> resources away from service delivery<br />
Disaster service NGOs could face extreme difficulties in receiving, storing,<br />
securing, sorting, transporting, accounting for, and distributing the donations to<br />
people affected by the disaster and supervising volunteer workers desiring to<br />
assist in the effort<br />
NGO receiving centers may be overwhelmed, requiring local government<br />
support to continue operations<br />
NGOs <strong>of</strong>fer personnel resources outside <strong>of</strong> spontaneous volunteers that have<br />
subject matter expertise and experience to assist in receiving and distributing inkind<br />
donations<br />
Insufficient personnel resources exist for used donations, which must be sorted,<br />
cleaned, fixed, discarded, stored, and/or transported to those in need<br />
The number <strong>of</strong> warehouses and centers available to conduct donation and<br />
volunteer operations are not adequate<br />
The governmental response relies on NGOs that are experienced in managing<br />
donations and that can receive, process, and distribute goods and services to<br />
disaster-affected individuals<br />
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Local VOAD affiliates don’t always have knowledge <strong>of</strong> the national affiliate role<br />
but want to help/assist until national resources are able to serve the impacted<br />
area<br />
Inexperienced and inadequately organized donations centers and voluntary<br />
organizations cause confusion and waste resources<br />
Movement <strong>of</strong> donated goods into the affected area is significantly affected by<br />
damage to transportation and infrastructure, removal <strong>of</strong> debris, requirements<br />
for inspections, and closures associated with repairs<br />
Local and regional grantmakers will allocate financial resources, and some will<br />
also be soliciting and collecting resources to distribute<br />
Foundations will seek to coordinate with each other and local structures<br />
State control over traffic traveling to the disaster area affects vehicles shipping<br />
donated goods<br />
16 May 2011
3 Roles and Responsibilities<br />
This section discusses the roles and responsibilities <strong>of</strong> the government agencies and<br />
NGOs that are involved in donations management. These discussions are separated<br />
into two major sections, one each for in-kind donations and monetary donations.<br />
The sections are organized by SEMS levels, and all information flows and resource<br />
requests discussed herein follow SEMS.<br />
3.1 <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Operational Area Level<br />
3.1.1 Cities/Townships and City/Township Emergency Operations Centers<br />
Local government is <strong>of</strong>ten the first point <strong>of</strong> contact for residents who want to help<br />
in an emergency. Volunteers and donors show up at city halls, community centers,<br />
shelters, and other locations. Local government may have limited capacity in a<br />
disaster; therefore, this <strong>County</strong>wide coordination Plan establishes common<br />
understanding and planning with partners throughout <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>. The In-<br />
Kind <strong>Donations</strong> Coordination Team (IKDCT) has engaged key partners in each <strong>of</strong><br />
the four smaller geographic areas <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> (Figure 1-2) to set up<br />
collection and distribution sites for local residents who want to donate in-kind<br />
goods. Cities and towns should know their regional lead and may request activation<br />
<strong>of</strong> these sites from the <strong>Donations</strong> <strong>Management</strong> Unit Coordinator at the <strong>County</strong><br />
EOC.<br />
Local government may also help provide logistical support to these distribution<br />
sites such as communications, transportation, and/or facilities. It is critical that<br />
local government work closely with these local <strong>Donations</strong> Coordination Team sites<br />
for the coordination <strong>of</strong> public information. For information on identified lead<br />
agencies in each region, see Section 5.10.3, Non-Bulk Goods (Used).<br />
3.1.2 <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong><br />
As designated by California’s SEMS, <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> serves as the Operational<br />
Area for the entire geographical area <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>, including its 15<br />
cities/townships, special districts, and unincorporated areas. The Operational Area<br />
coordinates information, resources, and priorities and serves as the coordination<br />
and communication link between the local government level and the Cal EMA<br />
Regional Level. The role <strong>of</strong> the Operational Area is to coordinate resources for<br />
disaster response in the <strong>County</strong>. The role <strong>of</strong> the <strong>County</strong> for donations management<br />
is as follows:<br />
Prepare and maintain this Plan and all associated procedures<br />
Determine the need to activate a donations management plan at the time <strong>of</strong> the<br />
disaster<br />
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Coordinate activation, implementation, and demobilization <strong>of</strong> donations<br />
management plan, including operations <strong>of</strong> the IKDCT and/or Monetary<br />
Donation Team (MDCT), as needed<br />
Coordinate and communicate with cities/townships, districts and partner<br />
organizations in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> for the purpose <strong>of</strong> providing consistent<br />
messaging to the public about how and where to donate through coordination<br />
with the Public Information function and Joint Information Center (JIC), if<br />
activated<br />
Provide overall countywide coordination <strong>of</strong> the donations management plan<br />
through the Logistics Section, <strong>Donations</strong> <strong>Management</strong> Unit (DMU). The<br />
organization chart <strong>of</strong> the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> DMU is shown in Figure 5-2.<br />
Request, broker and track resources in support <strong>of</strong> donations management within<br />
the Operational Area<br />
Collect, compile and share donations management data<br />
3.1.3 Joint Information Center<br />
The JIC is a temporary organization established during emergency events that<br />
provides response agencies with a means to pool communication resources and<br />
ensure that consistent and accurate information is released as quickly as possible to<br />
the public and news media. The agencies involved work cooperatively to accomplish<br />
these goals and the establishment <strong>of</strong> a JIC ensures that viewpoints from all<br />
response agencies are taken into account.<br />
The JIC is organized into central functions with an assigned lead for each functional<br />
area. The Lead Public Information Officer (PIO) and the JIC Manager are part <strong>of</strong><br />
the command unit and oversee the functional units <strong>of</strong> the JIC. The JIC works in<br />
very close coordination with the command unit <strong>of</strong> the <strong>County</strong> EOC. The JIC is a<br />
critical resource for disseminating consistent information to the public regarding<br />
donations management.<br />
3.1.4 Non-governmental Organizations<br />
This section discusses the roles and responsibilities <strong>of</strong> NGOs in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
that have a pre-defined role in managing either monetary or in-kind donations.<br />
3.1.4.1 211<br />
211 is a free, non-emergency, confidential information and referral service that<br />
operates 24 hours a day, seven days a week, in English, Spanish, Vietnamese,<br />
Tagalog, Mandarin, and 170 other languages.<br />
For everyday needs and in times <strong>of</strong> disaster, 211 provides streamlined access to<br />
critical health and human services such as food, shelter, counseling, drug and<br />
alcohol intervention, employment assistance, and much more. It also serves as a<br />
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Roles and Responsibilities<br />
link for individuals seeking to volunteer, provide resources, or assist during a crisis<br />
in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>. In addition to a call center, 211 operates a 211 website<br />
(www.211scc.org), where one can search for needed services.<br />
The 211 service plays a critical role in the dissemination <strong>of</strong> information in a disaster.<br />
For the purposes <strong>of</strong> this Plan, 211 will direct donors (who want to contribute to the<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund) to the Silicon Valley Community<br />
Foundation’s number and to the web portal for registering in-kind donations. 211<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> is also part <strong>of</strong> Bay Area regional and Statewide disaster<br />
planning efforts.<br />
3.1.4.2 Silicon Valley Community Foundation<br />
Silicon Valley Community Foundation, by mutual agreement with planning<br />
partners, has been designated as the lead agency for the management <strong>of</strong> the <strong>Santa</strong><br />
<strong>Clara</strong> <strong>County</strong> Disaster Relief Fund. Serving all <strong>of</strong> San Mateo and <strong>Santa</strong> <strong>Clara</strong><br />
counties, Silicon Valley Community Foundation is a partner and resource to<br />
organizations improving the quality <strong>of</strong> life in the region.<br />
As the lead agency, Silicon Valley Community Foundation works closely with<br />
community partners such as United Way Silicon Valley and the American Red Cross<br />
(ARC) to manage the allocations process <strong>of</strong> the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief<br />
Fund.<br />
Silicon Valley Community Foundation coordinates with the <strong>County</strong> Office <strong>of</strong><br />
Emergency Services on the dissemination <strong>of</strong> public information related to the fund<br />
and provides tracking and reporting data back to the county and community on the<br />
use <strong>of</strong> fund monies.<br />
Additionally, Silicon Valley Community Foundation convenes the Monetary<br />
<strong>Donations</strong> Coordination Team (described in Section 5) and works with local<br />
government and key players in the community to identify critical needs for disaster<br />
response, relief, and recovery.<br />
3.1.4.3 Collaborating Agencies’ Disaster Relief Efforts<br />
Working in partnership with the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Emergency Managers<br />
Association, CADRE serves as the local VOAD affiliate and is a network <strong>of</strong><br />
community resources currently facilitated by a joint partnership <strong>of</strong> the American<br />
Red Cross Silicon Valley Chapter and United Way Silicon Valley.<br />
CADRE draws on the strengths <strong>of</strong> its membership <strong>of</strong> over 300 community-based<br />
organizations working with government partners to deliver vital services in times <strong>of</strong><br />
disaster and functions as a resource for disaster preparedness, response, and<br />
recovery.<br />
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Addressing the needs <strong>of</strong> special needs populations is a primary goal <strong>of</strong> the CADRE<br />
Network. Working with the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Operational Area and local cities’<br />
Office <strong>of</strong> Emergency Services (OES), CADRE plays a central coordination role,<br />
linking community-based organizations with local government to provide resources<br />
and services following a disaster.<br />
CADRE has a written Operational Protocols document and provides a critical<br />
coordination and communication link to the IKDCT and the MDCT for the<br />
implementation <strong>of</strong> this Plan. (See Appendix E for the 2008 CADRE brochure.)<br />
3.1.4.4 In-Kind <strong>Donations</strong> Coordination Team Lead Agencies<br />
The role <strong>of</strong> the IKDCT lead agencies is to provide a local presence and coordination<br />
in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> using the four geographic areas (North, Central, West, and<br />
South <strong>County</strong> as shown in Figure 1-2) to manage the goodwill intent <strong>of</strong> community<br />
members to assist with relief and recovery efforts. Some smaller quantities <strong>of</strong> new<br />
goods may also come in through this system. Larger bulk <strong>of</strong>fers from private sector<br />
and corporate donors are to be directed to the Web-based donations portal<br />
described in Section 5.10.2, Concept <strong>of</strong> Operations.<br />
The IKDCT lead agencies would provide collection stations to be coordinated by<br />
CBOs from within <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> who have the technical expertise in<br />
collection, sorting, and distribution <strong>of</strong> donated used items.<br />
Additionally, these IKDCT lead agencies would work with other geographic lead<br />
agencies in the CADRE Network to provide for distribution <strong>of</strong> goods in the <strong>County</strong>.<br />
For instance, if one geographic area has more donated goods than it can manage or<br />
needs and/or another area is not getting goods that it may need, the IKDCT lead<br />
agencies should be in communication with one another to balance resource<br />
coordination to the extent reasonable and possible.<br />
Supporting agencies/organizations include members <strong>of</strong> the IKDCT as identified<br />
below:<br />
The Salvation Army<br />
Goodwill Industries<br />
Hope Services<br />
Seventh Day Adventists (Sunnyvale and Milpitas)<br />
Rebekah’s Children’s Services<br />
Second Harvest Food Bank<br />
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Roles and Responsibilities<br />
3.2 Regional and State Level<br />
3.2.1 California Emergency <strong>Management</strong> Agency<br />
Cal EMA functions at both the regional and State levels, as described in the subsections<br />
below.<br />
3.2.1.1 Coastal Region<br />
The Coastal Region <strong>of</strong> Cal EMA oversees Region II <strong>of</strong> the Mutual Aid System and<br />
the Coastal Administrative Region within the State. When activated, the Cal EMA<br />
Coastal Region works out <strong>of</strong> the Regional Emergency Operations Center (REOC) to<br />
coordinate the emergency activities <strong>of</strong> State agencies within the Region and uses the<br />
resources <strong>of</strong> those agencies to fulfill mission requests and to support emergency<br />
operations. The Region coordinates mutual aid and other assistance between<br />
Operational Areas, as needed. The Region also coordinates overall state agency<br />
support for emergency response activities within the region. The primary role <strong>of</strong> the<br />
Region is the coordination <strong>of</strong> information and resources throughout the region. The<br />
Regional-level Cal EMA also coordinates with the State-level functions at the State<br />
Operations Center (SOC). In the event the Coastal REOC is not functional, the State<br />
Executive Duty Officer at the SOC will work with the Coastal Region Duty Officer to<br />
ensure the continuity <strong>of</strong> the Regional-level functions at the SOC or elsewhere..<br />
3.2.1.2 State Level<br />
The State-level function <strong>of</strong> Cal EMA typically runs out <strong>of</strong> the SOC, which is located<br />
at the Cal EMA Headquarters in Mather. When activated, the State-level <strong>of</strong> Cal<br />
EMA supports the Regional-level staff at the activated REOC, coordinates the<br />
emergency activities <strong>of</strong> state agencies, and coordinates mutual aid at the state level.<br />
The State-level <strong>of</strong> Cal EMA provides the primary point <strong>of</strong> contact between the State<br />
and FEMA and federal agencies and with other states through EMAC. If dictated by<br />
the magnitude and duration <strong>of</strong> an event, regional and State support <strong>of</strong> emergency<br />
activities may transition to a Joint Field Office (JFO) in order to co-locate<br />
operations with FEMA and other federal agencies. The SOC may activate the<br />
Business and Utilities Operations Center (BUOC) to facilitate coordination with<br />
private sector partners, including on resource issues.<br />
Cal EMA has an MOU with CaliforniaVolunteers (see below) to coordinate the<br />
management <strong>of</strong> in-kind donations. Cal EMA serves as the California State<br />
Administrator for the National <strong>Donations</strong> <strong>Management</strong> Network (NDMN), a webbased<br />
solution, built on the Aidmatrix Foundation’s s<strong>of</strong>tware platform, which<br />
facilitates the matching <strong>of</strong> donors to recipients. More information on NDMN is in<br />
the State Resources portion <strong>of</strong> Section 5.5.3. Finally, Cal EMA also administers<br />
post-disaster State and Federal recovery programs for individuals and households<br />
and for public agencies.<br />
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3.2.2 CaliforniaVolunteers<br />
As directed by Governor’s Executive Order S-02-08, CaliforniaVolunteers is the<br />
lead agency for the coordination <strong>of</strong> monetary and in-kind donations during times <strong>of</strong><br />
disaster. CaliforniaVolunteers has the overarching responsibility, in coordination<br />
with Cal EMA, to establish State policy, processes, and procedures for monetary<br />
donations to the State. These responsibilities are incorporated into the SEP within<br />
the Volunteer and <strong>Donations</strong> <strong>Management</strong> Emergency Function. Specifically,<br />
CaliforniaVolunteers will manage monetary donations and Cal EMA will manage inkind<br />
donations. For in-kind donations, CaliforniaVolunteers coordinates with<br />
Cal EMA.<br />
CaliforniaVolunteers will be tasked to send a representative to the REOC or the<br />
SOC, as needed. Also depending on need, this representative or an additional one<br />
may be sent to the activated BUOC in the SOC to coordinate with<br />
CaliforniaVolunteers’ Business Partners Program members. CaliforniaVolunteers<br />
may also send staff to the JFO if requested.<br />
CaliforniaVolunteers will follow State policy and encourage donors to donate<br />
directly to impacted jurisdictions through community foundations or other<br />
charitable organizations. To facilitate this method <strong>of</strong> monetary donations,<br />
CaliforniaVolunteers will use its website as a portal to websites <strong>of</strong> Community<br />
Foundations, local United Ways, and Direct Service Providers that have met certain<br />
designated criteria. A link will be provided to the Cal EMA website.<br />
If monetary donations are made to the State <strong>of</strong> California, the funds will be<br />
deposited into a special deposit fund, to be re-granted to one or more predesignated<br />
Community Foundations and local United Way’s serving the impacted<br />
areas for the purpose <strong>of</strong> short- or long-term recovery. This process is described<br />
further in Section 5.<br />
3.2.3 Northern California Voluntary Organizations Active in Disaster<br />
Northern California VOAD (NorCal VOAD) is a membership organization <strong>of</strong><br />
voluntary organizations (predominantly faith-based) and government agencies that<br />
provide a wide variety <strong>of</strong> disaster-related services. Its service area encompasses 48<br />
<strong>of</strong> California’s counties, excluding only the ten southernmost counties, which are<br />
affiliated with Southern California VOAD. Among NorCal VOAD members are<br />
organizations that play key roles in donations management. These include<br />
Adventist Community Services Disaster Response, the Salvation Army, the<br />
American Red Cross, 211 providers, and others. Other members <strong>of</strong> NorCal VOAD<br />
include local VOADs, which are predominantly county-based.<br />
In an emergency, NorCal VOAD initiates and maintains communication with its<br />
members and with regional and State agencies to facilitate a coordinated response.<br />
Its actions may include convening meetings <strong>of</strong> its members and partners to support<br />
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response and recovery; providing liaisons as requested to the REOC and the SOC;<br />
serving as an information conduit regarding services rendered by its members;<br />
supporting local VOADs; responding to requests for information and resources; and<br />
providing technical assistance for startup and maintenance <strong>of</strong> long-term recovery<br />
organizations in affected areas.<br />
3.2.4 California Resiliency Alliance<br />
The California Resiliency Alliance (CRA) is a 501(c)(3) nonpr<strong>of</strong>it organization that<br />
facilitates local partnerships between businesses and government to fill important<br />
gaps in all phases <strong>of</strong> emergency management. It works closely with Cal EMA,<br />
CaliforniaVolunteers, and other State agencies, as well as with its business and<br />
trade association members.<br />
Upon request from Cal EMA, the CRA reports to the BUOC at the SOC and/or the<br />
REOC. Currently, six Operational Areas within the Coastal Region may request<br />
Private-Sector Liaisons from the CRA, the Business Recovery Managers<br />
Association, the Association <strong>of</strong> Contingency Planners–Bay Area Chapter, the Bay<br />
Area Response Coalition (also called BARCfirst), and the San Francisco Chapter <strong>of</strong><br />
the Building Owners and Managers Association. When activated for these EOCs,<br />
Private-Sector Liaisons assist by communicating information to and from these<br />
business networks and providing access to private-sector resources.<br />
The CRA is encouraging regional businesses to pre-register resources in its CRA<br />
Disaster Asset Registry (CRADAR), which is built on the Aidmatrix web database<br />
platform. When available and as appropriate, resources registered on CRADAR are<br />
intended for use by government agencies and voluntary organizations that may<br />
have a need for them.<br />
3.3 Federal Level<br />
3.3.1 Federal Government<br />
The Federal Government supports tribal and State government efforts to manage<br />
unsolicited donated goods. DHS and FEMA, one <strong>of</strong> the agencies within it, are the<br />
lead agencies for most disaster response efforts. Requests for support under the<br />
Volunteer and <strong>Donations</strong> <strong>Management</strong> Support Annex (to the NRF) from local,<br />
tribal, State, and Federal authorities are generally coordinated through the Regional<br />
Response Coordination Center (RRCC) or the JFO. Depending on the situation,<br />
however, coordination may occur at the National Response Coordination Center<br />
(NRCC). DHS/FEMA provides donations management staff to the NRCC, RRCC,<br />
and JFO in support <strong>of</strong> the State, as required.<br />
3.3.2 Department <strong>of</strong> Homeland Security/Federal Emergency <strong>Management</strong><br />
Agency and Cooperating Agencies<br />
DHS/FEMA provides support to the affected local, tribal, and State governments.<br />
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Roles and Responsibilities<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Headquarters Level. When requested by the SOC, DHS/FEMA, in conjunction<br />
with the RRCC and/or JFO, provides communications support as needed, including<br />
rapid communications with key agencies and organizations, media relations<br />
support, support in activation <strong>of</strong> the web-based donations-matching s<strong>of</strong>tware, and,<br />
in catastrophic circumstances, the possible activation <strong>of</strong> a national call center. The<br />
NRCC activates its Volunteers/<strong>Donations</strong> Desk and/or DHS/FEMA activates a<br />
Volunteers/<strong>Donations</strong> Coordination Team to address high-level corporate and<br />
other <strong>of</strong>fers; provide technical assistance to other agencies in regard to <strong>of</strong>fers and<br />
processing <strong>of</strong> goods and services from the private sector; and designate a<br />
headquarters-level point <strong>of</strong> contact to coordinate identification <strong>of</strong> needs and<br />
resources.<br />
FEMA Region IX Level. DHS/FEMA assists the State in the following ways:<br />
Coordinates with the State on its specific needs and requests<br />
Designates an RRCC point <strong>of</strong> contact<br />
Designates a point <strong>of</strong> contact in regional and field <strong>of</strong>fices for the coordination <strong>of</strong><br />
information regarding significant needs for donations and provides such<br />
information to the headquarters-level point <strong>of</strong> contact<br />
Assists State <strong>Donations</strong> <strong>Management</strong> Unit Leader, as needed, with:<br />
- Early on-the-ground situation assessment<br />
- Setting up a <strong>Donations</strong> Coordination Center, to include a <strong>Donations</strong><br />
Coordination Team and <strong>Donations</strong> Hotline<br />
- Ensuring appropriate donations receiving and distribution facilities are<br />
established and operating effectively<br />
- Coordinating with the JIC on public service announcements, press releases<br />
and other media-related support<br />
- Coordinating with appropriate DHS/FEMA Divisions/Offices, the<br />
Corporation for National and Community Service, National VOAD<br />
leadership, other Federal agencies, and stakeholders, as necessary<br />
- Preparing input for situation reports, briefings, and VIP visits, as necessary<br />
- Providing support to voluntary groups in documentation <strong>of</strong> activities 5<br />
In addition, DHS/FEMA, in consultation with the State, may open one or more<br />
Disaster Recovery Centers (DRCs). A DRC is a readily accessible facility or mobile<br />
<strong>of</strong>fice where applicants may go for information about FEMA or other disaster<br />
assistance programs. Some <strong>of</strong> the services that a DRC may provide are:<br />
5 National Response Framework Volunteer and <strong>Donations</strong> <strong>Management</strong> Support Annex, January<br />
2008<br />
24 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Roles and Responsibilities<br />
Guidance regarding disaster recovery<br />
Clarification <strong>of</strong> any written correspondence received<br />
Housing Assistance and Rental Resource information<br />
Answers to questions, resolution to problems, and referrals to agencies that may<br />
provide further assistance<br />
Status <strong>of</strong> applications being processed by FEMA<br />
Small Business Administration (SBA) program information if there is an SBA<br />
Representative at the Disaster Recovery Center site<br />
3.3.3 National Voluntary Organizations Active in Disaster<br />
NVOAD is the forum where organizations share knowledge and resources<br />
throughout the disaster cycle—preparation, response and recovery—to help disaster<br />
survivors and their communities. Its 50 national members are predominantly faithbased<br />
but also include the American Red Cross and other voluntary organizations.<br />
NVOAD is the umbrella for state and territory VOADs (all 50 states have a State<br />
VOAD, except California, which has two). NVOAD partners with several agencies<br />
and organizations, including FEMA, the American Logistics Aid Association, and<br />
the UPS Foundation.<br />
NVOAD hosts the national <strong>Donations</strong> <strong>Management</strong> Committee, among others. At<br />
the time <strong>of</strong> a major disaster, NVOAD typically convenes daily conference calls to<br />
bring the key players together for information-sharing and resource coordination.<br />
May 2011 25
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4 Operational Priorities and Objectives<br />
This section outlines the operational priorities for donations management and the<br />
objectives that support each <strong>of</strong> those priorities.<br />
4.1 Overview <strong>of</strong> Priorities and Objectives<br />
In general, the response priorities with regard to donations involve determining the<br />
needs <strong>of</strong> those affected by the disaster; efficiently informing the media and potential<br />
donors about those needs; receiving, processing, distributing, and tracking donated<br />
funds, goods, and services; and discouraging the donation <strong>of</strong> unneeded items. The<br />
detailed, time-based priorities and objectives below all serve to support these larger<br />
goals.<br />
Because this is an Operational Area Plan, the list <strong>of</strong> the priorities and objectives<br />
focuses on the <strong>County</strong>-wide response and is written from the point <strong>of</strong> view <strong>of</strong> the<br />
EOC. It therefore contains much information about the overall response and is not<br />
limited to the specific duties <strong>of</strong> any particular agency or entity. Some <strong>of</strong> these<br />
priorities or objectives may be met by government, others by NGOs, and others by a<br />
combined effort <strong>of</strong> those two types <strong>of</strong> actors. Section 5, Concept <strong>of</strong> Operations,<br />
and Section 6, Operational Response Timeline, address those details.<br />
Many <strong>of</strong> the priorities or objectives involve interactions between government<br />
organizations and NGOs. In these cases, the intent is to illustrate the coordination,<br />
collaboration, and cooperation between these sections that is necessary for effective<br />
donations management. NGOs maintain their own internal processes and operating<br />
principles, and nothing in this Plan is intended to convey that government agencies<br />
at any level will take over or direct these independent NGOs.<br />
The objectives are described according to the general phases <strong>of</strong> the response. The<br />
phases are:<br />
E to E+72 hours<br />
E+72 hours to E+14 days<br />
E+14 days to E+60 days<br />
The last <strong>of</strong> these phases includes the transition to a long-term recovery process. It<br />
involves establishing systems for ongoing maintenance <strong>of</strong> systems and processes to<br />
continue providing management for donated goods and funds. The systems for<br />
eventual cessation and shutdown <strong>of</strong> these management operations are beyond the<br />
scope <strong>of</strong> this Plan.<br />
The three time periods do not correspond to any particular phase <strong>of</strong> the emergency<br />
management cycle. Rather, this Plan recognizes that there is a gradual transition<br />
May 2011 27
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<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
from the initial response to an event—which focuses on immediate emergency<br />
support for lives and property—and the longer-term recovery, which focuses on<br />
reestablishing a healthy and functioning community. This transition and the<br />
necessary temporal overlapping <strong>of</strong> operational objectives and tasks are illustrated in<br />
Figure 4-1.<br />
Figure 4-1. Transition from Response to Recovery<br />
The following subsections present the operational priorities and objectives by time<br />
phase. Section 6 contains a comprehensive response timeline for donations<br />
management operations. The timeline shows the individual tasks used to meet<br />
these objectives and the agencies responsible for performing them.<br />
Note that the particular time periods for the priorities, objectives, and tasks<br />
specified here are for a catastrophic earthquake in which damage to the<br />
transportation and communication infrastructure is extensive. In most heavily<br />
damaged places, it takes several days for initial damage assessments and<br />
communications systems to be completed. In smaller or more localized events or in<br />
disasters other than earthquakes, many <strong>of</strong> these activities could be completed<br />
sooner. Thus, one way that this Plan could be scaled and applied to multiple hazard<br />
types is to compress these activities into a more generalized plan than this one.<br />
4.2 E to E+72 Hours<br />
This section presents the priorities and objectives for the first 72 hours after the<br />
earthquake. It begins with the recognition that a catastrophic event has occurred<br />
and that massive levels <strong>of</strong> assistance are needed across a wide range <strong>of</strong> needs.<br />
4.2.1 Operational Priorities<br />
The operational priorities for this period are:<br />
Establish the donations management function in the EOC<br />
Participate in communications systems across all major response functions and<br />
between levels <strong>of</strong> government response and NGOs<br />
28 May 2011
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Operational Priorities and Objectives<br />
Begin early and consistent Operational Area-wide messaging and public<br />
information regarding donations<br />
Initiate operations for accepting, processing, and tracking in-kind and monetary<br />
donations<br />
4.2.2 Objectives<br />
The objectives that support the operational priorities for this period are described<br />
below. Each objective is elaborated upon in Section 6, which presents a response<br />
timeline that itemizes all the tasks that are carried out to meet that objective.<br />
Activate the donations management unit within the EOC<br />
Establish communication with the REOC and particularly with the volunteer<br />
sector and Private-Sector Liaisons there<br />
Begin integrating data from the cities, NGOs, the REOC, and other sources on<br />
activities pertaining to donations management<br />
Coordinate with the PIO, JIC, and 211 to ensure creation and dissemination <strong>of</strong><br />
public information about donations, particularly the preference for monetary<br />
donations over in-kind donations<br />
Activate technologies (such as NDMN, toll-free telephone numbers, text<br />
messages, and web-based, social media, and/or other systems) for accepting,<br />
processing, and tracking monetary and in-kind donations<br />
Responding government agencies, NGOs, and the private sector activate their<br />
existing plans for donations management including staffing, public outreach,<br />
accounting and tracking systems, and security; they encourage NGOs and the<br />
private sector to similarly activate additional staff<br />
Support or coordinate the reception, storage allocation, and distribution <strong>of</strong><br />
initial donations received, as appropriate<br />
Participate in the Regional Coordination Group (a type <strong>of</strong> multi-agency<br />
coordination [MAC] group ) to address specific issues or situations<br />
Monitor media coverage <strong>of</strong> donations activities and identify and address any<br />
problems as they arise<br />
4.3 E+72 Hours to E+14 Days<br />
This section presents the priorities and objectives for the period from 72 hours to 14<br />
days after the earthquake.<br />
4.3.1 Operational Priorities<br />
The operational priorities for this period are:<br />
Integrate public and private sectors into management operations<br />
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Assist with distribution <strong>of</strong> donations in the Operational Area, based on the areas<br />
<strong>of</strong> greatest need and the priorities for resource allocation<br />
Establish donations management coordination function in the Logistics Section<br />
<strong>of</strong> the DMU and in the field through the IKDCT lead and Food Partner agencies<br />
Develop local solutions to widespread donations issues such as warehousing,<br />
transportation, and waste management<br />
4.3.2 Objectives<br />
The objectives that support the operational priorities are described below. Each<br />
objective is elaborated upon in Section 6, which presents the tasks that are carried<br />
out to meet that objective.<br />
Improve situational awareness and resource coordination throughout the <strong>Santa</strong><br />
<strong>Clara</strong> <strong>County</strong> Operational Area, with all response levels, with the REOC, with<br />
MAC groups, or with other Emergency <strong>Management</strong> structures<br />
Improve and broaden communications and coordination with CADRE and other<br />
critical NGOs, grantmakers, the private sector, and others inside and outside<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
Refine situational awareness to prioritize items and services needed and specify<br />
requests for them<br />
Provide additional and updated public information through all media and<br />
mechanisms<br />
Deploy and support additional staff as needed and begin planning rotations<br />
Increase coordination to process an increased level <strong>of</strong> monetary donations made<br />
directly to the established disaster relief fund and in-kind donations<br />
Establish Local Assistance Center (LACs) and DRCs, with NGOs and<br />
government agencies to monitor locations and types <strong>of</strong> needs, effectiveness <strong>of</strong><br />
distribution, and so on<br />
Support reception centers and locations for staging, sorting, and distributing<br />
donated items, including assistance with waste removal and disposition <strong>of</strong><br />
unneeded goods, if requested<br />
Support distribution <strong>of</strong> donated goods in impacted areas as per prioritization<br />
system and procedures determined by the IKDCT<br />
Support distribution <strong>of</strong> monetary donations as per prioritization system<br />
Continue monitoring donations-related activities<br />
Assist organizations accepting and distributing donations in following<br />
appropriate laws and regulations<br />
Begin to prepare for transition to long-term recovery<br />
30 May 2011
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Operational Priorities and Objectives<br />
4.4 E+14 Days to E+60 Days<br />
This section presents the priorities and objectives for the period from 14 days to 60<br />
days after the earthquake.<br />
4.4.1 Operational Priorities<br />
The operational priorities for this period are:<br />
Continue to implement the systems and processes for receiving, tracking,<br />
prioritizing, and distributing donated goods and monetary donations<br />
Collaborate with NGOs, the private sector, and government agencies to integrate<br />
data and other information on the sources, types, and destinations <strong>of</strong> donations<br />
Report to the public on distribution <strong>of</strong> monetary donations<br />
Continue to issue public information to support the consistency <strong>of</strong> messages<br />
about donations policies<br />
Continue to identify and track unmet needs<br />
Plan for transitioning to long-term recovery<br />
4.4.2 Objectives<br />
The objectives that support the operational priorities are described below. Each<br />
objective is elaborated upon in Section 6, which presents the tasks that are carried<br />
out to meet that objective.<br />
Continue tracking donations and updating donations databases<br />
Continue to coordinate, through LACs and DRCs, with NGOs and government<br />
agencies to monitor locations and types <strong>of</strong> needs, effectiveness <strong>of</strong> distribution,<br />
and so on<br />
Assist with efforts to support formation and operation <strong>of</strong> a Long-Term Recovery<br />
Committee (LTRC) or Long-Term Recovery Organization (LTRO)<br />
Update the public regularly about the flow <strong>of</strong> donated funds, goods, and services,<br />
any gaps in what is needed, and what is not needed<br />
Support monetary and in-kind distribution systems to increase their efficiency<br />
and completeness<br />
Evaluate priorities for distribution to minimize unmet needs<br />
Support State or Federal efforts to identify and prosecute fraudulent solicitations<br />
for donations<br />
Support disposition <strong>of</strong> unused donated goods, trash, and other waste<br />
Plan for long-term operation and eventual shutdown <strong>of</strong> event-specific donations<br />
management services and systems<br />
Prepare public report on donations<br />
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5 Concept <strong>of</strong> Operations<br />
The concept <strong>of</strong> operations for the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan provides <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> with a response plan for<br />
donations management, addressing both in-kind and monetary donations. It<br />
presents an overall framework for donations management, further delineation <strong>of</strong><br />
operational roles and responsibilities <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> agencies/departments<br />
and NGOs, an outline for operations, and strategies for managing the donations to<br />
increase the response, relief, and recovery capabilities <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>.<br />
The conceptual framework, Figure 5-1, provides an overview <strong>of</strong> the flows <strong>of</strong><br />
monetary and in-kind donations through the range <strong>of</strong> organizations involved to<br />
those affected by the disaster. It is not an organizational chart and does not imply<br />
hierarchical interactions between these organizations, but rather the pathways that<br />
donations take between donors and recipients.<br />
Figure 5-1. Conceptual Framework for <strong>Donations</strong> <strong>Management</strong><br />
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Concept <strong>of</strong> Operations<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
5.1 Alert and Notification<br />
Alert and notification <strong>of</strong> the EOC staff is initiated by the EOC Director and follows<br />
standard <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> protocols as described in the Operational Area’s EOP.<br />
5.2 Activation<br />
Activation <strong>of</strong> the <strong>Santa</strong> <strong>Clara</strong> Operational Area <strong>Donations</strong> <strong>Management</strong> Plan and its<br />
functions is determined by the Director <strong>of</strong> Emergency Services. The activation <strong>of</strong><br />
the donations management functions are similar to those in other functions, which<br />
are described in the EOP. The Logistics Section Chief in the <strong>County</strong> EOC activates<br />
and leads the donations management efforts.<br />
Reasons for activating the DMU may include, but are not limited to:<br />
When the nature <strong>of</strong> the disaster and/or media coverage prompts inquiries about<br />
where money can be donated<br />
When goods spontaneously arrive at an incident site, Local Assistance Center,<br />
shelters or other public locations<br />
When resources from the public are needed for response, relief, and recovery<br />
efforts<br />
A local or State emergency proclamation<br />
A Federal declaration <strong>of</strong> major disaster or emergency<br />
5.3 Incident Organization<br />
In accordance with SEMS and NIMS, decisions regarding responding to, and<br />
recovering from an emergency such as a catastrophic earthquake should be made at<br />
the lowest level possible. To support general emergency response and recovery<br />
operations, local donations management NGOs have developed their own EOPs<br />
that address internal procedures, operations, and response protocols to be<br />
implemented during an emergency. The processes and procedures in these plans<br />
are activated for a catastrophic earthquake.<br />
5.3.1 <strong>Donations</strong> <strong>Management</strong> Unit in the Emergency Operations Center<br />
The <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> EOP contains a detailed description <strong>of</strong> EOC operations. In<br />
the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Operational Area EOC, donations management<br />
coordination falls in the Logistics Section. The EOC structure is illustrated in<br />
Figure 5-2, which illustrates a full activation <strong>of</strong> the donations management Plan<br />
and many key partners to assist with implementation <strong>of</strong> this Plan. Note that not all<br />
support agencies are shown on the figure; more information and a fuller list are<br />
presented in Section 5.3.4. Separate components can be activated in response to<br />
the size and scope <strong>of</strong> the event.<br />
34 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Concept <strong>of</strong> Operations<br />
Figure 5-2. <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> <strong>Donations</strong> <strong>Management</strong> Unit Organization<br />
5.3.2 Emergency Operations Center <strong>Donations</strong> <strong>Management</strong> Unit<br />
The DMU is in the Logistics Section. The <strong>County</strong> Facilities and Fleet Department is<br />
the lead agency for the DMU. The DMU leader is assigned by the Logistics Section<br />
Chief and staffed by a representative from the various <strong>County</strong> departments.<br />
The leader is assigned and staffed by <strong>County</strong> Logistics Section staff. The functional<br />
activities <strong>of</strong> the DMU Leader may include the following (see Appendix G,<br />
<strong>Donations</strong> <strong>Management</strong> Unit Checklist):<br />
Serve as point <strong>of</strong> contact for donations management coordination in the <strong>Santa</strong><br />
<strong>Clara</strong> <strong>County</strong> Operational Area EOC<br />
Activate the <strong>Donations</strong> Coordination Teams (MDCT and IKDCT)<br />
Act as the liaison between the <strong>Donations</strong> Coordination Teams and the EOC<br />
Upon activation, notify key partner organizations<br />
Work with the PIO, JIC, and 211 to ensure that early, accurate, and consistent<br />
information goes out to the public regarding the donation <strong>of</strong> money and goods<br />
(see Appendix H, Sample Press Releases and Public Information<br />
Announcements)<br />
Respond to requests from within the EOC and other agencies<br />
Coordinate closely with the private sector and voluntary sector liaisons in the<br />
EOC<br />
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<strong>Donations</strong> <strong>Management</strong> Plan<br />
Track resource requests for donations management using standard EOC<br />
procedures such as the mission tracking request form.<br />
For monetary donations:<br />
- Activate the Monetary <strong>Donations</strong> Coordination Team as needed. Point <strong>of</strong><br />
contact for activation <strong>of</strong> the MDCT is Silicon Valley Community Foundation<br />
- Direct donors to www.scc-disaster-relief-fund.org<br />
- Confirm accurate listing <strong>of</strong> website and phone numbers for directing donors<br />
for public information press releases<br />
For in-kind donations:<br />
- Activate the IKDCT as needed. Point <strong>of</strong> contact for activation <strong>of</strong> the IKDCT is<br />
CADRE<br />
5.3.3 Monetary <strong>Donations</strong> Coordination Team<br />
By mutual agreement with planning partners, the coordinating agency/organization<br />
for the MDCT for <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>’s Operational Area is Silicon Valley<br />
Community Foundation.<br />
The primary purpose <strong>of</strong> the MDCT is to coordinate the process <strong>of</strong> allocating<br />
monetary resources to help those affected by a disaster in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>. The<br />
MCDT works with the funding efforts <strong>of</strong> organizations such as the United Way;<br />
community, corporate, or family foundations; and other philanthropic<br />
organizations to meet emerging and unmet needs following a major disaster.<br />
Many <strong>of</strong> these organizations do this on a daily basis and already possess an<br />
expertise in this function, so the MDCT’s goal is to facilitate and collaborate to<br />
increase their effectiveness. This coordination can reduce duplication <strong>of</strong> effort,<br />
make efficient use <strong>of</strong> resources and help the local community address the highest<br />
priority needs first, thus helping to ensure a smooth transition to long-term<br />
recovery.<br />
The MDCT looks at and addresses the broad range <strong>of</strong> needs following a catastrophic<br />
event and coordinates, to the greatest extent possible, monetary resources to meet<br />
those needs. Coordination efforts may include pooling funds, developing a common<br />
grant-application process, and creating funding partnerships in order to move<br />
funding quickly to where it is most needed. This group can convene in person, via<br />
conference call, webinar, or video conference technology, or by whatever means<br />
possible.<br />
Figure 5-3 illustrates the conceptual framework <strong>of</strong> a monetary donations system.<br />
36 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Concept <strong>of</strong> Operations<br />
Figure 5-3. Conceptual Framework <strong>of</strong> a Monetary <strong>Donations</strong> System<br />
The MDCT is activated by the DMU and may perform any <strong>of</strong> the following<br />
functions:<br />
Provide a coordination framework for communication amongst grantmakers<br />
Provide a forum for grantmakers to share information about needs<br />
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<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Create funding partnerships, pool funds, and develop commonalities in grant<br />
application process<br />
Coordinate with CaliforniaVolunteers as the State lead agency for monetary<br />
donations<br />
A chief responsibility <strong>of</strong> the MDCT is to help get funding to where it is most needed<br />
as quickly as possible. This involves:<br />
Identifying local needs, particularly among smaller CBOs that serve populations<br />
who may be more vulnerable<br />
Streamlining application and reporting processes to limit the burden on<br />
overtaxed voluntary organizations<br />
Communicating and coordinating with Long-Term Recovery<br />
Committee/Organization<br />
It is important to note that not all monetary donations go through a single fund.<br />
Many donors direct funds to specific service organizations or directly to a grantmaking<br />
organization.<br />
5.3.4 In-Kind <strong>Donations</strong> Coordination Team<br />
The IKDCT provides a coordination system to manage the intent and actions <strong>of</strong> the<br />
public in donating both new and used goods to help those affected by a disaster. A<br />
key goal <strong>of</strong> the IKDCT is to keep these items from collecting at incident sites, fire<br />
stations and city halls and thus hindering response efforts. Figure 5-4 illustrates a<br />
framework for an in-kind donations system.<br />
The IKDCT consists <strong>of</strong> government agencies, direct service providers and other<br />
NGOs and would be activated through the CADRE Liaison at the request <strong>of</strong> the<br />
DMU Leaders in the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Logistics Section.<br />
Supporting agencies/organizations include members <strong>of</strong> the IKDCT as identified<br />
below:<br />
The Salvation Army<br />
Goodwill Industries<br />
Hope Services<br />
Second Harvest Food Bank (and its Food Partner agencies)<br />
Seventh Day Adventists (Sunnyvale and Milpitas)<br />
Rebekah’s Children’s Services<br />
These organizations have the technical knowledge <strong>of</strong> how to process donated<br />
household and non-bulk goods. Many <strong>of</strong> these organizations do this on a daily basis<br />
and already possess an expertise in this function.<br />
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Figure 5-4. Conceptual Framework <strong>of</strong> an In-Kind <strong>Donations</strong> <strong>Management</strong> System<br />
The IKDCT is activated by the DMU and will:<br />
Provide a coordination framework for the management <strong>of</strong> donated goods into<br />
affected local area working closely with the local VOAD entity—CADRE <strong>of</strong> <strong>Santa</strong><br />
<strong>Clara</strong> <strong>County</strong><br />
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Activate or establish a web-portal/database such as the National <strong>Donations</strong><br />
<strong>Management</strong> Network for online registration <strong>of</strong> donated goods, working closely<br />
with resource coordination and allocation in logistics sections<br />
Coordinate with private sector partners such as the CRA and/or [insert other<br />
local private sector groups and reference coordination strategies such working<br />
with Private-Sector Liaison in EOC if exists in county to coordinate corporate<br />
donations<br />
These lead agencies have identified that certain logistical support s are needed for<br />
these donation reception sites and that they would partner with <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
to have the <strong>County</strong> provide the following support:<br />
Waste disposal for unusable items<br />
Transportation <strong>of</strong> excess goods to other sites in the <strong>County</strong><br />
Assistance with moving excess goods out <strong>of</strong> the county to other donation<br />
receiving points<br />
A chief responsibility <strong>of</strong> the IKDCT is creation <strong>of</strong> a system and processes for<br />
allocating and matching donations <strong>of</strong>fers with agencies and organizations that need<br />
them. This involves:<br />
Identifying local needs<br />
Identifying <strong>of</strong>fers <strong>of</strong> donations that potentially match local needs<br />
Informing requesting organization <strong>of</strong> a possible match<br />
5.3.5 Private-Sector Liaison with the Emergency Operations Center<br />
The private sector may provide valuable donated goods and services for response,<br />
relief, and recovery. The DMU coordinates with the Private-Sector Liaison in the<br />
EOC.<br />
The integration <strong>of</strong> the private sector into emergency management response and<br />
recovery systems is a critical resource and an important component <strong>of</strong> donations<br />
management.<br />
The Private-Sector Liaison is involved in the response to a catastrophic earthquake<br />
in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>. The private sector:<br />
Acts as a liaison between the MDCT, IKDCT and the private business industry<br />
regarding donations<br />
Brings critical wanted and needed resources to response and recovery<br />
Often has the best knowledge <strong>of</strong> supply and demand in a local area<br />
Typically has resources for most expedient method <strong>of</strong> transportation<br />
Recognizes government and NGOs don’t have enough resources locally<br />
(especially post-Katrina)<br />
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Works with the State legislature to shape laws that to increase the ability for the<br />
private sector assist with disaster response, relief, and recovery<br />
A coalition <strong>of</strong> business organizations led by the CRA has a presence in the <strong>Santa</strong><br />
<strong>Clara</strong> <strong>County</strong> EOC and helps access and coordinate private sector resources with<br />
businesses and associations such as the Silicon Valley Leadership Group and Joint<br />
Venture: Silicon Valley Network.<br />
5.3.6 Voluntary Sector Liaison with the Emergency Operations Center<br />
Voluntary NGOs are involved in all aspects and phases <strong>of</strong> donations management.<br />
The DMU coordinates with the voluntary sector liaison through the CADRE liaison<br />
in the EOC. CADRE plays a central coordination role, linking community-based<br />
organizations with local government to provide resources and services following a<br />
disaster. CADRE provides critical coordination and communication to the IKDCT<br />
and the MDCT for the implementation <strong>of</strong> this Plan.<br />
5.4 Communication and Coordination<br />
The communications and coordination section <strong>of</strong> this Plan describes inclusively for<br />
monetary and in-kind donations the manner in which resources are requested,<br />
received, and coordinated and how integration with State and Federal resources<br />
occurs.<br />
5.4.1 Standardized Emergency <strong>Management</strong> System and Resource Requests<br />
<strong>Donations</strong> management operations follow SEMS and the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> EOP.<br />
Information and resource requests flow from the Operational Area EOC as needed<br />
to the REOC, the SOC, and a Federally-operated JFO, all <strong>of</strong> which are expected to<br />
be needed in this large-scale disaster.<br />
For the purposes <strong>of</strong> information-sharing and resource requests, local NGOs<br />
coordinate with the Operational Area EOC; regional-, State-, or national-level NGOs<br />
similarly interact with the REOC, SOC, or JFO, as appropriate. The <strong>Santa</strong> <strong>Clara</strong><br />
<strong>County</strong> EOP contains a detailed description <strong>of</strong> EOC operations.<br />
Resource requests to support coordination <strong>of</strong> donations might include:<br />
Identifying site(s) for a warehouse<br />
Procuring staff or volunteers to operate warehouse site<br />
Identifying transportation resources for movement <strong>of</strong> goods<br />
Identifying functional needs related goods and services and matching with<br />
related needs<br />
Providing logistical support to reception sites<br />
Providing logistical support to distribution sites<br />
Providing security to reception and distribution sites<br />
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Resource tracking<br />
5.4.2 Mutual Assistance and Other Agreements<br />
Various types <strong>of</strong> NGOs providing support for donations management may have<br />
mutual assistance and/or cooperative agreements within their sectors, pr<strong>of</strong>essional<br />
organizations or networks. For example, 211 providers or the local food bank may<br />
call on support from out-<strong>of</strong>-area organizations based on pre-established<br />
agreements. NGOs may also have separate agreements or memoranda <strong>of</strong><br />
understanding with governments to provide certain services.<br />
Mutual assistance agreements that pertain to donations management in <strong>Santa</strong> <strong>Clara</strong><br />
<strong>County</strong> include the following:<br />
5.4.2.1 Second Harvest Food Bank<br />
Second Harvest Food Bank has MOUs in place for disaster response operations<br />
with its Lead Partner Agencies located in each <strong>of</strong> the four geographic area <strong>of</strong><br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>.<br />
Second Harvest Food Bank also has pre-positioned supplies in event <strong>of</strong> disaster<br />
response<br />
5.4.2.2 211 (<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>)<br />
MOU with Eden Information and Referral (I&R) for operational support with<br />
the Bay Area region<br />
MOU with State 211 for operational support outside <strong>of</strong> the Bay Area region<br />
Access to translation services<br />
5.5 Integration <strong>of</strong> State and Federal Resources<br />
This section summarizes how State and Federal resources flow through the Cal<br />
EMA Regional structure to support Operational Areas and local governments. A<br />
more detailed description <strong>of</strong> these processes is available in the Regional <strong>Donations</strong><br />
<strong>Management</strong> Plan.<br />
Following the principles <strong>of</strong> SEMS, all disasters are local and are coordinated by<br />
local government. State and Federal resources may be requested by <strong>Santa</strong> <strong>Clara</strong><br />
<strong>County</strong> utilizing the standard mission tasking resource request process described in<br />
the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> EOP.<br />
5.5.1 State Mutual Aid Resources<br />
Systems are in place to bring in additional personnel to assist a local EOC, the<br />
REOC, or the SOC with disaster operations, including donations management<br />
activities. The two primary systems that would come into play to support donations<br />
management activities are the Emergency Managers Mutual Aid (EMMA) System<br />
and the Emergency <strong>Management</strong> Assistance Compact (EMAC).<br />
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5.5.2 State Agencies<br />
CaliforniaVolunteers and Cal EMA are the primary California State agencies<br />
involved in donations management, other State agencies can be tasked to assist<br />
with this function, as needed. State agencies can provide technical assistance, as<br />
requested, to Operational Areas on health and safety issues (such as the<br />
Department <strong>of</strong> Public Health or California Office <strong>of</strong> Safety and Health<br />
Administration), fraud prevention and monitoring (Department <strong>of</strong> Justice, Cal<br />
EMA Law Enforcement Branch), debris management (various departments in the<br />
California Environmental Protection Agency), or other topics related to donations<br />
management activities. The Department <strong>of</strong> General Services can be tasked to assist<br />
with identifying and procuring donations management facilities (such as<br />
warehouses) and the California Conservation Corps can be tasked to provide<br />
personnel to support operations <strong>of</strong> those facilities. The REOC can task State agency<br />
assets located in the Region and the SOC can task State agency assets throughout<br />
the State.<br />
5.5.3 National <strong>Donations</strong> <strong>Management</strong> Network<br />
The NDMN is an online donations-registration tool that is powered by the<br />
Aidmatrix s<strong>of</strong>tware platform. This web-based “clearinghouse” can be used in a<br />
distributed manner, requires no special s<strong>of</strong>tware or skill set, and is provided at no<br />
cost to nonpr<strong>of</strong>its and at a nominal fee for cities and counties. By directly<br />
connecting willing donors (who register themselves and their donations before or<br />
after the event) with recipient organizations or individuals, the NDMN helps<br />
increase flow rate <strong>of</strong> donations and reduce the time it takes to get donations to<br />
people affected by the disaster. It operates in four aspects on disaster response: inkind<br />
donations, volunteers, warehouse, and financial donations. It also has modules<br />
for transportation and for other aspects <strong>of</strong> supply-chain management that can be<br />
“switched on” and added to its operating capacity. The Aidmatrix platform on which<br />
NDMN sits is the same as one as the CRADAR tool for private sector donations<br />
registration and planning, adding to its potential utility.<br />
5.5.4 Federal Resources<br />
A catastrophic event in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> and the surrounding Bay Area assumes<br />
that the President declares a major disaster and Federal resources become available<br />
for local communities. The Federal response for donations management is<br />
described in the Volunteer and <strong>Donations</strong> <strong>Management</strong> Support Annex to the<br />
National Response Framework. In accordance with SEMS, the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
makes all requests for Federal resources through Cal EMA. Cal EMA determines<br />
whether Federal resources should be requested and formally requests resources<br />
through FEMA. Requests for support under this annex from <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> are<br />
coordinated through the RRCC or JFO.<br />
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The Federal Government encourages donations from the general public to be made<br />
as cash to voluntary, faith-based, and/or community organizations providing<br />
services to those affected by the disaster. In conjunction with the RRCC and JFO,<br />
DHS/FEMA provides communications support including media relations support<br />
and in catastrophic circumstances, possible activation <strong>of</strong> a national call center.<br />
5.6 Public Information<br />
Procedures for public information are described in the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> EOP.<br />
Specific to donations management, one <strong>of</strong> the first and most critical strategies<br />
regarding both monetary and in-kind donations is to develop an early coordinated<br />
public information campaign to limit the influx <strong>of</strong> in-kind goods and encourage<br />
financial donations (for messaging concepts, see FEMA/NVOAD Brochure,<br />
Appendix J). Template press releases, included as an appendix to this Plan, can be<br />
modified and used in any disaster (Appendix H).<br />
The <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> DMU works closely with PIOs and or the JIC to provide<br />
consistent messages to the public regarding what, where and how they can donate.<br />
(Note that the JIC functions under the Federal Joint Information System, which<br />
also addresses many other topics.)<br />
Development <strong>of</strong> public messages in appropriate and accessible formats can be<br />
developed with the local PIO and JIC. Examples <strong>of</strong> appropriate and accessible<br />
formats include messages that take into account language and culture competence<br />
and alternate formats for diverse disabilities including multiple languages, large<br />
print, Braille, closed captioning and sign-language interpreting.<br />
A call center may be established to provide information to the public on a wide<br />
variety <strong>of</strong> disaster-related topics, including donations management. If established,<br />
the call center is operated by 211. Information would be provided to 211 by <strong>County</strong><br />
OES, and 211 would then disseminate to callers and web users.<br />
Critical messaging to the public for donations management includes:<br />
Encouragement <strong>of</strong> financial contributions as the most expedient and effective<br />
way to help<br />
Direction <strong>of</strong> monetary donations to priority agencies and organizations<br />
Promotion <strong>of</strong> a web-based system for posting <strong>of</strong>fers as preferred method for<br />
donating in-kind goods<br />
Indication <strong>of</strong> types <strong>of</strong> donations needed, if they are needed, and what things are<br />
not needed<br />
If a warehouse and/or reception sites are established and it is determined that<br />
information about the warehouse and/or receptions sites should be<br />
disseminated to the public, provide information about location, drop-<strong>of</strong>f<br />
procedures, etc.<br />
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Coordinate public messaging closely with the REOC and SOC to provide<br />
consistency in messaging to the public.<br />
5.7 Information <strong>Management</strong><br />
The collection, compilation and sharing <strong>of</strong> data is a key component <strong>of</strong> effective<br />
donations management. Types <strong>of</strong> information that may be needed or desired are<br />
listed by type below.<br />
Information from the MDCT:<br />
Amounts <strong>of</strong> monetary donations for the disaster received by grantmakers<br />
Amounts distributed for the disaster by grantmakers<br />
Amounts designated for the disaster received by voluntary organizations<br />
(American Red Cross, The Salvation Army, etc.)<br />
From the Bulk Goods <strong>Management</strong> Branch and/or the IKDCT:<br />
Types and quantities <strong>of</strong> goods needed, and by which organizations<br />
Types and quantities <strong>of</strong> goods being <strong>of</strong>fered<br />
Types and quantities <strong>of</strong> goods being stored or warehoused (pre-distribution)<br />
Number and locations <strong>of</strong> open warehouses<br />
Number and locations <strong>of</strong> designated reception points for goods<br />
Number and locations <strong>of</strong> designated distribution points for goods, vouchers and<br />
gift cards<br />
This information may need to be included and updated in the Incident Action Plans<br />
(IAPs) prepared by the Logistics Section as part <strong>of</strong> its resource status updates.<br />
5.8 Overview <strong>of</strong> <strong>Donations</strong> Distribution Prioritization<br />
Adherence to pre-established priorities for allocation <strong>of</strong> monetary and in-kind<br />
donations helps ensure resources get where they are most needed. In <strong>Santa</strong> <strong>Clara</strong><br />
<strong>County</strong> priorities for guiding resource allocation are listed below. Not all <strong>of</strong> these<br />
directly relate to donations in the immediate aftermath <strong>of</strong> a large disaster, but most<br />
<strong>of</strong> these priorities rely at least in part on donations.<br />
Saving Lives: The preservation <strong>of</strong> life is the top priority <strong>of</strong> emergency<br />
managers and first responders, and takes precedence over any and all other<br />
considerations.<br />
Addressing Human Needs: Beyond the simple preservation <strong>of</strong> life, all<br />
possible efforts must be made to provide for basic human needs, including food,<br />
water, shelter, and security, during and after an emergency or disaster.<br />
Caring for People with Access and Functional Needs: People with<br />
physical or mental challenges, or who lack assets that would enable them to<br />
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remove themselves from harm’s way, are more vulnerable to harm both during<br />
and after an emergency event. Protecting these populations is a high priority<br />
during and after a catastrophic disaster.<br />
Protecting Property: All possible efforts must be made to protect public and<br />
private property from damage during and after an emergency or disaster.<br />
Restoring Basic Services: Power, sanitation, and basic services must be<br />
restored as quickly as possible to enable residents and the business community<br />
to resume their normal patterns <strong>of</strong> life.<br />
Protecting the Environment: All possible efforts are made to protect<br />
California’s environment from damage during and after an emergency or<br />
disaster.<br />
Encouraging Community and Economic Recovery: Emergency<br />
managers; local, county, and State government agencies; and the private sector<br />
and NGOs work with each community affected by an emergency or disaster to<br />
facilitate a speedy recovery. Every effort must be made to ensure that recovery<br />
operations are conducted fairly, equitably, and inclusively.<br />
5.9 Operational Details for Monetary <strong>Donations</strong><br />
This section presents the operational details for monetary donations management<br />
in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>. A subsequent section provides the same treatment for inkind<br />
donations.<br />
5.9.1 Overview <strong>of</strong> Monetary <strong>Donations</strong> Strategies<br />
The purpose <strong>of</strong> addressing monetary coordination in this Plan is to create an<br />
effective system to help direct monetary donations to meet emerging and unmet<br />
needs for disaster affected clients and provide a framework for communication and<br />
coordination among government agencies and NGOs in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>.<br />
Coordination also helps the system support smaller local CBOs that may serve a<br />
wide range <strong>of</strong> diverse populations, such as clients and consumers with access and<br />
functional needs, undocumented and immigrant populations and other<br />
underserved populations. These local organizations are essential for providing<br />
services to meet a wide range <strong>of</strong> human needs following a major disaster, and<br />
funding for local organizations is a critical resource. Strong and early public<br />
messaging can encourage donors to give monetary donations, the overwhelmingly<br />
preferred method <strong>of</strong> donations for most organizations providing services. The easier<br />
it is for donors to determine appropriate recipients for donated funds, the more<br />
likely they are to give.<br />
There are several forms <strong>of</strong> monetary donations, including, cash, checks, credit card<br />
payments, and gift cards. The systems for processing the first three <strong>of</strong> these are<br />
fairly well established, but gift cards are a newer type <strong>of</strong> monetary donation. Gift<br />
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cards are becoming an increasingly common donation post-disaster. Gift cards may<br />
be donated to direct service providers. Typically, foundations do not give cards<br />
directly to clients but would direct gift cards to organizations providing direct<br />
service delivery, case management, etc. There are two ways that gift cards enter the<br />
donations system following an event:<br />
Individual donor buys card and donates it to disaster affected clients<br />
Corporation donates gift cards for distribution to disaster affected clients<br />
5.9.2 Single Monetary <strong>Donations</strong> Fund<br />
The primary strategy for monetary donations identified and agreed upon by key<br />
stakeholders in the development <strong>of</strong> this Plan is to establish one single disaster<br />
community fund. A single fund:<br />
Demonstrates a partnership <strong>of</strong> key players such as Silicon Valley Community<br />
Foundation, United Way Silicon Valley, the ARC, the business community and<br />
local government<br />
Builds increased confidence in the donor community<br />
Limits the creation <strong>of</strong> multiple and competing funds for <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
Provide s more resources to nonpr<strong>of</strong>it organizations serving low-income,<br />
underserved and access and functional needs populations in affected areas<br />
Provides opportunity to name and establish fund prior to a disaster so that<br />
ongoing public education and information can take place among <strong>Santa</strong> <strong>Clara</strong><br />
<strong>County</strong> residents, businesses, and service providers<br />
By planning together, <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> increases the opportunity to provide<br />
consistent messages to the public regarding donations and creates a system that<br />
allows more dollars to be collected and dispersed in the local community.<br />
Establishing one large community fund facilitates a streamlined process for donors<br />
to direct monetary donations to local disaster needs. If one fund is supported by a<br />
broad range <strong>of</strong> organizations, donors can more easily give to local residents. This<br />
increases the likelihood <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> as an entire community <strong>of</strong> capturing<br />
more dollars for the multitude <strong>of</strong> repose and recovery needs.<br />
Silicon Valley Community Foundation, by mutual agreement with planning<br />
partners (including representatives from the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> OES, City <strong>of</strong> San<br />
Jose Office <strong>of</strong> Emergency Services, <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Emergency Managers’<br />
Association, ARC Silicon Valley, United Way Silicon Valley and CADRE) has been<br />
designated as the lead agency for the management <strong>of</strong> the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
Disaster Relief Fund, with the Uniform Resource Locator (URL) having been<br />
established as www.scc-disaster-relief-fund.org .<br />
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The <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> MDCT (described in Section 5.3.2) consists <strong>of</strong><br />
representatives and key leaders in the grant-making and emergency management<br />
sectors in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> who convene to discuss and vote on grant allocations<br />
for the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund.<br />
The MDCT is comprised <strong>of</strong> five to nine members with one voting member from each<br />
<strong>of</strong> the following organizations:<br />
Silicon Valley Community Foundation<br />
United Way Silicon Valley<br />
American Red Cross <strong>of</strong> Silicon Valley<br />
Additional prospective members include a representative from:<br />
Silicon Valley Leadership Group<br />
Silicon Valley Council <strong>of</strong> Non-Pr<strong>of</strong>its<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Emergency Managers Association<br />
CADRE Leadership Council<br />
Emergency Planning Council and/or <strong>County</strong>/City Managers Association<br />
The <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Director <strong>of</strong> Emergency Services and the Silicon Valley<br />
Community Foundation Chief Philanthropic Development and Information Officer<br />
may agree to add additional members identified as critical players post-disaster.<br />
However, the MDCT may not exceed nine voting members at any time, and a<br />
minimum <strong>of</strong> five voting members must be present to make a quorum.<br />
If a voting member is also an applicant for funds, they must abstain from voting on<br />
fund allocations. Silicon Valley Community Foundation is responsible for<br />
convening the meetings <strong>of</strong> the MDCT.<br />
5.9.3 Reception Processes and Systems<br />
Agreed-upon concepts for the joint community fund:<br />
Establish one phone number (800) and one URL for public interface<br />
Name the fund as identified above—<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund<br />
Use 211 to direct local donors in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> to URL (www.scc-disasterrelief-fund.org<br />
)<br />
Provide 800 and 211 numbers and website for distribution by local government<br />
PIOs<br />
Strengthen oversight <strong>of</strong> allocated disaster money to agencies than if multiple<br />
funds established<br />
Require unrestricted funds from government - If government (e.g., a mayor’s<br />
<strong>of</strong>fice) donates to the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund, these donations<br />
need to be “unrestricted” in that government or political entities cannot require<br />
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Concept <strong>of</strong> Operations<br />
accounting and reporting above and beyond the normal operational procedures<br />
established for the fund<br />
Take into account differing impact <strong>of</strong> disaster and respective needs <strong>of</strong> all four<br />
regions in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
Offer limited donor designations—Fund <strong>of</strong>fers limited options for donor<br />
designation as determined by the MDCT<br />
Keep remaining funds in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> - If all needs are met (which is<br />
unlikely given the duration and cost <strong>of</strong> recovery) remaining funds would be<br />
directed to preparedness and mitigation efforts in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>, especially<br />
for CBOs and FBOs as determined by the MDCT.<br />
Work collaboratively amongst grant-making agencies to prevent fraud in the<br />
grant-making efforts post-disaster<br />
5.9.4 Monetary Allocations<br />
The goal <strong>of</strong> planning for monetary donations is to get funding flowing as quickly as<br />
possible to organizations providing response and relief services. The MDCT, in the<br />
planning process, has agreed upon the following phases for distribution <strong>of</strong> funds<br />
(note that these do not necessarily match the phase definitions used in the<br />
emergency management discipline).<br />
5.9.4.1 Response Phase<br />
Silicon Valley Community Foundation, working in partnership with the MDCT and<br />
the CADRE Leadership Council, establishes criteria for Phase One, such as:<br />
Pre-identifying and qualifying agencies who are involved in immediate disaster<br />
relief<br />
Establishing re-qualification requirements for Phase One funding (business<br />
continuity planning, etc.)<br />
Pre-identified allocations possibly set limits to amounts for pre-qualified<br />
agencies<br />
Determine MOU content—bank transfer information, etc.<br />
Establish renewal process<br />
Once established, Silicon Valley Community Foundation can implement Phase One<br />
immediately following a disaster to direct money to service providers as quickly as<br />
possible.<br />
5.9.4.2 Relief and Recovery Phase<br />
For service providers to receive assistance in Phase Two, organizations (not<br />
individuals) need to fill out a <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund Grant<br />
Request Form (Appendix L). Silicon Valley Community Foundation convenes<br />
the Resource Allocation Committee to review applications and determine grant<br />
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awards. CADRE can also help identify critical needs among member agencies for<br />
the MDCT and provide information to CADRE agencies so they can apply for funds.<br />
Depending on the size <strong>of</strong> the disaster and amount <strong>of</strong> funds available, funding may<br />
occur over several cycles.<br />
5.9.4.3 Establish Needs Qualifications & Criteria<br />
Silicon Valley Community Foundation has developed the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
Disaster Relief Fund Grant Request Form for organizations applying for funding<br />
following a major disaster. Only organizations located in the area directly impacted<br />
by the disaster or organizations located in an area receiving people impacted by the<br />
disaster as they evacuate should apply for funding.<br />
To be eligible for a grant, applicants must:<br />
Be a nonpr<strong>of</strong>it organization with tax-exempt status under Section 501(c)(3) <strong>of</strong><br />
the Internal Revenue Code or a public agency, and not be classified as a private<br />
non-operating foundation<br />
Not discriminate in the hiring <strong>of</strong> staff or the provision <strong>of</strong> services on the basis <strong>of</strong><br />
race, ethnicity, religion, gender, sexual orientation or identity, age, national<br />
origin or disability<br />
Use funding to cover activities and costs that cannot be reimbursed by public<br />
agencies<br />
Plan to complete all funded activities no later than 12 months from the date <strong>of</strong><br />
the award<br />
Proposed Use <strong>of</strong> Disaster Relief Funds — funds may be requested for the<br />
following purposes:<br />
- Provide food, shelter, health or mental health services or other disasterrelated<br />
emergency support to <strong>Santa</strong> <strong>County</strong> victims during the first 90 days<br />
following a disaster. Allowable expenses would include direct supplies, staff<br />
time or operating costs related to these services.<br />
- Immediate organizational needs <strong>of</strong> a service provider to enable delivery <strong>of</strong><br />
food, shelter, health or mental health services or other disaster-related<br />
emergency support. Allowable expenses would include using no more than<br />
50% <strong>of</strong> the grant or up to a maximum <strong>of</strong> $10,000 (whichever is less) to:<br />
enable immediate clean-up and/or safety repairs <strong>of</strong> a primary facility so that<br />
it is usable in the first 30 days following a disaster; rent additional space to<br />
deliver services; provide temporary housing or childcare for essential<br />
employees; pay overtime to essential employees; purchase emergency<br />
equipment such as laptop computers or cell phones.<br />
Based on emerging, unmet or unanticipated needs, funding criteria can be adapted<br />
by the MDCT as needed.<br />
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5.9.4.4 Recovery Phase<br />
Long-term recovery can last for several years following a major disaster. Planning<br />
for it is an important part <strong>of</strong> donations management because the identification <strong>of</strong><br />
funding needs <strong>of</strong>ten lags behind the actual donations.<br />
Planning for long-term recovery begins almost immediately after the disaster starts,<br />
with the goal <strong>of</strong> moving those affected by the disaster to a place <strong>of</strong> self-sufficiency as<br />
soon as possible. Many communities establish an LTRC or LTRO to address<br />
emerging and unmet needs, particularly where needs have not been completely met<br />
through government funding and other sources.<br />
In local disasters when no eligible Federal assistance is available, funding for longterm<br />
recovery may be established to meet local needs. Sometimes organizations<br />
that receive funding for relief services and do not expend all <strong>of</strong> the monies transfer<br />
those donations to long-term recovery funds in order to honor donor intent to serve<br />
clients affected by a specific disaster.<br />
Northern California VOAD, CADRE, other NGOs, and local government all play<br />
important roles in the transition to long-term recovery. It is important that the<br />
unmet needs are identified and documented in the recovery process.<br />
One <strong>of</strong> the goals <strong>of</strong> the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund is to provide<br />
resources for long-term recovery, which can last for several years following a major<br />
disaster. Long-term recovery is typically when government resources are exhausted<br />
and multiple unmet needs surface. The <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund is<br />
used to provide grants to local agencies that provide a variety <strong>of</strong> services to clients<br />
to assist with the recovery process.<br />
Organizing Long-term recovery involves identifying key players and resources<br />
available in the community. <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> works closely with CADRE as the<br />
designated Northern California VOAD for <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> and surrounding<br />
jurisdictions to determine available partners with capacity to participate and<br />
possibly lead in the long-term recovery process. Organizations that understand case<br />
management, such as Catholic Charities, are critical players in helping residents<br />
with unmet needs recover from a disaster.<br />
Silicon Valley Community Foundation works closely with LTROs/LTRCs<br />
established in local areas to identify emerging and unmet needs. CADRE can help<br />
connect the MDCT with LTRCs throughout the <strong>County</strong>. Silicon Valley Community<br />
Foundation convenes the MDCT to review applications and determine grant awards<br />
following the same or an adapted process as outline in Phase Two. If some response<br />
and relief organization have excess funds, they may be re-directed back to the <strong>Santa</strong><br />
<strong>Clara</strong> <strong>County</strong> Disaster Relief Fund for Long-Term Resources.<br />
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5.9.5 Fiscal <strong>Management</strong>, Tracking, and Reporting<br />
The <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund is for private donations from<br />
individuals, businesses, foundations, services clubs, organizations, and large<br />
corporations. The following basic processing criteria provides minimal agreed-upon<br />
requirements for the fund:<br />
A separate fund is established and maintained as a separate account at all times<br />
Move money as quickly as possible to critical organizations providing services to<br />
those affected by the disaster (some may be pre-identified and pre-qualified)<br />
Funds should be expended within one year <strong>of</strong> receipt unless additional<br />
agreement is made between the <strong>County</strong> and Silicon Valley Community<br />
Foundation.<br />
Up to 10% <strong>of</strong> donations are allowed for administrative purposes for direct relief<br />
agencies or grant-making agencies such as Silicon Valley Community<br />
Foundation and United Way Silicon Valley.<br />
Contributions <strong>of</strong> individual donors are tracked to ensure that they are provided<br />
with the required receipts for their tax-deductible donation.<br />
Timeline for Fund is to be determined based on the nature <strong>of</strong> the disaster<br />
If government (e.g., a mayor’s <strong>of</strong>fice) donates to the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster<br />
Relief Fund, funds need to be unrestricted and cannot require accounting and<br />
reporting above and beyond the normal operational procedures established for<br />
the fund.<br />
As lead agency and administrator <strong>of</strong> the fund, Silicon Valley Community<br />
Foundation provides a monthly report to the <strong>County</strong> OES during the first six<br />
months <strong>of</strong> activation <strong>of</strong> this Plan. The report delineates basic data such as:<br />
Total amount in fund<br />
New contributions received for the month<br />
Ongoing information about how to apply for grant funding<br />
When grants are approved, a monthly report lists grant recipients, including<br />
name, amount, and a brief purpose statement<br />
Once disaster solicitation ends or donations decrease considerably, reporting<br />
transitions to quarterly or other as agreed upon by <strong>County</strong> OES and Silicon Valley<br />
Community Foundation.<br />
5.10 Operational Details for In-Kind <strong>Donations</strong><br />
Strategies identified in this Plan for the coordination <strong>of</strong> in-kind donations include:<br />
Establishing an IKDCT working with a range <strong>of</strong> community-based organizations<br />
as key partners for successful implementation <strong>of</strong> the Plan<br />
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Concept <strong>of</strong> Operations<br />
Identifying a coordinating agency or agencies for the IKDCT including partner<br />
and supporting agencies<br />
Providing early, strong and consistent messaging regarding donations to limit<br />
the influx <strong>of</strong> unwanted goods<br />
Establishing policies and procedures regarding utilization <strong>of</strong> web-based<br />
technologies for donated goods<br />
Identifying local resources for the management <strong>of</strong> donated goods<br />
Providing guidance on tracking and coordination <strong>of</strong> donations<br />
While the overwhelmingly preferred method <strong>of</strong> donations is monetary, the <strong>Santa</strong><br />
<strong>Clara</strong> <strong>County</strong> Operational Area is prepared for donors who prefer to make in-kind<br />
donations. An efficient way <strong>of</strong> managing in-kind donations would be to direct<br />
donors to a web-based system where donors can post their donation <strong>of</strong>fers and be<br />
matched with a recipient organization. Even with strong and early public messaging<br />
encouraging monetary donations and/or <strong>of</strong>fers <strong>of</strong> in-kind donations via a web<br />
system, donated goods still arrive in an affected area. This section outlines<br />
strategies for the coordination <strong>of</strong> in-kind donations in collaboration with NGOs and<br />
private sector organizations in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
5.10.1 Resources Available for In-kind <strong>Donations</strong><br />
Use <strong>of</strong> an interactive web-based system for registering donations <strong>of</strong>fers enhances<br />
the ability <strong>of</strong> the jurisdiction to limit the influx <strong>of</strong> actual physical donations into an<br />
impacted area. In such a system, goods <strong>of</strong>fered as donations are stored with their<br />
owners until wanted or needed; this process is sometimes referred to as virtual<br />
warehousing. Such systems generally include database functions for posting and<br />
tracking donor <strong>of</strong>fers, posting agency and organization needs, tracking donations<br />
transactions, and maintaining inventory records on a 24x7 basis.<br />
There is also a private-sector tool called CRADAR. CRADAR is a web-based system<br />
administered by the California Resiliency Alliance. The system is designed to match<br />
pre-identified private sector resources, available on a voluntary or at-cost basis,<br />
with emergency response agencies and organizations in time <strong>of</strong> need. CRA’s<br />
intention is to work through business and private sector representation in<br />
Operational Area EOCs, the REOC and the SOC, so that resources can be available<br />
at all three levels.<br />
The Bulk <strong>Donations</strong> <strong>Management</strong> Branch is responsible for management <strong>of</strong> an inhouse<br />
tracking system as well as a web-based donations portal and database.<br />
Currently the two systems identified for this use are the <strong>County</strong>’s internal<br />
Information Systems Department, which is currently used to log and track<br />
resources in Logistics. In addition, the <strong>County</strong> may also employ the use <strong>of</strong> NDMN.<br />
The <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> donations portal pr<strong>of</strong>iles the needs <strong>of</strong> local government and<br />
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NGOs so that donors can direct assistance to where it is needed and give donors<br />
some choice as to where to direct their donations. Conversely, donors may also post<br />
an undesignated donation on the portal. Typically, a recipient organization is<br />
responsible for the retrieval <strong>of</strong> a donated good. However, transportation capabilities<br />
can also be a donation, <strong>of</strong>ten from the private sector.<br />
The donations portal <strong>of</strong>fers a tremendous opportunity to limit the influx <strong>of</strong> actual<br />
physical donations into an impacted area<br />
The Portal should also include a database function with the capacity to track all<br />
donor calls, donation transactions and inventory on a 24/7 basis. This should<br />
include all donations coming through this branch —the portal, the warehouse, and<br />
the private sector. This allows for real time reporting capabilities and provides a<br />
central clearinghouse on donations management activities.<br />
In <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>, a plan is still needed to figure out where the local users <strong>of</strong><br />
Aidmatrix fit in and how this system needs to coordinate with the <strong>County</strong> Operation<br />
Area’s logistics portal.<br />
5.10.2 Operations for Bulk (New) Goods<br />
Though the specific amounts and types <strong>of</strong> material goods needed after the event<br />
cannot be known with certainty, many <strong>of</strong> the community needs can be anticipated<br />
well in advance. These include bulk food and water, new clothing, animal care<br />
supplies, infant care supplies, personal hygiene items, and more. These types <strong>of</strong><br />
goods, if new and packaged, and if donated through a coordinated system, would be<br />
welcome donations.<br />
Because so many bulk donations come from the private sector, private sector<br />
representation is a key component <strong>of</strong> this branch in the DMU.<br />
5.10.2.1 Warehousing<br />
Some donors may still send new and bulk goods into an affected area. Individual<br />
agencies may establish their own warehouse system alone or in partnership with a<br />
business or with another NGO. If the need for a countywide warehouse (or staging<br />
area) becomes apparent, two things are needed immediately—a site for the<br />
warehouse and an agency to run it.<br />
If the need for a countywide warehouse (staging area) becomes apparent, a site is<br />
established by the DMU to process large bulk corporate donations.<br />
If capacity exists, the warehouse can be managed by Adventist Community Services<br />
(ACS), as they are typically a lead agency for this function in NVOAD. If ACS is<br />
designated as the lead agency for running warehouse operations, they provide the<br />
personnel to operate the facility. A facility needs to be identified by the <strong>County</strong> EOC.<br />
Private Sector businesses may be able to provide a warehouse for this function and<br />
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Concept <strong>of</strong> Operations<br />
once activation <strong>of</strong> a warehouse is determined, a facility resource request should be<br />
submitted.<br />
If ACS is unable to take on the role <strong>of</strong> lead agency, <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> can assign<br />
employees as Disaster Service Workers to manage and operate the warehouse on<br />
their own for the entire operation or until ACS can provide more support.<br />
Additionally, Second Harvest Food Bank has warehouse capabilities at their main<br />
site and may be called upon to assist as needed with both refrigerated and nonrefrigerated<br />
warehouse storage space<br />
Ideally any warehouse should be located in proximity to major transportation<br />
routes but not too close to severely affected areas. If a countywide warehouse is<br />
established, all activities should be coordinated with the IKDCT. In the event that<br />
the primary warehouse is unable, arrange for “backup” warehouses in relatively<br />
unaffected areas in case those in heavily damaged areas are inaccessible or unsafe.<br />
Once the warehouse is established (or staging areas if warehouse space is not<br />
available), a warehouse liaison is sent to the DMU in the <strong>County</strong> EOC.<br />
5.10.2.2 Transportation<br />
Some donors may be willing to ship or transport the goods to recipient<br />
organizations. Otherwise, recipient organizations make their own arrangements for<br />
shipping or transport. Recipient organizations may be able to take advantage <strong>of</strong><br />
donated transportation services, utilizing a Transportation portal on the NDMN<br />
website.<br />
The <strong>County</strong>/City may establish control/check points to regulate trucks entering the<br />
disaster area. It may also prioritize deliveries in favor <strong>of</strong> the most critical needs<br />
items. Drivers <strong>of</strong> donated goods coming into the local area should be advised to<br />
carry documentation regarding the shipment, its destination and the voluntary<br />
organization receiving it.<br />
5.10.2.3 Distribution<br />
In general, the distribution <strong>of</strong> bulk goods to those affected by the disaster is carried<br />
out by local CBOs and nationally-recognized organizations such as The Salvation<br />
Army, American Red Cross and Second Harvest Food Bank. Bulk goods distributed<br />
include items such as water, food, ice, first aid supplies, toiletries, and cleaning<br />
supplies. Distribution sites (or points <strong>of</strong> distribution (PODs)) are generally located<br />
in proximity to areas where those affected by the disaster are living. They may be<br />
housed in facilities owned or controlled by the voluntary organizations or local<br />
government or in donated space.<br />
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While the IKDCT may not be responsible for public distribution <strong>of</strong> bulk goods, it<br />
may still play a coordinating or oversight role to ensure goods are distributed<br />
appropriately to those affected by the disaster and according to donor intent.<br />
5.10.2.4 Tracking<br />
Tracking donations is critical for efficient management <strong>of</strong> donations. When<br />
donations are tracked, it allows the IKDCT to know what is being <strong>of</strong>fered, what<br />
donations have been received, what is stored in warehouses, and what items are<br />
needed by agencies and organizations. The usefulness <strong>of</strong> NDMN in tracking<br />
donations <strong>of</strong>fers (virtual warehousing) has been noted in a previous section. NDMN<br />
can also be used for posting and tracking all donated items that are warehoused,<br />
and it is the tracking system used by Adventist Community Services Disaster<br />
Response for their warehouse operations. A system such as this provides a central<br />
clearinghouse on all in-kind donations management resources and activities.<br />
5.10.3 Non-Bulk Goods (Used)<br />
After a catastrophic event, non-bulk donations (mostly used) typically pour into an<br />
affected area. These donations include a broad range <strong>of</strong> items, from used clothing to<br />
household goods to food to toys.<br />
The primary purpose <strong>of</strong> the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> IKDCT is to provide a system to<br />
manage the goodwill intent <strong>of</strong> the public to donate (primarily) used household<br />
goods and clothing to help those affected by a disaster. This system is designed to<br />
keep these items from collecting at fire stations and city halls thereby hindering<br />
response efforts by local jurisdictions.<br />
Additionally, the IKDCT may direct donations to specialized lead organizations,<br />
such a Second Harvest Food Bank, for food donations or other central collection<br />
points for specific types <strong>of</strong> donations. All IKDCT activities are coordinated through<br />
CADRE using the four geographic areas described previously.<br />
All food-related items would be referred to the Food Partner Agencies identified<br />
below. Perishable food items are not accepted or coordinated for distribution by<br />
these entities during emergencies or disasters. The conceptual structure <strong>of</strong> these<br />
organizations in different areas <strong>of</strong> the county and in the IKDCT is illustrated in<br />
Figure 5-5.<br />
5.10.3.1 Reception/Intake Processes and Systems<br />
One <strong>of</strong> the primary functions <strong>of</strong> the IKDCT is to coordinate with organizations (such<br />
as Salvation Army, Hope Services, Goodwill Industries, and Second Harvest Food<br />
Bank partner agencies) to receive and process non-bulk donations.<br />
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These organizations do this on a daily basis and already possess the expertise and<br />
knowledge needed for this function. Generally these organizations provide for the<br />
reception, sorting, storage and distribution <strong>of</strong> donated non-bulk items. The lead<br />
organizations for these tasks in each geographic area <strong>of</strong> the county, as well as their<br />
partners and contact addresses are shown in Table 5-1.<br />
Figure 5-5. Organizations Participating in In-Kind <strong>Donations</strong> in Different Areas <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
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Table 5-1. Lead agencies or organizations for donations reception and processing.<br />
Area<br />
Lead Agency/Organization<br />
Food Partner<br />
Agencies<br />
Food Partner<br />
Address<br />
North<br />
Los Altos<br />
Los Altos<br />
Hills Palo<br />
Alto<br />
Mountain<br />
View<br />
Sunnyvale<br />
Goodwill Industries<br />
Numerous retail and donation sites are located<br />
throughout <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>.<br />
For a current listing <strong>of</strong> sites see<br />
www.goodwillsv.org/shop/retail<br />
See Appendix F for more information on donation drop<br />
<strong>of</strong>f sites and items accepted<br />
Community<br />
Services Agency<br />
Salvation Army<br />
204 Stierlin Rd.<br />
Mountain View<br />
1161 S. Bernardo<br />
Ave.<br />
Sunnyvale<br />
Central<br />
Milpitas<br />
San Jose<br />
<strong>Santa</strong> <strong>Clara</strong><br />
Salvation Army<br />
Numerous trailers already in place in City <strong>of</strong> San Jose<br />
to receive donated goods<br />
For a current listing <strong>of</strong> and information on donation drop<br />
<strong>of</strong>f sites located throughout <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> see<br />
www.satruck.com<br />
Works through Adult Rehabilitation Centers for<br />
distribution <strong>of</strong> items collected<br />
Other Support Agencies:<br />
Seventh Day Adventist Church Milpitas<br />
Sacred Heart<br />
Community<br />
Services<br />
Center for<br />
Employment<br />
Training<br />
Martha’s Kitchen<br />
Our Lady <strong>of</strong><br />
Guadalupe Food<br />
Program<br />
1381 S. First St.<br />
San Jose<br />
701 Vine St.<br />
San Jose<br />
311 Willow St.<br />
San Jose<br />
2020 E. San<br />
Antonio St.<br />
San Jose<br />
Milpitas Food<br />
Pantry<br />
P.O. Box 360061<br />
Milpitas<br />
West<br />
Campbell<br />
Cupertino<br />
Los Gatos<br />
Monte<br />
Sereno<br />
Saratoga<br />
Goodwill Industries<br />
Numerous retail and donation sites are located<br />
throughout <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>.<br />
For a current listing <strong>of</strong> sites see<br />
www.goodwillsv.org/shop/retail<br />
See Appendix F for more information on donation drop<br />
<strong>of</strong>f sites and items accepted<br />
Other Support Agencies:<br />
The Salvation Army<br />
West Valley<br />
Community<br />
Services<br />
10104 Vista Dr.<br />
Cupertino<br />
Home Church 1799 S.<br />
Winchester Blvd.<br />
Campbell<br />
South<br />
Gilroy<br />
Morgan Hill<br />
Hope Services<br />
Drop <strong>of</strong>f locations for donated items located throughout<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
See Appendix F for more information on donation drop<br />
<strong>of</strong>f sites and items accepted<br />
Operates a 10,000 sq. foot building in Gilroy that is<br />
used for services to developmental disability<br />
populations. Of that, 3000 sq. feet <strong>of</strong> warehouse area<br />
with l<strong>of</strong>t may be made available for storage and/or<br />
receipt <strong>of</strong> donated goods<br />
Donated items may be made available through Hope<br />
Savers Stores in Milpitas and San Jose, and/or through<br />
Hope Station located in Fremont<br />
Other Support Agencies:<br />
Goodwill <strong>of</strong> Silicon Valley<br />
Rebekah’s Children’s Services<br />
St. Joseph’s Family<br />
Center<br />
7950 Church St,<br />
Ste. A<br />
Gilroy<br />
58 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Concept <strong>of</strong> Operations<br />
5.10.3.2 Distribution/Use <strong>of</strong> Donated Goods<br />
The IKDCT lead agencies provide distribution to clients/consumers referred by<br />
CADRE Network members (primarily ARC, but not exclusively) in the form <strong>of</strong> a<br />
voucher system so that disaster-affected clients can “shop” for what best meets their<br />
individual needs. Some examples include the following:<br />
Red parka donated by community member to Goodwill Industries site in West<br />
<strong>County</strong> area<br />
Goodwill Industries provides a gift card/voucher to American Red Cross<br />
Disaster Services for distribution to affected clients as they register in shelters in<br />
area<br />
ARC provides a voucher to a disaster-affected client during intake/processing <strong>of</strong><br />
Family Services Assistance<br />
Client goes to any Goodwill Store in the <strong>County</strong> and uses voucher to purchase<br />
items from the full inventory <strong>of</strong> goods available to meet family member needs<br />
During the implementation phase <strong>of</strong> this project, the IKDCT explores with IKDCT<br />
lead agencies how a partnership with ARC Family Services can be brokered. Some<br />
lead agencies (The Salvation Army) do not wish to turn over thrift store vouchers to<br />
another entity but would rather distribute vouchers through their own relief<br />
services system. Other IKDCT lead agencies do not have clearly pre-defined disaster<br />
client services and may wish to partner with American Red Cross for voucher<br />
distribution.<br />
5.10.3.3 Warehousing<br />
Warehousing <strong>of</strong> non-bulk goods is a last resort. The preferred strategy for avoiding<br />
central warehousing <strong>of</strong> these goods is by directing donors to above-named lead and<br />
partner agencies to coordinate with their thrift stores, food bank partner agencies<br />
and other organizations with the capacity to handle the donations.<br />
However, some non-bulk goods may find their way to a central warehouse or<br />
<strong>Donations</strong> Reception Site, if one has been established. In such cases, these items<br />
may be sorted by type, e.g., used clothing vs. food vs. household items, so they can<br />
then be distributed to organizations that can use them to serve clients. Ideally,<br />
information about these donated items is posted on a web-based system, enabling<br />
the IKDCT to coordinate their disposition.<br />
5.10.3.4 Transportation<br />
Most non-bulk goods are donated by individuals who generally transport the items<br />
themselves to a reception site. Items may have to be transported from reception<br />
sites to storage and/or distribution sites. In the event the need for transportation<br />
exceeds the organization’s capacity, it may request assistance through the IKDCT,<br />
to the DMU in Logistics Section.<br />
May 2011 59
Concept <strong>of</strong> Operations<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
5.10.3.5 Tracking<br />
Organizations receiving donations <strong>of</strong> non-bulk items use their own systems to track<br />
what has been received, where it is stored, and how it is being distributed. Non-bulk<br />
items that end up being stored in central warehouses may be tracked through the<br />
warehouse's tracking system.<br />
5.10.4 Donated Services<br />
In addition to bulk and non-bulk goods, in-kind donations also include services, or<br />
more accurately, logistical support services. Like bulk goods, these are generally<br />
<strong>of</strong>fered by businesses and corporations. Types <strong>of</strong> donated services include the<br />
following:<br />
Use <strong>of</strong> facilities and real estate, such as warehouse space<br />
Loaned equipment or vehicles, such as hand-trucks or communications devices<br />
Pr<strong>of</strong>essional and technical services, such as a hand-truck operator that comes<br />
with the loan <strong>of</strong> a hand-truck<br />
Shipping/transporting <strong>of</strong> donated goods—sometimes provided by the same<br />
company that is making the donation and sometimes by a different company,<br />
such as UPS<br />
5.11 Transition to Long-term Recovery<br />
This section describes some <strong>of</strong> the key steps in the process <strong>of</strong> transitioning to longterm<br />
recovery. Particularly with regard to monetary donations, the long-term<br />
recovery phase is critical to address in a donations management plan. While many<br />
<strong>of</strong> these activities are not appropriate to perform during the 60-day period<br />
following a catastrophic earthquake, the planning for these activities needs to begin<br />
well in advance.<br />
5.11.1 Directing Donated Funds to Long-term Recovery<br />
As noted earlier, the need for funds <strong>of</strong>ten extends into the long-term recovery<br />
period, after the influx <strong>of</strong> monetary donations has ceased. Therefore, a large portion<br />
<strong>of</strong> the monetary donations are likely to be used for long-term recovery. Community<br />
foundations, grantmakers, and other NGOs may direct or set aside some portion <strong>of</strong><br />
all funding received for this purpose. The <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Operational Area and<br />
local governments should provide information about the needs <strong>of</strong> affected<br />
individuals in their jurisdictions to these NGOs and seek out opportunities to<br />
leverage public and private investment in long-term recovery. NGOs should share<br />
similar information with the Operational Area and local governments.<br />
5.11.2 Documenting Expenditures for Reimbursement and Other Purposes<br />
The CDAA was amended by Assembly Bill 903 – Chapter 400; approved by the<br />
Governor on October 10, 2007 [Title 2, Division 1, Chapter 7.5, <strong>of</strong> the GC] to require<br />
60 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Concept <strong>of</strong> Operations<br />
the Secretary <strong>of</strong> the Cal EMA to administer a program that provides State financial<br />
assistance as reimbursement to private nonpr<strong>of</strong>it organizations (PNPs) for the<br />
distribution <strong>of</strong> supplies and other emergency or disaster assistance activities<br />
resulting in extraordinary costs.<br />
Local agencies have the jurisdictional authority and responsibility to provide<br />
emergency response and recovery activities to an impacted community. With the<br />
increased impact <strong>of</strong> emergency management activities on local government coupled<br />
with the current economic climate, it has become critical to rely on a holistic<br />
community approach to emergency response and recovery. In order to promote this<br />
community effort, the Governor and the Legislature have provided a mechanism by<br />
statute to reimburse PNPs for the extraordinary costs <strong>of</strong> their emergency assistance<br />
activities. See Appendix D for more information, application and claim forms<br />
available at the time <strong>of</strong> the development this Plan.<br />
Under the CDAA, agencies are eligible for reimbursement for funds spent managing<br />
donations, provided they observe certain tracking and documentation procedures,<br />
which are still being developed by CaliforniaVolunteers and other entities. This is a<br />
topic for future development. The CDAA also allows the hours <strong>of</strong> service provided<br />
by volunteers, if tracked correctly, to be used to meet local match requirements for<br />
public assistance projects.<br />
Similar provisions are included in the Federal Stafford Act. Local governments<br />
wishing to receive FEMA reimbursement for expenditures made in managing<br />
donations must observe and follow FEMA cost-tracking requirements and<br />
procedures.<br />
5.12 Demobilization<br />
When <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> demobilizes its donations management Plan, efforts<br />
should be made to address all outstanding issues, and direct future monetary<br />
donations inquiries to the Silicon Valley Community Foundation. A final report <strong>of</strong><br />
total dollars donated and how they were used should be produced for the entire<br />
community.<br />
For ongoing in-kind donations, goods can be directed to long-term recovery<br />
committees/organizations set up in the <strong>County</strong>. It is expected that through<br />
CADRE’s Resource Coordination efforts, lead agencies for this work would be<br />
identified. As partners in the CADRE operational efforts, the <strong>County</strong> would then<br />
have access to contact information for future inquiries about donated goods. A final<br />
report chronicling all <strong>of</strong> the goods donated into <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>, including that<br />
which is procured during long-term recovery efforts, should be compiled for sharing<br />
with elected <strong>of</strong>ficials, service providers and the public.<br />
May 2011 61
Concept <strong>of</strong> Operations<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Additionally, lessons learned about donations management should be captured by<br />
debriefing key staff and preparing an after-action report. Lessons learned should<br />
also be incorporated into future updates <strong>of</strong> the donations management Plan.<br />
5.12.1 Waste/Trash/Debris Removal<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> and cities are generally responsible for removing material<br />
waste, including trash, packaging and shipping materials, and other types <strong>of</strong> waste<br />
generated by relief and response operations. Unused or undistributed donated<br />
goods are not technically waste or trash. These tasks are in addition to their normal<br />
duties <strong>of</strong> collecting, sorting, and properly disposing municipal solid waste and other<br />
trash.<br />
Many NGOs participating in donations management planning have expressed a<br />
willingness to accept and process in-kind donations as long as the trash removal<br />
and disposal <strong>of</strong> waste remains the responsibility <strong>of</strong> local governments. This was<br />
included as a component <strong>of</strong> the draft MOU these NGOs and the <strong>County</strong> are<br />
reviewing to further develop this Plan. It should be noted that regular pick-up and<br />
disposal <strong>of</strong> this material waste is needed as it accumulates at donations reception<br />
sites, shelters, LACs, DRCs, and other locations where people affected by the<br />
disaster receive services.<br />
The term “debris removal” is generally reserved for large-scale efforts to clear roads,<br />
remove portions <strong>of</strong> damaged buildings or infrastructure, and other similar<br />
activities. These are separate and distinct from the waste generated in accepting,<br />
managing, and distributing donations.<br />
5.12.2 Disposal <strong>of</strong> Unused or Undistributed Goods<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> will work with the DMU and the IKDCT to prepare for removal<br />
and eventual repurposing or disposal <strong>of</strong> donated goods that were not distributed to<br />
individuals affected by the event.<br />
Additionally, <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> will work with the identified IKDCT lead agencies<br />
and food partners to plan for these activities as part <strong>of</strong> both the operational<br />
activities and the transition to long-term recovery and eventual demobilization.<br />
Preparations or arrangements need to be made for transportation or repurposing <strong>of</strong><br />
goods not used or distributed. There may be costs associated with this<br />
demobilization effort, for which the organization or agency should coordinate with<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>.<br />
62 May 2011
6 Operational Response Timeline<br />
This section consists <strong>of</strong> an Operational Response Timeline listing all tasks necessary<br />
to achieve the operational priorities and objectives that were set forth in Section 4.<br />
The tasks are grouped by the time-phase <strong>of</strong> response and the objectives they aim to<br />
achieve.<br />
May 2011 63
Operational Response Timeline<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
A1<br />
Activate the DMU<br />
within the EOC<br />
E to E+72h<br />
Activate the <strong>Donations</strong> <strong>Management</strong><br />
Plan and needed components <strong>of</strong> it<br />
EOC Director EOC activation for<br />
catastrophic earthquake<br />
Review the <strong>Donations</strong> <strong>Management</strong> Plan Logistics DMU, MDCT, IKDCT,<br />
Private-Sector Liaison<br />
Activate the IKDCT or MDCT DMU Leader Communications Unit<br />
Establish a DMU<br />
Logistics Section<br />
Coordinator<br />
Activate the DMU Leader role to report<br />
to the EOC Logistics Section<br />
Coordinator<br />
Logistics Section<br />
Coordinator<br />
Establish a leader for a <strong>Donations</strong><br />
Tracking Unit<br />
Logistics Section<br />
Coordinator<br />
A2<br />
Establish<br />
communication with<br />
the REOC and<br />
particularly with the<br />
voluntary sector and<br />
Private-Sector<br />
Liaisons there<br />
E to E+72h<br />
Through the voluntary sector liaison,<br />
IKDCT, or MDCT, encourage NGOs to<br />
activate their existing plans for staffing,<br />
public outreach, accounting and tracking<br />
systems, and security<br />
Obtain continual situational awareness<br />
from EOC Operations, Planning and<br />
Logistics Sections, county and city<br />
departments, disaster relief<br />
organizations, and the REOC<br />
DMU<br />
DMU<br />
MDCT, IKDCT,<br />
<strong>Management</strong> Section<br />
Liaison Coordinator<br />
Planning Section,<br />
Private-Sector Liaison,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
Aggregate information from other parts<br />
<strong>of</strong> the EOC, from the REOC, and from<br />
the <strong>Donations</strong> Coordination Team<br />
DMU<br />
Establish communications with agencies<br />
and organizations responsible for mass<br />
care and shelter, transportation and<br />
evacuation, volunteer management,<br />
animal care, and others so that needs<br />
can be anticipated<br />
DMU Communications Unit<br />
Notify those donations management<br />
partners that comprise the larger<br />
<strong>Donations</strong> Coordination Team (IKDCT)<br />
DMU Communications Unit<br />
64 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Operational Response Timeline<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
A2 (continued)<br />
Provide regular situation status reports<br />
to the REOC and SOC<br />
Planning<br />
Situational Analysis Unit,<br />
DMU<br />
A3<br />
Begin integrating<br />
data from the cities,<br />
from NGOs, from the<br />
REOC, and from<br />
other sources on<br />
activities pertaining<br />
to donations<br />
management<br />
E to E+72h<br />
Obtain initial damage assessment and<br />
other situational reports to begin<br />
identifying the scope and locations <strong>of</strong><br />
needed goods and assistance<br />
Request the REOC to assess the need<br />
for the regional coordination <strong>of</strong> donated<br />
goods<br />
Monitor donations-related activities (e.g.,<br />
large corporate in-kind donations <strong>of</strong> food<br />
or supplies) originating outside the<br />
affected areas and begin preparing for<br />
their arrival<br />
Planning<br />
Situation Analysis and<br />
Damage Assessment<br />
Units, DMU, MDCT,<br />
IKDCT<br />
Logistics Operations<br />
Private-Sector Liaison<br />
DMU Bulk <strong>Donations</strong><br />
<strong>Management</strong> Branch<br />
Coordinate with NGOs and privatesector<br />
liaisons to monitor which donation<br />
types are being <strong>of</strong>fered, accepted,<br />
brought into the area, etc.<br />
Logistics<br />
DMU, Private-Sector<br />
Liaison<br />
A4<br />
Coordinate with the<br />
PIO, the JIC, and<br />
211 to ensure<br />
creation and<br />
dissemination <strong>of</strong><br />
public information<br />
about donations,<br />
particularly the<br />
preference for<br />
monetary donations<br />
over in-kind<br />
donations<br />
E to E+72h<br />
Review pre-scripted message for public<br />
information and modify as needed<br />
Prepare and distribute public information<br />
messages encouraging cash donations<br />
instead <strong>of</strong> in-kind donations and<br />
explaining how monetary donations can<br />
be made<br />
Establish and publicize a local call<br />
center, e.g., 211, and a designated<br />
website as the primary sources <strong>of</strong><br />
donations information for the public<br />
<strong>Management</strong> DMU JIC<br />
PIO DMU<br />
DMU PIO, IKDCT<br />
Access CaliforniaVolunteers website to<br />
share information about directing<br />
disaster monetary donations<br />
DMU<br />
PIO, Communications<br />
Unit<br />
Release scripted public messages to<br />
convey what in-kind donations are most<br />
needed, when and where they are<br />
accepted, and how they should be<br />
packaged<br />
PIO<br />
DMU, IKDCT, MDCT,<br />
Private-Sector Liaison<br />
JIC<br />
May 2011 65
Operational Response Timeline<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
A4 (continued)<br />
Release scripted public messages to<br />
convey which organizations (or, more<br />
rarely which government agencies) are<br />
accepting monetary donations<br />
PIO DMU, IKDCT, MDCT JIC<br />
A5<br />
Activate technologies<br />
(such as NDMN, tollfree<br />
numbers, text<br />
messages, webbased,<br />
social media,<br />
and/or other<br />
systems) for<br />
accepting,<br />
processing, and<br />
tracking monetary<br />
and in-kind<br />
donations<br />
E to E+72h<br />
Activate any internal or web-based<br />
databases (e.g., NDMN) for tracking<br />
influxes and outflows <strong>of</strong> donations<br />
Make sure all impacted jurisdictions in<br />
the Operational Area have access to<br />
NDMN<br />
Post lists <strong>of</strong> needed items and<br />
assistance types on web sites, through<br />
social media, and other public<br />
information portals<br />
Determine the type <strong>of</strong> in-kind donations<br />
that are most needed<br />
DMU<br />
Communications Unit,<br />
MDCT, IKDCT<br />
DMU Communications Unit<br />
DMU<br />
DMU<br />
MDCT, IKDCT, Private-<br />
Sector Liaison<br />
IKDCT, Operations<br />
Section Mass Care and<br />
Shelter Branch<br />
Begin directing <strong>of</strong>fers <strong>of</strong> monetary and<br />
in-kind donations to appropriate<br />
organizations/agencies<br />
DMU PIO, MDCT, IKDCT<br />
66 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Operational Response Timeline<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
A6<br />
Responding<br />
government<br />
agencies, NGOs and<br />
private sector<br />
activate their existing<br />
plans for donations<br />
management<br />
including staffing,<br />
public outreach,<br />
accounting and<br />
tracking systems,<br />
and security;<br />
encourage NGOs<br />
and private sectors<br />
to similarly activate<br />
additional staff<br />
E to E+72h<br />
Activate any agreements with NGOs<br />
(particularly those identified as Lead and<br />
Food Partner Agencies in the IKDCT and<br />
private sector to operate facilities or<br />
provide services in support <strong>of</strong> donations<br />
management<br />
Notify disaster relief agencies and<br />
providers <strong>of</strong> reception and/or distribution<br />
sites that they are needed<br />
Obtain estimates for when they or their<br />
facilities can be operational<br />
Activate any agreements or contracts<br />
with private sector organizations to<br />
operate facilities or provide services<br />
(including transportation) in support <strong>of</strong><br />
donations management<br />
<strong>Management</strong><br />
DMU<br />
DMU<br />
<strong>Management</strong><br />
EOC Coordinator,<br />
Logistics Section DMU,<br />
Private-Sector Liaison<br />
Communications Unit,<br />
Operations Section Care<br />
and Shelter Branch<br />
Operations Section Care<br />
and Shelter Branch,<br />
IKDCT, Private-Sector<br />
Liaison<br />
EOC Coordinator,<br />
Logistics Section DMU,<br />
Private-Sector Liaison<br />
EOC Coordinator manages<br />
mutual aid except for law, fire,<br />
medical and public works.<br />
DMU would request through<br />
supply branch<br />
Notify call centers (including 211) <strong>of</strong><br />
anticipated role with donor inquiries and<br />
assess their functional capacities and<br />
resources needed<br />
DMU<br />
Coordinate with Second Harvest Food<br />
Bank and Department <strong>of</strong> General<br />
Services to begin process to identify any<br />
available NGO-operated or State-owned<br />
warehouses that could be used to<br />
support donations operations, if<br />
needed/requested.<br />
Logistics REOC<br />
Charities and government agencies that<br />
deal with donated goods activate their<br />
existing plans for staffing, public<br />
outreach, inventorying and tracking<br />
systems, and security<br />
DMU<br />
IKDCT, Operations Public<br />
Works Brach, Mass Care<br />
and Shelter and Law<br />
Enforcement Branch<br />
Address staff needs for the DMU<br />
including liaisons with private sector and<br />
voluntary sector organizations and/or<br />
providers <strong>of</strong> resources<br />
Logistics<br />
Human Resources Unit,<br />
DMU, IKDCT, MDCT,<br />
Private-Sector Liaison<br />
May 2011 67
Operational Response Timeline<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
A6 (continued)<br />
A7<br />
A8<br />
Support or<br />
coordinate the<br />
reception, storage,<br />
allocation and<br />
distribution <strong>of</strong> initial<br />
donations received,<br />
as appropriate<br />
Participate in the<br />
Regional<br />
Coordination Group<br />
(a type <strong>of</strong> MAC<br />
group) to address<br />
specific issues or<br />
situations<br />
E to E+72h<br />
E to E+72h<br />
Begin assembling equipment, supplies,<br />
and staff, volunteers for all donationsrelated<br />
operations<br />
Activate the appropriate prioritization<br />
strategy (developed in advance <strong>of</strong> the<br />
event) to allocate resources<br />
Use improved situational awareness to<br />
prioritize distribution <strong>of</strong> donations<br />
Use improved situational awareness to<br />
specify staffing and types <strong>of</strong> resources<br />
needed, as requested<br />
Begin allocating donations received<br />
through systems that existed prior to the<br />
event<br />
Identify potential storage or warehousing<br />
facilities<br />
Activate initial receiving and distribution<br />
(i.e. warehousing) facilities that may be<br />
run by government or - if requested - by<br />
NGOs<br />
Identify and confirm additional sites for<br />
donations management including<br />
staging, sorting, and possible storage, as<br />
needed<br />
DMU<br />
<strong>Management</strong><br />
DMU<br />
DMU<br />
MDCT, IKDCT, Supply<br />
Unit, Facilities Unit,<br />
Transportation Unit,<br />
Private-Sector Liaison,<br />
Human Resources Unit<br />
Logistics Section and<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
MDCT, IKDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
MDCT, IKDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
DMU MDCT, IKDCT<br />
DMU<br />
Logistics<br />
Logistics<br />
Logistics Facilities Unit,<br />
IKDCT, Private-Sector<br />
Liaison<br />
DMU, Private-Sector<br />
Liaison<br />
Logistics Facilities Unit,<br />
and Transportation Unit,<br />
IKDCT, Private-Sector<br />
Liaison<br />
Report to the Logistics Section DMU IKDCT, MDCT, Private-<br />
Sector Liaison<br />
Participate as needed/requested in<br />
Regional Coordination Group conference<br />
calls convened by the Region<br />
Work through the DMU to identify issues<br />
and prioritize resources<br />
DMU<br />
68 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Operational Response Timeline<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
A9<br />
Monitor media<br />
coverage <strong>of</strong><br />
donations activities,<br />
and identify and<br />
address any<br />
problems as they<br />
arise<br />
E to E+72h<br />
Activate any pre-event agreements with<br />
media outlets<br />
Coordinate public information with<br />
elected and appointed public <strong>of</strong>ficials<br />
who are not directly involved in the<br />
response to keep their own messaging<br />
content and style consistent<br />
JIC<br />
B1<br />
Improve situational<br />
awareness and<br />
resource<br />
coordination<br />
throughout the <strong>Santa</strong><br />
<strong>Clara</strong> <strong>County</strong><br />
Operational Area<br />
with all response<br />
levels, with the<br />
REOC, with MAC<br />
groups and other<br />
Emergency<br />
<strong>Management</strong><br />
structures<br />
E+72h to<br />
E+14d<br />
Conduct daily donations management<br />
briefings, including conference calls with<br />
the IKDCT and MDCT to gather<br />
situational updates<br />
Provide regular updates on the<br />
situational status <strong>of</strong> donations (including<br />
what is needed and not needed in what<br />
locations) to the PIO, liaisons, the<br />
REOC, etc.<br />
DMU<br />
DMU<br />
Planning Section,<br />
Operations Section Mass<br />
Care and Shelter Branch,<br />
IKDCT, MDCT, Private-<br />
Sector Liaison<br />
MDCT, IKDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch,<br />
Private-Sector Liaison<br />
Submit mutual aid requests as needed DMU MDCT, IKDCT<br />
Assist other organizations (particularly<br />
those in the IKDCT) to meet their<br />
resource needs<br />
Logistics<br />
Facilities, Transportation,<br />
DMU and Human<br />
Resources Unit, MDCT,<br />
IKDCT, Private-Sector<br />
Liaison<br />
Notify the Logistics Section about needs<br />
for disaster service workers and/or<br />
volunteers support for various monetary<br />
and in-kind donations services<br />
DMU<br />
MDCT, IKDCT, Private-<br />
Sector Liaison<br />
Use refined situational awareness to<br />
prioritize items and services needed and<br />
specify requests for them<br />
DMU<br />
MDCT, IKDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
May 2011 69
Operational Response Timeline<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
B2<br />
Improve and<br />
broaden<br />
communications and<br />
coordination with<br />
CADRE and other<br />
critical NGOs,<br />
grantmakers, private<br />
sector and others<br />
inside and outside <strong>of</strong><br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
E+72h to<br />
E+14d<br />
Establish regular communications with<br />
other assistance-providing agencies and<br />
organizations<br />
Coordinate with other government<br />
agencies, private sector organizations,<br />
and other NGOs outside <strong>of</strong> the impacted<br />
area to begin storing and shipping<br />
donated goods, as needed<br />
Continue to monitor donations-related<br />
activities originating outside the affected<br />
areas and begin preparing for their<br />
arrival<br />
DMU<br />
Logistics<br />
DMU<br />
IKDCT, MDCT, Logistics<br />
Section Communications<br />
Unit, Private-Sector<br />
Liaison<br />
Transportation, Facilities<br />
Units, DMU, Private-<br />
Sector Liaison<br />
PIO, Logistics Facilities<br />
Unit, IKDCT, MDCT<br />
B3<br />
Refine situational<br />
awareness to<br />
prioritize items and<br />
services needed and<br />
specify requests for<br />
them<br />
E+72h to<br />
E+14d<br />
Conduct daily donations management<br />
briefings, including conference calls with<br />
the DCMT to gather situational updates<br />
Match donations with the unmet needs<br />
<strong>of</strong> response operations and disasteraffected<br />
individuals<br />
DMU<br />
DMU MDCT, IKDCT<br />
B4<br />
Provide additional<br />
and updated public<br />
information through<br />
all media and<br />
mechanisms<br />
E+72h to<br />
E+14d<br />
Work with the PIO, JIC, and 211 to<br />
create public information messages for<br />
release to the media<br />
Revise and repeat public information<br />
distribution as needed<br />
DMU<br />
IKDCT, MDCT, Private-<br />
Sector Liaison<br />
JIC<br />
PIO DMU, IKDCT, MDCT JIC<br />
Update public information systems about<br />
the types <strong>of</strong> donations needed and not<br />
needed in different locations; encourage<br />
monetary donations<br />
PIO<br />
Planning Section, DMU,<br />
MDCT, IKDCT<br />
JIC<br />
Direct or request that people donate only<br />
those items that are most needed<br />
PIO DMU, IKDCT, MDCT JIC<br />
Direct the influx <strong>of</strong> non-bulk in-kind<br />
donations to designated reception sites<br />
and other <strong>of</strong>f-site locations, once they<br />
are established<br />
PIO DMU, IKDCT JIC<br />
70 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Operational Response Timeline<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
B4 (continued)<br />
Provide regular updates on the<br />
situational status <strong>of</strong> donations (including<br />
what is needed and not needed in what<br />
locations) to the media outlets and other<br />
info distribution systems<br />
PIO DMU, IKDCT, MDCT JIC<br />
Use the LAC to address individuals<br />
issues related to monetary and in-kind<br />
donations<br />
DMU<br />
IKDCT, MDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
B5<br />
Deploy and support<br />
additional staff as<br />
needed and begin<br />
planning rotations<br />
E+72h to<br />
E+14d<br />
Use improved situational awareness to<br />
identify additional staffing needs<br />
Assign additional staff to donations<br />
management functions<br />
BMU<br />
DMU<br />
MDCT, IKDCT, Planning<br />
Section Situational<br />
Analysis Unit<br />
Logistics Human<br />
Resources Unit, IKDCT,<br />
MDCT<br />
Ramp up donations management<br />
systems and staff to accept increased<br />
inflows <strong>of</strong> contributions<br />
DMU<br />
Logistics Section<br />
Transportation, Facilities,<br />
Communications, Human<br />
Resources units<br />
Coordinate with volunteer management<br />
organizations or agencies to direct<br />
volunteers to needed areas and roles<br />
DMU IKDCT<br />
B6<br />
Increase<br />
coordination to<br />
process increased<br />
level <strong>of</strong> monetary<br />
donations made<br />
directly to the<br />
established disaster<br />
relief fund and inkind<br />
donations<br />
E+72h to<br />
E+14d<br />
Broaden use <strong>of</strong> technology solutions<br />
(e.g., toll-free numbers, web-based<br />
systems, text messages) for resource<br />
coordination<br />
Provide technical assistance, including<br />
training on NDMN, to local government<br />
agencies<br />
Use databases, information-sharing<br />
systems, and trained personnel to<br />
process donations and begin aligning for<br />
distribution<br />
DMU<br />
DMU<br />
DMU<br />
IKDCT, Logistics<br />
Communications Unit<br />
Logistics Section<br />
Communications Unit and<br />
Human Resources Unit,<br />
Private-Sector Liaison<br />
IKDCT, Private-Sector<br />
Liaison<br />
Evaluate the adequacy <strong>of</strong> potential<br />
facilities for receiving, storing, and<br />
distributing donated items and address<br />
problems as needed<br />
Logistics<br />
Facilities Unit, Planning<br />
Section Damage<br />
Assessment Unit,<br />
Private-Sector Liaison<br />
May 2011 71
Operational Response Timeline<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
B7<br />
Establish Local<br />
Assistance Centers<br />
(LACs) or DRCs,<br />
with NGOs and<br />
government<br />
agencies to monitor<br />
locations and types<br />
<strong>of</strong> needs,<br />
effectiveness <strong>of</strong><br />
distribution and so<br />
on<br />
E+72h to<br />
E+14d<br />
Use the LAC to address issues related to<br />
monetary and in-kind donations<br />
Coordinate, through LACs and DRCs,<br />
with NGOs and government agencies to<br />
monitor locations and types <strong>of</strong> needs,<br />
effectiveness <strong>of</strong> distribution, etc.<br />
Use the LAC to address individuals’<br />
issues related to monetary and in-kind<br />
donations<br />
B8<br />
Support reception<br />
centers and locations<br />
for staging and<br />
sorting <strong>of</strong> donated<br />
items prior to<br />
distribution including<br />
assistance with<br />
waste removal and<br />
disposition <strong>of</strong><br />
unneeded goods, if<br />
requested<br />
E+72h to<br />
E+14d<br />
Evaluate the adequacy <strong>of</strong> facilities for<br />
receiving, storing, and distributing<br />
donated items and address problems as<br />
needed<br />
Determine the priority areas for donated<br />
goods given response and recovery<br />
needs<br />
Work with groups doing warehousing<br />
(e.g., Adventist Community Services) to<br />
determine donation support priorities<br />
Logistics<br />
DMU<br />
DMU IKDCT<br />
Facilities Unit, Planning<br />
Section Damage<br />
Assessment Unit<br />
Operations Mass Care<br />
and Shelter Branch,<br />
<strong>Management</strong> Section,<br />
MDCT, IKDCT<br />
Add donations receiving, staging, storing<br />
or distribution sites as needed<br />
Logistics<br />
DMU, Facilities Unit,<br />
IKDCT, Private-Sector<br />
Liaison<br />
Locate, establish, and assist with the<br />
opening <strong>of</strong> staging or sorting sites in<br />
coordination with IKDCT Lead and Food<br />
Partner Agencies<br />
Logistics<br />
DMU, Facilities Unit,<br />
IKDCT, Planning Section<br />
Situational Analysis and<br />
Damage Assessment<br />
units, Private-Sector<br />
Liaison<br />
Notify county and city departments <strong>of</strong> the<br />
locations <strong>of</strong> site for receiving, sorting,<br />
staging, storing, and distributing<br />
donations<br />
DMU Communications Unit<br />
72 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Operational Response Timeline<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
B8 (continued)<br />
Coordinate with government agencies<br />
and NGOs to begin storing and shipping<br />
donated goods, as needed<br />
DMU<br />
Logistics Section<br />
Transportation and<br />
Facilities units. IKDCT,<br />
Planning Section<br />
Situational Analysis<br />
B9<br />
Support distribution<br />
<strong>of</strong> donated goods in<br />
impacted areas as<br />
per prioritization<br />
system and<br />
procedures<br />
determined by the<br />
IKDCT<br />
E+72h to<br />
E+14d<br />
Use improved situational awareness to<br />
prioritize distribution <strong>of</strong> donations and<br />
types <strong>of</strong> resources needed<br />
Use the prioritized distribution systems<br />
to begin sorting and staging donated<br />
items in locales for distribution<br />
Initiate distribution <strong>of</strong> donated goods in<br />
accordance with prioritization system<br />
DMU<br />
DMU IKDCT<br />
IKDCT DMU<br />
IKDCT, Planning Section<br />
Situational Analysis Unit<br />
Match donations with the unmet needs<br />
<strong>of</strong> response operations and disasteraffected<br />
individuals<br />
DMU<br />
Operations Section Mass<br />
Care and Shelter Branch,<br />
MDCT, IKDCT, PIO<br />
Assist NGOs with operations <strong>of</strong> in-kind<br />
donations processing and distribution<br />
DMU<br />
IKDCT, Logistics Section<br />
Transportation Unit<br />
B10<br />
Support distribution<br />
<strong>of</strong> monetary<br />
donations as per<br />
prioritization system<br />
E+72h to<br />
E+14d<br />
Use improved situational awareness to<br />
prioritize distribution <strong>of</strong> donated funds<br />
relative to needs<br />
Use the prioritized distribution systems<br />
to begin allocating donated funds for<br />
distribution<br />
DMU<br />
MDCT DMU<br />
MDCT, Planning Section<br />
Situational Analysis Unit<br />
Initiate distribution <strong>of</strong> donated funds in<br />
accordance with prioritization system<br />
MDCT DMU<br />
Match donations with the unmet needs<br />
<strong>of</strong> response operations and disasteraffected<br />
individuals<br />
DMU<br />
Operations Section Mass<br />
Care and Shelter Branch,<br />
MDCT, PIO<br />
Assist NGOs with operations <strong>of</strong><br />
monetary donations processing and<br />
distribution<br />
DMU<br />
MDCT, Logistics<br />
Communications Unit<br />
May 2011 73
Operational Response Timeline<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
B11<br />
Continue monitoring<br />
donations-related<br />
activities<br />
E+72h to<br />
E+14d<br />
Monitor tracking databases and other<br />
systems to identify donation <strong>of</strong>fers that<br />
meet or fail to meet the needs <strong>of</strong> people<br />
affected by the disaster<br />
DMU<br />
MDCT, IKDCT,<br />
Operations Section Care<br />
and Shelter Branch<br />
Coordinate, through LACs and DRCs,<br />
with NGOs and government agencies to<br />
monitor locations and types <strong>of</strong> needs,<br />
effectiveness <strong>of</strong> distribution, and so on<br />
DMU<br />
MDCT, IKDCT,<br />
Operations Section Care<br />
and Shelter Branch<br />
Gather information on donated goods<br />
that are available to supplement the<br />
resource needs <strong>of</strong> emergency<br />
responders and emergency operations<br />
DMU<br />
Private-Sector Liaison,<br />
IKDCT, Operations<br />
Section<br />
Assist NGOs with maintenance and<br />
tracking <strong>of</strong> donations databases and<br />
other systems<br />
DMU<br />
Logistics Section<br />
Communications Unit<br />
Anticipate future donation needs and<br />
feed them back into the other information<br />
streams<br />
DMU IKDCT, MDCT<br />
Archive the tracked donation information<br />
for use in future reporting and<br />
reimbursement<br />
DMU<br />
Planning Section<br />
Documentation Unit<br />
B12<br />
Assist organizations<br />
accepting and<br />
distributing donations<br />
in following<br />
appropriate laws and<br />
regulations<br />
E+72h to<br />
E+14d<br />
Follow established criteria for the<br />
effective use <strong>of</strong> funds<br />
Collect and collate data on distribution <strong>of</strong><br />
cash donations for future reporting<br />
Share legal and policy information about<br />
health and safety considerations with<br />
organizations and entities participating in<br />
the donations response<br />
MDCT DMU<br />
DMU MDCT<br />
DMU<br />
Operations Section<br />
Health Branch, MDCT,<br />
IKDCT, <strong>Management</strong><br />
Section Legal/<strong>County</strong><br />
Counsel<br />
Share legal and policy information about<br />
data tracking and reporting with<br />
organizations and entities participating in<br />
the donations response<br />
DMU<br />
MDCT, IKDCT,<br />
<strong>Management</strong> Section<br />
Legal/<strong>County</strong> Counsel<br />
Periodically check for compliance with<br />
safety and reporting requirements<br />
DMU IKDCT, MDCT<br />
74 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Operational Response Timeline<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
B12 (continued)<br />
Begin planning for report to public on<br />
distribution and use <strong>of</strong> cash donations<br />
DMU<br />
MDCT, PIO,<br />
<strong>Management</strong> Section<br />
Legal/<strong>County</strong> Counsel<br />
B13<br />
Begin to prepare for<br />
transition to longterm<br />
recovery<br />
E+72h to<br />
E+14d<br />
Encourage and support formation <strong>of</strong> a<br />
LTRC with support from CADRE<br />
DMU<br />
IKDCT, MDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
Participate in forming a LTRC/LTRO, if<br />
desired<br />
DMU<br />
MDCT, IKDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
Activate process to solicit proposals for<br />
use <strong>of</strong> funds donated directly to the State<br />
(placeholder for approach<br />
CaliforniaVolunteers develops)<br />
<strong>Management</strong><br />
Legal/<strong>County</strong> Counsel,<br />
PIO, DMU, MDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
Local jurisdictions<br />
C1<br />
Continue tracking<br />
donations and<br />
updating donations<br />
databases<br />
E+14d to<br />
E+60d<br />
Collect and collate data on distribution <strong>of</strong><br />
donations for report to public<br />
Continue all other relevant and<br />
necessary activities <strong>of</strong> this type from the<br />
previous time period<br />
DMU<br />
DMU<br />
MDCT, IKDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
MDCT, IKDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
C2<br />
Continue to<br />
coordinate, through<br />
LACs and DRCs,<br />
with NGOs and<br />
government<br />
agencies to monitor<br />
locations and types<br />
<strong>of</strong> needs,<br />
effectiveness <strong>of</strong><br />
distribution, and so<br />
on<br />
E+14d to<br />
E+60d<br />
Continue all other relevant and<br />
necessary activities <strong>of</strong> this type from the<br />
previous time period<br />
DMU<br />
MDCT, IKDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
May 2011 75
Operational Response Timeline<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
C3<br />
Form and operate an<br />
LTRC or LTRO<br />
E+14d to<br />
E+60d<br />
Work with CADRE leadership to identify<br />
key organizations and stakeholders to<br />
convene discussions on the formation <strong>of</strong><br />
a LTRC/LTRO<br />
DMU<br />
CADRE, IKDCT, MDCT<br />
Mass Care and Shelter<br />
Branch<br />
Assist as needed with hosting and<br />
facilitation <strong>of</strong> transition meeting to<br />
empower leadership <strong>of</strong> LTRC/LTRO to<br />
be formed<br />
C4<br />
Update public<br />
regularly about the<br />
flows <strong>of</strong> donated<br />
funds, goods, and<br />
services, any gaps in<br />
what is needed, and<br />
what is not needed<br />
E+14d to<br />
E+60d<br />
Continue all other relevant and<br />
necessary activities <strong>of</strong> this type from the<br />
previous time period<br />
PIO<br />
DMU, MDCT, IKDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
JIC<br />
C5<br />
Support monetary<br />
and in-kind<br />
distribution systems<br />
to increase their<br />
efficiency and<br />
completeness<br />
E+14d to<br />
E+60d<br />
Support continued distribution <strong>of</strong><br />
monetary donations as per prioritization<br />
system<br />
Support DMU staff and begin plans for<br />
rotation periods<br />
MDCT<br />
Logistics<br />
DMU, Logistics Section<br />
Communications Unit,<br />
Private-Sector Liaison<br />
DMU, MDCT, IKDCT,<br />
Logistics Section Human<br />
Resources Unit<br />
Increase staffing levels as needed to<br />
function at required capacity<br />
DMU<br />
Logistics Section Human<br />
Resources Unit, IKDCT,<br />
MDCT<br />
C6<br />
Evaluate priorities for<br />
distribution to<br />
minimize unmet<br />
needs<br />
E+14d to<br />
E+60d<br />
Work with MDCT and IKDCT members<br />
to identify gaps<br />
DMU<br />
MDCT, IKDCT, Mass<br />
Care and Shelter Branch<br />
C7<br />
Support State or<br />
Federal efforts to<br />
identify and<br />
prosecute fraudulent<br />
solicitations for<br />
donations<br />
E+14d to<br />
E+60d<br />
Respond promptly to information<br />
requests from State or Federal law<br />
enforcement agencies or Departments <strong>of</strong><br />
Justice<br />
Work through Law Enforcement Mutual<br />
Aid system and other mechanisms to<br />
contribute or share necessary resources<br />
DMU<br />
Operations<br />
Operations Section Law<br />
Enforcement and Mass<br />
Care and Shelter<br />
branched, MDCT, IKDCT<br />
Law Enforcement<br />
Branch, Logistics Section<br />
DMU<br />
76 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Operational Response Timeline<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
C7 (continued)<br />
C8<br />
C9<br />
Support disposition<br />
<strong>of</strong> unused donated<br />
goods, trash, and<br />
other waste<br />
Plan for long-term<br />
operation and<br />
eventual shutdown <strong>of</strong><br />
event-specific<br />
donations<br />
management<br />
services and<br />
systems<br />
E+14d to<br />
E+60d<br />
E+14d to<br />
E+60d<br />
Analyze tracked and archived<br />
information on donations received and<br />
distributed for signs <strong>of</strong> possible fraud or<br />
abuse<br />
Distribute surplus <strong>of</strong> donations to<br />
Disaster Relief Agencies; agencies<br />
receiving such goods provide<br />
transportation and staff needed to load<br />
items<br />
Identify unneeded goods and arrange for<br />
disposition<br />
Provide assistance in the disposition <strong>of</strong><br />
unneeded goods, if requested<br />
Dispose <strong>of</strong> remaining, unwanted goods<br />
and recycle when possible<br />
Operations<br />
Logistics<br />
DMU<br />
DMU<br />
Operations<br />
Law Enforcement<br />
Branch, Logistics Section<br />
DMU, MDCT, IKDCT<br />
DMU, Transportation and<br />
Facilities units, IKDCT<br />
IKDCT, Operations<br />
Section Public Works<br />
Branch<br />
MDCT, IKDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
Public Works Branch,<br />
Logistics Section DMU<br />
Dispose <strong>of</strong> trash and unused materials Operations Public Works Branch<br />
Assist State-level efforts to support<br />
operation <strong>of</strong> an LTRC/LTRO in each<br />
impacted Operational Area<br />
Arrange for long-term operation <strong>of</strong> the<br />
functions <strong>of</strong> the DMU that persist<br />
throughout the recovery phase to persist<br />
after the EOC closes<br />
Plan for long-term staffing <strong>of</strong> call centers<br />
and public information providers<br />
Support State or Federal efforts to<br />
identify and prosecute fraudulent<br />
solicitations for donations<br />
Solidify and continue the accounting<br />
requirements for cash donations<br />
DMU<br />
DMU<br />
IKDCT, MDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
IKDCT, MDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch,<br />
Private-Sector Liaison<br />
DMU PIO, IKDCT, MDCT JIC<br />
DMU<br />
DMU MDCT<br />
Operations Section Law<br />
Enforcement and Mass<br />
Care and Shelter<br />
branches, MDCT, IKDCT<br />
Local law enforcement<br />
agencies<br />
May 2011 77
Operational Response Timeline<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Table 6-1. Response tasks timeline for donations management.<br />
Line<br />
Objective<br />
Time<br />
Frame<br />
Task<br />
Lead/Coordinating<br />
<strong>County</strong> EOC Section<br />
Supporting <strong>County</strong><br />
EOC Section/Branches<br />
Details and Comments<br />
C9 (continued)<br />
Identify agency(ies) and other<br />
organizations that are involved in longterm<br />
(i.e., beyond 60 days) donations<br />
coordination<br />
DMU<br />
IKDCT, MDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch,<br />
Private-Sector Liaison<br />
C10<br />
Prepare public report<br />
on donations<br />
E+14d to<br />
E+60d<br />
Complete collection and analysis <strong>of</strong> data<br />
on distribution <strong>of</strong> donations<br />
DMU MDCT, IKDCT<br />
Draft public report on distribution <strong>of</strong><br />
monetary donations<br />
PIO<br />
DMU, IKDCT,<br />
<strong>Management</strong> Section<br />
Legal/<strong>County</strong> Counsel<br />
Draft public report on distribution <strong>of</strong> inkind<br />
donations<br />
PIO<br />
DMU, IKDCT,<br />
<strong>Management</strong> Section<br />
Legal/<strong>County</strong> Counsel<br />
Identify agencies and other<br />
organizations that are involved in longterm<br />
(i.e., beyond 60 days) donations<br />
coordination; integrate with long-term<br />
recovery efforts<br />
DMU<br />
IKDCT, MDCT,<br />
Operations Section Mass<br />
Care and Shelter Branch<br />
Deliver draft public reports to agencies<br />
responsible for maintaining response<br />
and recovery activities beyond 60-day<br />
planning period<br />
PIO DMU, IKDCT, MDCT<br />
— = Not applicable<br />
CADRE = Collaborating Agencies’ Disaster Relief Efforts<br />
d = days<br />
DMB = <strong>Donations</strong> <strong>Management</strong> Branch<br />
DMU = <strong>Donations</strong> <strong>Management</strong> Unit<br />
DRC = Disaster Recovery Center<br />
E = event<br />
EOC = Emergency Operation Center<br />
h = hours<br />
IKDCT = In-Kind <strong>Donations</strong> Coordination Team<br />
JFO = Joint Field Office<br />
JIC = Joint Information Center<br />
LAC = Local Assistance Center<br />
LTRC = Long-term Recovery Committee<br />
LTRO = Long-term Recovery Organization<br />
MAC = Multi-Agency Coordination<br />
MDCT = Monetary <strong>Donations</strong> Coordination Team<br />
NDMN = National <strong>Donations</strong> <strong>Management</strong> Network<br />
NGO = non-governmental organization<br />
PIO = Public Information Officer<br />
REOC = Regional Emergency Operations Center<br />
SEMS = Standardized Emergency <strong>Management</strong><br />
System<br />
SOC = State Operations Center<br />
VOAD = Voluntary Organizations Active in Disaster<br />
78 May 2011
7 Plan Maintenance<br />
The process for maintaining the Plan is described in this section. The discussion<br />
identifies who receives and reviews the Plan, how updates are to be integrated into<br />
the Plan, how the Plan is tested, what type <strong>of</strong> training and exercises are developed<br />
to enhance understanding and execution <strong>of</strong> the plan, and how after-action review is<br />
conducted after the Plan has been implemented, whether as part <strong>of</strong> an exercise or in<br />
response to a real emergency.<br />
7.1 Plan Distribution<br />
Once completed and approved, the Catastrophic Incident <strong>Donations</strong> <strong>Management</strong><br />
Plan for <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> is distributed to the <strong>Donations</strong> <strong>Management</strong> Steering<br />
Committee and the UASI management team. Printed and electronic copies are also<br />
delivered to the EOC in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> and to other agencies and departments<br />
in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>, Cal EMA’s Coastal Region <strong>of</strong>fice and State headquarters, the<br />
<strong>of</strong>fices <strong>of</strong> CaliforniaVolunteers, and other State agencies. Electronic versions <strong>of</strong> the<br />
Final Plan are also distributed to each <strong>of</strong> the regional and/or local <strong>of</strong>fices <strong>of</strong> the<br />
NGOs with major roles to play in donations management.<br />
7.2 Plan Updates<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> is responsible for the maintenance, revision, and distribution <strong>of</strong><br />
the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Incident <strong>Donations</strong> <strong>Management</strong> Plan. It<br />
annually assesses the need for revisions to this plan based on the following<br />
considerations:<br />
Changes to local, State, or Federal regulations, requirements, or organization<br />
The need for additional subsidiary plans to develop regional response<br />
capabilities or eliminate gaps in capabilities, as suggested by Mutual Aid<br />
Regional Advisory Committee members and coordinated with the Bay Area<br />
UASI management team<br />
Implementation <strong>of</strong> tools or procedures that alter or improve on plan<br />
components<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> maintains the record <strong>of</strong> amendments and revisions (the Record<br />
<strong>of</strong> Changes table in the front <strong>of</strong> this document), as well as executable versions <strong>of</strong> all<br />
documents, and is responsible for distributing the plan to all applicable agencies.<br />
Some aspects <strong>of</strong> this Plan were not able to be fully developed in the time frame <strong>of</strong><br />
the funding allocated for its creation. These topics include:<br />
Identifying, developing, or implementing innovative training and exercise<br />
systems such as using food drives to simulate in-kind donations.<br />
May 2011 79
Plan Maintenance<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Draft templates <strong>of</strong> MOUs were provided under this project. Finalization <strong>of</strong><br />
content and execution with signatures <strong>of</strong> necessary parties remain to be<br />
completed by the <strong>County</strong> OES.<br />
A non-bulk goods voucher system needs to be developed and agreements/<br />
understandings documented for the flow <strong>of</strong> goods into CBO partners as well as a<br />
description <strong>of</strong> how that translates into a voucher/service delivery unit for use by<br />
disaster-affected clients (either through Red Cross Family Services or other casemanagement<br />
organizations).<br />
These topics warrant further consideration and attention towards their<br />
development and implementation. Part <strong>of</strong> the plan-updating process should include<br />
improving the amount and quality <strong>of</strong> the content regarding them, possibly through<br />
the testing, training, and exercise processes described below.<br />
7.3 Plan Testing, Training, and Exercises<br />
Exercising the plan and evaluating its effectiveness involves using training and<br />
exercises and evaluation <strong>of</strong> actual disasters to determine whether goals, objectives,<br />
decision, actions, and timing outlined in the plan led to a successful response.<br />
Exercises are the best method <strong>of</strong> evaluating the effectiveness <strong>of</strong> a plan and are also a<br />
valuable tool in training emergency responders and government <strong>of</strong>ficials to become<br />
familiar with the procedures, facilities, and systems that they actually use or<br />
manage in emergency situations. Exercises are conducted on a regular basis to<br />
maintain readiness. Cal EMA is responsible for planning and conducting emergency<br />
exercises for the region.<br />
7.4 After-Action Review and Corrective Action<br />
After every exercise or disaster, an After-Action Report/Improvement Plan<br />
(AAR/IP) should be completed. The AAR/IP has two components: an AAR, which<br />
captures observations and recommendations based on incident objectives as<br />
associated with the capabilities and tasks; and an IP, which identifies specific<br />
corrective actions, assigns them to responsible parties, and establishes targets for<br />
their completion. The <strong>County</strong>’s Facilities and Fleet Department is the lead agency<br />
for the development <strong>of</strong> the AAR/IP and convenes participants to discuss action<br />
items and solicit recommendations for improvement.<br />
80 May 2011
Appendix A:<br />
Glossary and Terms
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Appendix A: Glossary and Terms<br />
Acronyms and Abbreviations<br />
AAR/IP................. After-Action Report/Improvement Plan<br />
ACS....................... Adventist Community Services<br />
ARC ...................... American Red Cross<br />
BUOC ................... Business and Utilities Operations Center<br />
CADRE ................. Collaborating Agencies’ Disaster Relief Efforts<br />
Cal EMA ............... California Emergency <strong>Management</strong> Agency<br />
CBO ...................... community-based organization<br />
CDAA.................... California Disaster Assistance Act<br />
CEO ...................... Chief Executive Officer<br />
CRA ...................... California Resiliency Alliance<br />
CRADAR .............. California Resiliency Alliance Disaster Asset Registry<br />
DHS...................... Department <strong>of</strong> Homeland Security<br />
DME ..................... durable medical equipment<br />
DMU..................... <strong>Donations</strong> <strong>Management</strong> Unit<br />
DRC...................... Disaster Recovery Center<br />
E ........................... event<br />
EMAC ................... Emergency <strong>Management</strong> Assistance Compact<br />
EMMA.................. Emergency Managers Mutual Aid<br />
EOC ...................... Emergency Operations Center<br />
EOP ...................... Emergency Operations Plan<br />
FEMA ................... Federal Emergency <strong>Management</strong> Agency<br />
FBO ...................... faith-based organization<br />
GC......................... Government Code<br />
HAZUS ................. Hazards U.S.<br />
IAP ....................... Incident Action Plan<br />
IKDCT .................. In-Kind Distribution Coordination Team<br />
JFO....................... Joint Field Office<br />
JIC........................ Joint Information Center<br />
LAC....................... Local Assistance Center<br />
LTRC/LTRO......... Long-term Recovery Committee/Organization<br />
M...................... moment magnitude<br />
MAC ..................... Multi-Agency Coordination System<br />
MDCT................... Monetary <strong>Donations</strong> Coordination Team<br />
MM....................... Modified Mercalli<br />
May 2011 A-1
Appendix A: Glossary<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
MOA ..................... memorandum <strong>of</strong> agreement<br />
MOU..................... memorandum <strong>of</strong> understanding<br />
NDMN.................. National <strong>Donations</strong> <strong>Management</strong> Network<br />
NGO ..................... non-governmental organization<br />
NIMS.................... National Incident <strong>Management</strong> System<br />
NorCal VOAD....... Northern California Voluntary Organizations Active in Disaster<br />
NRCC ................... National Response Coordination Center<br />
NRF ...................... National Response Framework<br />
NVOAD ................ National Voluntary Organizations Active in Disaster<br />
OES ...................... Office <strong>of</strong> Emergency Services<br />
PIO ....................... Public Information Officer<br />
PNP ...................... private nonpr<strong>of</strong>it organization<br />
POD...................... point <strong>of</strong> distribution<br />
RCPGP.................. Regional Catastrophic Preparedness Grant Program<br />
RECP .................... Regional Emergency Coordination Plan<br />
REOC.................... Regional Emergency Operations Center<br />
RRCC.................... Regional Response Coordination Center<br />
SBA....................... Small Business Administration<br />
SCCC .................... <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Code<br />
SEMS.................... Standardized Emergency <strong>Management</strong> System<br />
SEP....................... State Emergency Plan<br />
SOC ...................... State Operations Center<br />
UASI..................... Urban Area Security Initiative<br />
URL ...................... Uniform Resource Locator<br />
VOAD ................... Voluntary Organizations Active in Disaster<br />
Definitions <strong>of</strong> Key Terms<br />
211. Service that provides free and confidential information and referral (including disaster-related<br />
information) by telephone to the public<br />
Bulk Goods. Donated goods, generally new, available, or provided in palletized or other bulk format<br />
Direct Service Providers. See Service Providers<br />
Donated Services. <strong>Donations</strong> category that includes donated pr<strong>of</strong>essional services, use <strong>of</strong> facilities<br />
and real estate, and loaned equipment or vehicles<br />
<strong>Donations</strong>. All donations, both monetary and in-kind, designated for disaster response, relief, and<br />
recovery; also referred to as donated goods and services<br />
<strong>Donations</strong> Coordination Team. Multi-agency team that serves a specific and defined purpose in<br />
support <strong>of</strong> a DMU<br />
A-2 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Appendix A: Glossary<br />
<strong>Donations</strong> <strong>Management</strong> Unit. Functional unit in an Emergency Operations Center that<br />
coordinates donations-related activities, such as communication, information management,<br />
resource management, and public information<br />
Goodwilled Intent. Benevolent aim or purpose, as in "They donated the used toys with goodwilled<br />
intent"<br />
Grantmakers. Organizations that make grants to voluntary organizations and/or to people affected<br />
by disaster; organization types include community foundations, family foundations, United Way,<br />
and corporate foundations<br />
In-kind <strong>Donations</strong>. All non-monetary donations designated for disaster response, relief, and<br />
recovery<br />
Material Waste. Packaging and other trash generated from bulk donations, as well as used goods<br />
that are not clean or safe enough for distribution<br />
Monetary <strong>Donations</strong>. Financial contributions designated for disaster response, relief, and recovery<br />
Monetary <strong>Donations</strong> Coordination Team. A form <strong>of</strong> a <strong>Donations</strong> Coordination Team (defined<br />
above) specific to monetary donations<br />
Non-bulk Goods. Donated goods, generally used, not available or provided in palletized or other<br />
bulk format<br />
Non-governmental Organization. Any organization that is external to government<br />
Nonpr<strong>of</strong>it Thrift Shop. A thrift shop that is run for the benefit <strong>of</strong> a nonpr<strong>of</strong>it organization<br />
Private Sector. A subset <strong>of</strong> non-governmental organizations; includes businesses, corporations, and<br />
utilities<br />
Service Providers. A subset <strong>of</strong> voluntary sector organizations that may include CBOs, FBOs, and<br />
other 501(c)(3) organizations that provide disaster services to clients in the affected area; individual<br />
local agencies may provide care and shelter, feeding, and assistance to first responders<br />
Thrift Shop. A shop that sells secondhand articles and is <strong>of</strong>ten run for charitable purposes<br />
Unused Goods. Donated items that are new or <strong>of</strong> high quality but that are not distributed to people<br />
or organizations<br />
Voluntary Organization. Nonpr<strong>of</strong>it organization; sub-types include community-based<br />
organizations, faith-based organizations, grantmakers, and others<br />
Voluntary Sector. A subset <strong>of</strong> non-governmental organizations consisting <strong>of</strong> all voluntary<br />
organizations; sometimes referred to as the nonpr<strong>of</strong>it sector<br />
May 2011 A-3
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Appendix B:<br />
Maps
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Table <strong>of</strong> Contents<br />
Map B-1<br />
Map B-2<br />
Map B-3<br />
Twelve-county San Francisco Bay Area region.<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>.<br />
Shaking intensity.<br />
May 2011<br />
B-i
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BUTTE<br />
MENDOCINO<br />
LAKE<br />
COLUSA<br />
SUTTER<br />
YUBA<br />
NEVADA<br />
PLACER<br />
EL DORADO<br />
SONOMA<br />
NAPA<br />
YOLO<br />
SACRAMENTO<br />
AMADOR<br />
ALPINE<br />
SOLANO<br />
CALAVERAS<br />
MARIN<br />
San Pablo<br />
Bay<br />
TUOLUMNE<br />
CONTRA COSTA<br />
SAN JOAQUIN<br />
SAN FRANCISCO<br />
San<br />
Francisco<br />
Bay<br />
ALAMEDA<br />
STANISLAUS<br />
MARIPOSA<br />
SAN MATEO<br />
SANTA CLARA<br />
MERCED<br />
PA C I F I C<br />
O C E A N<br />
SANTA CRUZ<br />
MADERA<br />
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<br />
Map<br />
area<br />
CALIFORNIA<br />
Bay Area UASI Program<br />
Regional Catastrophic Preparedness Grant Program<br />
0 20 40<br />
MILES<br />
SAN BENITO<br />
MONTEREY<br />
SAN LUIS OBISPO<br />
FRESNO<br />
KINGS<br />
KERN<br />
Map B-1<br />
Twelve-county San Francisco Bay Area region
Russell City<br />
114<br />
92 Hayward<br />
East Palo Alto<br />
Menlo Park<br />
ALAMEDA<br />
COUNTY<br />
Fremont<br />
84 SAN MATEO Newark 880<br />
COUNTY<br />
Stanford<br />
237<br />
Ladera Palo Alto Mountain View<br />
82<br />
Sunnyvale<br />
Loyola<br />
85<br />
Union 238 City<br />
280<br />
<strong>Santa</strong> <strong>Clara</strong><br />
262<br />
Cupertino Rancho Rinconada Burbank<br />
Pleasanton<br />
Kilkare Woods<br />
Milpitas 680<br />
87<br />
San Antonio Res<br />
Calaveras Res<br />
San Jose<br />
East Foothills<br />
Lake Del Valle<br />
Lake Delvalle<br />
130<br />
580<br />
SAN JOAQUIN<br />
COUNTY<br />
132<br />
33<br />
5<br />
STANISLAUS<br />
COUNTY<br />
Westley<br />
236<br />
35<br />
Campbell<br />
Saratoga<br />
Cambrian Park<br />
Monte Sereno<br />
Los Gatos<br />
Lexington Res<br />
Lexington Hills<br />
101<br />
SANTA CLARA<br />
COUNTY<br />
Calero Reservoir<br />
Anderson Lake<br />
URS Corp - Oakland CA - S.Lewis \\S021emc2\gisdata\Projects\UASI\Maps\02debris\Debris_Local_MapB-02_<strong>County</strong>-City_v2.mxd - 8/25/2010 @ 9:18:33 AM<br />
Boulder Creek<br />
9<br />
Ben Lomond<br />
Felton<br />
17<br />
Scotts Valley<br />
SANTA CRUZ<br />
COUNTY<br />
Live Oak<br />
Soquel<br />
<strong>Santa</strong> Cruz<br />
Capitola<br />
Twin Lakes<br />
0 5 10<br />
MILES<br />
Aptos<br />
MONTEREY<br />
COUNTY<br />
Day Valley<br />
Rio del Mar<br />
Data sources<br />
Public lands: Legacy Project 2003<br />
Topography: USGS National Elevation Dataset, 30-m hillshade<br />
Bay Area UASI Program<br />
Regional Catastrophic Preparedness Grant Program<br />
Corralitos<br />
Interlaken<br />
1<br />
Watsonville<br />
Moss Landing<br />
Pajaro<br />
Las Lomas<br />
Castroville<br />
183<br />
Elkhorn<br />
Morgan Hill<br />
Coyote Lake<br />
San Martin<br />
Gilroy<br />
129<br />
Aromas<br />
SAN BENITO<br />
COUNTY<br />
San Juan Bautista<br />
Prunedale<br />
<strong>County</strong> boundary<br />
Highway<br />
Road<br />
152<br />
156 Hollister<br />
25<br />
Tres Pinos<br />
Public land<br />
Water body<br />
MERCED<br />
COUNTY<br />
Map B-2<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>
MENDOCINO<br />
LAKE<br />
SUTTER<br />
PLACER<br />
YOLO<br />
EL DORADO<br />
SONOMA<br />
NAPA<br />
SACRAMENTO<br />
AMADOR<br />
SOLANO<br />
CALAVERAS<br />
MARIN<br />
TUOLUMNE<br />
CONTRA COSTA<br />
SAN JOAQUIN<br />
SAN FRANCISCO<br />
ALAMEDA<br />
STANISLAUS<br />
MARIPOSA<br />
SAN MATEO<br />
SANTA CLARA<br />
MERCED<br />
SANTA CRUZ<br />
MADERA<br />
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PA C I F I C<br />
O C E A N<br />
0 20 40<br />
MILES<br />
Bay Area UASI Program<br />
Regional Catastrophic Preparedness Grant Program<br />
San Andreas<br />
fault zone<br />
SAN BENITO<br />
MONTEREY<br />
SAN LUIS OBISPO<br />
PEAK GROUND ACCELERATION (g*)<br />
*g = 980 centimeters/second/second (units <strong>of</strong> gravitational acceleration)<br />
Topographic data source: USGS NED<br />
Fault data source: USGS, 2006<br />
0 0.3 0.6 0.9 1.2<br />
FRESNO<br />
Map B-3. Shaking intensity<br />
Peak ground acceleration; Scenario: M 7.9 San Andreas fault earthquake<br />
1906 Modified Mercalli Intensity<br />
KINGS
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Appendix C:<br />
Scenario and Assumptions Details and HAZUS<br />
Description
Table <strong>of</strong> Contents<br />
C.1 Scenario Earthquake ........................................................................................................C-1<br />
C.2 General Planning Assumptions ......................................................................................C-4<br />
C.3 Mass Care and Shelter-related and Transportation-related Assumptions .................C-6<br />
C.4 Interim Housing-related Assumptions ...........................................................................C-7<br />
C.5 Volunteer <strong>Management</strong>-related Assumptions ...............................................................C-8<br />
C.6 Debris <strong>Management</strong>-related Assumptions.....................................................................C-9<br />
List <strong>of</strong> Tables<br />
Table C-1<br />
Table C-2<br />
Table C-3<br />
Number <strong>of</strong> households without potable water after the scenario<br />
earthquake.............................................................................................................C-3<br />
Number <strong>of</strong> households without electricity after the scenario earthquake..............C-4<br />
Estimated number <strong>of</strong> households in the region that need interim housing<br />
1, 3, 6, and 12 months after the earthquake. ........................................................C-8<br />
May 2011<br />
C-i
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Appendix C: Scenario and Assumptions Details and HAZUS<br />
Description<br />
C.1 Scenario Earthquake<br />
The scenario earthquake is a moment magnitude (M) 7.9 earthquake on the<br />
northern segment <strong>of</strong> the San Andreas fault. The basis for the scenario is a Hazards<br />
U.S. (HAZUS) analysis performed by the Earthquake Engineering Research<br />
Institute, with support from the U.S. Geological Survey and California Emergency<br />
<strong>Management</strong> Agency (Cal EMA), beginning in 2005 and modified in 2009 by URS<br />
Corporation for the Regional Catastrophic Preparedness Grant Program.<br />
The characteristics <strong>of</strong> the scenario earthquake and its impacts on the region are:<br />
1. The earthquake occurs in January on a weekday at 1400 hours Pacific Standard<br />
Time.<br />
2. A foreshock precedes the main shock by 20 to 25 seconds. There is no other<br />
warning.<br />
3. The main shock lasts 45 to 60 seconds.<br />
4. The epicenter is just outside the entrance to the San Francisco Bay, west <strong>of</strong> the<br />
Golden Gate Bridge.<br />
5. The earthquake ruptures approximately 300 miles <strong>of</strong> the northern segment <strong>of</strong><br />
the San Andreas fault, from the San Juan Bautista area in the south to Cape<br />
Mendocino in the north.<br />
6. Shaking is felt in Oregon to the north, Los Angeles to the south, and Nevada to<br />
the east.<br />
7. The estimated magnitude is M 7.9 with a Modified Mercalli (MM) intensity <strong>of</strong><br />
VIII (severe shaking/moderate to heavy damage) to IX (violent shaking/heavy<br />
damage) in widespread areas <strong>of</strong> the most severely affected counties. Pockets in<br />
the affected counties experience instrument intensity <strong>of</strong> MM X (extreme<br />
shaking/very heavy damage), particularly areas immediately adjacent to the<br />
fault and areas where liquefaction is likely to occur.<br />
8. Ground shaking and damage occurs in 19 California counties, from Monterey<br />
<strong>County</strong> in the south to Humboldt <strong>County</strong> in the north and into the San Joaquin<br />
Valley.<br />
9. Damage is catastrophic in the areas that experience shaking intensities <strong>of</strong><br />
MM IX and X and high or very high levels <strong>of</strong> susceptibility for liquefaction,<br />
which are the areas adjacent to the fault in Marin, San Francisco, San Mateo,<br />
<strong>Santa</strong> <strong>Clara</strong>, <strong>Santa</strong> Cruz, and Sonoma counties.<br />
May 2011 C-1
Appendix C: Scenario and Assumptions<br />
Details and HAZUS Descriptions<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
10. Counties along the fault outside the Bay Area, such as Mendocino, may sustain<br />
damage and require response.<br />
11. Central Valley counties such as Sacramento and San Joaquin may be affected<br />
immediately by evacuations and other response actions.<br />
12. The rest <strong>of</strong> California and the Nation are affected significantly by the need to<br />
respond; the deaths, injuries, and relocations <strong>of</strong> the Bay Area residents;<br />
economic disruption; and media attention.<br />
13. Threats and hazards resulting from shaking, surface fault rupture, and<br />
liquefaction include:<br />
<br />
<br />
<br />
Structural and nonstructural damage to buildings and infrastructure,<br />
including widespread collapse <strong>of</strong> buildings<br />
Widespread fires<br />
Subsidence and loss <strong>of</strong> soil-bearing capacity, particularly in areas <strong>of</strong><br />
liquefaction<br />
Displacement along the San Andreas fault<br />
Widespread landslides<br />
Hazardous materials spills and incidents<br />
Dam/levee failure resulting in flooding<br />
Civil disorder<br />
14. Threats and hazards resulting from the main shock are aggravated or recur<br />
during aftershocks, which continue for months after the main shock.<br />
15. The earthquake does not generate a tsunami or seiche, despite its magnitude.<br />
16. Potable water supply systems suffer major damage because <strong>of</strong> the following:<br />
<br />
<br />
<br />
Extensive damage to pipelines from ground deformation<br />
Interruption <strong>of</strong> pumps and treatment due to power outages<br />
Damage to treatment facilities, storage facilities, and distribution<br />
infrastructure<br />
Contamination <strong>of</strong> potable water systems because <strong>of</strong> damaged lines<br />
The number <strong>of</strong> households without potable water is provided in Table C-1 1 ,<br />
based on the estimated damage to potable water pipelines and facilities, and<br />
derived using HAZUS.<br />
17. The earthquake results in massive power outages, and auxiliary power systems<br />
and generators are not sufficient to meet critical needs. The number <strong>of</strong><br />
households without electricity is provided in Table C-2, based on the estimated<br />
damage to electrical facilities, substations, and distribution circuits.<br />
1 As with all tables in this Plan, numbers are rounded to the nearest hundred.<br />
C-2 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Appendix C: Scenario and Assumptions<br />
Details and HAZUS Descriptions<br />
Table C-1. Number <strong>of</strong> households without potable water after the scenario earthquake.<br />
<strong>County</strong><br />
Households without Potable Water Post-Earthquake<br />
Total<br />
Households E+24 Hours E+72 Hours E+7 Days E+30 days<br />
Alameda 564,200 465,000 459,800 448,200 341,800<br />
Contra Costa 384,600 105,700 85,700 45,600 N/A<br />
Marin 105,300 56,300 48,600 29,300 N/A<br />
Monterey 130,300 N/A N/A N/A N/A<br />
Napa 50,300 3,900
Appendix C: Scenario and Assumptions<br />
Details and HAZUS Descriptions<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Table C-2. Number <strong>of</strong> households without electricity after the scenario earthquake.<br />
<strong>County</strong><br />
Households without Electricity Post-Earthquake<br />
Total<br />
Households E+24 Hours E+72 Hours E+7 Days E+30 days<br />
Alameda 564,200 23,600 13,700 5,400 1,200<br />
Contra Costa 384,600 15,400 9,300 3,700 800<br />
Marin 105,300 3,700 2,400 1,100 200<br />
Monterey 130,300 N/A N/A N/A N/A<br />
Napa 50,300 2,000 1,200 500 100<br />
San Benito 17,300 N/A N/A N/A N/A<br />
San Francisco 358,900 253,900 161,300 73,100 18,300<br />
San Mateo 268,000 100,100 62,800 27,900 6,800<br />
<strong>Santa</strong> <strong>Clara</strong> 624,700 57,100 34,300 14,400 3,400<br />
<strong>Santa</strong> Cruz 95,800 15,500 9,600 3,900 800<br />
Solano 140,900 5,600 3,200 1,400 300<br />
Sonoma 182,900 60,000 40,400 19,700 5,000<br />
Total 2,923,200 492,200 308,400 139,000 34,300<br />
Source: HAZUS analysis conducted by URS in 2009. The estimates are adjusted, by county, for<br />
population increase since the year 2000. For Contra Costa, Napa, and Solano counties, the<br />
power loss is not accurately represented in HAZUS and is an average <strong>of</strong> losses for Alameda and<br />
Marin counties. HAZUS does not provide reliable results for Monterey and San Benito counties,<br />
but it can be assumed that there will be some power loss in these counties.<br />
E = scenario event<br />
N/A = Not available (HAZUS results are unreliable)<br />
C.2 General Planning Assumptions<br />
The key planning assumptions include:<br />
1. Within 24 hours:<br />
<br />
<br />
<br />
Local governments declare a local emergency. The Governor <strong>of</strong> California<br />
proclaims a State <strong>of</strong> Emergency and requests that the President declare a<br />
disaster.<br />
The President declares a Major Disaster, making Federal assistance<br />
available under the Robert T. Stafford Disaster Relief and Emergency<br />
Assistance Act <strong>of</strong> 1988.<br />
The U.S. Department <strong>of</strong> Homeland Security and FEMA implement the<br />
Catastrophic Incident Supplement to the National Response Framework<br />
and begin mobilizing Federal resources.<br />
2. Because <strong>of</strong> extensive damage to building and transportation infrastructure in<br />
Oakland, the Cal EMA Regional Emergency Operations Center (REOC) in<br />
Oakland may not be functional. The Cal EMA Regional Level function within<br />
the State Emergency <strong>Management</strong> System (SEMS) persists but may be run out<br />
<strong>of</strong> an alternate location at:<br />
C-4 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Appendix C: Scenario and Assumptions<br />
Details and HAZUS Descriptions<br />
<br />
<br />
<br />
A REOC outside the region<br />
The State Operations Center (SOC)<br />
The Joint Field Office (JFO), once it is established as part <strong>of</strong> the Cal EMA<br />
and FEMA Unified Coordination Group (UCG) 2<br />
Cal EMA notifies the Operational Areas <strong>of</strong> the appropriate channels for<br />
communication with the regional function, once it has been established.<br />
The Cal EMA State Level function is also active and operates out <strong>of</strong> the SOC or<br />
the JFO.<br />
3. On a statewide basis, all elements <strong>of</strong> the SEMS are functional, including<br />
communications and mutual aid systems.<br />
4. The response capabilities and resources <strong>of</strong> the local governments and the State<br />
in the region are quickly overwhelmed or exhausted.<br />
5. A detailed and credible common operating picture cannot be achieved for 24 to<br />
48 hours (or longer) after the disaster. As a result, response activities begin<br />
without the benefit <strong>of</strong> detailed and complete situational or critical needs<br />
assessments (except as available from scenario-based pre-disaster impact<br />
modeling).<br />
6. First responders, providers <strong>of</strong> recovery services, and other critical response<br />
personnel are personally affected by the disaster and may be unable to report to<br />
their posts for days because <strong>of</strong> the damaged transportation infrastructure. First<br />
responders who are on duty may be held over for additional shift coverage.<br />
7. Once the President declares a disaster and commits Federal resources, the State<br />
and Federal Governments establish joint operations to provide assistance to<br />
local jurisdictions.<br />
8. Massive assistance in the form <strong>of</strong> response teams, equipment, materials, and<br />
unsolicited volunteers begins to flow toward the region, providing urgently<br />
needed resources but creating coordination and logistical support challenges.<br />
9. Because <strong>of</strong> damage to the transportation infrastructure, out-<strong>of</strong>-region mutual<br />
aid, State and Federal resources, and resources from other states cannot begin<br />
to arrive inside the worst-impacted area for up to 72 hours.<br />
10. Depending on location, some Operational Area emergency operations centers<br />
(EOCs) experience significant damage, but others are partly or wholly<br />
operational.<br />
2 According to the California Catastrophic Incident Plan, this joint Federal-State function is a critical<br />
part <strong>of</strong> responding to a disaster <strong>of</strong> this scale.<br />
May 2011 C-5
Appendix C: Scenario and Assumptions<br />
Details and HAZUS Descriptions<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
C.3 Mass Care and Shelter-related and Transportation-related<br />
Assumptions<br />
1. Several hundred thousand commuters, tourists, and other non-residents are in<br />
the 12-county region at the time <strong>of</strong> the event. Many <strong>of</strong> these people are<br />
effectively stranded where they are because <strong>of</strong> road damage, trapped vehicles,<br />
or other impediments.<br />
2. An estimated 1,416,000 children are in school at the time <strong>of</strong> the earthquake.<br />
3. An estimated 331,400 people in the 12-county Bay Area region are projected to<br />
seek shelter after the earthquake. This includes residents as well as homeless<br />
and visitors or tourists in the region. These people are a major source <strong>of</strong> need<br />
for donated goods, services, and funds.<br />
4. Non-governmental organizations, including faith-based and community-based<br />
organizations, also need resources to meet the needs <strong>of</strong> their clients.<br />
5. Over 1 million people need transportation assistance. As they gather at pickup<br />
points, evacuees may have to wait for as long as 24 hours at the evacuation<br />
pickup points.<br />
6. Large numbers <strong>of</strong> affected residents choose not to sleep at shelters and stay<br />
near their residences in vehicles, in tents, or at other temporary shelters;<br />
however, many <strong>of</strong> them seek food, supplies, or other services at shelters.<br />
7. Spontaneous shelters, which are not pre-designated or known by local<br />
government, open in communities within hours <strong>of</strong> the earthquake. They may<br />
not be properly supported for several days after the earthquake and need<br />
outside resources.<br />
8. Mega-shelters (facilities with populations greater than 1,000) 3 may open in the<br />
first week after the earthquake to shelter large numbers <strong>of</strong> people seeking shortterm<br />
shelter (up to E+14 days). Most local plans do not cover the specifics <strong>of</strong><br />
mega-shelters, but possible sites include stadiums, convention centers, military<br />
bases, and the like. The large open spaces surrounding mega-shelters may also<br />
be used for other activities such as staging <strong>of</strong> supplies and commodities, or<br />
distribution <strong>of</strong> bulk goods.<br />
9. Several hundred thousand animals are expected to need shelter or other<br />
assistance after the event. These animals are a likely intended recipient <strong>of</strong><br />
donated goods and funds.<br />
3 This threshold was used in the UASI Shelter Operations Guide, which was developed with the<br />
support <strong>of</strong> the ARC, the California Department <strong>of</strong> Social Services, and local county stakeholders.<br />
C-6 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Appendix C: Scenario and Assumptions<br />
Details and HAZUS Descriptions<br />
10. There are other shelter needs resulting from the impacts <strong>of</strong> the earthquake that<br />
are relevant to effective donations management. These include the following:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Provision for the basic medical support requirements <strong>of</strong> the general shelter<br />
population, including contagious disease monitoring and control, providing<br />
access to prescription medications, the provision <strong>of</strong> first aid, and<br />
monitoring <strong>of</strong> people with chronic health conditions<br />
Identification <strong>of</strong> locations that are not suitable for people with access and<br />
functional needs (e.g., no wheelchair access)<br />
Utilities or alternate methods (e.g., water trucks, gas-powered generators)<br />
for shelter facilities<br />
Staff and supplies to support shelters and meet shelter demand<br />
Specialized staff and supplies, including medical staff, Functional<br />
Assessment and Support Teams or similar teams, durable medical<br />
equipment, and common medicines, to satisfy the estimated access and<br />
functional needs shelter populations<br />
Security inside and around the shelter facility<br />
Hygiene and sanitation facilities and supplies<br />
Feeding and distribution supplies, equipment, and staff for shelters and for<br />
mass feeding or supply distribution away from shelters<br />
Accessible transportation support for people who need services not<br />
provided in current shelters<br />
C.4 Interim Housing-related Assumptions<br />
There are several hundred thousand people (see Table C-3, below) that need some<br />
form <strong>of</strong> interim housing. These people are also intended and appropriate recipients<br />
<strong>of</strong> donated goods and funds, though much <strong>of</strong> this need takes place outside <strong>of</strong> the<br />
60-day planning window.<br />
1. Interim housing needs are driven by the timeline to restore damaged housing or<br />
construct new housing.<br />
2. Housing restoration timelines are highly dependent on the availability <strong>of</strong><br />
financing; local, State, and Federal assistance; the availability <strong>of</strong> contractors<br />
and construction materials and equipment; and local planning and permitting<br />
decisions.<br />
3. It is likely that the restoration <strong>of</strong> some structures takes more than 5 years, and<br />
resources are not available to restore all damaged units.<br />
5. Approximately 15 percent <strong>of</strong> households in the Bay Area have earthquake<br />
insurance. It is likely that housing restoration resources (insurance, private<br />
financing, and Federal grants and loans) are insufficient to restore all damaged<br />
or destroyed housing.<br />
6. Access to schools, health care, grocery stores, social support networks,<br />
accessibility, and other amenities affect decisions about interim housing.<br />
May 2011 C-7
Appendix C: Scenario and Assumptions<br />
Details and HAZUS Descriptions<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Table C-3. Estimated number <strong>of</strong> households in the region that need interim<br />
housing 1, 3, 6, and 12 months after the earthquake.<br />
Number <strong>of</strong> Households in the Region Needing Interim Housing<br />
<strong>County</strong> E+1 Month E+3 Months E+6 Months E+12 Months<br />
Alameda 95,400 76,700 64,000 38,700<br />
Contra Costa 17,500 13,500 11,400 7,300<br />
Marin 8,000 6,500 5,500 3,300<br />
Monterey 2,300 1,500 1,200 500<br />
Napa 3,500 2,600 2,200 1,200<br />
San Benito 300 200 200 100<br />
San Francisco 116,800 92,800 77,000 45,500<br />
San Mateo 41,700 33,700 28,000 16,300<br />
<strong>Santa</strong> <strong>Clara</strong> 97,300 79,100 65,800 39,200<br />
<strong>Santa</strong> Cruz 3,600 2,700 2,100 900<br />
Solano 3,400 2,700 2,300 1,400<br />
Sonoma 14,600 11,700 9,600 5,400<br />
Total 404,200 323,800 269,100 159,700<br />
Source: URS analysis <strong>of</strong> HAZUS damage estimates<br />
E = scenario event<br />
C.5 Volunteer <strong>Management</strong>-related Assumptions<br />
1. Both affiliated and unaffiliated volunteers may be involved with various aspects<br />
<strong>of</strong> donations management, including receiving, sorting, warehousing,<br />
transportation and distributing donated items.<br />
2. Affiliated volunteers involved through their agency affiliation with donations<br />
management activities are pre-trained for their roles.<br />
3. Unaffiliated volunteers that assist an agency with donations management tasks<br />
need to be trained for their roles.<br />
4. Some donations management agencies may be overwhelmed with <strong>of</strong>fers <strong>of</strong> help<br />
from unaffiliated volunteers.<br />
5. Agencies needing extra assistance with donations management activities should<br />
submit volunteer requests to a local Emergency Volunteer Center, if one is<br />
present.<br />
6. Individuals seeking to volunteer with donations management tasks learn about<br />
such volunteer opportunities in a variety <strong>of</strong> ways, including through hearing<br />
media announcements, by contacting 211, by contacting a local Emergency<br />
Volunteer Center, through social networking contacts, and by word <strong>of</strong> mouth.<br />
C-8 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Appendix C: Scenario and Assumptions<br />
Details and HAZUS Descriptions<br />
C.6 Debris <strong>Management</strong>-related Assumptions<br />
1. Debris from unwanted/unneeded donations consists primarily <strong>of</strong> clothing that<br />
is torn, dirty, or otherwise unusable; and perishable and nonperishable food<br />
items whose shelf life has expired, are damaged, and/or otherwise unusable.<br />
2. Other types <strong>of</strong> unwanted donations include used medical equipment, relic<br />
appliances, and other unusable items.<br />
3. Agencies and organizations with unwanted/unneeded donations find their<br />
ability to clear and remove debris is exceeded and request assistance from local<br />
government.<br />
4. Unwanted/unneeded donations have lower priority for removal than items that<br />
are blocking priority transportation routes and access to critical facilities,<br />
among others.<br />
May 2011 C-9
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Appendix D:<br />
Assembly Bill 903 Legislative Information and<br />
Final Regulations
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State <strong>of</strong> California<br />
Office <strong>of</strong> Administrative Law<br />
In re:<br />
California Emergency <strong>Management</strong> Agency<br />
NOTICE OF APPROVAL OF CERTIFICATE OF<br />
COMPLIANCE<br />
Regulatory Action:<br />
Government Code Section 11349.1 and<br />
11349.6(d)<br />
Title 19, California Code <strong>of</strong> Regulations<br />
Adopt sections: 2991,2992,2993,2993.1,<br />
2994, 2994.1, 2995, 2995.1,<br />
Amend sections:<br />
Repeal sections:<br />
2996, 2996.1, 2997, 2998,<br />
2999<br />
OAL File No. 2011.0401.01 C<br />
The California Emergency <strong>Management</strong> Agency submitted this action as the Certificate<br />
<strong>of</strong> Compliance action for OAL File No. 2011-0214-03E to make permanent the<br />
emergency regulations and to add several modifications made after the emergency<br />
regulations were adopted. The regulations implement AB 903 (Stats. 2007, ch. 400),<br />
which was enacted to provide reimbursement to private nonpr<strong>of</strong>it (PNP) organizations<br />
that incur extraordinary costs as a result <strong>of</strong> providing supplies and other disaster or<br />
emergency assistance activities if a state emergency is proclaimed by the Governor.<br />
The regulations also allow for reimbursement to intermediary PNPs, which are PNPs<br />
that coordinate the activities <strong>of</strong> other PNPs in providing disaster or emergency<br />
assistance activities.<br />
OAL approves this regulatory action pursuant to section 11349.6(d) <strong>of</strong> the Government<br />
Code.<br />
Date: 5/12/2011<br />
f\~/~ÂÅ) l. di-~!tl)<br />
Richard L. Smith<br />
Staff Counsel<br />
For: DEBRA M. CORNEZ<br />
Assistant Chief Counsell<br />
Acting Director<br />
Original: Matthew Bettenhausen<br />
Copy: Catherine Bernstein
STATE OF CALIFORNIA-OfFICE OF ADMINISTRATIVE LAW<br />
NOTICE PUBLICATION/REGULATIONS SUB<br />
STD. 400 (REV. 01-09)<br />
OAL FILE NOTICE FILE NUMBER<br />
NUMBERS Z~)(<br />
(See instructions on<br />
reverse)<br />
EMERGENCY NUMBER<br />
For use by Secretary <strong>of</strong> State only<br />
! l" '2: 19<br />
i i:<br />
.- I<br />
7<br />
t\ t I,.,.<br />
NOTICE<br />
AGENCY WITH RULEMAKING AUTHORITY<br />
California Emergency <strong>Management</strong> Agency<br />
REGULATIONS<br />
AGENCY FILE NUMBER (If any)<br />
Z-2010-0413-01<br />
A. PUBLICATION OF NOTICE (Complete for publication in Notice Register)<br />
1. SUBJECT OF NOTICE<br />
TITLE(S) FIRST SECTION AFFECTED 2. REQUESTED PUBLICATION DATE<br />
3. NOTICE TYPE<br />
D Notice Re ulato re Proposed Action DOther<br />
OAL USE ACTION ON PROPOSED NOTICE<br />
ONLY D Approved Submitted as D Approved Modifed as<br />
D Disapprovedl<br />
Withdrawn<br />
B. SUBMISSION OF REGULATIONS (Complete when submitting regulations)<br />
TELEPHONE NUMBER<br />
FAX NUMBER (Optional)<br />
1a. SUBJECT OF REGULATION(S)<br />
State Private Nonpr<strong>of</strong>it Organizations Assistance Program<br />
1b. ALL PREVIOUS RELATED OAL REGULATORY ACTION NUMBER(S)<br />
2011-0214-03 E<br />
2. SPECIFY CALIFORNIA CODE OF REGULATIONS TITLE(S) AND SECTION(S) (Including title 26, if taxies related)<br />
SECTION(S) AFFECTED<br />
(List all section number(s)<br />
individually. Attach<br />
additional sheet if needed.)<br />
TITLE(S)<br />
19, Division 2, Chapter 6<br />
3. TYPE OF FILING<br />
ADOPT<br />
2911,2992,2993,2993.1,2994,2994.1,2995,2995.1, 2996, 2996.1,2997,2998,2999<br />
AMEND<br />
REPEAL<br />
o Regular Rulemaking (Gov.<br />
Code §11346)<br />
o Resubmittal withdrawn <strong>of</strong> nonemergency<br />
disapproved or<br />
filing (Gov. Code §§11349.3,<br />
11349.4)<br />
rg Certificate <strong>of</strong> Compliance: The agency <strong>of</strong>fcer named<br />
below certifies that this agency complied with the<br />
provisions <strong>of</strong> Gov. Code §§11346.2-11347.3 either<br />
before the emergency regulation was adopted or<br />
within the time period required by statute.<br />
O Emergency Readopt (Gov.<br />
Code, §11346.1(h))<br />
o File & Print<br />
o Changes Without Regulatory<br />
Effect (CaL. Code Regs., title<br />
1, §100)<br />
o Print<br />
Only<br />
O Emergency (Gov. Code, 0 Resubmittal <strong>of</strong> disapproved or withdrawn<br />
§11346.1 (b)) emergency fiing (Gov. Code, §11346.1)<br />
o Other (Specify)<br />
,(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)<br />
t.~'Z~ 2/112011-2/16/2011; 2/23/2011-3/9/2011<br />
S. EFFECTIVE DATE OF CHANGES (Gov. Code, §§~ 343A,.11346.1(d); CaL. Code Regs., title 1, § 1 00 )<br />
Ii Effective 30th day after 1\ 9XJ f\ Effective on filing with D § 100 Changes Without D Effective<br />
IQ filing with Secretary <strong>of</strong> State \J ~ Secretary <strong>of</strong> State Regulatory Effect other (Specify)<br />
6. CHECK IF THESE REGULATIONS REQUIRE NOTICE TO, OR REVIEW, CONSULTATION, APPROVAL OR CONCURRENCE BY, ANOTHER AGENCY OR ENTITY<br />
~ Department <strong>of</strong> Finance (Form STD. 399) (SAM §6660) D Fair Political Practices Commission D State Fire Marshal<br />
Other (Specify)<br />
7. CONTACT PERSON<br />
Catherine Bernstein<br />
8.<br />
TELEPHONE NUMBER<br />
916-322-1742<br />
I certify that the attached copy <strong>of</strong> the regulation(s) is a true and correct copy<br />
<strong>of</strong> the regulation(s) identified on this form, that the information specified on this form<br />
is true and cor t, and that I am the head <strong>of</strong> the agency taking this action,<br />
. OR DESIGN DATE<br />
FAX NUMBER (Optional)<br />
or a desi the head <strong>of</strong> the agency, and am authorized to mak this certification.<br />
E-MAIL ADDRESS (Optional)<br />
catheri ne .bern stei n(fca lema.ca .gov<br />
For use by Offce <strong>of</strong> Administrative Law (OAL) only
CALIFORNIA EMERGENCY MANAGEMENT AGENCY<br />
FINAL REGULATORY TEXt<br />
Revision Date: May 10,2011<br />
Add to Title 19, Division 2, Chapter 6:<br />
Article 1. State Public Assistance Program<br />
§ 2900. Definitions<br />
The following definitions apply to this article:<br />
(a).. .<br />
Article 2. State Private Nonpr<strong>of</strong>it Organizations Assistance Program<br />
§2991. Definitions<br />
The following definitions apply to this article:<br />
(a) Essential Community Services: Providing governental type direct services to the<br />
community affected by an emergency or disaster, through the distribution <strong>of</strong> supplies and<br />
other disaster or emergency assistance activities. Private Nonpr<strong>of</strong>it (PNP) activities are<br />
those that provide essential services including but not limited to food, water, and shelter.<br />
(b) Hazard Mitigation: Any cost-effective measure which wil reduce the potential for<br />
damage to a facility from a future disaster event.<br />
(c) Intermediary Private Nonpr<strong>of</strong>it (Intermediary PNP): Any private not for pr<strong>of</strong>it<br />
organization as defined in Section 2991 (e) that, through written agreement with a local<br />
agency, is responsible for the coordination <strong>of</strong><br />
multiple PNPs performing essential<br />
community services within the specific jurisdiction <strong>of</strong><br />
that local agency.<br />
(d) Local Agency: Any city, city and county, county, county <strong>of</strong>fice <strong>of</strong> education,<br />
community college district, school district, or special district.<br />
(e) Private Nonpr<strong>of</strong>it (PNP): Any private not for pr<strong>of</strong>it organization that is compliant<br />
with 44 CFR Section 206.221(f) having:<br />
(1) An effective ruling letter from the U.S. Internal Revenue Service, granting tax<br />
exemption under Sections 501(c), (d), or (e) <strong>of</strong> the Internal Revenue Code <strong>of</strong> 1954,<br />
or<br />
(2) Satisfactory evidence from the 8âtate that the nonrevenue producing organization<br />
or entity is a nonpr<strong>of</strong>it one organized or doing business under 8âtate law.<br />
(f) Private Nonpr<strong>of</strong>it (PNP) i\ctivities Claim: The viritten claim made by the PJ'JP or the<br />
Intermediary PNP to the Secretary shall include:<br />
Page 1 <strong>of</strong> 10
CALIFORNIA EMERGENCY MANAGEMENT AGENCY<br />
FINAL REGULATORY TEXT<br />
Revision Date: May 10,2011<br />
(i) applicant name,<br />
(2) description and location <strong>of</strong> essential community services activities provided \vith<br />
the associated costs,<br />
(3) if applicant is a PNP, a copy <strong>of</strong> the request for assistance,<br />
(4) if applicant is an Intermediary Pl'W, a copy <strong>of</strong> local agency agreement, with<br />
signatures <strong>of</strong> local agency representative and authorized agent.<br />
(g) Private Nonpr<strong>of</strong>it (Pl'W) Application: The viritten application made by the PNP or<br />
the Intermediary PNP to the Secretary which shall include:<br />
(i) contact information,<br />
(2) authorized agent contact infom1ation,<br />
(3) tax exempt identification number,<br />
(4) list <strong>of</strong> essential community services provided,<br />
(5) signature <strong>of</strong> authorized agent.<br />
NOTE<br />
Authority cited: Section 8692, Governent Code. Reference: Section 8692,<br />
Governent Code.<br />
§ 2992. General Provisions for Eligible Private Nonpr<strong>of</strong>it (PNP) Activities<br />
(a) The PNP or Intermediary PNP applicant must meet all eligibility requirements<br />
described in this section.<br />
(b) When a state <strong>of</strong> emergency is proclaimed by the Governor, an eligible PNP or the<br />
Intermediary PNP applicant may receive state assistance pursuant to Governent Code<br />
Section 8692. This emergency regulation applies to any emergency proclaimed by the<br />
Governor on or after December 21,2010.<br />
(c) An eligible PNP applicant may receive state financial assistance as reimbursement for<br />
the performance <strong>of</strong> essential community services provided such expenditures meet all <strong>of</strong><br />
the eligibility requirements.<br />
(d) An eligible Intermediary PNP applicant may receive state financial assistance as<br />
reimbursement for the coordination <strong>of</strong> multiple PNPs perfonning essential community<br />
services provided such expenditures meet all <strong>of</strong> the eligibility requirements.<br />
(e) No PNP activities resulting from self-deployment wil be eligible for reimbursement.<br />
(f) No state financial assistance shall be made available for any activity that occurs more<br />
than six (6) months from the date <strong>of</strong><br />
the Governor's Proclamation without prior written<br />
approval from the California Emergency <strong>Management</strong> Agency (Cal EMA).<br />
Page 2 <strong>of</strong> 10
CALIFORNIA EMERGENCY MANAGEMENT AGENCY<br />
FINAL REGULATORY TEXT<br />
Revision Date: May 10,2011<br />
(g) An eligible PNP applicant shall utilize the application process as described in Section<br />
~2996. An eligible Intermediary PNP applicant shall utilize the application process<br />
as described in Section 2999.12996.1.<br />
NOTE<br />
Authority cited: Section 8692, Govermnent Code. Reference: Section 8692,<br />
Governent Code.<br />
§ 2993. PNP Applicant Eligibility<br />
(a) A PNP organization must meet all <strong>of</strong><br />
state financial assistance:<br />
the following criteria for eligibility to apply for<br />
(1) An eligible PNP applicant must meet the definition <strong>of</strong> PNP as defined in Section<br />
2991(e).<br />
(2) An eligible PNP applicant must provide essential community services as defined in<br />
Section 2991(a).<br />
(b) A PNP organization is not eligible if it uses public funds for religious means as<br />
described in Governent Code Section 8692( d) while providing emergency assistance<br />
acti viti es.<br />
NOTE<br />
Authority cited: Section 8692, Governent Code. Reference: Section 8692,<br />
Governent Code.<br />
§i92993.L. Intermediary PNP Applicant Eligibilty<br />
(a) An Intermediary PNP organization must meet all <strong>of</strong><br />
eligibility to apply for state financial assistance:<br />
the following criteria for<br />
(1) An eligible Intermediary PNP applicant must meet the definition <strong>of</strong> an Intermediary<br />
PNP as defined in Section 2991(c).<br />
(2) An eligible Intermediary PNP applicant must be responsible for the coordination <strong>of</strong><br />
multiple PNPs as described in a written agreement with the requesting local agency. The<br />
written agreement shall meet all <strong>of</strong> the following requirements:<br />
(A) The written agreement shall contain a list <strong>of</strong><br />
the PNPs performing essential<br />
community services that the Intermediary PNP is responsible for coordinating.<br />
(B) The written agreement shall describe the process the requesting local agency wil<br />
utilize to request the Intermediary PNP to provide the coordination <strong>of</strong> essential<br />
. community services performed by the listed PNPs.<br />
Page 3 <strong>of</strong> 10
CALIFORNIA EMERGENCY MANAGEMENT AGENCY<br />
FINAL REGULATORY TEXT<br />
Revision Date: May 10,2011<br />
(C) The written agreement shall<br />
be executed within 30 days <strong>of</strong> the date <strong>of</strong> the Governor's<br />
State <strong>of</strong> Emergency Proclamation issued in response to an emergency or disaster.<br />
(D) This deadline for the execution <strong>of</strong><br />
the written agreement may be extended by the Cal<br />
EMA Secretary only for unusual or extraordinary circumstances upon written request by<br />
the Intermediary PNP or requesting local agency.<br />
(3) An eligible Intermediary PNPj. as an applicant requesting reimbursement on behalf <strong>of</strong><br />
the PNPs they are responsible for coordinating, must have a written agreement with these<br />
PNPs. The written agreement shall meet all <strong>of</strong><br />
the following requirements:<br />
the process for the local agency to request the perfonnance <strong>of</strong><br />
(A) A description <strong>of</strong><br />
essential community services by the listed PNPs through the Intermediary PNP.<br />
(B) An authorization statement with signature that the Intermediary PNP wil comply<br />
with the procedures and requirements described in the agreement.<br />
NOTE<br />
Authority cited: Section 8692, Governent Code. Reference: Section 8692,<br />
Government Code.<br />
§ i92994. PNP Activities Eligibilty<br />
(a) To be eligible for state financial assistance, the PNP activities must meet all the<br />
following criteria:<br />
(1) Eligible activities must be requested by a local agency or the state and completed<br />
within a timeframe established by the requesting agency. A written agreement between<br />
an eligible PNP and the requesting local agency may replace such request if the<br />
agreement specifies the requirements <strong>of</strong> deployment and is executed prior to providing<br />
the essential community services.<br />
(2) Eligible activities must relate directly to a state <strong>of</strong> emergency as proclaimed by the<br />
Governor and be in support <strong>of</strong> the community affected by the emergency or disaster.<br />
(3) Consistent with Government Code Section 8692( d), eligible activities must comply<br />
with state and federal civil rights laws that prohibit discrimination, and the First<br />
Amendment to the United States Constitution with regard to the use <strong>of</strong><br />
public funds for<br />
religious activities.<br />
(b) Hazard mitigation, repair or permanent restoration to facilities or real property<br />
damaged by an emergency or disaster are not eligible activities under this section.<br />
NOTE<br />
Page 40f 10
CALIFORNIA EMERGENCY MANAGEMENT AGENCY<br />
FINAL REGULATORY TEXT<br />
Revision Date: May 10,2011<br />
Authority cited: Section 8692, Government Code. Reference: Section 8692,<br />
Government Code.<br />
§ i92994.L. Intermediary PNP Coordination Activities Eligibilty<br />
(a) To be eligible for state financial assistance, the Intermediary PNP coordination<br />
activities must meet all the following criteria:<br />
(i) Eligible coordination activities must be requested by a local agency in accordance<br />
with a written agreement between the Intermediary PNP and the local agency.<br />
(2) Eligible activities include the coordination <strong>of</strong><br />
multiple PNPs listed in the written<br />
agreement in the performance <strong>of</strong> essential community services for the requesting local<br />
agency.<br />
(3) Consistent with Governent Code Section 8692( d), eligible activities must comply<br />
with state and federal civil rights laws that prohibit discrimination, and the First<br />
Amendment to the United States Constitution with regard to the use <strong>of</strong> public funds for<br />
religious activities.<br />
(4) Eligible coordination activities must relate directly to a state <strong>of</strong> emergency as<br />
proclaimed by the Governor and be in support <strong>of</strong> the community affected by the<br />
emergency or disaster.<br />
NOTE<br />
Authority cited: Section 8692, Governent Code. Reference: Section 8692,<br />
Governent Code.<br />
§ i92995. PNP Cost Eligibilty<br />
(a) Eligible activities must result in<br />
documented extraordinary costs.<br />
(b) Reasonable equal value replacement costs for documented pre-event inventory<br />
provided to the community affected by the proclaimed emergency or disaster may be<br />
eligible for reimbursement if<br />
the inventory is necessary to the PNP's ability to provide<br />
the essential community services requested by the local agency or the state.<br />
(c) PNP costs as described below are ineligible for state financial assistance.<br />
(1) No state financial assistance will be provided for costs or expenditures prohibited by<br />
the federal or state constitution, federal or state law, or federal or state regulation.<br />
(2) No reimbursement will be provided for donated resources received by the PNP on or<br />
after the first day <strong>of</strong> the incident period as specified in the Governor's State <strong>of</strong><br />
Page 5 <strong>of</strong> 10
CALIFORNIA EMERGENCY MANAGEMENT AGENCY<br />
FINAL REGULATORY TEXT<br />
Revision Date: May 10,2011<br />
Emergency Proclamation for the emergency or disaster for which the PNP is seeking<br />
reimbursement by the state.<br />
(3) No reimbursement will be provided for donated or volunteer labor.<br />
(4) No reimbursement wil be provided for vouchers, debit cards or other monetary relief<br />
provided to the community affected by an emergency or disaster.<br />
(5) No state financial assistance wil be provided for damages caused by negligence or<br />
intentional acts.<br />
(6) No funds allocated shall be used to supplant state or federal funds otherwise available<br />
in the absence <strong>of</strong> state financial relief or assistance.<br />
NOTE<br />
Authority cited: Section 8692, Governent Code. Reference: Section 8692,<br />
Governent Code.<br />
§ i92995.L. Intermediary PNP Cost Eligibilty<br />
multiple PNPs performing essential community<br />
(a) Eligible coordination activities <strong>of</strong><br />
services must result in documented extraordinary costs.<br />
(b) Intermediary PNP coordination costs as described below are ineligible for state<br />
financial assistance.<br />
(1) No state financial assistance will be provided for costs or expenditures prohibited by<br />
the federal or state constitution, federal or state law, or federal or state regulation.<br />
(2) No funds allocated shall be used to supplant state or federal funds otherwise available<br />
in the absence <strong>of</strong> state financial relief or assistance.<br />
NOTE<br />
Authority cited: Section 8692, Governent Code. Reference: Section 8692,<br />
Governent Code.<br />
§ 29992996. PNP Application Process<br />
(a) An eligible PNP applicant must submit to Cal EMA a completed P1'lP application,<br />
PNP Application (Cal EMA PNP-201 1-APP, 512011), hereby incoæorated by reference,<br />
within 60 days after the date <strong>of</strong> a Governor's Proclamation.<br />
(1) The Secretary or his/her designee may extend this deadline only for unusual or<br />
extraordinary circumstances.<br />
Page 6 <strong>of</strong> 10
CALIFORNIA EMERGENCY MANAGEMENT AGENCY<br />
FINAL REGULATORY TEXT<br />
Revision Date: May 10,2011<br />
(2) Prior to application approval by Cal EMA, an eligible PNP applicant shall also submit<br />
a resolution designating an authorized representative, PNP Applicant's Authorized Agent<br />
Resolution (Cal EMA PNP-201 1-AAR, 5/2011), hereby incorporated by reference.<br />
(b) An eligible PNP applicant must submit a PNP activities claim, PNP Activities Claim<br />
Form (Cal EMA PNP-201 l-ACF, 512011), hereby incorporated by reference, within 60<br />
days <strong>of</strong> the completion <strong>of</strong> all eligible activities.<br />
(1) After receipt <strong>of</strong> the PNP Aactivities Celaim Form, Cal EMA may schedule an onsite<br />
review <strong>of</strong> supporting documentation.<br />
(2) The state shall provide one hundred (100) percent <strong>of</strong> the total cost <strong>of</strong> eligible PNP<br />
activities.<br />
(3) Upon approval <strong>of</strong> eligible costs, Cal EMA will process an allocation through the State<br />
Controller's Office. The state shall make no allocation less than one thousand dollars<br />
($1,000).<br />
( 4) If the state allocation is less than the total costs submitted on the PNP Aactivities<br />
Celaim Form, an eligible PNP applicant has the right to a fair hearing pursuant to Section<br />
2999.22997.<br />
(c) An eligible PNP applicant providing sustained operations may submit a PNP activities<br />
claim prior to the completion <strong>of</strong> all eligible activities providing the PNP can demonstrate<br />
financial hardship.<br />
NOTE<br />
Authority cited: Section 8692, Governent Code. Reference: Section 8692,<br />
Governent Code.<br />
§ 2999.12996.1. Intermediary PNP Application Process<br />
(a) An eligible Intermediary PNP applicant must submit to Cal EMA, a completed PNP<br />
Aapplication, (Cal EMA PNP-201 l-APP, 5/2011), hereby incorporated by reference,<br />
within 60 days after the date <strong>of</strong> a Governor's Proclamation.<br />
(1) The Secretary or his/her designee may extend this deadline only for unusual or<br />
extraordinary circumstances.<br />
(2) Prior to application approval by Cal EMA, an eligible Intermediary PNP applicant<br />
shall also submit a PNP Applicant's resolution designating an Aauthorized<br />
representative, Agent Resolution (Cal EMA PNP-201 l-AA, 5/2011), hereby<br />
incorporated by reference.<br />
Page 7 <strong>of</strong> 10
CALIFORNIA EMERGENCY MANAGEMENT AGENCY<br />
FINAL REGULATORY TEXT<br />
Revision Date: May 10, 2011<br />
(b) An eligible Intennediary PNP applicant must submit a PNP Aactivities Celaim, Form<br />
(Cal EMA PNP-201 1-ACF, 5/2011), hereby incoæorated by reference, within 60 days <strong>of</strong><br />
the completion <strong>of</strong> all eligible coordination activities.<br />
(c) The PNP Aactivities Celaim Fform submitted by the Intermediary PNP may include<br />
the eligible costs for all <strong>of</strong> the PNPs listed in their agreement that provided essential<br />
community services for the local agency. The Intermediary PNP will be responsible for<br />
processing the reimbursement to those listed PNPs included on their PNP Aactivities<br />
Celaim Fform.<br />
(1) After receipt <strong>of</strong> the Intermediary PNP Aactivities Celaim Form, Cal EMA may<br />
schedule an onsite review <strong>of</strong> supporting documentation.<br />
(2) The state shall provide the Intermediary PNP one hundred (100) percent <strong>of</strong> the total<br />
eligible cost <strong>of</strong> the coordination activities and the total eligible cost paid by the<br />
Intermediary PNP to the PNPs they are responsible for coordinating.<br />
(3) Upon approval <strong>of</strong> eligible costs, Cal EMA will process an allocation through the State<br />
Controller's Office. The state shall make no allocation less than one thousand dollars<br />
($1,000).<br />
(4) If the state allocation is less than the total costs submitted on the activities claim, an<br />
eligible Intermediary PNP applicant has the right to a fair hearing pursuant to Section<br />
2999.22997.<br />
NOTE<br />
Authority cited: Section 8692, Governent Code. Reference: Section 8692,<br />
Governent Code.<br />
§ 2999.22997. Fair Hearing Processes<br />
(a) LEVEL ONE: The PNP or the Intennediary PNP shall submit a formal written<br />
description <strong>of</strong> the grievance with supporting documentation, to the Director <strong>of</strong> Statewide<br />
Operations (Director) <strong>of</strong> Cal EMA. The Director or his/her designee shall respond with a<br />
written decision within ten (10) working days from receipt. Should the PNP or the<br />
Intermediary PNP disagree with the decision, the PNP or the Intermediary PNP may<br />
appeal to the second leveL.<br />
(b) LEVEL TWO: The PNP or the Intermediary PNP shall prepare a formal response<br />
disputing the decision made by the Director. The PNP or the Intermediary PNP response<br />
shall include the original description <strong>of</strong> the grievance with supporting documentation,<br />
together with a copy <strong>of</strong> the response from the Director. This response shall be sent to the<br />
Assistant Secretary <strong>of</strong> Prevention, Information Analysis and Operations (Assistant<br />
Page 8 <strong>of</strong> 10
CALIFORNIA EMERGENCY MANAGEMENT AGENCY<br />
FINAL REGULATORY TEXT<br />
Revision Date: May 10,2011<br />
Secretary) <strong>of</strong> Cal EMA within thirty (30) working days from receipt <strong>of</strong> the decision <strong>of</strong> the<br />
Director. The Assistant Secretary or his/her designee shaH issue a written decision to the<br />
PNP or the Intermediary PNP within sixty (60) working days <strong>of</strong> receipt <strong>of</strong> the PNP's or<br />
the Intermediary PNP' s formal response. This written decision shall be deemed a final<br />
judgment for purposes <strong>of</strong> this fair hearing process.<br />
NOTE<br />
Authority cited: Section 8692, Governent Code. Reference: Section 8692,<br />
Government Code.<br />
§ 2999.32998. Audit<br />
The Secretary or his!her duly authorized representative shall conduct audits and<br />
investigations as necessary to ensure compliance with these regulations. _State auditors,<br />
and the Secretary or his/her duly authorized representative, shall have the right to<br />
question any person, as appropriate.i and to access all financial and program records and<br />
supporting documentation pertinent to any activity funded under these regulations. The<br />
rights <strong>of</strong> access shall last for the full length <strong>of</strong> the retention period as required under these<br />
regulations.<br />
NOTE<br />
Authority cited: Section 8692, Governient Code. Reference: Section 8692,<br />
Governent Code.<br />
§ 2999.4. ReteBtioB RequiremeBts for Records. 2999. Requirements for Records<br />
il The PNP or the Intermediary PNP applicant shall retain all financial and program<br />
records and supporting documentation, reasonably considered as pertinent to these<br />
regulations for three years from the staring date <strong>of</strong> the retention period. The Secretary or<br />
his/her duly authorized representative wil notify each PNP or the Intermediary PNP<br />
applicant <strong>of</strong> the starting date <strong>of</strong> the retention period.<br />
NOTE<br />
A.uthority cited: Section 8692, Government Code. Reference: Section 8692,<br />
Governent Code.<br />
§ 2999.5. OrigiBal Source DocumeBtatioB.<br />
Q; Micr<strong>of</strong>ilm, micr<strong>of</strong>iche, or other representations <strong>of</strong> original source documents may be<br />
accepted in lieu <strong>of</strong> original source documents, if the eligible PNP or the Intermediary<br />
Page 9 <strong>of</strong> 10
CALIFORNIA EMERGENCY MANAGEMENT AGENCY<br />
FINAL REGULATORY TEXT<br />
Revision Date: May 10,2011<br />
PNP applicant provides to CalEMA an independent or internal auditor'sreport attesting<br />
to the accuracy <strong>of</strong> the alternate forms <strong>of</strong> original source documents.<br />
NOTE<br />
Authority cited: Section 8692, Goveniment Code. Reference: Section 8692,<br />
Governent Code.<br />
Page 10 <strong>of</strong> 10
California<br />
Emergency <strong>Management</strong><br />
Agency<br />
For Internal Use Only<br />
Cal EMA ID NO.:<br />
DISASTER NO.:<br />
DUNS<br />
NO.:<br />
-PNP-APPLIC-A-TION----- ---.- ---- -----. ... --------------- ----------- --.<br />
1. INTERMDIARY PNP _ (check if applicable)<br />
2. PNP APPLICANT'S NAM AN ADDRESS<br />
3. PNP APPLICÁNT'SAUTHORIZED<br />
AGENT (Attach Resolution <strong>of</strong><br />
Designation)<br />
APPLICANT<br />
ADDRESS<br />
TITLE<br />
CITY & ZIP ADDRESS<br />
PHONE (<br />
4. FEDERA TAX EXEMPT ID #<br />
STATE TAX EXEMPT ID #<br />
ASSIJR.N CBS<br />
. "".<br />
A. The applicant certfies (to the best <strong>of</strong> his or Ifer iaowledge'and<br />
financial assistance is requested, is eligible in accordàììce Wiih.the<br />
8680 et seq.) _".,,;;' '.;,.,<br />
.--,":. "~--~/j,':_:::( ',,-,..;',,"',<br />
fDr which state<br />
(Government Code, Section<br />
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<br />
not duplicate benefits received for the perfonnaricè<strong>of</strong>the same activities.fiornäncíther source.<br />
D.<br />
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<br />
activities hay.e en perfonned at the request <strong>of</strong> a lopal,agèngy and in accqfdance with an agreement with that local agency.<br />
E. The applicant'<br />
assistance actiYiti~s,.<br />
Òldand save the State <strong>of</strong> cai¡l~ff¡~ùs.<br />
:"":'<br />
,'.. CO'l, ~~'-"<br />
, agents and employees free from damages due tQ the emergency or disaster<br />
F. (1) The applicantagrees to ~~;nly~thSè6ti()n3700 <strong>of</strong>the.l.abor Code which requires every employee to be insured against liability for Workmen's<br />
Compensation or to u.nderake selffnsurancein accordiìnce"with provisions <strong>of</strong> the code; and will comply with such provisions before commencing the<br />
perfonnance Dfthe assistance/activities as requested;..<br />
, :' : -': .:~"", :- ,..,..:...~;':'<br />
(2) The applicant agieeSt6:cei~plY with the Faii:Pr~ctices Act in connection with the perfonnance <strong>of</strong> assistance activities under this agreement wherein it<br />
.agrees it will not willfulJy discriminate against any employee or applicant for employment because <strong>of</strong> race, color, religion, ancestr, sex, age or national<br />
origin; and it agrees to take affnnative action to insure that applicants for employment are employed, and that employees are treated during employment,<br />
without regard to their race,. color, religiòn, ancestr, sex, age or national origin, and hereby gives assurance that it will immediately take any measures<br />
necessary to effectuate this agreement.<br />
(3) This assurance is given in consideration <strong>of</strong>, and for the purpose <strong>of</strong> obtaining any and all state grnts, loans, reimbursement, advances, contrcts, propert,<br />
discount, or other state finai)cial assistance extended after the date herein to the applicant. The applicant recognizes and agrees that such state financial<br />
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<br />
enforcement <strong>of</strong> this assurance. This assurance is binding on the applicant, its successors, transferees and assignees, and a person or person whose signatures<br />
appears on tte reverse, or authorized tD sign this assurance on behalf <strong>of</strong> the applicant.<br />
G. The PNP or Intennediary PNP applicant certfies that all financial assistance received under this application has been expended in accordance with<br />
applicable laws and regulations. The applicant certfies that the activities are perfonned in accordance with the federal or state cDnstitution, federal or state<br />
law, or federal or state regulation and local laws governing the perfonnance <strong>of</strong> such activities.<br />
H. The applicant certfies that a11 infonntion given herein is to the best <strong>of</strong> its knowledge and belief, true and correct.<br />
BY ACCEPTING THESE FUNS, THE PNP APPLICANT is NOT FORFITING AN RIGHTS WHTSOEVER,<br />
INCLUDING THE RIGIlT TO A FAI HEARG.<br />
Cal llMA PNP-20i i.APP (Page i <strong>of</strong>2) 5/2011
5. SIGNATUR OF PNP APPLICANT'S AUTHORIZED AGENT<br />
(Idicates concurrence with assurances and agreements)<br />
SIGNATUR<br />
TITLE<br />
DATE<br />
6. Cal EMA APPROVAL<br />
SIGNATU<br />
TITLE<br />
DATE APPROVED<br />
services. \, '. .,<br />
\,:",,~,<br />
''',~ :,-;<br />
,<br />
7. ACTIVITIES DESCRIPTION<br />
Describe activity(ies) below. NOTE: If an Intermediary PNP is submitting tlsapplication, attach the list<br />
below for each PNP that the Intermediar coordinated its/theIr performance <strong>of</strong> èssentialcoriunt¥<br />
ITEM<br />
#<br />
LOCATION<br />
,.,. ......<br />
.I.i.i. , ,,'.<br />
PNP ACTIVITIES LIST /"\. ¡,"'i,'",<br />
DESCRIPTION OF ACTIVITY .~:."~":¡" \'¿;s:\. i,"~\~QUESTI~,la\OCAL<br />
AGENCY<br />
~ ",;"-/'.:",d:.,.,;i,¡/<br />
iEi;,J,;l':':¡,!';jdJ!.,,;.;' .,'./ .';,<br />
.<br />
':'it,."'..<br />
('''"<br />
" "'.,i";..,<br />
i' ¡;/\. '.";:.~.'i.'.i:": ! '.'.. ,. :,,....<br />
.":, .., '.'ii/.? .X'/<br />
...¡i, i,;::,~, i<br />
. ",' i;i',f.~~':t;.~'i:Jh/:!;;f;?tiiU'<br />
/"'¡;:t(d,)" ..",,,<br />
t'j 'i,/i'::';;/<br />
\::dj::?~~ ::'~;ii!<br />
\~\~ _...',<br />
'.'i: ".).,. .. ,,:, .<br />
'~"'~'~~';;,'.<br />
¡j;:,~~ú\~"'"<br />
'(;i. "',',.,.::;:,:'.,.....'., ,..'....:;:::,':",.".,<br />
\ . 'if .), Y'..i :i'.i'."<br />
,((;i'r"'. ."..,.;,.,,'v<br />
'0);' ¿iii,<br />
\<br />
\.'<br />
.,\.<br />
¡.......:,'<br />
\,,/<br />
'.~ ::: ,<br />
--<br />
COST<br />
ESTIMATE<br />
$<br />
$<br />
$<br />
$<br />
$<br />
$<br />
$<br />
$<br />
$<br />
$<br />
$<br />
$<br />
$<br />
$<br />
$<br />
$<br />
$<br />
$<br />
Cal BMA PNP-2011-APP (Page2af2) 512011
California<br />
Emergency <strong>Management</strong><br />
Agency<br />
Cal EMA il No.:<br />
PNP APPLICANT'S AUTHORIZED AGENT RESOLUTION<br />
BE IT RESOLVED BY THE<br />
(PNP Govering Body)<br />
OF<br />
THE<br />
THAT<br />
(Title <strong>of</strong>PNP Authorized Agent)<br />
, OR<br />
(Title <strong>of</strong>PNP Authorized Agent)<br />
(Title <strong>of</strong>PNP Authorized Agent)<br />
is hereby authorized to execute for and in behalf <strong>of</strong> the<br />
defined in Californa Governent Code Section 8692, ths applicatio<br />
Agency (Cal EMA) for the purpose <strong>of</strong> obtaing certin state finan<br />
THAT the<br />
hereby authorizes its agent(s) to provide to<br />
agreements required.<br />
Passed and approved ths<br />
(Name and Title)<br />
CERTIFICATION<br />
I, , duly appointed and <strong>of</strong><br />
(Name)<br />
(Title)<br />
, do hereby certify that the above is a tre and correct copy <strong>of</strong> a<br />
Resolution passed and approv <strong>of</strong> the on the<br />
(PNP Govering body)<br />
(Name <strong>of</strong> the PNP Applicant)<br />
day<br />
20<br />
Date:<br />
(Signature)<br />
Cal EMA PNP-2011-AAR 5/2011
Page 1 <strong>of</strong> Pages<br />
California Emergency<br />
<strong>Management</strong><br />
~ Agency<br />
STATE<br />
STATE DISASTER NUMBER'<br />
Cal EMA ID NUMBER:<br />
INCIDENT PERIOD: (From) (To)<br />
TYPE OF DISASTER: i 1 Earthquake or i i FloodlWinter Storm or I i Fire<br />
( i Other (Please Specify Type):<br />
PNP Activities Claim Form<br />
(PNP ACF)<br />
SUPPLEMENT TOCOAA PNP ACF # :<br />
PNP APPLICANT NAME:<br />
ACTIVITY SITE ADDRESS OR DIRECTIONS (Include City, <strong>County</strong> <strong>of</strong> Site): CPS Coordinates:<br />
DESCRIBE ACTIVITY PROVIDED AND COMPLETE THE ATTACHED PNP COST WORKSHEET:<br />
%1)<br />
i(~~r<br />
l!Kû<br />
'e(lS)':))<br />
..l!~)<br />
Activities Stat Date<br />
Activities End Date<br />
If Intennediar PNP, copy <strong>of</strong> Agreement with Local Agency Attached? Yes i J No i J<br />
This claim is oar <strong>of</strong> an Intennediar PNP claim? Yes r 1 No r 1<br />
Written request for assistance is attached? Yes ( J No ( J<br />
This claim is par <strong>of</strong> sustained operations? Yes i J No i J<br />
Total from Cost Worksheet: TOTAL COSTS $: $<br />
PNPlIntermediary Authoried Agent PNPlIntermediary Authoried Agent Signature Concur with Activities Described? Yes ( ) No( )<br />
Coutact Telephone Number: ( )<br />
Activities Described Herein are 100% Complete?<br />
PNP Initials<br />
Name <strong>of</strong> Local Agency Representative Rcpresentative's Signature Concur with Activities Describcd? Yes ( ) No( )<br />
Contact Telephone Number: ( )<br />
Activities Described Herein are 100% Complete?<br />
Name <strong>of</strong> Cal EMA DAPS Cal EMA DAPS Signature Documentation Inspection Date:<br />
Date <strong>of</strong> PNP ACF Submission to AC:<br />
Local Rep Initials<br />
Recommend Eligible? Yes ( ) No( )<br />
Name <strong>of</strong> Cal EMA Program Manager Cal EMA Program Manager Signature Date Reviewed:<br />
Recommend Eligible? Yes ( i No( )<br />
Cal EMA Public Assistance Offcer Cal EMA PAO Signature ( 1 See attachment Approved? Yes ( J No( J<br />
explaining changes or denial Amount $:<br />
Cal EMA PNP-2011-ACF 5/2011
PNPACF#:<br />
PNP Applicant:<br />
PNP COST WORKSHEET<br />
State Disaster Number:<br />
Cal EMAID#:<br />
Page 2 <strong>of</strong> Pages<br />
DESCRIPTION<br />
LABOR<br />
EOUIPMENT<br />
MATERIAL<br />
CONTRACT<br />
. Unit <strong>of</strong><br />
Quantity M easure<br />
DONATED RESOURCES (include onlv those defined in Section 3040(b))<br />
Other Comments:<br />
Unit Price<br />
COST<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
$ -<br />
Cal EMA DAPS<br />
INITIALS I I<br />
PNP<br />
I<br />
Authorized<br />
I<br />
Agent<br />
TOTAL COST $<br />
Cal<br />
I<br />
EMA PM Reviewer<br />
I
This page intentionally left blank
Appendix E:<br />
Collaborating Agencies’ Disaster<br />
Relief Effort (CADRE) Brochure
This page intentionally left blank
May 2011 E-1
Appendix E: Collaborating Agencies’ Disaster <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
Relief Effort (CADRE) Brochure<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
E-2 May 2011
Appendix F:<br />
In-Kind <strong>Donations</strong> Coordination Team<br />
Member Sites and Donation Information
This page intentionally left blank
Appendix F: In-Kind <strong>Donations</strong> Coordination Team<br />
Member Sites and Donation Information<br />
Goodwill <strong>of</strong> Silicon Valley—Locations<br />
(For updates and additional details, see http://www.goodwillsv.org/shop/retail)<br />
A map <strong>of</strong> our retail and donation sites in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> appears on this page.<br />
Blue pushpins indicate retail stores. Red pushpins represent donation sites. Green<br />
pushpins are donation sites with bottle and can recycling centers.<br />
May 2011 F-1
Appendix F: In-Kind <strong>Donations</strong> Coordination Team (IKDCT)<br />
Member Sites and Donation Information<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Almaden Goodwill Store<br />
3060 Almaden Expressway at Foxworthy,<br />
San José<br />
Hours: Mon-Sat 9-9; Sun 9-8<br />
<strong>Donations</strong>: 7 days, 10-7<br />
Phone: (408) 265-5692<br />
(Donation trailer in parking lot behind<br />
store)<br />
Alum Rock Goodwill Store<br />
3020 Alum Rock Avenue, San José<br />
Hours: Mon-Sat 9-9; Sun 10-8<br />
<strong>Donations</strong>: Mon-Sat 9-5; Sun 10-5<br />
Phone: (408) 468-6220<br />
Campbell Goodwill Store<br />
60 S. Tomas Aquino Rd. by Campbell Ave.<br />
Hours: 7 days, 10-8<br />
<strong>Donations</strong>: 7 days, 10-6<br />
Phone: (408) 374-0682<br />
Campbell Donation Site<br />
2341 S. Winchester Blvd., Campbell<br />
Hours: 7 days, 9-5<br />
Recycle days: Wed-Sat 9-4:30<br />
California Certified Bottle and Can<br />
Recycling Center<br />
Cupertino Goodwill Store<br />
1125 De Anza Blvd. at Bollinger & Hwy. 85<br />
Hours: Mon-Sat 9-7; Sun 9-6<br />
<strong>Donations</strong>: 7 days, 10-6<br />
Phone: (408) 252-3193<br />
Cupertino Donation Site<br />
20580 Homestead Rd., Cupertino<br />
Hours: 7 days, 9-5<br />
Gilroy Goodwill Store<br />
845 First Street (between Wren Ave. and<br />
Miller Ave.)<br />
Great Mall Donation Site<br />
447 Great Mall Dr., Milpitas<br />
Hours: 7 days, 9-5<br />
Hollister Goodwill Store<br />
550 Tres Pinos Road<br />
Hours: Mon-Sat 9-7; Sun 9-6<br />
<strong>Donations</strong>: 7 days, 10-5<br />
Phone: (831) 634-0960<br />
Los Altos Goodwill Store<br />
251 Main Street, Los Altos<br />
Hours: Mon-Fri 10-6; Sat 9-6; Sun 10-5<br />
Phone: (650) 559-0834<br />
Los Altos Donation Site<br />
2175 Grant Road, Los Altos<br />
Hours: 7 days; 10-6:30<br />
Los Gatos-Winchester Donation Site<br />
14800 Winchester Blvd. (corner <strong>of</strong> Lark<br />
and Winchester), Los Gatos<br />
Hours: 7 days, 10-6:30<br />
Los Gatos-Union Donation Site<br />
15895 Union Ave. Los Gatos<br />
Hours: 7 days, 9-5<br />
Recycle days: Wed-Sat 9-4:30<br />
California Certified Bottle and Can<br />
Recycling Center<br />
Hours: Mon-Sat 9-7; Sun 9-6<br />
<strong>Donations</strong>: 7 days, 10-5<br />
Phone: (408) 842-9941<br />
F-2 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Appendix F: In-Kind <strong>Donations</strong> Coordination Team (IKDCT)<br />
Member Sites and Donation Information<br />
Milpitas Goodwill Store<br />
91 S. Abbott Avenue at Calaveras Blvd.<br />
Hours: Mon-Sat 10-9.; Sun 10-8<br />
<strong>Donations</strong>: 7 days, 10-6:30<br />
Phone: (408) 262-4131<br />
Milpitas Donation Site<br />
25 N. Milpitas Blvd., Milpitas<br />
Hours: 7 days, 10-6:30<br />
Recycle days: Wed-Sat 10-4:30<br />
California Certified Bottle and Can<br />
Recycling Center<br />
Morgan Hill Goodwill Store<br />
17630 Monterey Road at Main Street<br />
Hours: 7 days, 10-8<br />
<strong>Donations</strong>: 7 days, 10-5<br />
Phone: (408) 778-3253<br />
Morgan Hill Donation Site<br />
Safeway, 840 E. Dunne Ave. Morgan Hill<br />
Hours: 7 days, 9-5<br />
Recycle days: Wed-Sat 9-4:30<br />
California Certified Bottle and Can<br />
Recycling Center<br />
Mountain View Goodwill Store<br />
855 East El Camino Real near Bernardo<br />
Hours: Mon-Sat 9-7; Sun 9-6<br />
<strong>Donations</strong>: Mon-Fri 9-7; Sat & Sun 10-6<br />
Phone: (650) 969-3382<br />
Mountain View Donation Site<br />
550 Showers Dr., San Antonio Shopping<br />
Center, Mountain View (Next to 24 Hr.<br />
Fitness)<br />
Hours: 7 days, 9-5<br />
Palo Alto Goodwill Store<br />
4085 El Camino Way, Palo Alto<br />
Hours: Mon-Sat 9-9; Sun 9-8<br />
Phone: (650) 494-1416<br />
Palo Alto High School Donation Site<br />
Palo Alto High School, 50 Embarcadero<br />
Rd.<br />
Hours: 7 days, 9-5<br />
Palo Alto PASCO Landfill<br />
Palo Alto Recycling Center<br />
238 Embarcadero Way, Palo Alto 94303<br />
Hours: 7 days a week, 9 a.m. to 5 p.m.<br />
San Carlos Street Goodwill Store<br />
1691 W. San Carlos St., San José<br />
Hours: Mon-Sat 10-8; Sun 10-7<br />
Phone: (408) 346-9041<br />
San Jose-Blossom Hill Donation Site<br />
Blossom Hill Light Rail Park 'n' Ride<br />
Station & Hwy 85 Off Ramp, San José<br />
Hours: 7 days, 9-5<br />
San Jose-Camden Donation Site<br />
1832 Hillsdale Ave., San José<br />
Hours: 7 days, 9-5<br />
San Jose-Cottle Donation Site<br />
Cottle Light Rail Station, Cottle & Hwy. 85<br />
Hours: 7 days, 9-5<br />
San Jose-Crown Donation Site<br />
6477 Almaden Expressway, San José<br />
Hours: 7 days, 9-5<br />
San Jose-Narvaez Donation Site<br />
W. Capitol & Narvaez (Park & Ride), San<br />
José<br />
Hours: 7 days, 9-5<br />
San Jose-Oakridge Donation Site<br />
Oakridge Mall, 925 Blossom Hill Road,<br />
San José<br />
Hours: 7 days, 9-5<br />
San Jose-<strong>Santa</strong> Teresa Donation Site<br />
<strong>Santa</strong> Teresa Blvd. Park 'n' Ride (between<br />
San Ignacio and PG&E), San José<br />
Hours: 7 days, 9-5<br />
May 2011 F-3
Appendix F: In-Kind <strong>Donations</strong> Coordination Team (IKDCT)<br />
Member Sites and Donation Information<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
San Jose-Silver Creek EXPRESS<br />
Donation Site<br />
5619 Silver Creek Valley Road, Space 3E,<br />
San José<br />
Hours: 7 days, 9-5<br />
San Jose-West Valley Donation Site<br />
5205 Prospect Road, San José<br />
Hours: 7 days, 9-5<br />
San Jose-Williams Donation Site<br />
3140 Williams Rd., San José<br />
Hours: 7 days, 9-5<br />
<strong>Santa</strong> Teresa Goodwill Store<br />
7098 <strong>Santa</strong> Teresa Blvd. at Bernal Road<br />
Hours: Mon-Sun 10-8<br />
<strong>Donations</strong>: 7 days, 10-6<br />
Phone: (408) 281-1449<br />
<strong>Santa</strong> <strong>Clara</strong> Goodwill Store<br />
2800 El Camino Real at Kiely Blvd.<br />
Hours: Mon-Sat 9-9; Sun 9-8<br />
<strong>Donations</strong>: 7 days, 10-7<br />
Phone: (408) 247-2800<br />
<strong>Santa</strong> <strong>Clara</strong>-Lakewood Donation Site<br />
1119 N. Lawrence Expressway (between<br />
two gas stations under the tree)<br />
Hours: 7 days, 9-5<br />
<strong>Santa</strong> <strong>Clara</strong>-Lawrence Donation Site<br />
3700 El Camino Real<br />
Hours: 7 days, 9-5<br />
<strong>Santa</strong> <strong>Clara</strong>-Valley Fair Donation Site<br />
Valley Fair, R - 3071, Stevens Creek Blvd.<br />
Hours: 7 days, 9-5<br />
Recycle days: Wed-Sat 9-4:30<br />
California Certified Bottle and Can<br />
Recycling Center<br />
Silver Creek Goodwill Store<br />
1640 E. Capitol Expressway, San José<br />
Hours: Mon-Sat 9-9; Sun 9-8<br />
<strong>Donations</strong>: 7 days, 9-5<br />
Phone: (408) 677-3671<br />
Sunnyvale Goodwill Store<br />
151 E. Washington at Sunnyvale Avenue<br />
Hours: Mon-Sat 9-7; Sun 9-6<br />
<strong>Donations</strong>: Mon-Sat 9-5:30; Sun 9-5<br />
Phone: (408) 736-8558<br />
Sunnyvale Donation Site<br />
727 Sunnyvale-Saratoga Road (by<br />
Orchard Supply Hardware)<br />
Hours: 7 days, 9-5<br />
Willow Glen Goodwill Store<br />
1579 Meridian Avenue, San José<br />
Hours: Mon-Sat 9-9<br />
Phone: (408) 266-7151<br />
<strong>Santa</strong> <strong>Clara</strong>-Our Lady <strong>of</strong> Peace Donation<br />
Site<br />
2800 Mission College Blvd.<br />
Hours: 7 days, 9-5<br />
<strong>Santa</strong> <strong>Clara</strong>-Princeton Donation Site<br />
3510 Homestead Road<br />
Hours: 7 days, 9-5<br />
California Certified Bottle and Can<br />
Recycling Center<br />
F-4 May 2011
UASI Local <strong>Donations</strong> <strong>Management</strong> Plan Template<br />
Attachment B: Scenario Earthquake and<br />
General Planning Assumptions<br />
http://www.hopeservices.org/<br />
HOPE's Donation Pickup Service provides free home pickups <strong>of</strong> items<br />
listed above in Northern and Southern California (Los Angeles and<br />
Orange Counties).<br />
Donation items are then resold at our HOPE Station store in Fremont<br />
(39418 Fremont Blvd), or at the chain <strong>of</strong> Savers thrift stores<br />
throughout California.<br />
Store proceeds directly benefit HOPE clients with job training, job<br />
placement and independent living services. Your donation is tax<br />
deductible. Please call to schedule a home pickup or request other<br />
information:<br />
Northern California: pickups@hopeservices.org - (408) 748-2874<br />
or toll free: 1-866-636-6283<br />
HOPE Services Donation Drop-<strong>of</strong>f Locations<br />
HOPE Sites:<br />
3100 Alfred Street, <strong>Santa</strong> <strong>Clara</strong> 95054 (M-F, 9-5)<br />
Donation Trailer, Bollinger & Miller Avenues, Cupertino 95014 (7 days,<br />
11-7)<br />
30 Las Colinas, San Jose, 95119 (M-F, 9-4)<br />
460 E. Middlefield Rd., Mountain View, 94043 (M-F, 9-3)<br />
1555 Parkmoor Avenue, San Jose, 95128 (M-F, 9-3)<br />
8855 Murray Avenue, Gilroy, 95020 (M-F, 9-3)<br />
220 Lincoln St., <strong>Santa</strong> Cruz, 95060 M-F-8-3<br />
546 Brunken Avenue, Salinas, 93901 M-F 8-3<br />
2300 Technology Parkway #7, Hollister, 95023 M-F 8-3<br />
1580 Del Monte Blvd Seaside, M-F 8-4<br />
19055 Portola Drive, Salinas, M-F 8-4<br />
Savers stores: Drop <strong>of</strong>f donations Mon-Sat 9-9, Sun 10-6<br />
2222 Business Circle, San Jose, 95128<br />
1924 North Main St., Salinas, 93906<br />
875 Main St. (xStambaugh) Redwood City, 94036<br />
60 Dempsey Rd. (xCalaveras Blvd.) Milpitas, 95035<br />
2840 Geneva Ave. (xAccacia) Daly City, 94014<br />
May 2011 F-5
Appendix F: In-Kind <strong>Donations</strong> Coordination Team (IKDCT)<br />
Member Sites and Donation Information<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
F-6 May 2011
Appendix G:<br />
<strong>Donations</strong> <strong>Management</strong> Unit Checklist
This page intentionally left blank
Table <strong>of</strong> Contents<br />
G.1 <strong>Donations</strong> <strong>Management</strong> Unit Leader ..............................................................................G-1<br />
G.2 Action Checklist................................................................................................................G-1<br />
May 2011<br />
G-i
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Appendix G: <strong>Donations</strong> <strong>Management</strong> Unit Checklist<br />
G.1 <strong>Donations</strong> <strong>Management</strong> Unit Leader<br />
The <strong>Donations</strong> <strong>Management</strong> Unit (DMU) Leader is the point <strong>of</strong> contact for<br />
donations management coordination in the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Operational Area<br />
Emergency Operations Center (EOC). This person acts as the liaison between the<br />
Monetary <strong>Donations</strong> Coordination Team (MDCT), the In-Kind <strong>Donations</strong><br />
Coordination Team (IKDCT), and the EOC. In addition, the <strong>Donations</strong><br />
<strong>Management</strong> Unit Leader coordinates with the Public Information Officer (PIO) to<br />
ensure that early, accurate, and consistent information goes out to the public<br />
regarding the donation <strong>of</strong> money and goods. He or she also coordinates with the<br />
State, and with other public and nonpr<strong>of</strong>it agencies regarding donations issues<br />
throughout the event.<br />
G.2 Action Checklist<br />
Identify yourself as the DMU Leader.<br />
Read this entire checklist.<br />
Review the <strong>County</strong>’s <strong>Donations</strong> <strong>Management</strong> Plan and become familiar on how<br />
donations are handled in the <strong>County</strong>.<br />
Gather the latest information from the Situation Status Unit.<br />
Contact the agencies involved in both the MDCT and the IKDCT to advise them<br />
<strong>of</strong> the activation <strong>of</strong> the DMU in the EOC.<br />
Develop a plan <strong>of</strong> action with each team as to how donations will be handled.<br />
Work with the Public Information Officer on the preparation <strong>of</strong> News Releases<br />
on how donations should be made. Refer to Appendix E <strong>of</strong> the <strong>Donations</strong><br />
<strong>Management</strong> Plan.<br />
Work with the Liaison Officer in the <strong>Management</strong> Section to help coordinate<br />
donations from the private sector and the local Voluntary Organizations Active<br />
in Disaster Collaborating Agencies’ Disaster Relief Effort (CADRE).<br />
Notify the Operations Section that you should be contacted whenever issues<br />
surrounding donations occur in the field to that immediate and preventative<br />
action can be taken.<br />
Contact other agencies supporting mass care and sheltering, transportation,<br />
evacuation, volunteer management, and animal care to ascertain the needs for<br />
any donated goods. Communicate those needs to other agencies as required.<br />
Communicate with the <strong>County</strong>’s 211 call center (United Way Silicon Valley) to<br />
ensure they are aware <strong>of</strong> the current public message and gather information<br />
about what they may be hearing from the public about donations.<br />
May 2011 G-1
Appendix G: <strong>Donations</strong> <strong>Management</strong> Unit Checklist<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Contact the Logistics Sections in each <strong>of</strong> the cities to assess their need for<br />
donations, and to gather information on how they are dealing with donations in<br />
their jurisdictions.<br />
Coordinate the delivery <strong>of</strong> bulk goods, either requested or not requested,<br />
through the Bulk <strong>Donations</strong> Branch.<br />
Determine the need for a warehouse facility, and locate one through the other<br />
Units in the Logistics Section.<br />
Determine the need for additional volunteers to assist in both bulk goods (new)<br />
and non-bulk goods (used) in sorting, transportation, and distribution through<br />
the NGOs who are responsible that activity. Communicate those needs to the<br />
Volunteer <strong>Management</strong> Unit Leader.<br />
Contact the State’s Regional Emergency Operations Center to coordinate issues<br />
surrounding donations, especially the need for monetary donations and bulk<br />
goods donations.<br />
If distribution sites are going to be set up, communicate that to the PIO, the<br />
Operations Section, and the Logistics Section so that they can assess the<br />
situation and take action accordingly.<br />
Brief the Logistics Chief, the Situation Status Unit, and the Liaison Officer<br />
regularly on the status <strong>of</strong> donations throughout the <strong>County</strong>.<br />
Monitor how unwanted donated goods (non-bulk) are being dealt with to<br />
ensure that debris removal issues are dealt with on a timely manner.<br />
Obtain updates from both the MDCT and the IKDCT as the event continues,<br />
and deal with coordination issues as they occur.<br />
Work with all agencies involved on demobilization issues, especially those<br />
related to the eventual disposition <strong>of</strong> monetary funds and all in-kind goods.<br />
Maintain a log noting messages received; releases published; interviews<br />
granted; and other activities.<br />
Complete an AFTER-ACTION REPORT that should include a brief overview <strong>of</strong><br />
support provided during the operation and suggested Corrective Actions to<br />
improve operations. Use the following format:<br />
Issue<br />
Corrective Action<br />
Assigned to and due date for completion<br />
G-2 May 2011
Appendix H:<br />
Sample Press Releases and Public Information<br />
Announcements
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Appendix H: Sample Press Releases and Public Information<br />
Announcements<br />
H.1 Public Messaging Templates<br />
These are templates only and can be adapted as necessary based on specifics and<br />
needs <strong>of</strong> the incident and to reflect local strategies for directing donors. Be sure to<br />
coordinate the release <strong>of</strong> all information to the press and the public with the<br />
Emergency Operations Center’s Public Information Officer.<br />
May 2011 H-1
Appendix H: Sample Press Releases<br />
and Public Information Announcements<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
1-TELEVISION PUBLIC SERVICE ANNOUNCEMENT (PSA) TEMPLATE<br />
The following PSA template, designed to be used by commercial or public television stations<br />
during a disaster, is a voice-over script to inform the public on how to donate.<br />
Post-Incident Voice-Over Script<br />
FOR USE: IMMEDIATE<br />
TIME: Estimated at [number] seconds<br />
AGENCY: [name <strong>of</strong> jurisdiction and agency]<br />
TITLE: <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund<br />
Wondering how you can help with the response to the [name <strong>of</strong> event]? The best way is to<br />
make a cash donation to the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund. This fund was<br />
established by the Silicon Valley Community Foundation, in partnership with local<br />
government, American Red Cross <strong>Santa</strong> <strong>Clara</strong> Valley Chapter and United Way Silicon Valley.<br />
Your single contribution will support a variety <strong>of</strong> efforts helping those affected by the disaster<br />
and reach the areas <strong>of</strong> greatest need. To donate, or to get more information, visit www.sccdisaster-relief-fund.org<br />
or call 211.<br />
# # #<br />
H-2 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Appendix H: Sample Press Releases and<br />
Public Information Announcements<br />
2-RADIO PUBLIC SERVICE ANNOUNCEMENT TEMPLATE<br />
The following Radio PSA template is a reader announcement message to inform the public<br />
on how to donate.<br />
Post-Incident Script<br />
FOR USE: IMMEDIATE<br />
TIME: Estimated at [number] seconds<br />
AGENCY: [name <strong>of</strong> jurisdiction and agency]<br />
TITLE: <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund<br />
Wondering how you can help with the response to the [name <strong>of</strong> event]? The best way is to<br />
make a cash donation to the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund. This fund was<br />
established by the Silicon Valley Community Foundation, in partnership with local<br />
government representatives, American Red Cross <strong>Santa</strong> <strong>Clara</strong> Valley Chapter and United<br />
Way Silicon Valley. Your single contribution will support a variety <strong>of</strong> efforts helping those<br />
affected by the disaster and reach the areas <strong>of</strong> greatest need. To donate, or to get more<br />
information, visit www.scc-disaster-relief-fund.org or call 211.<br />
# # #<br />
May 2011 H-3
Appendix H: Sample Press Releases<br />
and Public Information Announcements<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
3-PRINT MEDIA—PRESS RELEASE TEMPLATE<br />
[insert logo(s)]<br />
Date:<br />
Time:<br />
Contact:<br />
Phone:<br />
Email:<br />
Fax:<br />
FOR IMMEDIATE RELEASE<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund Announced<br />
City name, CA —The <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund has been established<br />
to accept cash donations in response to the [name <strong>of</strong> event]. The fund allows donors to make<br />
contributions quickly and easily in support <strong>of</strong> a range <strong>of</strong> local service efforts and to give help<br />
where it is most needed. The disaster relief fund is a joint effort <strong>of</strong> the Silicon Valley<br />
Community Foundation, in partnership with local government, American Red Cross <strong>Santa</strong><br />
<strong>Clara</strong> Valley Chapter and United Way Silicon Valley.<br />
Organizers <strong>of</strong> the joint community fund believe that financial contributions are the best way<br />
to assist residents affected by the disaster. To donate to the disaster relief fund or to get more<br />
information, residents should go to www.scc-disaster-relief-fund.org or call 211.<br />
<strong>Donations</strong> to the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund are tax-deductible.<br />
IF APPROPRIATE:<br />
According to [spokesperson, title and organization], “At this time, there is no need for<br />
donated food, clothing or other goods for the disaster. Those willing to donate such items for<br />
non-disaster purposes should contact a local organization or call 211 to get more<br />
information.”<br />
# # #<br />
H-4 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Appendix H: Sample Press Releases and<br />
Public Information Announcements<br />
4-SOCIAL MEDIA—PRESS RELEASE TEMPLATE<br />
[insert logo(s)]<br />
Date:<br />
Time:<br />
Contact:<br />
Phone:<br />
Email:<br />
URL:<br />
Fax:<br />
FOR IMMEDIATE RELEASE<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund Announced<br />
City name, CA —The <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund has been established<br />
to accept cash donations in response to the [name <strong>of</strong> event]. The fund allows donors to make<br />
contributions quickly and easily in support <strong>of</strong> a range <strong>of</strong> local service efforts and to give help<br />
where it is most needed. The disaster relief fund is a joint effort the Silicon Valley<br />
Community Foundation, in partnership with local government, American Red Cross <strong>Santa</strong><br />
<strong>Clara</strong> Valley Chapter and United Way Silicon Valley.<br />
Organizers <strong>of</strong> the joint community fund believe that financial contributions are the best way<br />
to assist residents affected by the disaster. To donate to the disaster relief fund or to get more<br />
information, residents should go to www.scc-disaster-relief-fund.org or call 211. <strong>Donations</strong> to<br />
the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund are tax-deductible. [Insert links to any<br />
additional URLs, YouTube, or other social media sites]<br />
IF APPROPRIATE:<br />
According to [spokesperson, title and organization], “At this time, there is no need for<br />
donated food, clothing or other goods for the disaster. Those willing to donate such items for<br />
non-disaster purposes should contact a local organization or call [211 or other number] to get<br />
more information.”<br />
# # #<br />
May 2011 H-5
Appendix H: Sample Press Releases<br />
and Public Information Announcements<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
5-TELEPHONIC NOTIFICATION SCRIPT<br />
The following telephone message script template is a notification message to inform the<br />
public on how to donate.<br />
Post-Incident Script<br />
FOR USE: IMMEDIATE<br />
TIME: Estimated at [number] seconds<br />
AGENCY: [name <strong>of</strong> jurisdiction and agency]<br />
TITLE: Donation requested for [name <strong>of</strong> event]<br />
Hello. This message is from [name <strong>of</strong> organization or “the <strong>of</strong>fice <strong>of</strong> ---“]. In light <strong>of</strong> the recent<br />
[name <strong>of</strong> disaster event], you may be considering making a donation. At this time, the [name<br />
<strong>of</strong> organization or project] is requesting [list type <strong>of</strong> donation or specific items]. To donate or<br />
get more information, please call [name <strong>of</strong> organization] at [phone number—say it twice] or<br />
email [email address—say once and spell once].<br />
H-6 May 2011
Appendix I:<br />
Sample Memoranda <strong>of</strong> Understanding and<br />
Memoranda <strong>of</strong> Agreement
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Appendix I: Sample Memoranda <strong>of</strong> Understanding/<br />
Memoranda <strong>of</strong> Agreement<br />
Disclaimer<br />
What follows are draft Memoranda <strong>of</strong> Understanding (MOUs) or <strong>of</strong> Agreement<br />
(MOAs). The information in them is intended for stakeholder discussions during<br />
the Regional Catastrophic Preparedness Grant Program <strong>Donations</strong> <strong>Management</strong><br />
Project and its processes. The information is for illustrative purposes only.<br />
These documents should be reviewed by the local jurisdiction’s legal counsel to be<br />
certain that they are appropriate for the management <strong>of</strong> monetary donations after a<br />
catastrophic event and will accomplish the purposes intended by the parties<br />
involved.<br />
The templates begin on the following page. The sources for them include these<br />
similar agreements:<br />
Idaho Bureau <strong>of</strong> Homeland Security <strong>Donations</strong> <strong>Management</strong> Annex,<br />
08/01/2002<br />
Maine Emergency <strong>Management</strong> Agency <strong>Donations</strong> <strong>Management</strong> Annex,<br />
05/01/2003<br />
Montana Disaster and Emergency Services <strong>Donations</strong> <strong>Management</strong> Annex,<br />
11/25/2003<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> <strong>Donations</strong> <strong>Management</strong> <strong>County</strong>wide Coordination Plan,<br />
6/2009<br />
South Carolina Emergency <strong>Management</strong> Division <strong>Donations</strong> <strong>Management</strong><br />
Annex, 1/1/2003<br />
King <strong>County</strong> Office <strong>of</strong> Emergency <strong>Management</strong> Omnibus Legal and Financial<br />
Agreement, 11/28/2006<br />
May 2011 I-1
Appendix I: Sample MOUs/MOAs<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Draft Template between the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> and Organizations Providing<br />
Monetary <strong>Donations</strong> <strong>Management</strong> Services<br />
MEMORANDUM OF UNDERSTANDING BETWEEN<br />
COUNTY OF SANTA CLARA<br />
AND<br />
[INSERT FOUNDATION]<br />
This understanding provides a mechanism by which the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> and<br />
[INSERT FOUNDATION] can coordinate their responsibilities for relief efforts<br />
after a catastrophic event and to provide support and stability to the local agencies<br />
involved with collecting monetary donations, disseminating public information, and<br />
addressing the human needs <strong>of</strong> the disaster victims. By the distribution <strong>of</strong> resources<br />
from a post-disaster fund, the COUNTY OF SANTA CLARA and [INSERT<br />
FOUNDATION] enter into the following agreement:<br />
The <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> understands, acknowledges, and appreciates the<br />
critical role that monetary foundations have in providing emergency monetary<br />
relief for disaster victims.<br />
The <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> further understands and acknowledges that [INSERT<br />
FOUNDATION] while not itself a response agency, is the agency under which<br />
(all) key monetary donations are collected, and provided to, the victims directly<br />
or through local nonpr<strong>of</strong>it agencies.<br />
The [INSERT FOUNDATION], through its elected Chairperson, likewise<br />
acknowledges and fully accepts that the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> is lawfully<br />
responsible to serve and protect the citizens <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> during times <strong>of</strong><br />
emergency or disaster.<br />
The [INSERT FOUNDATION], understands and fully accepts that it is therefore<br />
in the best interest <strong>of</strong> the citizens <strong>of</strong> the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> that [INSERT<br />
FOUNDATION], through its Chairperson (designated Emergency Operations<br />
Center [EOC] Coordinator for the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Function<br />
Branch), and responsibilities as the Unit Leader for the <strong>Donations</strong> <strong>Management</strong><br />
Unit (DMT) and representation on the Resource Allocation Committee, to<br />
provide information pertaining to monetary donations relief efforts and needs to<br />
the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Operational Area EOC.<br />
The [INSERT FOUNDATION] will support the phases for the distribution <strong>of</strong><br />
funds, processing <strong>of</strong> funds, and fiscal report criteria in accordance with the <strong>Santa</strong><br />
<strong>Clara</strong> <strong>County</strong> <strong>Donations</strong> <strong>Management</strong> <strong>County</strong>wide Coordination Plan.<br />
The [INSERT FOUNDATION] will provide leadership and grant-making<br />
training for community-based organizations to coordinate the flow <strong>of</strong> incoming<br />
I-2 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Appendix I: Sample MOUs/MOAs<br />
designated and undesignated monetary resources and the completion <strong>of</strong> disaster<br />
relief fund request documents.<br />
The [INSERT FOUNDATION] initiates the formation <strong>of</strong> a monetary unmet<br />
needs (Resource Allocation Committee) committee; and that it arranges and<br />
conducts meetings with its member agencies, <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> government<br />
<strong>of</strong>ficials and other appropriate agencies to coordinate monetary relief efforts.<br />
The [INSERT FOUNDATION] will provide leadership <strong>of</strong> a multi-agency<br />
<strong>Donations</strong> <strong>Management</strong> Unit and coordinate local activities in the<br />
communications, receiving, inventory, and allocation <strong>of</strong> monetary donations for<br />
operational periods in support <strong>of</strong> the activation <strong>of</strong> the Operational Area EOC.<br />
The [INSERT FOUNDATION] will establish the [INSERT EVENT NAME] Fund<br />
and coordinate the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Function Branch <strong>of</strong> the<br />
Operational Area EOC.<br />
In the event that there are multiple disaster relief funds in the <strong>County</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Clara</strong>, the [INSERT FOUNDATION] will provide oversight <strong>of</strong> the allocated<br />
disaster money to agencies.<br />
The [INSERT FOUNDATION] will make all monetary donations available to<br />
recognized, and qualified, local community-based nonpr<strong>of</strong>it organizations<br />
carrying out a monetary resource distribution program and will keep remaining<br />
funds in <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong>.<br />
The [INSERT FOUNDATION] will supply on request a copy <strong>of</strong> the most current<br />
monetary donations inventory to <strong>County</strong>, State and local <strong>of</strong>ficials.<br />
In the event that [INSERT FOUNDATION] is unable to fulfill its obligations<br />
under this agreement, the [INSERT FOUNDATION] will turn over the overall<br />
operation and coordination to another organization as identified by the<br />
Monetary <strong>Donations</strong> Coordination Team (MDCT), and local government<br />
<strong>of</strong>ficials.<br />
In the event that monetary donations are not adequate to support the [INSERT<br />
FOUNDATION] operations, the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Operational Area may<br />
provide support as follows:<br />
Information technology resources to establish, or re-establish donation<br />
collections systems<br />
Communications systems<br />
Facilities or space for operations staff<br />
Equipment to include desks, work tables, chairs, computers and printers, copier<br />
service<br />
Assistance in obtaining transportation for operations staff<br />
May 2011 I-3
Appendix I: Sample MOUs/MOAs<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Site security<br />
Services to include power, water, sanitation and debris removal<br />
Term<br />
The agreement shall become effective upon execution by both parties and shall<br />
remain in effect until termination in writing. Either party in writing with or without<br />
cause may make such termination at any time. Any termination under this MOU<br />
shall be without prejudice or hardship to any obligations and liabilities <strong>of</strong> either<br />
party already accrued prior to such termination.<br />
Activation<br />
The agreement shall be activated by request <strong>of</strong> the <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Operational<br />
Area EOC.<br />
Indemnification and Liability<br />
1. [INSERT FOUNDATION] shall be solely responsible to parties with whom it shall<br />
deal in carrying out the terms <strong>of</strong> this agreement, and shall save the <strong>County</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Clara</strong> harmless against all claims <strong>of</strong> whatever nature by third parties arising out <strong>of</strong><br />
the performance <strong>of</strong> work under this agreement. For purposes <strong>of</strong> this agreement,<br />
[INSERT FOUNDATION] agrees that it is not an employee or agent <strong>of</strong> the <strong>County</strong><br />
<strong>of</strong> <strong>Santa</strong> <strong>Clara</strong>.<br />
2. Nothing herein is intended to serve as a waiver <strong>of</strong> sovereign immunity by any<br />
party or recipient to whom sovereign immunity applies. Nothing herein shall be<br />
construed as consent by a government agency or subdivision <strong>of</strong> the <strong>County</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Clara</strong> to be sued by third parties in any matter arising out <strong>of</strong> any contract.<br />
3. [INSERT FOUNDATION] agrees to indemnify, defend, and hold free and<br />
harmless, <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> and each <strong>of</strong> its members, agents, employees,<br />
<strong>of</strong>ficers, and directors, from and against any and all actions, claims, liabilities,<br />
assertions <strong>of</strong> liability, losses, costs, and expenses including, but not limited to,<br />
attorney fees, reasonable investigative and discovery costs, and court costs, which in<br />
any manner may arise or be alleged to have arisen, or resulted, or alleged to have<br />
resulted, from the presence and activities, or any nature or otherwise <strong>of</strong> [INSERT<br />
FOUNDATION], its agents, or employees relating to this MOU, including but not<br />
limited to, claim or claims for bodily injury or death <strong>of</strong> persons, and for loss <strong>of</strong> or<br />
damage to property, including claims or loss by <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> or its agents,<br />
and employees.<br />
Therefore, The <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> and the [INSERT FOUNDATION] do enter<br />
into this agreement to exchange information and coordinate efforts to ensure that<br />
all possible donated monetary resources are made available to the citizens <strong>of</strong> the<br />
<strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> to meet their needs in times <strong>of</strong> disaster.<br />
I-4 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Appendix I: Sample MOUs/MOAs<br />
This agreement may be terminated by either party with sufficient notice which will<br />
not cause hardship on the operation itself. Dated this ____ day <strong>of</strong> ___________,<br />
2011.<br />
_______________________________ ________________________ __<br />
[AUTHORIZED LOCAL GOV’T. OFFICIAL] [AUTHORIZED FOUNDATION OFFICIAL]<br />
[TITLE OF LOCAL GOV’T. OFFICIAL] [TITLE OF FOUNDATION OFFICIAL]<br />
May 2011 I-5
Appendix I: Sample MOUs/MOAs<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Draft Template between the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> and Organizations Providing<br />
In-Kind <strong>Donations</strong> <strong>Management</strong> Services<br />
MEMORANDUM OF UNDERSTANDING BETWEEN<br />
COUNTY OF SANTA CLARA<br />
AND<br />
[INSERT ORGANIZATION]<br />
This understanding provides a mechanism by which the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> and<br />
[INSERT ORGANIZATION] can coordinate their responsibilities for relief efforts<br />
after a catastrophic event and to provide support and stability to the local<br />
organizations involved with carrying out disaster relief to address victims’ human<br />
needs. These responsibilities may include but not limited to: collecting donations;<br />
transporting donations; establishing collection and distribution centers; sorting and<br />
packaging <strong>of</strong> donated goods; tracking <strong>of</strong> victims’ needs; warehousing donations;<br />
distribution and allocation <strong>of</strong> donations and the dissemination <strong>of</strong> public<br />
information.<br />
By the distribution <strong>of</strong> in-kind donations, the COUNTY OF SANTA CLARA and<br />
[INSERT ORGANIZATION] enter into the following agreement:<br />
The <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> understands, acknowledges, and appreciates the<br />
critical role that in-kind donations organizations have in providing emergency<br />
relief for disaster survivors.<br />
The <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> further understands and acknowledges that [INSERT<br />
ORGANIZATION] while not itself a response agency, is the agency under which<br />
key in-kind donations are collected, and provided to, the survivors directly or<br />
through other nonpr<strong>of</strong>it agencies.<br />
The <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> and [INSERT ORGANIZATION] will support the<br />
operational transition to a long-term recovery committee.<br />
The [INSERT ORGANIZATION], through its elected Chairperson, likewise<br />
acknowledges and fully accepts that the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> is lawfully<br />
responsible to serve and protect the citizens <strong>of</strong> the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> during<br />
times <strong>of</strong> emergency or disaster.<br />
The [INSERT ORGANIZATION] understands and fully accepts that it is<br />
therefore in the best interest <strong>of</strong> the citizens <strong>of</strong> the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> that<br />
[INSERT ORGANIZATION], provides information pertaining to in-kind<br />
donations relief efforts and needs to the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> Operational Area<br />
EOC.<br />
The [INSERT ORGANIZATION] operates on a voluntary basis and may own and<br />
maintain equipment and materials and employs trained personnel for a variety<br />
I-6 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Appendix I: Sample MOUs/MOAs<br />
<strong>of</strong> services and is willing, under certain conditions, to provide services to the<br />
citizens <strong>of</strong> the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> during times <strong>of</strong> emergency or disaster.<br />
The [INSERT ORGANIZATION] will support the phases for in-kind donations<br />
management in accordance with the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> <strong>Donations</strong><br />
<strong>Management</strong> <strong>County</strong>wide Coordination Plan.<br />
The [INSERT ORGANIZATION] will participate, as requested, in a multi-agency<br />
<strong>Donations</strong> <strong>Management</strong> Unit and coordinate local activities in the<br />
communications, receiving, inventory, and allocation <strong>of</strong> in-kind donations for<br />
operational periods in support <strong>of</strong> the activation <strong>of</strong> the Operational Area EOC.<br />
The [INSERT ORGANIZATION] will make all in-kind donations available to<br />
recognized, and qualified, local community-based nonpr<strong>of</strong>it organizations<br />
carrying out an in-kind resource distribution program and will keep remaining<br />
donations in the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong>.<br />
The [INSERT ORGANIZATION] will supply on request a copy <strong>of</strong> the most<br />
current in-kind donations inventory to <strong>County</strong>, State and local <strong>of</strong>ficials.<br />
In the event that [INSERT ORGANIZATION] is unable to fulfill its obligations<br />
under this agreement, the [INSERT ORGANIZATION] will turn over the overall<br />
operation and coordination to another organization as identified by the IKDCT,<br />
the EOC <strong>Donations</strong> <strong>Management</strong> Unit and local government <strong>of</strong>ficials.<br />
The <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> recognize that [INSERT ORGANIZATION] will retain<br />
its identity on all facilities and with all its stock materials, services and<br />
personnel, and that coordination with the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> and cooperation<br />
with other local agencies will not involve subordination <strong>of</strong> the agency to any<br />
other private cooperating agencies.<br />
Coordination between the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> and [INSERT ORGANIZATION] at<br />
times <strong>of</strong> a major disaster and during the post-disaster recovery period should be<br />
maintained at efficient levels and be a part <strong>of</strong> the purpose <strong>of</strong> this memorandum <strong>of</strong><br />
understanding.<br />
The <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> will include the [INSERT ORGANIZATION] on its<br />
Disaster Alert List so that disaster needs can be made known and appropriate<br />
response <strong>of</strong> personnel can be made available.<br />
To assure this coordinated effort, the respective parties agree to the following:<br />
The <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> will:<br />
Provide leadership for the <strong>Donations</strong> <strong>Management</strong> Unit<br />
Provide resources to support the <strong>Donations</strong> Coordination Teams<br />
Provide notice <strong>of</strong> requesting activation through the Logistics Section <strong>Donations</strong><br />
<strong>Management</strong> Unit<br />
May 2011 I-7
Appendix I: Sample MOUs/MOAs<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Provide information technologies resources to establish, or re-establish,<br />
donation collections systems including a technology portal to coordinate and<br />
allocate resources in the EOC Logistics Section<br />
Communications systems<br />
Establish a Joint Information Center and coordinate public communications for<br />
donations management<br />
Site security<br />
When donated resources cannot meet the needs for the in-kind donations<br />
management operations, the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> will coordinate acquisition <strong>of</strong><br />
the following to include but not limited to:<br />
Shipping boxes, packing materials, pallets and pallet jack(s)<br />
Dumpster service<br />
Forklift(s) and fuel for forklift(s)<br />
Computers, printers and copiers<br />
Tables and chairs<br />
Trucking (for delivery <strong>of</strong> goods to distribution centers) and fuel<br />
Utilities, Internet, and phone/fax services<br />
Warehouse Space (50,000-100,00 sq. ft. suggested)<br />
Services to include power, heat, water, sanitation and debris removal<br />
The above is intended to provide additional information for locating and procuring<br />
items that will be needed for in-kind donations management. It is not all inclusive<br />
and quantities may change as conditions and time dictates.<br />
The [INSERT ORGANIZATION] will:<br />
Keep the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> informed <strong>of</strong> its operations and projects and to<br />
look to the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> for guidance and assistance if problems arise in<br />
disaster response and recovery operations<br />
Provided support to coordinate the flow <strong>of</strong> incoming undesignated in-kind<br />
donations<br />
Provide support to the EOC Logistics Section <strong>Donations</strong> <strong>Management</strong> Unit, as<br />
requested<br />
Provide leadership to the <strong>Donations</strong> Coordination Teams<br />
Receive process and distribute in-kind donated goods which may include but not<br />
limited to bottled water, groceries, baby supplies, personal comfort items,<br />
blankets, cleaning materials, clothing, and other household goods needed by<br />
survivors<br />
I-8 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Appendix I: Sample MOUs/MOAs<br />
Support the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> technology portal to coordinate and allocate<br />
resources in the Logistics Section<br />
Distribution may include direct distribution to individuals or families, as well as<br />
providing supplies to other voluntary agencies involved in direct distribution to<br />
individuals and families<br />
Operate, or support the operations <strong>of</strong>, a donated goods hotline in conjunction<br />
with the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong><br />
Conduct direct contact programs, such as door-to-door distribution <strong>of</strong><br />
information packets, when personnel are available and it is deemed by local<br />
government to be helpful and advisable<br />
Abide by the decisions <strong>of</strong> the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> concerning the coordination<br />
<strong>of</strong> donations management organizations for the rendering <strong>of</strong> assistance for<br />
disaster victims<br />
Provide management <strong>of</strong> a multi-agency warehouse and supervise local donations<br />
management volunteers in receiving, sorting, packing, transportation and<br />
inventorying <strong>of</strong> in-kind donations<br />
Term<br />
The memorandum <strong>of</strong> understand shall become effective upon execution by both<br />
parties and shall remain in effect until termination in writing. Either party in<br />
writing with or without cause may make such termination at any time. Any<br />
termination under this MOU shall be without prejudice or hardship to any<br />
obligations and liabilities <strong>of</strong> either party already accrued prior to such termination.<br />
Activation<br />
The memorandum <strong>of</strong> understanding shall be activated by request <strong>of</strong> the <strong>County</strong> <strong>of</strong><br />
<strong>Santa</strong> <strong>Clara</strong> Operational Area EOC.<br />
Indemnification and Liability<br />
1. [INSERT ORGANIZATION] shall be solely responsible to parties with whom it<br />
shall deal in carrying out the terms <strong>of</strong> this agreement, and shall save the <strong>County</strong> <strong>of</strong><br />
<strong>Santa</strong> <strong>Clara</strong> harmless against all claims <strong>of</strong> whatever nature by third parties arising<br />
out <strong>of</strong> the performance <strong>of</strong> work under this agreement. For purposes <strong>of</strong> this<br />
agreement, [INSERT ORGANIZATION] agrees that it is not an employee or agent<br />
<strong>of</strong> the <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong>.<br />
2. Nothing herein is intended to serve as a waiver <strong>of</strong> sovereign immunity by any<br />
party or recipient to whom sovereign immunity applies. Nothing herein shall be<br />
construed as consent by a government agency or subdivision <strong>of</strong> the <strong>County</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Clara</strong> to be sued by third parties in any matter arising out <strong>of</strong> any contract.<br />
May 2011 I-9
Appendix I: Sample MOUs/MOAs<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
3. [INSERT ORGANIZATION] agrees to indemnify, defend, and hold free and<br />
harmless, <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> and each <strong>of</strong> its members, agents, employees,<br />
<strong>of</strong>ficers, and directors, from and against any and all actions, claims, liabilities,<br />
assertions <strong>of</strong> liability, losses, costs, and expenses including, but not limited to,<br />
attorney fees, reasonable investigative and discovery costs, and court costs, which in<br />
any manner may arise or be alleged to have arisen, or resulted, or alleged to have<br />
resulted, from the presence and activities, or any nature or otherwise <strong>of</strong> [INSERT<br />
ORGANIZATION], its agents, or employees relating to this MOU, including but not<br />
limited to, claim or claims for bodily injury or death <strong>of</strong> persons, and for loss <strong>of</strong> or<br />
damage to property, including claims or loss by <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> or its agents,<br />
and employees.<br />
Therefore, The <strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> and the [INSERT ORGANIZATION] do enter<br />
into this agreement to exchange information and coordinate efforts to ensure that<br />
all possible donated in-kind resources are made available to the citizens <strong>of</strong> the<br />
<strong>County</strong> <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> to meet their needs in times <strong>of</strong> disaster.<br />
This agreement may be terminated by either party with sufficient notice which will<br />
not cause hardship on the operation itself. Dated this ____ day <strong>of</strong> ___________,<br />
2011._______________________________<br />
__________________________<br />
[Authorized local government <strong>of</strong>ficial and title]<br />
<strong>of</strong>ficial and title]<br />
[Authorized organization<br />
I-10 May 2011
Appendix J:<br />
FEMA/NVOAD Brochure—How To Donate Successfully
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instructions about how the goods should be<br />
sorted, packaged and labeled. If unsure <strong>of</strong><br />
this process, discuss these steps with an<br />
experienced disaster relief organization.<br />
Specific content lists should be taped to the<br />
side <strong>of</strong> each box. This allows the receiving<br />
<strong>of</strong>ficials to determine the contents <strong>of</strong> the box<br />
without opening it, thereby allowing for a<br />
more timely distribution.<br />
Put yourself in the shoes <strong>of</strong> the person on<br />
the receiving end <strong>of</strong> the shipment and think<br />
about making the unloading, unpacking,<br />
warehousing and distribution as simple as<br />
possible.<br />
7. VOLUNTEERS ARE<br />
ENCOURAGED TO AFFILIATE<br />
WITH A VOLUNTARY<br />
ORGANIZATION INVOLVED IN<br />
DISASTER RESPONSE AND<br />
RECOVERY.<br />
If you want to volunteer for disaster work,<br />
before the next disaster strikes, get some<br />
disaster training. You will be in a better<br />
position to find meaningful volunteer work<br />
after the disaster. Volunteering through a<br />
voluntary organization active in the disaster<br />
provides a better chance <strong>of</strong> insurance and<br />
liability protection. There are many tasks to<br />
do after a disaster – cleaning up and<br />
rebuilding are two <strong>of</strong> the biggest. Various<br />
voluntary organizations and the local<br />
government may be aware <strong>of</strong> these<br />
opportunities for volunteers in the long and<br />
difficult recovery phase. Watch the local<br />
media carefully to learn what volunteer<br />
efforts are being organized. If there is a<br />
Volunteer Center in the area, it is an<br />
excellent source <strong>of</strong> information about<br />
volunteer opportunities after a disaster.<br />
In the immediate disaster response period<br />
there are <strong>of</strong>ten many people who want to<br />
volunteer at the same time. Remember to be<br />
patient. It may not be perfectly clear until a<br />
few days after the incident how a volunteer<br />
can get involved. There are <strong>of</strong>ten greater<br />
needs for volunteer help when the<br />
community enters the long-term recovery<br />
period. Volunteers should plan to be as<br />
self-sufficient as possible so that they are <strong>of</strong><br />
little, if any, burden on the disaster-affected<br />
community.<br />
This information is provided by the Federal<br />
Emergency <strong>Management</strong> Agency and the<br />
National Voluntary Organizations Active<br />
in Disaster (National VOAD). For more<br />
information about FEMA please see www.<br />
fema.gov and for National VOAD see www.<br />
nvoad.org .<br />
Both organizations believe it is very<br />
important for people to get involved and<br />
help their fellow citizens in time <strong>of</strong><br />
disaster. The generosity and kindness <strong>of</strong><br />
people around the country does a lot to<br />
help communities heal from the tragic<br />
consequences <strong>of</strong> disasters. However, it is<br />
important to first coordinate the help with<br />
experienced disaster relief organizations<br />
and/or the State and local emergency<br />
management <strong>of</strong>fices so that the people in<br />
need <strong>of</strong> help receive it in the most timely<br />
and effective manner.<br />
How to Donate Successfully:<br />
1. Provide a financial contribution<br />
to a voluntary organization<br />
involved in disaster activities.<br />
2. Find out what services state<br />
government is providing via<br />
Website or state donations hotline.<br />
3. Do not begin collecting, packing<br />
or shipping until or unless you<br />
have a known recipient to accept<br />
it.<br />
How to Volunteer Successfully:<br />
1. Get training before the next<br />
disaster.<br />
2. Connect and affiliate with a<br />
voluntary organization.<br />
3. Consider volunteering for the<br />
long-term community recovery.<br />
4. Check with your local Volunteer<br />
Center for volunteer opportunities<br />
in your own community<br />
(1-800-Volunteer).<br />
5. Plan to be as self-sufficient as<br />
possible (go to www.ready.gov<br />
for assistance in developing your<br />
plan).<br />
When Disaster<br />
Strikes...<br />
HOW TO DONATE OR<br />
VOLUNTEER SUCESSFULLY!<br />
L 217 / August 2007
Everyone is moved when they hear the news<br />
that disaster has struck a community.<br />
Earthquakes, floods, hurricanes, tornadoes,<br />
fires, and other types <strong>of</strong> disasters can<br />
suddenly change the life <strong>of</strong> a family,<br />
community and country.<br />
The National <strong>Donations</strong> <strong>Management</strong><br />
Committee, composed <strong>of</strong> voluntary<br />
organizations active in disasters, and<br />
federal/state/local government emergency<br />
management personnel, has developed the<br />
following information for people interested in<br />
supporting disaster relief efforts.<br />
1. FINANCIAL CONTRIBUTIONS ARE<br />
OFTEN THE BEST KIND OF<br />
DONATION TO MAKE.<br />
Providing a financial contribution to a<br />
voluntary organization involved in disaster<br />
activities is <strong>of</strong>ten the most sensible and the<br />
most efficient way <strong>of</strong> helping the people in<br />
need. There are many voluntary organizations<br />
with considerable experience in disaster relief<br />
in areas such as needs assessment, clean-up,<br />
mass feeding, mass sheltering, first aid, crisis<br />
counseling, pastoral care, child-care, pet care,<br />
home repair, family casework, meeting “unmet<br />
needs” and many other areas. When the public<br />
supports these voluntary organizations with<br />
financial contributions, it helps ensure a steady<br />
flow <strong>of</strong> important services to the people in need<br />
after a disaster.<br />
Please visit www.nvoad.org for a list <strong>of</strong> the<br />
major disaster relief organizations involved in<br />
preparedness, prevention, response and<br />
recovery in the United States. To learn more<br />
about disaster relief organizations involved in<br />
international disasters please visit www.interaction.org.<br />
Try to find out as much as you can<br />
about the work <strong>of</strong> the voluntary organization<br />
by asking questions <strong>of</strong> them and learning <strong>of</strong><br />
their experience in disaster work. Guidance<br />
for assisting disaster victims outside the USA<br />
can be found at www.usaid.gov or www.cidi.<br />
org (Center for International Disaster<br />
Information).<br />
Cash contributions to voluntary organizations<br />
also make sense for other reasons. The<br />
voluntary organization will <strong>of</strong>ten spend the<br />
money in the local disaster area thereby<br />
helping the local economy to recover. Cash<br />
donations rather than unsolicited donated<br />
goods avoid the complicated, costly and<br />
time-consuming process <strong>of</strong> collecting, sorting,<br />
packing, transporting, unloading, resorting,<br />
storing, repackaging, and distributing the<br />
goods. Cash donations to voluntary<br />
organizations help meet the needs <strong>of</strong> survivors<br />
more precisely, as the voluntary organization<br />
is in a better position to purchase, or provide<br />
vouchers to purchase, what the people need.<br />
Cash donations to recognized relief<br />
organizations are also tax deductible.<br />
2. USED CLOTHING IS RARELY A<br />
USEFUL ITEM TO COLLECT FOR<br />
DISASTER RELIEF.<br />
Used clothing is rarely a useful item to collect<br />
and send into the disaster area because it is<br />
hard to clean, sort, pack, transport, store, and<br />
distribute. Mounds <strong>of</strong> clothing take up<br />
valuable warehouse space and frequently end<br />
up being discarded.<br />
Constructive things to do with used clothing<br />
are to have a yard-sale to raise money for the<br />
disaster relief organizations that provide goods<br />
and services that are needed by the survivors.<br />
Used clothing and other small items can also<br />
be donated locally to help community-based<br />
organizations helping others in need.<br />
3. CONFIRM WHAT IS NEEDED<br />
BEFORE TAKING ACTION!<br />
The most effective way the public can assist is<br />
to support the experienced disaster relief<br />
organizations with either financial<br />
contributions or in-kind goods and services<br />
that the organizations report are needed. Many<br />
experienced voluntary organizations involved<br />
in disaster relief have toll-free numbers staffed<br />
with operators who can provide information<br />
about which donated goods are needed in the<br />
disaster area. Often, when large-scale disasters<br />
occur, the State’s Office <strong>of</strong> Emergency<br />
<strong>Management</strong>, working closely with the<br />
voluntary organizations, will establish a<br />
toll-free <strong>Donations</strong> Hotline for the public to<br />
call to learn what donated goods and services<br />
may be needed.<br />
It is <strong>of</strong>ten a mistake to assume what is needed<br />
in a disaster. Over the years, there has been<br />
considerable waste <strong>of</strong> countless tons <strong>of</strong><br />
clothing because it was collected and sent<br />
with no prior coordination. Donors should be<br />
wary <strong>of</strong> anyone who claims that “everything is<br />
needed” in a disaster. Get precise information<br />
before collecting any donated goods.<br />
4. DONATE THROUGH A<br />
REGISTERED ORGANIZATION.<br />
It is never a good idea to collect goods for<br />
disaster relief without a firm plan in place<br />
that confirms the goods are needed, who will<br />
receive the goods, how the goods will be<br />
transported and how they will be distributed.<br />
During a disaster, experienced disaster relief<br />
organizations base their activities on overall<br />
situation assessments and detailed needs<br />
assessments. Many relief groups have people<br />
and facilities ready to store and distribute the<br />
goods. Coordination with the relief group is<br />
essential to ensure the right goods are<br />
collected, the right amount is collected, and<br />
that logistics issues such as transportation,<br />
warehousing, and distribution are fully<br />
discussed.<br />
Donors will find that it is <strong>of</strong>ten most practical<br />
to focus on one or two items that an<br />
organization needs rather than collect a<br />
variety <strong>of</strong> items.<br />
5. TRANSPORTATION MUST BE<br />
PLANNED IN ADVANCE.<br />
Transportation is frequently a major problem<br />
for donors and relief operations. It must be<br />
organized in advance; otherwise, a donor can<br />
easily be stuck with large amounts <strong>of</strong> donated<br />
goods and no means <strong>of</strong> transporting it to the<br />
recipient organization.<br />
Do not assume unsolicited relief supplies will<br />
be transported free (i.e. fuel is not free) or<br />
at government expense. The donor has the<br />
primary responsibility to find transportation for<br />
the goods they are donating. Local trucking<br />
firms may be willing to help in times <strong>of</strong> disaster,<br />
if funds are available to cover part <strong>of</strong> the<br />
expense. Donors <strong>of</strong>ten raise money to help pay<br />
transportation costs.<br />
6. DONATED GOODS MUST BE<br />
WELL PACKED AND LABELED.<br />
After confirming that the goods are needed and<br />
there is a plan to receive, store and distribute<br />
them - the receiving organization will give you
Appendix K:<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
<strong>Donations</strong> Coordination Teams Members List
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Appendix K: <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> <strong>Donations</strong> Coordination Teams<br />
Members List<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
<strong>Donations</strong> Coordination Teams Members<br />
The names, organizations, and contact information <strong>of</strong> members <strong>of</strong> the In-Kind<br />
<strong>Donations</strong> Coordination Team and/or the Monetary <strong>Donations</strong> Coordination Team<br />
are listed below.<br />
Department/<br />
Organization<br />
Name<br />
American Red<br />
Cross Silicon<br />
Valley Chapter<br />
CADRE—<br />
Collaborating<br />
Agencies’<br />
Disaster Relief<br />
Effort<br />
Goodwill <strong>of</strong><br />
Silicon Valley<br />
Point <strong>of</strong><br />
Contact/Title<br />
Barb Larson Larkin<br />
CEO<br />
Tom Busk Director<br />
<strong>of</strong> Preparedness<br />
Tom Busk<br />
Managing Director<br />
Geneve Everhart<br />
Administrative<br />
Coordinator<br />
Michael Fox<br />
President/CEO<br />
Phone<br />
Number Email Address<br />
1-877-727-6771<br />
408-577-2122<br />
408-577-2010<br />
408-577-2010<br />
408-577-2175<br />
408-869-9100<br />
larsonb@usa.redcross.org<br />
buskt@usaredcross.org<br />
Cadre.scco@gmail.com<br />
MichaelF@goodwillsv.org<br />
2731 North First Street<br />
San Jose CA 95134<br />
2731 North First Street<br />
San Jose CA 95134<br />
1080 N. 7th Street<br />
San Jose, CA 95112<br />
Robert Shuck<br />
Operations<br />
Manager<br />
408-869-9183 rshuck@goodwillsv.org<br />
Hope Services Rosemary Frazier 408-284-2880 rfrazier@hopeservices.org 8855 Murray Avenue<br />
Gilroy, CA 95020-3693<br />
Rebekah’s<br />
Children’s<br />
Services<br />
Second Harvest<br />
Food Bank<br />
Lulu Ramirez 408-846-2100 lramirez@rcskids.org 290 IOOF Avenue,<br />
Gilroy, CA 95020<br />
Cindy McCown<br />
Senior Director<br />
408-694-0018<br />
cmccown@shfb.org<br />
750 Curtner Avenue<br />
San Jose CA 95125<br />
Silicon Valley<br />
Community<br />
Foundation<br />
Janet Leader<br />
Director <strong>of</strong> Program<br />
Planning and<br />
Evaluation<br />
Mari Ellen Loijens<br />
Chief <strong>of</strong> Staff, Chief<br />
<strong>of</strong> Development<br />
and<br />
Communications<br />
408-266-8866<br />
650-450-5400<br />
jleader@shfb.org<br />
mrloijens@siliconvalleycf.org<br />
2440 West El Camino<br />
Real, Suite 300<br />
Mountain View, CA<br />
94040<br />
Ellen Clear<br />
Vice President,<br />
Grantmaking<br />
EHClear@siliconvalleycf.org<br />
Sunnyvale<br />
Seventh Day<br />
Adventist<br />
Church<br />
David Eckmann<br />
Development<br />
Officer<br />
Greig Rose<br />
650-450-5515<br />
daeckmann@siliconvalleycf.org<br />
greigrose@earthlink.net<br />
May 2011 K-1
Appendix K: <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong><br />
<strong>Donations</strong> Coordination Teams Members List<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Department/<br />
Organization<br />
Name<br />
The Salvation<br />
Army<br />
Point <strong>of</strong><br />
Contact/Title<br />
Ken Cavallero<br />
Western Territory<br />
EDS Coordinator<br />
Phone<br />
Number Email Address<br />
ken.cavallero@usw.salvationar<br />
my.org<br />
United Way<br />
Silicon Valley<br />
211<br />
Richard Larson<br />
Carole Leigh<br />
Hutton President<br />
and CEO<br />
Kim Ferm<br />
richard.larson@usw.salvationar<br />
my.org<br />
408-345-4300 clhutton@uwsv.org<br />
kim.ferm@uwsv.org<br />
1400 Parkmoor Ave,<br />
Suite 250<br />
San Jose, CA 95126-<br />
3429<br />
I<br />
K-2 May 2011
Appendix L:<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund<br />
Grant Request Form
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Appendix L: <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund<br />
Grant Request Form<br />
Purpose<br />
This grant application is for organizations that will provide services and resources for<br />
immediate relief to <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> residents impacted by<br />
____________________________________________.<br />
The <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster Relief Fund is an emergency fund developed in<br />
partnership by Silicon Valley Community Foundation, United Way Silicon Valley and<br />
the American Red Cross Silicon Valley Chapter with support from the Office <strong>of</strong><br />
Emergency Services <strong>of</strong> <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> to expedite relief services in the affected<br />
community. The fund is administered by the community foundation.<br />
Only organizations located in the area directly impacted by the disaster or<br />
organizations located in an area receiving people impacted by the disaster as they<br />
evacuate should apply for funding.<br />
To be eligible for a grant, applicants must:<br />
Be a nonpr<strong>of</strong>it organization with tax-exempt status under Section<br />
501(c)(3)<strong>of</strong> the Internal Revenue code or public agency and not be<br />
classified as a private non-operating foundation<br />
Not discriminate in the hiring <strong>of</strong> staff or the provision <strong>of</strong> services on the<br />
basis <strong>of</strong> race, ethnicity, religion, gender, sexual orientation or identity,<br />
age, national origin or disability<br />
Use funding to cover activities and costs that cannot be reimbursed by<br />
public agencies<br />
Plan to complete all funded activities no later than 12 months from the<br />
date <strong>of</strong> the award<br />
Proposed Use <strong>of</strong> Disaster Relief Funds<br />
Funds may be requested for the following purposes:<br />
<br />
Provide food, shelter, health or mental health services or other disaster-related<br />
emergency support to <strong>Santa</strong> <strong>County</strong> victims during the first 90 days following<br />
a disaster. Allowable expenses would include direct supplies, staff time or<br />
operating costs related to these services.<br />
May 2011 L-1
Appendix L: <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster<br />
Relief Fund Grant Request Form<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
<br />
Immediate organizational needs <strong>of</strong> a service provider to enable delivery <strong>of</strong><br />
food, shelter, health or mental health services or other disaster-related<br />
emergency support. Allowable expenses would include using no more than<br />
50% <strong>of</strong> the grant or up to a maximum <strong>of</strong> $10,000 (whichever is less) to: enable<br />
immediate clean-up and/or safety repairs <strong>of</strong> a primary facility so that it is<br />
usable in the first 30 days following a disaster; rent additional space to deliver<br />
services; provide temporary housing or childcare for essential employees; pay<br />
overtime to essential employees; purchase emergency equipment such as<br />
laptop computers or cell phones.<br />
Applicant Information<br />
Name <strong>of</strong> Organization:<br />
Executive Director:<br />
Mailing Address:<br />
Temporary location/mailing<br />
address if displaced by disaster:<br />
Name/title <strong>of</strong> primary grant<br />
contact:<br />
Phone and Fax numbers:<br />
Email:<br />
Tax ID #:<br />
Is organization a current or past<br />
community foundation grantee?<br />
1) Describe proposed use <strong>of</strong> relief funds (please itemize costs including in-kind costs<br />
and costs covered by other funding sources):<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
L-2 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Appendix L: <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster<br />
Relief Fund Grant Request Form<br />
2) Describe the geographic areas to be served (county, city, community/<br />
neighborhood):<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
3) Which functional need will your organization fulfill for vulnerable and impacted<br />
people with these funds? Please circle all that apply:<br />
communication medical maintaining<br />
independence<br />
supervision transportation other (explain)<br />
4) Estimate <strong>of</strong> the number <strong>of</strong> individuals and families you have served to date and<br />
estimate the number you expect to serve:<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
5) What is the time frame for service delivery (may be retroactive to time <strong>of</strong> disaster)?<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
6) Please list the objectives <strong>of</strong> your proposed activities in concrete, measurable terms:<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
May 2011 L-3
Appendix L: <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster<br />
Relief Fund Grant Request Form<br />
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
7) Describe how you will track your progress and evaluate results (maximum <strong>of</strong> 200<br />
words):<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
8) What is the organization’s capacity to deliver services? (staff availability, facility<br />
open/damaged, etc.)<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
________________________________________________________________________<br />
9) If your organization has applied for any other disaster relief funds, please provide<br />
the following information (include whether organization intends to apply for public<br />
fund reimbursement):<br />
Source <strong>of</strong> Potential Funds Amount Pending/Approved/Denied<br />
1.<br />
2.<br />
3.<br />
L-4 May 2011
<strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Catastrophic Earthquake<br />
<strong>Donations</strong> <strong>Management</strong> Plan<br />
Appendix L: <strong>Santa</strong> <strong>Clara</strong> <strong>County</strong> Disaster<br />
Relief Fund Grant Request Form<br />
Electronic Funds Transfer<br />
Due to the likely disruption caused by the disaster, the community foundation may<br />
use electronic funds transfers to award grants rather than issue and mail checks.<br />
Please complete the following information that could be used to deposit grant funds<br />
if this application is approved for funding:<br />
Beneficiary/Account<br />
Name:<br />
Name <strong>of</strong> Bank:<br />
Full address <strong>of</strong> Bank:<br />
Bank ABA Routing #:<br />
Account #:<br />
Contact name, address if<br />
different & telephone<br />
number:<br />
Name/Signature <strong>of</strong> Executive Director/Board Chair/Other staff authorized to<br />
submit this application:<br />
____________________________________________ ________________________<br />
Print Name/Signature<br />
Date<br />
_____________________________________________________<br />
Title<br />
Return this application to Silicon Valley Community Foundation:<br />
Email to grantproposals@siliconvalleycf.org or fax to: 650-450-5453<br />
May 2011 L-5
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