Climate change is a global phenomenon that can impact public health, natural resources, infrastructure, emergency response, and other aspects of society at the local scale as the averages and extremes of climate conditions change. In Glendale, temperature and precipitation are expected to change in the following ways:
▪ Increasing temperatures. Average maximum temperatures in Glendale are expected to increase between 4.2° Fahrenheit (F) and 5.2°F by 2050 and between 5.4°F and 8.6°F by 2100.
▪ Increasing intensity of precipitation events and longer dry periods. It is projected that more precipitation will occur during extreme storm events and dry periods will be longer and more frequent.
Changes in temperature and precipitation are expected to influence the frequency, duration, and magnitude of a variety of climate hazards. Climate change models indicate that Glendale is expected to experience the following by the end of the century:
▪ Extreme Heat and Warm Nights. Glendale is projected to experience an increase in the annual number of extreme heat days in the coming decades. In Glendale, an extreme heat day occurs when the maximum temperature is above 97.6°F. The annual number of extreme heat days is projected to increase by as many as 32 days and the annual number of warm nights is projected to increase by as many as 69 nights by 2100.
▪ Drought. The City is expected to experience increases in the length of dry spells.
▪ Wildfire. The annual wildfire probability in Glendale is anticipated to increase from 20 percent to 30 percent by 2100. ▪ Landslides. The risk of landslides is projected to increase as precipitation variability increases and wildfires increase in frequency, size, and severity.
▪ Stormwater Flooding and Extreme Precipitation. Climate change will cause changes in precipitation patterns,
overwhelming Glendale’s stormwater infrastructure, leading to localized flooding in highly paved areas throughout Glendale. ▪ Poor Air Quality. Air quality within the Los Angeles region is projected to worsen because of an increase in regional wildfires and average maximum temperature. Longer periods of drought will also contribute to worsening air quality.
See Figure 1 for a summary of climate impacts in Glendale. 3754 of 5188
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2 Figure 1 Glendale Climate Change Impacts
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Report Organization
The report is comprised of the following sections:
1. Chapter 1 Introduction provides the purpose of the report, a snapshot of the City of Glendale, and a glossary of key terms. It also describes the community input gathered, methodology, and key data sources used to prepare the Climate Change Vulnerability Assessment.
2. Chapter 2 Exposure to Climate Hazards illustrates the City’s exposure to climate hazards.
3. Chapter 3 Social Vulnerability Assessment characterizes the vulnerability of populations in Glendale. Vulnerability is the degree to which a population may be affected by changing climate conditions. This section identifies the populations and locations that are highly vulnerable to climate change. This section also describes potential impacts of climate hazards on populations, policies, and programs that help communities cope with climate hazard events. Lastly, this section provides a vulnerability score that ranks the effect of climate change on population groups on a scale of 1 to 5, with 5 reflecting the highest vulnerability.
4. Chapter 4 Physical Vulnerability Assessment describes the susceptibility and limitations of physical assets and
infrastructure to climate change. The physical assets included in this assessment include natural and recreational resources, building and facilities, and infrastructure and critical services.
Similar to Chapter 3, this chapter describes policies and programs that help to protect physical assets and infrastructure from the adverse effects of climate change. A vulnerability score is also provided for each asset group.
5. Chapter 5 Cascading Impacts analyzes the interconnections between Glendale’s critical systems including energy, water, transportation, and communication systems, and the
implications of system failures associated with climate change.
6. Chapter 6 Conclusion presents the key findings of this report.
Social Vulnerability Assessment
While all populations in Glendale will be affected by climate hazards, some individuals are more vulnerable due to physiological conditions and inequitable systems and structures and, therefore, will be disproportionally impacted. The social vulnerability assessment in Chapter 3 consists of an analysis of 27 population characteristics that correspond to the most climate-vulnerable community members. These 27 population characteristics were grouped into four categories as follows:
1. Individuals with High Outdoor Exposure
2. Under-resourced Individuals
3. Individuals Facing Societal Barriers
4. Individuals with Chronic Health Conditions or Health Related Sensitivities
Grouping the populations into these four categories allows the City to understand the systems and structures that are in place that contribute to increased vulnerability to climate change hazards.
Each of these population groups were assessed by climate hazards to produce hazard-specific social vulnerability scores summarized in Table 1.
The geographic location and proportion of vulnerable populations in Glendale who may be more impacted by climate hazards was also evaluated and mapped. The areas of Glendale with the greatest 3756 of 5188
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4 concentration of vulnerable populations are in south and southwest of the City. Census tracts that are above the 60th percentile are considered to be a high social vulnerability area. Additional areas with high social vulnerability were also identified based on input from community-based organizations. These included areas near major roads and highways, schools, the Scholl Canyon Landfill, and the Grayson Power Plant.
Physical Vulnerability Assessment
The physical assets included in this assessment include natural and recreational resources, building and facilities, and infrastructure and critical services. The physical vulnerability assessment evaluates the direct impact that climate hazards could have on these assets.
Hazard-specific vulnerability scores for each asset can be found in Table 2.
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0 Table 1 Social Vulnerability Scores (see Chapter 3 for detailed assessment) Population Group Impact Score Adaptive Capacity Score Vulnerability Score Extreme Heat
Individuals with High Outdoor Exposure High Low 5-High
Under-resourced Individuals High Low 5-High
Individuals Facing Societal Barriers High Low 5-High
Individuals with Chronic Health Conditions or Health Related Sensitivities High Low 5-High Drought
Individuals with High Outdoor Exposure Low Medium 2-Low Under-resourced Individuals Medium Medium 3-Medium
Individuals Facing Societal Barriers Low Medium 2-Low
Individuals with Chronic Health Conditions or Health Related Sensitivities Low Medium 2-Low Wildfire
Individuals with High Outdoor Exposure High Medium 4-High Under-resourced Individuals High Medium 4-High
Individuals Facing Societal Barriers High Medium 4-High Individuals with Chronic Health Conditions or Health Related Sensitivities High Medium 4-High Landslides
Individuals with High Outdoor Exposure Medium Medium 3-Medium Under-resourced Individuals Low Medium 2-Low
Individuals Facing Societal Barriers Low Medium 2-Low
Individuals with Chronic Health Conditions or Health Related Sensitivities Medium Low 4-High Stormwater Flooding and Extreme Precipitation
Individuals with High Outdoor Exposure Low Medium 2-Low Under-resourced Individuals High Medium 2-Low
Individuals Facing Societal Barriers Low Medium 2-Low
Individuals with Chronic Health Conditions or Health Related Sensitivities Medium Low 4-High Poor Air Quality
Individuals with High Outdoor Exposure High Low 5-High
Under-resourced Individuals High Low 5-High
Individuals Facing Societal Barriers High Low 5-High
Individuals with Chronic Health Conditions or Health Related Sensitivities High Low 5-High 3759 of 5188
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Table 2 Physical Vulnerability Scores (see Chapter 4 for detailed assessment) Population Group Impact Score Adaptive Capacity Score Vulnerability Score Extreme Heat
Natural and Recreational Resources High Medium 4-High
Buildings and Facilities N/A N/A N/A
Infrastructure and Critical Services High Medium 4-High Drought
Natural and Recreational Resources High Low 5-High
Buildings and Facilities Low Low 3-Medium
Infrastructure and Critical Services High Medium 4-High Wildfire
Natural and Recreational Resources High Low 5-High
Buildings and Facilities High Medium 4-High
Infrastructure and Critical Services High Medium 4-High Landslides
Natural and Recreational Resources Medium Medium 3-Medium Buildings and Facilities Medium Medium 3-Medium
Infrastructure and Critical Services Medium Medium 3-Medium Stormwater Flooding and Extreme Precipitation
Natural and Recreational Resources Medium Medium 3-Medium Buildings and Facilities Medium Medium 3-Medium
Infrastructure and Critical Services Medium Medium 3-Medium Poor Air Quality
Natural and Recreational Resources High Medium 4-High
Buildings and Facilities Low Low 3-Medium
Infrastructure and Critical Services Medium Medium 3-Medium 3760 of 5188
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2 Summary Findings for High and Very
High Scores
Based on the assessment, all four vulnerable population groups are expected to experience significant impacts from climate change.
Key climate change social vulnerabilities for identified vulnerable populations include extreme heat and poor air quality. Impacts will range from increased rates of heat illness, income and property loss, and exacerbated underlying health conditions resulting in higher rates of mortality. Although the City has some programs in place, including hosting four cooling centers and adopted policies to increase access to community parks in underserved areas, there are many more steps that will be necessary to address the underlying inequitable causes of social vulnerabilities. Additional contributing factors include the lack of tree canopy in areas of high social vulnerability, and historical discriminatory practices, such as redlining.
Physical vulnerabilities include the risk of wildfire and post-wildfire landslides on Infrastructure and Critical Facilities assets. Natural and Recreational Resources in Glendale are vulnerable to extreme heat, wildfire, drought, and poor air quality.
There are three Glendale Water & Power (GWP) overhead
transmission lines and multiple water pump stations, as well as schools, fire stations, and police stations that are located within Very High Fire Hazard Severity Zones. Post-wildfire debris and associated landslides further enhance the vulnerability of these critical facilities. Glendale Water & Power has a Wildfire Mitigation Plan which outlines procedures for vegetation management, wildfire power safety shutoffs, and other activities to reduce infrastructure vulnerabilities. However, more could be done to increase the City’s energy resilience, and protect existing facilities like schools, fire and police stations, and water pump stations.
Natural and Recreational Resources are vulnerable to multiple climate hazards. Extreme heat, wildfire, drought, and poor air quality can cause increased rates of habitat and vegetation mortality, habitat migration, and reduced environmental cobenefits for the urban tree canopy and ecosystem stability.
Although the Greener Glendale Plan aims to increase the urban tree canopy, there are additional opportunities to increase the resilience of Glendale’s Natural and Recreational Resources.
Cascading Impacts Assessment
The cascading impacts analyzed in Glendale include energy, water, transportation, and communication systems.
Energy System cascading risks include power disruptions in Glendale caused by wildfires, deliberate power shutoffs for public safety, or extreme heat overloading the grid. Power disruption has extensive cascading impacts. Impacts include but are not limited to loss of power in homes, which prevent community members from running their air conditioning or gas or electric heaters, and gas and electric kitchen appliances. For those who rely on in-home medical devices, power disruption could directly impact health and safety. If the power outages occur during bad air quality days from regional wildfire smoke, people with underlying health conditions could experience worsening health conditions. Traffic signals, cell-towers without back-up power, and critical facilities that lack backup power would cease to function. Losing many of these energy dependent amenities during events like heatwaves and wildfires can create increased risks to public health, including heat related illness, food access constraints, evacuation challenges, overloaded emergency services, and increased climate hazard exposure.
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Water System cascading impacts include reduced supply for community consumption potentially increasing water rates and associated public health concerns for under-resourced Individuals who may not have the ability to pay the increased rates. Water shortages can also impact power generation with availability of water for generator cooling. Inadequate water supply can impact wildfire mitigation without enough fire flow to fight active fires and/or prevent anticipated fires. Inadequate water can impact the City’s tree canopy which is critical for addressing the urban heat island effect and stormwater capture.
Transportation System cascading risks mainly concern mobility isolation of the community, ability for emergency services to respond to climate hazards, and constrained evacuation routes.
Transportation impacts can occur from a wide range of causes including direct physical damages on the transportation system associated with climate hazards within City limits or external impacts afflicting regional transportation networks and services, as well as power outages creating traffic signal failures.
Communication System cascading risks primarily result from downed communications creating evacuation and medical
complications, community isolation, and heightened risk for community members who are unable to receive hazard information.
Areas across Glendale in hazard zones are more prone to experiencing communication service disruptions and therefore, may experience increased cascading impacts from loss of communication infrastructure.
Key Findings
The Climate Change Vulnerability Assessment identifies key vulnerabilities associated with the following systems:
▪ Social and Governance Systems
▪ Urban Ecosystem
▪ Mobility, Land Use, and Emergency Systems
▪ Building Systems
Individuals with high outdoor exposure, under-resourced individuals, individuals facing societal barriers, individuals with chronic health conditions or health related sensitivities, natural and recreational resources, buildings and facilities, infrastructure and critical services are the most susceptible to climate change hazards in Glendale. Although the City has some policies and programs in place to prepare for climate related hazards, gaps remain as summarized in the Climate Change Vulnerability Assessment. This assessment will serve as the foundation for establishing adaptation policies and programs in the Glendale CAAP.
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4 1 Introduction
1.1 Purpose
This report evaluates how climate change may impact vulnerable community members; natural and recreational resources; buildings and facilities; and services; and infrastructure in Glendale. The guiding methodology used in this assessment is based on the California Adaptation Planning Guide, which is discussed in the Vulnerability Assessment Methodology section.
Understanding the City’s vulnerabilities to climate change provides a foundation for developing climate adaptation measures and actions for the City’s Climate Action and Adaptation Plan (CAAP).
The CAAP will also include measures and actions that will help to reduce greenhouse gas (GHG) emissions. The difference between climate mitigation and adaptation measures and actions are illustrated in Figure 2.
1.2 Glendale Snapshot
The City of Glendale was incorporated in 1906 and spans approximately 30.6 square miles with a current population of approximately 196,543 people (US Census 2020). Glendale is the fourth largest city in Los Angeles County and is located approximately 10 miles north of downtown Los Angeles. Glendale borders the City of Los Angeles to the north and south, unincorporated Los Angeles to the northeast, cities of La Cañada Flintridge and Pasadena to the east, and the City of Burbank to the west. California State Route 134 (SR 134) and Interstate 210 (I-210) are major freeways that run west to south through the City, and I-5 and SR 2 run north to south through the City. The City is also served by Amtrak and Metrolink which provide commuter rail services and are accessible at the Glendale Transportation Center which is located in south Glendale. The City of Glendale also offers transportation services to meet a variety of needs and
demographics, including the Beeline Bus and Dial-A-Ride. Bus service throughout Glendale is provided by Los Angeles County Metropolitan Transportation Authority and Greyhound.
The City is home to the Verdugo Mountains Open Space Preserve, which holds more than 2,300 mature coast live oaks, sycamores, big leaf maples, bay laurels, and other native trees. The area is designated by Los Angeles County as a Significant Ecological Area (MRCA 2023). The City contains 47 parks and facilities including two regional parks (more than 30 acres in size), two community parks, 17 neighborhood parks, 13 mini-parks, and 13 special use facilities with recreational resources that are designated for specific groups (City of Glendale N.d.a).
Existing critical facilities are necessary for a community’s response to and recovery from emergencies. Critical facilities must continue to operate during and following a disaster to reduce the severity of impacts on the community and accelerate recovery. Example critical facilities in Glendale include police and fire stations, power lines, and public libraries.
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Figure 2 Climate Change Mitigation and Adaptation
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6 1.3 Glossary
Several words and phrases are used throughout this assessment to illustrate climate vulnerabilities within Glendale. ▪ Adaptation. The process of adjustment to actual or expected climate and its effects, either to minimize harm or exploit beneficial opportunities. In natural systems, human intervention may facilitate adjustment to expected climate (IPCC 2012). ▪ Adaptive Capacity. The City of Glendale’s ability to cope with and adjust to the impacts of climate change (Cal OES 2020). ▪ Asset. Refers to a resource, structure, facility, or service that is relied on by a community.
▪ Cascading Impact. Climate hazard caused impacts that
compromise infrastructure or disrupt critical services (e.g., power supply or water conveyance) broadening the scope of impact past a singular subject to reliant subsystems and populations (Collins et al. 2019).
▪ Climate Driver. An increase in the proportion of greenhouse gases in the atmosphere is the primary human-caused source of change to the earth’s climate (USGCRP 2017).
▪ Climate Hazard. A dangerous or potentially dangerous condition created by the effects of the local climate (Cal OES 2020). Climate hazards of concern for Glendale are extreme heat and warm nights, drought, stormwater flooding, wildfire, landslides, and poor air quality.
▪ Climate Indicator. A measure of a particular aspect of the Earth’s climate that can be tracked over time to show trends and changes. Climate indicators relevant to the City of Glendale and discussed in this report are temperature and precipitation. ▪ Compounding Risk. When two or more extreme events or
average events occur simultaneously and increase the scope of impact or severity of the event; an additional risk brought about by increased frequency of events from climate change
(Seneviratne et al. 2012).
▪ Impact. Effects on natural and human systems including effects on lives, livelihoods, health, ecosystems, economies, societies, cultures, services, and infrastructure due to the interaction of climate hazards and the vulnerabilities of the system or asset effected (IPCC 2012).
▪ Mitigation. An act or sustained actions to reduce, eliminate, or avoid negative impacts or effects (Cal OES 2020).
▪ Resilience. The capacity of an entity (an individual a community, an organization, or a natural system) to prepare for disruptions, to recover from shocks and stresses, and to adapt and grow from a disruptive experience (Cal OES 2020)
▪ Sensitivities. The degree to which a species, natural system, community, asset, or other associated system would be affected by changing climate conditions (Cal OES 2020).
▪ Vulnerable Populations. Certain populations experience increased exposure, risk, or vulnerability to climate change impacts and often have less capacity and fewer resources to cope with, adapt to, or recover from climate impacts (Cal OES 2020).
Assessing and mitigating impacts to these populations is prioritized given the increased risks and sensitivities. ▪ Vulnerability. The propensity or predisposition to be adversely affected (IPCC 2012).
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1.4 Community Engagement
Incorporating input from the community, experts in the field, and interested parties into the development of this Climate Change Vulnerability Assessment provides critical context for how recent climate-driven events in Glendale have impacted critical infrastructure, services, and community members. It also serves to identify existing government-run programs within the City and remaining gaps that can be filled through strategies included in the CAAP.
The Sustainability Working Group meeting with Glendale City staff elicited information on historical climate change impacts, existing and planned efforts to manage climate change impacts now and in the future, and gaps in City programs and services. The Sustainability Working Group identified projects, programs, and policies the City should put into place to increase community resilience.
In addition, the City held two focus group meetings. These meetings were attended by community-based organizations in Glendale and elicited information on vulnerable populations, climate change impacts, and existing community resources that protect the community from climate change hazards.
Information shared by interested parties will further inform climate adaptation policies and programs in the City’s CAAP and will continue to provide ongoing guidance on strategies that address key community needs.
Sustainability Working Group Meeting
The City of Glendale assembled a Working Group to help shape the Glendale CAAP. The Sustainability Working Group is made up of representative from the following City departments and divisions:
▪ City of Glendale Water & Power Department
▪ City of Glendale Public Works Department
▪ City of Glendale Integrated Waste Management Division ▪ City of Glendale Fire Department
▪ City of Glendale Police Department
▪ City of Glendale Community Development Department
▪ Community Services and Parks Department
▪ City of Glendale Sustainability Office
▪ City of Glendale Library, Arts and Culture Department ▪ City of Glendale Economic Development Division
The City hosted its first Sustainability Working Group meeting on May 17, 2023, to gather information on historical impacts and existing and planned programs in the City that increase community resilience. Attendees provided input on the types of impacts that facilities, operations, staff, and the community have experienced from past floods, extreme heat events, landslides, and wildfires. The Sustainability Working Group also provided feedback on primary barriers and constraints preventing adequate preparation or response to climate hazards, steps to overcome these barriers, and types of projects, programs, or plans that are needed to better adapt to climate change. This assessment includes key findings from the Sustainability Working Group meeting, which are included in the Social Vulnerability by Climate Hazard section. The Mural Board activity used to gather feedback at the Sustainability Working Group is included as Appendix A.
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8 Interested Parties Focus Group Meetings
To date, the City of Glendale has hosted four focus group meetings for the CAAP which occurred in June and July 2023 with the following community based:
▪ Adams Hill Neighborhood Association
▪ Arco
▪ Armik Avedisian Real Estate Services
▪ AT&T
▪ BLK dream Camp Co
▪ CDBG Commission
▪ City of Glendale
▪ Climate Reality Project – Los Angeles Chapter
▪ Community Foundation of the Verdugos
▪ Cuningham
▪ Department of Justice
▪ Dignity Health – Glendale Memorial Hospital
▪ Gharibian Real Estate & Finance
▪ Glendale Community College
▪ Glendale Environnemental Coalition
▪ Glendale Healthier Community Coalition
▪ Glendale Kiwanis
▪ Glendale Parks & Open Space Foundation
▪ Glendale Students for Sustainability
▪ Glendale Teachers Association
▪ Glendale Unified School District
▪ Glendale Water & Power
▪ Jackson Vintage Properties
▪ Keller Williams Commercial Glendale
▪ Los Angeles Regional Collaborative for Climate Action and Sustainability
▪ MedProse Consulting
▪ Montrose Verdugo City Chamber of Commerce
▪ NAMI Glendale
▪ Sierra Club Verdugo Hills Group
▪ Silversher Productions
▪ Student from Crescenta Valley high School
▪ Sunroom Desk
▪ Sustainability Commission, City of Glendale
▪ Surfrider Foundation South Bay Chapter
▪ UCLA Students
▪ USC Verdugo Hills Hospital
▪ Whiting Woods Property Owners Inc.
▪ WRP Group
▪ YWCA Glendale and Pasadena
Each interested party brings unique expertise about Glendale and climate-related solutions to the project. Incorporating this knowledge is critical in understanding the scale of impacts, vulnerabilities, and existing adaptive capacity of the community in the City.
The City provided the focus groups attendees with an overview of potentially vulnerable groups in Glendale. Attendees provided input on additional potentially vulnerable groups in the City, their primary climate hazards of concern, experiences during recent climate hazard events in Glendale, barriers faced when preparing for and/or responding to climate hazards, and plans, programs, and resources 3767 of 5188
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that the community-based organizations currently provide that increase community adaptive capacity. The additional vulnerable groups identified through the focus group meetings are included in this assessment primarily in Social Vulnerability Assessment. The Mural Board activities used to gather feedback at the Focus Group meetings is included as Appendix B.
Community Workshop
The City hosted 4 virtual and 8 in-person community workshops in October and November 2023 to share results of this CCVA, present high-level strategies to increase community resilience to climate change, develop actions to achieve strategies with the community, and answer questions related to the CAAP.
Community Engagement as part of Climate Action
and Adaptation Plan
As part of the CAAP, the City has a robust community engagement plan. The City is hosting a project website, attending community events, sending out e-blasts, sending out surveys, hosting community workshops, and attending existing meetings held by business associations and community-based organizations to gather feedback on and help guide the direction of the CAAP.
1.5 Vulnerability Assessment
Methodology
California Adaptation Planning Guide Phases
The Glendale Climate Change Vulnerability Assessment follows the vulnerability assessment process recommended by the California Governor’s Office of Emergency Services (Cal OES), as documented in the 2020 California Adaptation Planning Guide (Cal APG). The adaptation planning process outlined by the Cal APG consists of four phases, illustrated in Figure 3.
1. Phase 1 consists of scoping a project to define, explore, and initiate the planning process, which the City completed as part of the CAAP initiation.
2. Phase 2 consists of the vulnerability assessment process which encompasses this report and is outlined in more detail in Figure 4.
3. Phase 3 consists of developing adaptation strategies which will be completed as part of the CAAP in which the summarized vulnerabilities of the City are prepared as prioritized adaptation strategies.
4. Phase 4 consists of the implementation, monitoring, evaluation, and adjustment of the adaptation strategies.
This report is also consistent with Government Code § 65302, as amended by Senate Bill (SB) 379, which requires cities and counties across California to prepare a Climate Change Vulnerability Assessment to inform updates to the Safety Element of the General Plan.
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10 Figure 3 California Adaptation Planning Guide Phases 3769 of 5188
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Figure 4 Vulnerability Assessment Flow Diagram, Phase 2 of the California Adaptation Planning Guide 3770 of 5188
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12 Key Data Sources
The following data sources and tools, many of which are recommended within the Cal APG and Southern California
Adaptation Planning Guide (SoCal APG), were used in preparation of this report.
▪ Cal-Adapt is an online tool that presents historic and modeled projections based on 10 different global climate models. The tool was developed and is maintained by the University of California, Berkeley with oversight from the California Energy Commission (CEC). This tool is used to present projection data related to minimum and maximum temperature, precipitation, extreme heat, warm nights, drought, and wildfire. This tool uses data from California’s Fourth Climate Change Assessment and is expected to be updated soon with data from the Fifth Climate Assessment as it becomes available.
▪ California’s Fourth Climate Change Assessment was developed by the CEC and other State of California coordinating agencies to present up-to-date climate science, projections, and potential impacts associated with climate change. The CEC and coordinating agencies developed nine reports to provide regional-scale climate information to support local planning and action. The Los Angeles Region Summary Report (2018)
presents an overview of climate science, regional projections, specific strategies to adapt to climate impacts, and key research gaps needed to spur additional progress on safeguarding the Los Angeles Region from climate change. The Los Angeles Region Summary Report was used to understand regional
changes that may affect Glendale both directly and indirectly. ▪ California Heat Assessment Tool (CHAT) is an online mapping tool funded by the California Natural Resources Agency as part of California’s Fourth State Climate Change Assessment to help state and local public health officials understand how heat vulnerability will change with increasing temperatures due to climate change. CHAT uses historical and projected daily maximum and minimum temperature, humidity, and
emergency room visit data along with population and
environmental characteristics to assign census tracts with heat vulnerability scores and to project the frequency and length of Heat Health Events over the course of the century for two climate scenarios (RCP 8.5 and RCP 4.5). A Heat Health Event (HHE) is any heat event that generates public health impacts, regardless of the absolute temperature.
▪ Tree Equity Score is a mapping tool created by the non-profit organization, American Forests, using tree canopy data from Earth Define. Trees provide numerous environmental and
health benefits, including improved air quality, shade, and ambient cooling. Trees are often distributed unequally
throughout the neighborhoods in cities. Tree Equity Score is intended to help identify census tracts that could benefit from additional tree planting the most and to estimate the benefits of tree planting to make the case for allocating the resources needed to do so. Tree Equity Scores are based on how much tree canopy and surface temperature align with income,
employment, race, age, and health factors. Scores are meant to indicate whether there are enough trees in specific
neighborhoods or municipalities for everyone to experience the health, economic, and climate benefits that trees provide. ▪ Los Angeles County Climate Change Vulnerability Assessment is a comprehensive assessment of the social and physical vulnerabilities facing Los Angeles County as a result of climate change. The assessment defines high climate vulnerability as a combination of increased exposure to climate hazards; high susceptibility to negative impacts of exposure; and low adaptive capacity, or ability to manage and recover from exposure. The 3771 of 5188
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assessment includes a Climate Hazard Assessment (CHA) which evaluates potential changes in the frequency and severity of specific climate hazards (extreme heat, wildfire, extreme precipitation and inland flooding, coastal flooding, and drought) resulting from climate change in the coming decades. It also includes a Social Vulnerability Assessment (SVA) which looks at the level of risk across communities and populations and identifies groups and places that are highly vulnerable to climate hazards. The third major section is the Physical Vulnerability Assessment (PVA) which examines how physical infrastructure and facilities across the County face risk of damage from climate hazards and outlines how damage to
highly vulnerable facilities could affect people and society.
Finally, the Cascading Impacts Assessment explains how
infrastructural systems rely on one another and how harm to one type of infrastructure can affect other facilities, related services, and the people who rely on those services.
▪ City of Glendale Local Hazard Mitigation Plan contains a series of proposed action items that when implemented can help reduce the risk from hazards through education and outreach programs, the development of partnerships, and the
implementation of preventative activities (e.g., land use programs) that restrict and control development in areas subject to damage from natural hazards. The Plan includes wildfire, flood, and landslide mitigation action items. As of August 2023, the City is in the process of updating the 2019 Plan.
▪ U.S. Census, 2021 American Community Survey (ACS) presents demographic data by census tract and was used in the social vulnerability analysis. U.S. Census data was used to identify the percentage of the Glendale population that corresponds to each vulnerable group.
▪ The Center for Disease Control’s (CDC) PLACES Health Data (updated 2023) presents health demographic data by census tract. CDC PLACES Health Data was used to identify the Glendale population health statistics that correspond with the Social Vulnerability Index and vulnerable populations. This data is based on the 2010 census boundaries.
▪ U.S. Department of Energy Low-Income Energy Affordability Data (LEAD) presents population data on low- and moderateincome households that carry a disproportionate energy burden, as included in the Social Vulnerability Index.
Data Limitations
The limitations of this report and analysis stem from gaps in data availability and completeness of data methods. Census data can miss portions of the population (e.g., individuals experiencing homelessness, undocumented individuals) and general
demographic information may not fully identify the full extent of populations at increased risk from climate change impacts. For example, Middle Eastern and Armenian individuals who have traditionally been classified as “white” in census designations face systemic disadvantages from potentially missing funding and resource opportunities that other minority groups may receive (Census Bureau 2022; Warren 2022). Extrapolating air quality hazard exposure data in the context of climate change is difficult because it is at a regional scale and regional GHG impacts have not traditionally been measured or monitored in the same way that local air quality has been. Therefore, the estimates of exposure to these hazards are likely to be underestimated.
The data presented in Cal-Adapt tools are projections, or estimates, of future climate. The limitation in these projections is that the longterm behavior of the atmosphere is expressed in averages – for example, average annual temperature, average monthly rainfall, or 3772 of 5188
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14 average water equivalent of mountain snowpack at a given time of year. The averages discussed often downplay the extremes by which daily weather events occur and when presented as an average, only show moderate changes within the climate. What is often lost in averages is that the frequency of extremes, like atmospheric rivers, may increase while low-moderate intensity weather events decrease through the end of the century. In instances of modeled precipitation projections, it maintains an average similar to historic levels which does not account for anticipated fluctuations in extremes (CEC 2023).
Social Vulnerability Methodology
The presence and overall distribution of vulnerable populations in the City of Glendale were identified based on the U.S. Census and American Community Survey data, CDC’s PLACES Health data, and U.S. Department of Energy LEAD Tool. The data used for the social vulnerability analysis were supplemented using information received through the focus group meetings. See Interested Parties Focus Group Meetings section of this report for a summary of these meetings. This report follows the Southern California Association of Governments (SCAG) SoCal APG and Los Angeles County Climate Vulnerability Assessment methodologies for identifying, grouping, and analyzing vulnerable populations.
The SoCal APG identifies the following populations as generally experiencing higher risk for climate impacts in a given community:
▪ Low income
▪ Experiencing
homelessness
▪ Incarcerated
▪ Single female heads of
households
▪ Undocumented immigrants
▪ Non-English speakers
▪ Unemployed or
underemployed
▪ Seniors and young
children
▪ Military veterans
▪ Non-white communities
▪ Renters
▪ Students
▪ Visitors and seasonal
residents
▪ Tribal and indigenous
communities
▪ Individuals with impaired
health/disabilities
▪ Isolated individuals (e.g., no
car or transit access)
▪ Individuals with educational
attainment less than 4 years
of college
▪ Outdoor workers
Vulnerable populations were identified in Glendale through several state recommended data sources. For groups analyzed using U.S.
Census data, the report identified populations in Glendale present at higher rates than the statewide average. Glendale’s vulnerable populations are described in the Social Vulnerability Assessment section later in this report.
Vulnerability Scoring Methodology
Vulnerability scoring is a valuable step in the climate vulnerability assessment process because it identifies which assets and populations face the greatest threat from climate hazards. This can aid in the prioritization of adaptation actions. The vulnerability score is a combination of the impact and adaptive capacity scores.
The impact and adaptive capacity scores are developed using a qualitative methodology outlined in the Cal APG, as seen in Table 3.
Impact and adaptive capacity scores are assigned for each climate hazard for all assets and vulnerable populations. The vulnerability score is prepared by combining the two scores as demonstrated in Table 4. The range of potential impacts spans 1 through 5 with 4-5 representing the highest levels of potential impact.
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Table 3 Impact and Adaptive Capacity Scoring Rubric
Score Impact Adaptive Capacity
Low Impact is unlikely based on projected exposure; would result in minor consequences to public health, safety, and/or other metrics of concern.
The population or asset lacks capacity to manage changes; major changes would be required.
Medium Impact is somewhat likely based on projected exposure; would result in some consequences to public health, safety, and/or other metrics of concern.
The population or asset has some capacity to manage climate impact; some changes would be required.
High Impact is highly likely based on projected exposure; consequences to public health, safety, and/or other metrics of concern.
The population or asset has high capacity to manage climate impact; minimal to no changes are required.
Source: Cal OES 2020
Table 4 Vulnerability Score Matrix
Adaptive Capacity
Potential
Impacts
High Medium Low
High 3 4 5
Medium 2 3 4
Low 1 2 3
Source: Cal OES 2020
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16 2 Climate Hazards
Climate change is a global phenomenon that can impact local health, natural resources, infrastructure, emergency response, and many other aspects of society. The primary driver of climate change is increased GHGs in the atmosphere due to human activity. Future projections of climate and climate hazards are dependent on both location and the trajectory of global GHG emissions over time. The Cal-Adapt tool provides climate data from global scale models that have been localized (downscaled) to 3.7 mile by 3.7-mile grids (CEC 2023). The data in Cal-Adapt is combined with information from the California Fourth Climate Change Assessment to model future changes in specific types of hazards within this assessment. Climate change projections use different Representative Concentration Pathways (RCP), which describe potential trajectories of global GHG emissions (CEC 2023). Projections in this assessment are based on RCP 8.5, a high emissions scenario in which global GHG emissions continue to rise through the end of the 21st century. The selection of RCP 8.5 for assessing vulnerability is recommended by the Governor’s Office of Planning and Research in the Cal APG (Cal OES 2020).
Additionally, projections are forecasted to mid-century (2035-2064) and end-century (2070-2099) as 30-year averages to be compared to a modeled historical baseline (1961-1990) (CEC 2023).
This section presents information on temperature and precipitation, which are considered climate indicators. Following this section are a series of graphics that display information on projected changes to climate hazards due to changes in climate indicators. These hazards include extreme heat and warm nights, drought, wildfire, landslides, stormwater flooding and extreme precipitation, and poor air quality.
Causes of Climate Change
Climate change is caused by the release of GHGs into the atmosphere, which traps heat near the Earth’s surface
raising global average temperatures in what is referred to as the “greenhouse effect.” This increase in average
temperatures across the globe affects sea level rise,
precipitation patterns, the severity of wildfires, the
prevalence of extreme heat events, water supply, and ocean temperatures and chemistry (NASA 2022). According to the Intergovernmental Panel on Climate Change (IPCC), GHGs
are now higher than they have been in the past 400,000
years, raising carbon dioxide levels from 280 parts per million to 410 parts per million in the last 150 years (IPCC 2021). The dramatic increase in GHGs is attributed to human activities beginning with the industrial revolution in the 1800s, which represented a shift from an agrarian (e.g., cultivation of land) and handicraft-based economy to one dominated by industry and machine manufacturing (NASA
2022).
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2.1 Climate Indicators
The climate indicators relevant to Glendale are temperature and precipitation. The following section summarizes projected changes to these climate indicators.
Temperature
Currently, Glendale has an average maximum temperature of 74.9°F and an average minimum temperature of 51.2°F. Average maximum temperatures are expected to increase in Glendale by
approximately 5.2°F (RCP 8.5) by the mid-century and 8.6°F (RCP
8.5) by end-century. Average minimum temperature is expected to increase in the City by approximately 4.8°F (RCP 8.5) by mid-century and 8.3°F (RCP 8.5) by end-century (CEC 2023). Temperature increases affect various climate related hazards including extreme heat and warm nights, drought, wildfire, and poor air quality, further described in the illustrative graphics below.
Precipitation
Climate projections show that there will be more frequent and longer dry periods punctuated by increased precipitation intensity of the largest storms or wet periods (Hall et al. 2018). Projections for Glendale predict that annual precipitation totals will remain relatively stable, decreasing slightly by approximately 0.3 inches by end-century (RCP 8.5). However, as already observed in recent years, precipitation changes are largely observed as more extreme variability with intense wet years followed by extreme drought (CEC 2023). Climate change is projected to increase the intensity of extreme precipitation events in the Los Angeles region (Hall et al. 2018). By the end of the century, some locations in the Los Angeles region are expected to experience up to 30 percent more precipitation on the wettest day of the year and the intensity and frequency of atmospheric reiver events are also projected to occur (RCP 8.5) (Hall et al. 2018). Although changes in average precipitation are small, both wet and dry periods are expected to be more extreme, which can increase the risk of related climate hazards such as stormwater flowing and landslides (Hall et al. 2018).
In Glendale, precipitation changes are expected to affect drought, stormwater flooding, wildfire, and air quality.
2.2 Climate Hazards
This section outlines projected changes for the following climate hazards:
Extreme Heat
Warm Nights and Heat Health Events
Drought
Wildfire
Landslides
Stormwater Flooding and Extreme Precipitation Events
Poor Air Quality
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18 Extreme Heat
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Warm Nights and Heat Health Events
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20 Drought
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Wildfire
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22 Landslides
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Stormwater Flooding and Extreme Precipitation Events
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24 Poor Air Quality
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3 Social Vulnerability Assessment
3.1 What is Social Vulnerability
While all populations in a community will be affected by climate hazards, some individuals are more vulnerable due to physiological conditions and inequitable systems and structures and therefore will be disproportionally impacted. For example, seniors (over 65 years old); young children (under 5 years old) and their parents and caregivers; and pregnant women are more at-risk than the general population to heat illness during an extreme heat event. Vulnerable populations experience heightened risk to climate change and have inequitable access to resources to adequately adapt and recover from the associated impacts. Glendale is home to several vulnerable populations (see Table 5 and Figure 5), some of whom have already been disproportionately harmed by climate change.
3.2 Social Vulnerability Index Score
A social vulnerability index was developed to identify the location and areas of highest concentrations of climate-vulnerable population groups in Glendale based on 31 population data indicators (see the highlighted rows in Table 5). Each indicator represents a characteristic that either increases a person’s physiological vulnerability to climate hazards or decreases the ability of an individual to prepare for, cope with or recover from climate hazards due to systemic inequities. Selected indicators are consistent with guidance in the Cal APG (Cal OES 2020) and SCAG APG (SCAG 2020). The indicators also reflect input from communitybased organizations provided during the City-held Focus Group Meetings (see Interested Parties Focus Group Meetings section above). For more information on why these population
characteristics are considered vulnerable to climate change impacts, see the Social Vulnerability by Climate Hazard section. Data for these indicators was obtained from the Census Bureau’s American Community Survey 2017-2021, CDC’s PLACES Health Data, U.S.
Department of Energy LEAD Tool, Esri’s Crime Index data, and California Immigrant Data Portal.
The 27 population data indicators are organized into four separate groups for the purposes of this assessment. Grouping populations allows the City to understand what systems and structures contribute to increased vulnerability to climate change hazards.
Through identification of factors that contribute to population vulnerability, adaptation solutions can be developed that specifically address those contributing factors. Population groupings are as follows:
1. Individuals with High Outdoor Exposure.
2. Under-resourced Individuals.
3. Individuals Facing Societal Barriers.
4. Individuals with Chronic Health Conditions or Health Related Sensitivities
The indicators were used to assess the geographic location and proportion of vulnerable populations in Glendale who may be more impacted by climate hazards. Data for these indicators was obtained from the Census Bureau’s American Community Survey 2017-2021, CDC’s PLACES Health Data, U.S. Department of Energy LEAD Tool, and Esri’s Crime Index data. The Social vulnerability analysis was 3784 of 5188
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26 conducted to identify the concentration of each population group in each census tract in Glendale. Figure 5 displays social vulnerability in Glendale by census tract. Census tracts with high proportions of vulnerable populations, relative to state statistics, have higher percentile rankings on the 0 percent to 100 percent scale. The higher the percentile, the higher the vulnerability to climate change.
The areas of Glendale with the greatest concentration of vulnerable populations are in south and southwest Glendale Census tracts that are above the 60th percentile are considered a high social vulnerability area. Notably, the Grayson Power Plant is located in a high social vulnerability area. Figure 5 also displays additional areaswith high social vulnerability, beyond what was idenfitied using existing data and state tools, that were identified by representatives from local community-based organizations as part of the City-held Focus Group Meetings (see dotted areas in Figure 5). The additional focus areas were determined using a 1/4-mile buffer around schools(which is where children, a climate-vulnerable population group, spend much of their time),, I-5, (SR 134), Brand Boulevard, the Scholl Canyon Landfill and the Grayson Power Plant.
In addition, the areas south of SR 134 and west of Brand Boulevard are included as additional vulnerable focus areas, as identified during the Focus Group meetings.
Systemic Inequities
Individuals facing societal barriers include marginalized individuals due to their race, ethnicity, gender, sexual orientation, disability, economic status, or immigration status, all of whom encounter systemic obstacles that can limit their access to opportunities, resources, and fair treatment, are directly impacted by systemic social and economic inequities.
These challenges create educational, resource, economic, and health disparities that leave communities extremely vulnerable to climate change impacts (Baird 2008). When looking at the intersectionality and compounding impact of these societal barriers, these communities are more likely to face high outdoor exposure, be systematically under-resourced, be subjected to toxic stress and/or have chronic health
conditions, live in high-hazard risk areas and substandard housing, and are less likely to be homeowners (APA 2012).
These systemic factors make them disproportionately
vulnerable to climate hazards. In the City, many of these individuals face compounding risks associated with linguistic and income barriers. Immigrants and people who are
undocumented are often deprived of access to medical
services, quality housing, and basic needs, as well as access to social and economic services (Gamble et al. 2016).
Additionally, historical mistreatment and underserving by government leads to distrust, which compounds the lack of access to resources even when they do available.
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Table 5 Vulnerable Populations in Glendale
Population Type Population Description Percentage of Total Population/Household Type Individuals with High Outdoor Exposure
Outdoor Workers Individuals who are employed, 16 and older, and work outdoors 8% People experiencing
houselessness1
Individuals who currently lack fixed, regular, and adequate housing 0.1% Visitors2Individuals who are not residents and are visiting the study area for a limited time Not Available People who use active
transportation*
People who primarily get around by walking, biking, or other active mode of transportation
9%
People who use public transit* People who primarily get around by buses, trains, subways, and other forms of public transportation
3%
Individuals Facing Societal Barriers
Black, Indigenous, and People
of Color (BIPOC)
Individuals who do not identify as white 23%
Native Americans Individuals who identify as American Native and Alaskan Native 0.6% Limited or non-English
speakers
Households with individuals who are non or limited English-speaking 11% Immigrants3Individuals residing in the United States with legal documentation 51% People who are
undocumented4
Individuals residing in the United States without legal documentation 6% Individuals with Chronic Health Conditions or Health Related Sensitivities Seniors Individuals 65 years or older 18%
Young children and their
parents/caregivers*
Individuals 5 years and younger 5%
People who are differently
abled
Individuals with access and functional needs (physical and mental) 26% Individuals with asthma* Individuals diagnosed with asthma 9% Individuals with cardiovascular
disease
Individuals diagnosed with coronary heart disease 6%
People with diabetes* Individuals diagnosed with diabetes 9% 3786 of 5188
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28 Population Type Population Description Percentage of Total Population/Household Type People with high blood
pressure*
Individuals diagnosed with high blood pressure 28%
People with stroke risks* People with disproportionately high risk for stroke 3% Miliary Veterans Individuals who have served but are not currently serving in the US Armed Forces 2% Pregnant people* Individual with a baby or babies developing inside the womb Not Available Under-Resourced Individuals
People experiencing poverty Household incomes less than 80 % the State median household income 14% Unemployed Percentage of population aged 18-64 who are unemployed 7% Individuals with no health
insurance
Individuals aged 18 to 64 years old currently uninsured 7% Households without a
computer
Households without access to a computer 6%
Households without
broadband internet
Households without access to broadband internet 26%
Renters Housing units that are renter occupied 64%
Individuals without vehicle
access
Individuals without access to a vehicle 17%
Single female heads of
household with kids
Households with kids supported by a single female 14%
Individuals with education
attainment less than 4 years of
high school
Percentage of people over age 18 without a high school education or higher 10% People in overcrowded
households
Household with more than one person per room 5%
Mobile home households Housing units that are mobile homes 0.1% Households experiencing
housing burden
Percentage of gross household income spent on housing costs 11% Students Individuals 3 years and older enrolled in school 23% People who live in areas of
high violent crime
Percentage of areas that have an above average risk of crime occurring relative to the US average.
63%
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Population Type Population Description Percentage of Total Population/Household Type Households using fuels for
heating*
Households using solid fuels, kerosene, and gas to heat home 78% Residents without air
conditioning7*
Households without air conditioning Not Available
Households experiencing
energy burden
Percentage of gross household income spent on energy costs 1% Highlighted rows indicate population indicators for which census level data for Glendale was available, and therefore were included in the social vulnerability index mapping. * Populations added based on Focus Group input.
1 People experiencing houselessness percentage is calculated using data for Glendale from the City’s 2023 Glendale Homeless County (195 sheltered and unsheltered) and the 2020 City of Glendale Population from the Census (196,543). Data for this group was not available at the Census tract level for Glendale and therefore was not included in the Social Vulnerability Index. 2 Data for visitors was not available at the Census tract or City level for Glendale and therefore was not included in the Social Vulnerability Index. 3 Immigrants with legal documentation percentage is calculated using data for Glendale and is sourced from the California Immigrant Data Portal (99,796 immigrants with legal documentation in Glendale in 2019, most recent year available) and the 2020 City of Glendale Population from the Census (196,543). Data for this group was not available at the Census tract level for Glendale and therefore was not included in the Social Vulnerability Index. 4 People who are undocumented is calculated using data for Glendale and is sourced from the California Immigrant Data Portal (11,130 undocumented immigrants in Glendale in 2019, most recent year available) and the 2020 City of Glendale Population from the Census (196,543). Data for this group was not available at the Census tract level for Glendale and therefore was not included in the Social Vulnerability Index.
Source: The percentages used in this table were acquired from the U.S. Census, 2021 American Community Survey (ACS), CDC’s PLACES Health Data, Esri’s Crime Index, and U.S. Department of Energy LEAD Tool.
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30 Figure 5 Social Vulnerability in Glendale
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3.3 Social Vulnerability Overview
Vulnerability is the propensity or predisposition of a certain asset or population group to be adversely affected by climate change impacts. The following subsection provides an overview of what makes the vulnerable population groups more susceptible to climate change impacts. The Social Vulnerability by Climate Hazard Section provides:
▪ An overview of the impacts of climate hazards
▪ Potential impacts of climate hazards to each of the four population groups
▪ City-led and community adaptive capacity
▪ Vulnerability score which is a combined score of the potential impact and adaptive capacity for each of the four population groups by climate hazard
Information for impacts on populations and adaptive capacity was pulled from government sources and peer reviewed articles and supplemented using information provided by City staff during the Sustainability Working Group meeting and community-based organizations during Focus Group meetings (for more information on these meetings, refer to the Sustainability Working Group Meeting and Interested Parties Focus Group Meetings section of the report). Adaptive capacity is the ability to adjust to the consequences of climate change. Types of adaptive capacity include adjustments in behavior, resources, and technologies. There are other forms of adaptive capacity that are led by institutions (e.g., schools, religious institutions), community-based organizations, non-profits, special districts, and other nongovernmental entities.
The two types of adaptive capacity that are discussed in this report:
1. City-led adaptive capacity indicates the ways in which the City currently manages the negative impacts of climate change through City and utility-led plans and programs.
2. Community-scale adaptive capacity The ability of a community to deal with climate-related challenges, like extreme weather, can be improved by features in both the man-made and natural surroundings, as explained in the Los Angeles County Climate Vulnerability Assessment.
Both City-led and community-scale adaptive capacity are assessed for each population group by climate hazard.
An impact score and an adaptive capacity score are identified for each vulnerable population group by climate hazard, along with an overall vulnerability score consistent with the scoring methodology provided in the Vulnerability Scoring Methodology Section.
Vulnerability scoring helps the City understand which climate effects pose the greatest threats and should be prioritized in adaptation planning and policy.
The results of the analysis will inform the development and prioritization of adaptation policies and programs to increase community resilience as part of the City of Glendale CAAP and Safety Element Update.
Indicators that Drive Community Vulnerability
Below is an overview of the vulnerability indicators for each population group that drive community vulnerability to climate change. This assessment acknowledges how the intersectionality of systems compound individuals’ vulnerability across multiple factors at once; however, for the purpose of this assessment, analysis was conducted based on the vulnerability that increases an individual’s risk to the greatest degree.
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32 Individuals with High Outdoor Exposure
Outdoor workers, people experiencing houselessness, visitors, and people who use active transportation and public transit face high outdoor exposure, which increases vulnerability to potential climate hazards. Approximately 8 percent of the population in Glendale are outdoor workers and face high risk of climate hazards.
Glendale has an estimated 195 people experiencing houselessness in 2023 (City of Glendale 2023). There is a significant concentration of people experiencing houselessness that are unsheltered in the Downtown Area, particularly in Central Park (City of Glendale 2023).
Central Park offers access to vital resources for the unsheltered population, including the Central Library and the Adult Recreation Center (City of Glendale 2023). People experiencing houselessness often suffer from high rates of respiratory conditions, mental illness, and other chronic health conditions and therefore are more vulnerable to climate hazards (CDPH 2020).
Glendale offers hiking trails, a diversity of restaurants, and icon sites such as the Alex Theatre, to visitors. Visitors are at risk because they may not receive warning during emergency events and are more likely to be unsure of how or where to receive help, or how to evacuate. Visitor deterrence, which could occur during and following climate hazards, would have impacts on the local economy (Gamble et al. 2016).
In Glendale, 17 percent of households do not have access to a vehicle (U.S. Census ACS 2021). People without access to a vehicle use active transportation, such as walking and biking, and public transit to get around. People who rely on active transportation or public transit have higher outdoor exposure, such as extreme heat, air pollution, or heavy rainfall, than those who use personal vehicles and are therefore at greater risk to climate hazards. This high risk is compounded by the fact that communities of color are more likely to have limited or no access to a car, increasing their likelihood of being impacted during heat and other climate hazards (CDPH 2020).
People who rely on active transportation or public transit may experience barriers in accessing cooling centers, evacuating in a timely fashion, and have a greater likelihood of encountering interruption in transportation services which could lead to direct income losses from the inability to access their workplace during climate events.
Under-resourced Individuals
Under-resourced individuals have inequitable access to resources with which to prepare for, cope with, and recover from climate change impacts, due to economic disparities, social inequities, geographical location, lack of education, policy gaps, historical factors, and limited social networks, which further exasperates vulnerability to climate impacts. Individuals who are unemployed or people experiencing poverty often face financial barriers when preparing for and recovering from climate change hazards.
Individuals in these groups often live in homes that are less protected against climate hazards or are more likely to be renters so are unable to make needed home improvements. People
experiencing poverty may not be able to take time off work to address health concerns either caused by or exacerbated by climate hazards, such as heat-related illnesses, respiratory problems from air pollution, or injuries resulting from extreme weather events, leading to further challenges in managing their well-being and financial stability. People experiencing poverty in conjunction with food and housing insecurity are rendered systematically more vulnerable than the general population to many co-morbid health issues. Glendale’s current unemployment rate averaged over 5 years is 6.6 percent, higher than the county and state
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with an estimated 27,065 citizens of 195,227 living in poverty (Welfare Info). Neighborhoods experiencing more than 25 percent poverty include densely populated communities adjacent to major roadways such as I-5 in the southern and central parts of the city (City of Glendale Income and Poverty). These neighborhoods largely consist of marginalized communities where population density is 5,000 to 30,000 people per square mile (City of Glendale Census 2010).
Single female heads of households, as defined by the U.S. Census as female householders with children under 18-years-old and no spouse/partner present, are often subjected to high levels of worklife conflict and financial hardship, which can make preparing for, coping with, and recovering from climate hazards difficult. They are also more likely to serve as the primary caretaker of children which can make evacuating during a hazard scenario difficult (Flanagan et al. 2011). Additionally, women’s wages, on average, are lower than their male counterparts. According to U.S. Census Bureau data, in 2020, women earned 84 percent of what men earned (Pew
Research Center 2021). This disparity is even more extreme for Black women who earned on average 64 percent of what white, non-Hispanic men earned in 2020 (Bleiweis et al. 2021). On average, Glendale single female heads of households experience poverty levels of nearly 22 percent across the city’s census blocks. In the most densely populated areas of the city, this rate reaches highs of
37.3 percent (Glendale Memorial Hospital and Health Center 2022).
As such, they will likely experience increased difficulties preparing for and recovering from climate hazards.
Individuals with educational attainment of less than 4 years of high school usually have lower earning potential and are twice as likely to be unemployed than those with a high school degree
(Association of Public and Land-Grant Universities N.d). Individuals with low educational attainment are more likely to work in outdoor and/or labor-intensive environments thus increasing the impact of climate events (CDPH 2017). In the Glendale area, 16.5 percent of adults, aged 25 and older, lack a high school diploma (Glendale Memorial Hospital and Health Center 2022). Under-resourced individuals are less likely to have access to transportation, healthcare, and other basic needs and often lack the financial resources to evacuate from a climate hazard or find a safe and affordable place in which to evacuate.
Households without a computer or broadband internet access may be less likely to receive emergency alerts or governmental guidance before, during, or after a climate hazard event, making them particularly vulnerable in evacuation scenarios. Individuals without health insurance are more likely to have undiagnosed pre-existing health conditions and inadequate access to preventative care and treatment, which may make them more vulnerable to health impacts from climate hazards (Gamble et al. 2016). According to the Glendale Memorial Hospital and Health Center Community Health Needs Assessment from 2022, Glendale overall has very high health insurance rates at 96.6 percent. However, minority ethnic groups tend to have lower health insurance rates. Glendale BIPOC communities on average have health insurance rates of 86 percent (Glendale Memorial Hospital and Health Center Report 2022).
Individuals who rent housing have limited ability to weatherize their homes for hazard events. Mobile home households also often do not have adequately weatherized homes. For example, renters may not have temperature control in their housing units and generally experience a higher water and energy utilities cost burden than homeowners (Cooley et al. 2012).
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34 barriers when preparing for and recovering from climate hazards (EPA 2022). In Glendale, 48.7 percent of owner and renter occupied households are cost-burdened, which is higher than both the county and state rates (Glendale Memorial Hospital and Health Center Report 2022). Over half of the Glendale ZIP codes serviced by the Glendale Memorial Hospital and Health Center have cost-burdened population rates of over 50 percent (Glendale Memorial Hospital and Health Center Report 2022). 2022).
Residents who lack air conditioning are at extreme risk of health impacts particularly associated with extreme heat. About 30 percent of households in California. Of those households without air conditioning, a majority are in low-income communities (Chen et al. 2020)
People who live in areas of high violent crime are more likely to live in areas with neighborhood instability and economic disadvantage.
Additionally, one study found that 20 percent of most
disadvantaged neighborhoods are predicted to absorb over 50 percent of climate change-related increases in violence. This highlights the critical link between environmental stressors, resource scarcity, and social vulnerability, as these areas often struggle with limited access to essential resources, economic opportunities, and social services. This lack of resources can intensify tensions and conflicts when compounded by the additional pressures brought on by climate change impacts, leading to heightened levels of violence in heat-stressed neighborhoods (Plante and Anderson 2017). In Glendale, from 2012 to 2017, there were 2,887 arrests, generating $1,196,547 in incarceration rates (MDH 2017). Most of the documented crime in Glendale occurs around densely populated, marginalized communities adjacent to I 5 and SR-134 (Neighborhood Scout 2023). Glendale experiences disproportionate rates of arrests by race and these rates are likely to continue to increase, exacerbated by heat inequity from climate change impacts.
Students may experience educational disruption and setbacks including reduced rate of graduate and college attendance as aa result of climate hazards that cause school closures, loss of personal property, and/or psychological distress, particularly students with additional characteristics that increase sensitivity to climate hazards. Additionally, students have limited ability to modify the physical conditions at school that affect climate hazard exposure and risk such as air filtration and air conditioning (GAO 2022).
Individuals Facing Societal Barriers
Glendale is located within the ancestral lands of the Tongva people.
Because many Native American people experience some degree of the implications of colonial violence, cultural erasure, and social marginalization, they are more likely to be under-resourced and experience poverty (Rogers 2012). Not all City residents who identify as Native American have ties to tribal communities, which affects the ways in which climate hazards impact individuals. In 2020, one in three Native Americans across the United States were living in poverty (Northwestern Institute for Policy Research 2020).
Native Americans often experience worse health outcomes and lower life expectancies compared to other populations due to a variety of systemic factors including toxic stress due to regularly experiencing racism and other systemic harms, disproportionate poverty, and discrimination in the delivery or accessibility of health services. Native Americans are also less likely to have health insurance, which may limit their ability to seek medical care for injuries or illnesses caused or exacerbated by climate change impacts (Rogers 2012). Native Americans are more likely to live in high-hazard risk areas and less likely to be homeowners, which 3793 of 5188
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leaves them vulnerable to climate impacts (Gamble et al. 2016).
Within the vulnerability analysis, potential impacts to Native American populations are discussed in the context of Black, Indigenous, and People of Color (BIPOC).
Recently, the City of Glendale recognized its past with racial injustices by unanimously passing a resolution apologizing for its history as a “sundown town” (Crouch 2020). A sundown town is the term for predominantly white towns and cities across the nation that attempted to keep their towns minority-free through violence, discriminatory legislation, and harassment. These places were areas in which City officials posted notices that minorities could work and travel in the town, but had to leave by sunset, or “sundown” (Christmas 2021). The history of violence and discriminatory laws against people of color and marginalized communities extends beyond the direct harassment and exclusion of these peoples in Glendale’s history through legislation such as the intentional neighborhood redlining, as described in Individuals Facing Societal Barriers. Now, as climate change impacts threaten all of Glendale’s citizens, these communities are feeling the generational effects of racial injustice, stemming from the City’s past as a “sundown town.” These communities predominantly reside in C-graded
neighborhoods, as depicted in Figure 6, and face climate vulnerabilities such as increased pavement, lack of trees for adequate cooling (Figure 7), and heat inequity. While Glendale addresses its history as a sundown town, the effects of its past on marginalized communities are being exacerbated by climate change and continue to shape their inequitable climate vulnerabilities. 3794 of 5188
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36 Figure 6 Glendale High Social Vulnerability Areas and Home Owners’ Loan Corporation (HOLC) Neighborhood Redlining Grade
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Tree Equity Score
The number and distribution of trees in cities in the United States, often reflects differences in race and income across city landscapes.
While the amount of paved and impermeable surfaces and lack of water features and green spaces can increase the impact of temperature increases from climate change, adding more green spaces and especially trees, can have the opposite effect. Trees provide several critical services to cities and residents including shade, improved air quality, increased rain interception and reduced stormwater runoff, and in great enough numbers, trees can cool ambient temperatures and reduce the impact of climate change and extreme heat on public health.
Treeequityscore.org analyzes a range of neighborhood
characteristics including the existing tree canopy, population density, income, employment, surface temperature, racial demographics, age distributions, and health metrics to create a single tree equity score between 0 and 100. A score of 100 would indicate that a neighborhood has achieved tree equity.
Of the 137 census block groups included in the Tree Equity Score Municipality Report for Glendale, 11 have a tree equity score below
70. Comparing the HOLC map in Figure 6 and the Tree Equity Score map in Figure 7 can shed some light on the legacy of redlining and historic disinvestment on current levels of heat risk throughout the City. In line with the research referenced above, the southern and western portions of Glendale that had C (Definitely Declining) graded neighborhoods continue to have fewer trees, and lower tree equity scores relative to the rest of the City. Neighborhoods just north of West Kenneth Road and East Mountain Street and in east Glendale, north of SR 134 which received an A grade have some of the highest tree equity scores in the City.
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38 Figure 7 Glendale High Social Vulnerability Areas and Municipality Tree Equity Score 3797 of 5188
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Individuals with Chronic Health Conditions or Health
Related Sensitivities
Individuals with chronic health conditions or health related sensitivities are socially and physiologically vulnerable to climate change impacts and hazards. Seniors and people who are differently abled may have limited or reduced mobility, mental function, or communication abilities, making it difficult to evacuate during or prepare for a climate hazard event. They may also have medical needs for electricity which may be impacted during a public safety power shutoff or climate hazard event. Individuals in these groups are more likely to have pre-existing medical conditions or chronic illnesses that may exacerbate the risk of illnesses and medical problems from climate hazards. Individuals with asthma, individuals with cardiovascular disease, individuals with diabetes, individuals with high blood pressure, and individuals with stroke risk are more likely to experience health impacts from climate hazards because of pre-existing conditions or diseases. Seniors often face challenges regulating their temperature due to medications or underlying conditions related to age. Young children are socially and physiologically vulnerable to climate hazards. They often have limited understandings of climate hazards and insufficient resources to independently prepare for and safely respond during a climate hazard event. Young children are reliant on their caregivers to ensure their health, safety, and wellbeing. Young children have not fully physiologically developed and are therefore more vulnerable to health effects of climate change impacts. (Kenney et al. 2014).
The caregivers of young children are also at risk during some climate hazard events as they may face challenges navigating an evacuation process with young children. Military veterans may have been exposed to a variety of environmental, physical, and chemical stressors during military service which may have caused physiological or psychological health conditions, illnesses, or different abilities that make them particularly vulnerable to climate hazards (Olenick et al. 2015). Pregnant people and their fetuses are particularly vulnerable to climate hazards as they are susceptible to certain health conditions, including anemia, low birth weight, preterm birth, and miscarriage. Pregnant people are also at increased risk of experiencing post-traumatic stress disorder and depression after a climate hazard event (EPA 2022).
Residents in households using fuels for heating, as opposed to electricity, are more likely to be impacted by indoor combustion pollutants. Combustion pollutants are the gases and particles made by burning any fuel such as natural gas, diesel, and kerosene.
Exposure to combustion pollutants may lead to adverse health impacts that can make individuals more at risk of climate hazards.
For example, cooking emissions, especially from gas stoves, are associated with increased respiratory disease (CARB 2023).
3.4 Social Vulnerability by Climate
Hazard
This section assesses the potential impacts, adaptive capacity, and the resulting social vulnerability, of each population group by climate hazard.
Extreme Heat and Warm Nights
Overview
Extreme heat was a major issue identified during Focus Group Meetings 1 and 2. Specifically, the lack of air conditioning in housing units, limited protection for renters, and the urban heat island effect in areas with high proportions of vulnerable populations were identified as areas of concern. Below is an overview of the urban 3798 of 5188
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40 heat island effect, historical causes of inequitable heat exposure, tree equity score in Glendale, and compounding risks of housing and heat related illness.
Sustainability Working Group participants also identified extreme heat as a major concern. Participants noted having to close facilities due to broken Heating, Ventilation, and Air Conditioning (HVAC) during extreme heat events, and warnings of rolling blackouts.
URBAN HEAT ISLAND
Urban Heat Island (UHI) refers to developed areas that are hotter than the surrounding landscape primarily due to the use of building materials and surfaces that absorb and re-radiate heat (like roofs and pavements), as well as a lack of vegetation, particularly trees.
The UHI effect causes people in cities to have higher heat exposure than residents in less densely developed areas. Within urban landscapes, neighborhoods with more impermeable and dark colored surfaces, and fewer trees, parks, and water features, have greater heat exposure and heat related risk than urban
communities with more green space and reflective surfaces. These differences in development patterns typically correspond with income and demographic disparities across the urban environment.
Low-income communities and many communities of color across Los Angeles County are the most impacted by the urban heat island effect (LA CDPH 2021). UHI will likely compound the impact and risk of extreme heat days and higher average temperatures resulting from climate change. In some locations, the effect could be twice as strong as the impact of global warming (Huang et al. 2019).
In Glendale, the UHI effect will most likely impact vulnerable communities in densely populated communities without access to green spaces, open areas, or reflective surfaces. According to the Urban Heat Island Interactive Map from the California
Environmental Protection Agency (CEPA UHI), the areas of Glendale which will experience the most intense UHI effect are the southwest neighborhoods along I-5 and the northeast neighborhoods along I210 (CEPA UHI). These areas have historically been socially vulnerable areas in C-graded neighborhoods (Figure 6) which have experienced racially motivated redlining and currently experience low tree equity scores (Figure 7). The UHI effect is calculated per urban census tract in degree-hours per day, in which the temperature differences every hour per day over 182 warm summer days are summed, then divided by the number of days in the study. In Glendale, the southern socially vulnerable communities have a degree-hour day rating of about 80.53, while the northern socially vulnerable communities have a rating of about 149.75 degree-hour days (CEPA UHI). In A-graded Glendale communities with higher tree equity scores, degree-hour days range from about 74.21 to 99.15 (CEPA UHI). As such, Glendale’s most populated urban areas will likely experience the highest UHI effects and heat inequity stemming from historical redlining and lack of access to green open spaces.
HISTORICAL CAUSES OF INEQUITABLE HEAT EXPOSURE
After the Great Depression the U.S. Government undertook numerous projects to stimulate the economy, expand housing stock, and evaluate the riskiness of home mortgages. The Home Owners’ Loan Corporation was established in 1933 with the passage of the Home Owners’ Loan Act, with the key task of refinancing mortgages and slowing down the rate of foreclosures (FHFA).
During the 1930’s the HOLC created detailed maps of urban areas across the United States. HOLC maps documented the perceived risk of lending and determined the lending practices of banks and other mortgage lenders administering the federal loans.
These maps graded neighborhoods on a scale from “A” through “D” and the grade correlated with color coding on the maps of green 3799 of 5188
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through red, hence the term “redlining”. A-rated neighborhoods, colored green on the maps, were classified as the most desirable, and least risky for lenders. D-rated neighborhoods, colored red on the maps, were classified as the highest risk neighborhoods, and families in these neighborhoods were typically denied mortgages and their mortgages were often not federally insured if they were granted one (Rothstein 2017). The HOLC neighborhood assessments explicitly used racial makeup of residents as a determinant of neighborhood quality and mortgage risk (Rothstein 2017).
Neighborhood descriptions included references to the racial makeup of a neighborhood, in particular the homogeneity, percentage of immigrants and whether they were considered “subversive”, and the number of black, Mexican, and residents of various non-white ethnic groups (Nelson et al., 2023; Rothstein 2017). In the HOLC assessments, racially integrated neighborhoods, and neighborhoods with higher numbers of immigrants and people of color were considered higher risk and perceived as destined to deteriorate in value (Nelson et al., 2023; Rothstein 2017). This led to disinvestment in low-rated areas of cities and a loss of wealth building for generations of American families who were unable to purchase homes (Rothstein 2017). This practice of racial exclusion from homeownership allowed white Americans to accumulate wealth through government backed homeownership while minority communities were excluded and marginalized (Rothstein 2017).
Historic disinvestment and constraints on loans to real estate developers tied to racial restrictions resulted in differences in the quality of housing, amount of housing, and the amount of green space and other amenities that were built in different
neighborhoods based on the income and racial demographics of potential residents (Nelson et al., 2023; Rothstein 2017).
Many of these development differences still largely persist to this day. Recent research has shown that neighborhoods that HOLC rated as a “D” level of risk are still predominantly low-to-moderate income and communities of color, while “A” neighborhoods are still predominantly white and above average income. Previously redlined neighborhoods are also correlated with more impervious paved surfaces, fewer trees and green spaces, and higher average temperatures than the non-redlined, historically white
neighborhoods in the same city (Hoffman et al.). Another study assessing 175 of the largest urbanized areas in the United States found that the average person of color lives in a census tract with greater than 2 degrees Celsius higher urban heat island intensity compared to non-Hispanic whites (Hsu et al.). A few degrees of temperature difference, and especially warmer temperatures at night, can translate into an appreciably increased risk of heat stress.
This means that communities that faced historical housing discrimination often bear a greater health burden as excessive heat events become more frequent and severe due to climate change.
This disparate heat exposure risk is known as heat inequity.
Figure 6 shows the HOLC Neighborhood Redlining Grade for neighborhoods in Glendale. Green colored areas represent neighborhoods that were graded A (Best). Neighborhoods just north of West Kenneth Road and East Mountain Street and in east Glendale, north of SR 134 received an A grade. Several
neighborhoods bordering A grade neighborhoods were graded B (Still Desirable) due to deed restrictions that limited development to single family housing and prevented non-white families from purchasing homes. These areas were developed with federal financing and graded favorably on the mortgage risk map as a result of the good quality homes this financing afforded, and the racial segregation achieved through racially restrictive deeds.
Neighborhoods graded C (Definitely Declining), yellow areas on the map, are located in north Glendale along I-210, and in south and southwest Glendale. The reasoning provided for C grade
neighborhoods was the presence of lower-income and workingclass. Residents, powerlines and industrial uses, and mixed quality 3800 of 5188
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42 of housing. No neighborhoods in Glendale were rated D (Hazardous).
Areas with high social sensitivity in Glendale today fall within neighborhoods rated C (Definitely Declining) by HOLC, as shown in Figure 6.
COMPOUNDING RISKS: HOUSING AND HEAT RELATED ILLNESS
Housing and socio-economic factors can intersect in ways that compound the risks of climate impacts such as extreme heat events.
When housing is in short supply and unaffordable this can lead to overcrowding, especially for lower-income communities. Aging, overcrowded, and poorly insulated housing can contribute to risk from heat related illness, which can in turn lead to hospital visits and even increased mortality. If the electricity grid is strained during a heat wave and there are power outages, this can further increase the risk of heat related illnesses if access to adaptations such as air conditioning, fans, and refrigeration are lost.
A study published In 2022 found that housing age, housing crowding ratio, and roof condition were found to be correlated with the risk of heat-related illness indexes and can predict the risk of heatrelated emergency department visits and heat-related mortality on a state level. This analysis indicates that housing quality and affordability as characterized by age, crowding, and roof condition can impact heat related illness risk (Hu et al. 2022).
The California 2020 Census Hard-to-Count index rated census tracts in south and southwest Glendale as falling within the highest difficulty level for accurately estimating population numbers. The variables cited for contributing to difficulty in getting accurate counts were renter occupied units, crowded units (in south Glendale), immigrants and limited English-speaking population, multi-unit structures, and households without broadband subscriptions (CA Census 2020). The large numbers of immigrants, non-English speakers, and crowded housing conditions in south Glendale likely contributed to an undercount of the true population of Glendale.
Housing affordability issues also impact Glendale residents.
According to the U.S. Department of Housing and Urban
Development (HUD) and the California Department of Housing and Community Development (HCD), housing is considered “affordable” if monthly housing costs are no more than 30 percent of a household’s gross income. In Glendale, 57.8 percent of renter households spend 30 percent or more of their income on housing cost, compared to 55.3 percent regionally. Additionally, 36.1 percent of renter households in Glendale spend 50 percent or more of their income on housing cost, compared to 28.9 percent regionally. These households are considered severely cost burdened (SCAG 2021).
The age of housing stock can indicate housing quality and the likely need for rehabilitation work that can impact public health, including remediation of lead-based paint and maintenance or replacement of major elements such as roofing. 77 percent of the housing stock in Glendale was built prior to 1980, and 20.2 percent of those homes, the largest proportion, were constructed prior to 1939 (SCAG 2021). Typically housing over 30 years of age is likely to need rehabilitation work to major elements of the structure. Given the age of the housing stock in the City, a large majority of Glendale’s housing stock is in substandard condition, with approximately 1,291 units lacking telephone service, 164 units lacking plumbing facilities, and 1,478 units lacking complete kitchen facilities (SCAG 2021). The age, availability, cost burden, and crowding conditions of Glendale housing may contribute to increased risk of heat-related illnesses, especially as climate change contributes to more frequent extreme heat events.
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A separate study analyzed exposure and vulnerability to heat by housing type and location using census tract level data combined with housing characteristics, climate projections, and an index of adaptive capacity and vulnerability to heat. The analysis revealed that subsidized housing in California simultaneously has the most sensitive populations and barriers to adaptation while being disproportionately located in the hottest census tracts (C. J. Gabbe et al. 2020). Specifically, while 8 percent of California’s total number of housing units are located in tracts with high heat exposure and high vulnerability populations (high-high tracts), these high-high tracts contain 16 percent of public housing units, 14 percent of LowIncome Housing Tax Credit units, and 10 percent of Section 8 Housing Choice Vouchers (C. J. Gabbe et al. 2020).
These studies show that housing policy should be considered an essential public health and safety mechanism for mitigating climate change-exacerbated health conditions in Glendale. Policies and programs should aim to address heat exposure and adaptation for subsidized housing, highly sensitive populations, and seek to increase housing availability and quality, especially in the hottest parts of the community, in order to help reduce health impacts from extreme heat.
Potential Impacts
This section describes the potential impacts of extreme heat on each vulnerable population group.
INDIVIDUALS WITH HIGH OUTDOOR EXPOSURE
Individuals with high outdoor exposure are at risk of health impacts from extreme heat. Outdoor workers are often subject to strenuous work conditions and are vulnerable during extreme heat events.
People experiencing houselessness and displaced individuals are exposed to the health-related impacts associated with extreme heat because they have limited access to shelter and air conditioning.
The primary health impacts to these populations are heat-related illnesses, such as heat stress, heat stroke, and dehydration, which can be life-threatening (CDPH 2020). Visitors are at risk during extreme heat events because they may not be keyed into local heat warning communications and are less likely to know where to seek refuge. People that rely on active transportation or public transit may experience health impacts from extreme heat due to biking and walking in high temperatures and high exposure while waiting for public transit.
UNDER-RESOURCED INDIVIDUALS
Under-resourced individuals may not be able to pay for adequate air conditioning or fans, increasing their exposure to extreme heat.
Individuals without vehicles may face challenges traveling to cooling centers or temporary shelters during extreme heat events (Cooley et al. 2012). Residents who lack air conditioning are at risk of health impacts from extreme heat at increased temperatures may make it harder to regulate their body temperatures. Households without a computer or broadband internet may not receive heat advisory warnings or governmental guidance, causing them to experience health impacts from extreme heat exposure (CDPH 2017). Underresourced individuals are less likely to receive medical care for illnesses triggered or exacerbated by extreme heat, or if treatment is received, they are likely to face a significant medical cost burden and related financial stress. Extreme temperatures may contribute to a rise in high violence crime rates, which increases safety risks to people who live in areas of high violent crimes (Muggah 2021).
INDIVIDUALS FACING SOCIETAL BARRIERS
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44 heat events and limited or no affordable air conditioning and are less likely to be able to make the home improvements necessary due to financial constraints or because they are renters. Limited or non-English speakers may not be provided heat advisory warnings or governmental guidance in their language, potentially causing them to experience greater exposure to extreme heat (Gamble et al. 2016). The primary health impacts to these populations are heatrelated illnesses, such as heat stress, heat stroke, and dehydration, which can be life-threatening (CDPH 2020). Immigrants and people who are undocumented may not have access to medical services to treat heat-related illnesses.
INDIVIDUALS WITH CHRONIC HEALTH CONDITIONS OR HEALTH
RELATED SENSITIVITIES
Individuals with chronic health conditions or health related sensitivities are particularly at risk of heat related illnesses during extreme heat events. People who are differently abled, seniors, and children may have difficulty affording or accessing air conditioning or traveling to cooling centers during extreme heat events. Extreme heat events can also trigger power outages which are particularly dangerous for individuals who are electricity-dependent, either for their mobility, communication, or medical devices. Extreme heat conditions can exacerbate asthma, cardiovascular disease, high blood pressure, diabetes, certain different abilities, and other respiratory and cardiovascular conditions, potentially causing heatrelated illnesses such as heat stress, heat stroke and dehydration, which can be-life threatening (CDPH 2020). Residents in households using fuels for heating may face disproportionate health impacts from extreme heats events as high temperatures may lead to compounding impacts from indoor air pollutants. Young children are still physiologically developing which means that they are less able to regulate their bodies during extreme heat events (Kenney et al. 2014). Young children and seniors are especially at risk of dehydration as their bodies are not able to regulate as well (Kenney et al. 2014). When exposed to extreme heat, pregnant people and their fetuses are particularly susceptible to heat exhaustion, heat stroke, dehydration, low birth weight, preterm birth, and infant mortality (EPA 2022). Dehydration may exacerbate underlying health conditions and illnesses.
Warm nights affect the body’s ability to cool down and recover from heat stress during extreme heat periods exacerbating heat-related health problems including, heat exhaustion, dehydration, and cardiovascular stress, especially for individuals with chronic health conditions and health related sensitivities.
Adaptive Capacity
This section gives an overview of the City-led and community-scale adaptive capacity to extreme heat and warm nights.
CITY-LED ADAPTIVE CAPACITY
Existing efforts that increase the City’s resilience to extreme heat include:
▪ Increasing urban forest, tree canopy coverage, parks, and open space throughout the City are adopted policies and strategies as envisioned in the Greener Glendale Plan and the Glendale Downtown Specific Plan. Policies and strategies seek city-wide or neighborhood-wide improvements, including in vulnerable areas not within 1/3 mile of recreational open space (Greener Glendale Plan – Community 2012) (Glendale Downtown Specific Plan 2019).
▪ Inventorying backup-generators, medical equipment and supplies, temporary shelters, and other emergency response supplies and equipment are adopted policies and strategies as 3803 of 5188
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envisioned in the Glendale General Plan – Safety Element 2003. (Glendale General Plan–- Safety Element 2003).
COMMUNITY-SCALE ADAPTIVE CAPACITY
As described in the Los Angeles County Climate Vulnerability Assessment, the following resources increase the adaptive capacity of vulnerable communities to extreme heat and warm nights in Glendale:
▪ Heat refuge: Cooling centers and other cool indoor public and private locations can provide critical refuge for people to escape extreme heat conditions. The City operates 4 cooling centers placed around the City, with only one of the four located close to areas of high social vulnerability (Glendale News Press 2023). ▪ Park access: Parks and open spaces can provide shade, natural cooling, and mental health benefits to community members seeking refuge from the heat. In their Greener Glendale Plan— Community 2012, Glendale aims to increase parks specifically in areas not currently within 1/3 mile of recreational open space and develop strategies to provide parks or recreational open space in those areas (Greener Glendale Plan – Community Plan 2012). Currently, most Glendale parks and green spaces are not accessible by most vulnerable populations, but Glendale is working to develop strategies to address this imbalance. ▪ Tree canopy: Trees can provide shade, natural cooling, and mitigate the urban heat island effect, providing numerous benefits to residents. According to Glendale’s tree equity report, 19 of 137 block groups have a tree equity score of less than 75. These 19 block groups are located in dense, vulnerable communities adjacent to major roadways like I-5. The lack of tree canopy in these areas will exacerbate the urban heat island effect and increase heat inequity.
▪ Thermal building performance: Older buildings heat up faster during extreme heat events and are less effective at remaining cooler than outdoor temperatures. Improving building
insulation and using reflective building materials can increase thermal building performance, increasing community resilience.
Thermal building performance in Glendale is likely poor, given that 77 percent of the housing stock in Glendale was built prior to 1980, with 20 percent of those homes, the largest
proportion, constructed prior to 1939.
▪ Permeable surfaces: Permeable spaces include green spaces and other cool, ground surfaces that help protect against localized heat gain and reduce the urban heat island effect.
Large areas of permeable surfaces are located in areas with the lowest social vulnerability scores, where access to open spaces and cooled surfaces prevent urban heat island effects. In Glendale, these areas have historically been less densely populated areas, typically away from major roadways and in areas with fewer vulnerable populations.
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46 Vulnerability Score – Extreme Heat and Warm Nights
Population Group Impact Score Adaptive Capacity Score Vulnerability Score Individuals with High Outdoor Exposure High Low 5-High
Under-resourced Individuals High Low 5-High
Individuals Facing Societal Barriers High Low 5-High
Individuals with Chronic Health Conditions or Health Related Sensitivities High Low 5-High 3805 of 5188
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Drought
Overview
Prolonged drought conditions can cause long-term public health problems including shortages of drinking water and poor-quality drinking water, impacts on air quality, sanitation and hygiene, and food and nutrition, and more disease, such as West Nile Virus carried by mosquitoes breeding in stagnant water (CDC 2020).
Potential Impacts
This section describes the potential impacts of drought on each sensitive population group.
INDIVIDUALS WITH HIGH OUTDOOR EXPOSURE
Unless there are major water shortages in the City which disrupt drinking water supplies or cooling water features at parks and other public locations, individuals with high outdoor exposure are most likely not at disproportionate risk to drought.
UNDER-RESOURCED INDIVIDUALS
During periods of prolonged drought, under-resourced individuals are more likely to experience the cost burden associated with increased water rates (Feinstein et al. 2017). These individuals may struggle to access clean and affordable drinking water which may cause financial strain (Gamble et al. 2016).
INDIVIDUALS FACING SOCIETAL BARRIERS
Unless there are major water shortages in the City, individuals facing societal barriers are most likely not at disproportionate risk to drought.
INDIVIDUALS WITH CHRONIC HEALTH CONDITIONS OR HEALTH
RELATED SENSITIVITIES
Unless there are major water shortages in the City, individuals with chronic health conditions or health related sensitivities are most likely not at disproportionate risk to drought.
Adaptive Capacity
This section gives an overview of the City-led and community-scale adaptive capacity to drought.
CITY-LED ADAPTIVE CAPACITY
Existing efforts that increase the City’s resilience to drought impacts include:
▪ Increasing urban forest, tree canopy coverage, parks, and open space throughout the City are adopted policies and strategies as envisioned in the Greener Glendale Plan and the Glendale Downtown Specific Plan. Policies and strategies seek city-wide or neighborhood-wide improvements, including in vulnerable areas not within 1/3 mile of recreational open space (Greener Glendale Plan – Community 2012) (Glendale Downtown Specific Plan 2019).
▪ Increasing biodiversity of plants and ecosystems are adopted policies and strategies as envisioned in the Greener Glendale Plan (Greener Glendale Plan – Community 2012).
▪ Glendale Water & Power offers the Utility Users Tax exemption to low-income senior and differently abled customers. Glendale Water & Power also promotes the Low-Income Household
Water Assistance Program (LIWAP) which provides funds to assist low-income households with water and wastewater bills (GWP Financial Assistant Programs 2023).
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48 COMMUNITY-SCALE ADAPTIVE CAPACITY
As described in the Los Angeles County Climate Vulnerability Assessment, the following resources increase the adaptive capacity of vulnerable communities to drought.
▪ Water conservation practices: Water conservation practices such as using drought-tolerant vegetation in gardens and open spaces, promoting water reuse for non-potable uses and
installing water efficient appliances are important practices for increasing resilience to drought are adopted policies and strategies. Policies and strategies in the Greener Glendale Plan seek city-wide or neighborhood-wide improvements (Greener Glendale Plan – Community 2012).
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Vulnerability Score – Drought
Population Group Impact Score Adaptive Capacity Score Vulnerability Score Individuals with High Outdoor Exposure Low Medium 2-Low Under-resourced Individuals Medium Medium 3-Medium
Individuals Facing Societal Barriers Low Medium 2-Low
Individuals with Chronic Health Conditions or Health Related Sensitivities Low Medium 2-Low 3808 of 5188
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50 Wildfire
Overview
Wildfires cause direct and indirect impacts to community members.
Wildfires that burn within City limits can pose a significant impact to the safety of community members and can burn homes. Indirectly, wildfires both within and outside of City limits can cause power disruption and lead to poor air quality. Focus Group participants identified concerns with wildfires leading to power disruption and affecting air quality through smoke.
Population groups that are located in the additional vulnerable focus areas are at-risk to wildfires, as shown in Figure 8. These include community members within ¼ mile buffer of schools (which is where children, a climate-vulnerable population group, spend much of their time), ¼ mile buffer of I-210 and SR 2, as well as portions of east Glendale.
Potential Impacts
This section describes the potential impacts of wildfire on each vulnerable population group.
INDIVIDUALS WITH HIGH OUTDOOR EXPOSURE
Some outdoor workers, including fire fighters, police officers and other emergency personnel, may be exposed to hazardous work conditions during wildfire events and may become injured from burns and wildfire smoke. Domestic workers that typically service areas under a wildfire evacuation order are impacted by loss of wages, especially where hazard pay is unavailable. In some cases, domestic workers were still required to report to work within emergency evacuation areas, exposing themselves to harm (Climate Resolve 2021). Individuals with high outdoor exposure may face disproportionate exposure to wildfire smoke which can exacerbate existing respiratory conditions, mental illness, and chronic health conditions. (CDPH 2017). Individuals with high outdoor exposure may be reliant on active and public transportation modes and have a more difficult time evacuating in a timely fashion.
UNDER-RESOURCED INDIVIDUALS
Under-resourced individuals may experience injuries or death from burns and are likely to experience financial burden associated with medical treatment and property loss or damage (CDPH 2017). These individuals may have their belongings and homes damaged by a wildfire. If this occurs, under-resourced individuals are less likely to be covered by insurance and more likely to suffer from the cost burden. Under-resourced individuals are less likely to have adequately hardened and weatherized housing. They are more likely to have limited control over home hardening and
improvements that may protect against fire. Subsequently, they may experience economic and health impacts and a greater loss of belongings than affluent homeowners (Gamble et al. 2016).
INDIVIDUALS FACING SOCIETAL BARRIERS
BIPOC, immigrants, and people who are undocumented are
generally more likely to live in housing with insufficient protection against wildfire. Individuals facing societal barriers may not have access to language appropriate advisory warnings or government guidance. Individuals in these groups may face systematic and/or cultural barriers to access resources to safely evacuate hazard areas and/or to treat injuries (Gamble et al. 2016) (Mendez et al. 2020).
The harm that many community members have experienced when engaging with government systems, including at evacuation centers, may make it harder for them to receive the support and services that they need.
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INDIVIDUALS WITH CHRONIC HEALTH CONDITIONS OR HEALTH
RELATED SENSITIVITIES
Individuals with chronic health conditions or health related sensitivities may be more susceptible to injuries or death from burns (CDPH 2017). People who are differently abled, young children and their parents/caregivers, military veterans, pregnant people, and seniors may have difficulty evacuating from wildfires, increasing the risk of health impacts from wildfire burns (EPA 2022).
Adaptive Capacity
This section gives an overview of the City-led and community-scale adaptive capacity to wildfire.
CITY-LED ADAPTIVE CAPACITY
Existing efforts that increase the City’s resilience to wildfire impacts include:
▪ Ensuring adequate fire services, such as fire equipment, infrastructure, and response times throughout the City are adopted policies and strategies as envisioned in the General Plan – Safety Element. Policies and strategies seek city-wide or neighborhood-wide improvements (General Plan–- Safety
Element 2003).
▪ Enforcing fuel management, weed abatement, fire-resistant landscaping, and structure hardening programs and efforts to minimize wildfire risk are adopted policies and strategies as envisioned in the General Plan – Safety Element. Policies and strategies seek city-wide or neighborhood-wide improvements (General Plan–- Safety Element 2003).
▪ Designing, constructing, maintaining, and operating Glendale Water & Power electric transmission and distribution system to minimize wildfire risk are adopted policies and strategies as envisioned in the Glendale Water & Power – Wildfire Mitigation Plan. Policies and strategies seek city-wide or neighborhoodwide improvements (Glendale Water & Power–- Wildfire Mitigation Plan 2022).
▪ Coordinating with local and regional jurisdictions and agencies to update and implement disaster preparedness and recovery plans, maintain mutual aid agreements, and carry out
evacuation procedures are adopted policies and strategies as envisioned in the Glendale General Plan—Safety Element.
Policies and strategies seek city-wide or neighborhood-wide improvements (Glendale General Plan–- Safety Element 2003). ▪ Inventorying backup-generators, medical equipment and supplies, temporary shelters, and other emergency response supplies and equipment are adopted policies and strategies as envisioned in the Glendale General Plan – Safety Element.
Policies and strategies seek city-wide or neighborhood-wide improvements (Glendale General Plan–- Safety Element 2003).
COMMUNITY-SCALE ADAPTIVE CAPACITY
As described in the Los Angeles County Climate Vulnerability Assessment, the following resources increase the adaptive capacity of vulnerable communities to wildfire in Glendale:
▪ Fire Safe Structures: Homes and facilities that are designed and constructed with fire resistant building materials will mitigate potential impacts from fire and smoke.
▪ Fire Resistant Landscaping: Planting fire resistant plants can mitigate the spread of fire in open spaces and surrounding structures. Employing vegetation management techniques (e.g., trimming, pruning, and cleanup) will reduce flammability. 3810 of 5188
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52 ▪ Roadway and Access: Roadway access and street signage ensures adequate ingress/egress for residents and emergency personnel.
▪ Fire Service Resources: Fire equipment, infrastructure, and response times are all critical.
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Figure 8 Glendale High Social Vulnerability Areas and Wildfire Hazard Severity Zones 3812 of 5188
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54 Vulnerability Score – Wildfire
Population Group Impact Score Adaptive Capacity Score Vulnerability Score Individuals with High Outdoor Exposure Medium Medium 3-Medium Under-resourced Individuals High Medium 4-High
Individuals Facing Societal Barriers Medium Medium 3-Medium Individuals with Chronic Health Conditions or Health Related Sensitivities High Medium 4-High 3813 of 5188
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Landslides
Overview
Population groups that are located in the additional vulnerable focus areas are at-risk to landslides, as shown in Figure 9. These include community members within ¼ mile buffer of schools, ¼ mile buffer of I-210, La Crescenta Avenue, and SR 2, as well as portions of east Glendale.
Potential Impacts
This section describes the potential impacts of landslides on each sensitive population group.
INDIVIDUALS WITH HIGH OUTDOOR EXPOSURE
Individuals with high outdoor exposure (outdoor workers, people experiencing houselessness, visitors, and people who use active transportation and public transit) may not receive timely emergency evacuation information or may have limited access to shelter and transportation to evacuate from hazardous areas (Gamble et. Al 2016). Some outdoor workers, including emergency personnel and construction workers, may be exposed to hazardous work
conditions during landslide events and may become injured from debris, rocks, or damaged infrastructure or facilities.
UNDER-RESOURCED INDIVIDUALS
Under-resourced individuals may experience injuries or death from landslides and are likely to experience financial burden associated with medical treatment (CDPH 2017). These individuals may have their belongings and homes damaged by a landslide. If this occurs, under-resourced individuals are less likely to be covered by insurance and more likely to suffer from the cost burden. Underresourced individuals are less likely to have adequately hardened and weatherized housing. They are more likely to have limited control over home hardening and improvements that may protect against landslides. Subsequently, they may experience economic and health impacts and a greater loss of belongings than homeowners (Gamble et al. 2016).
INDIVIDUALS FACING SOCIETAL BARRIERS
BIPOC, immigrants, and people who are undocumented are
generally more likely to live in housing with insufficient protection against landslides. Individuals facing societal barriers may not have access to language appropriate advisory warnings or government guidance. Individuals in these groups may face systematic and/or cultural barriers to access resources to safely evacuate landslide hazard areas and/or to treat injuries (Gamble et al. 2016) (Mendez at al. 2020). The harm that many community members have experienced when engaging with systems, including at evacuation centers, may make it harder for them to receive the support and services that they need.
INDIVIDUALS WITH CHRONIC HEALTH CONDITIONS OR HEALTH
RELATED SENSITIVITIES
Individuals with chronic health conditions or health related sensitivities may be more susceptible to injuries or death from a landslide (CDPH 2017). People who are differently abled, young children and their parents/caregivers, pregnant people, and seniors may have difficulty evacuating from landslides, increasing the risk of health impacts and geographical isolation (EPA 2022).
Adaptive Capacity
This section gives an overview of the City-led and community-scale adaptive capacity to landslides.
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56 CITY-LED ADAPTIVE CAPACITY
Existing efforts that increase the City’s resilience to landslide impacts include:
▪ Mitigating landslide risks and potential damage to structure and infrastructure through requiring geotechnical investigations, regular inspections, and prohibiting reconstruction of structures in areas with failed slopes are adopted policies and strategies as envisioned in the General Plan – Safety Element. Policies and strategies seek city-wide or neighborhood-wide improvements (General Plan–- Safety Element 2003).
COMMUNITY-SCALE ADAPTIVE CAPACITY
The following resources increase the adaptive capacity of vulnerable communities to landslides in Glendale:
▪ Stabilize slopes mechanically or with vegetation: Vegetation helps stabilize slopes and prevent erosion by strengthening roots in the soil.
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Figure 9 Glendale High Social Vulnerability and Landslide Susceptibility 3816 of 5188
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58 Vulnerability Score –Landslides
Population Group Impact Score Adaptive Capacity Score Vulnerability Score Individuals with High Outdoor Exposure Medium Medium 3-Medium Under-resourced Individuals Medium Medium 3-Medium
Individuals Facing Societal Barriers Low Medium 2-Low
Individuals with Chronic Health Conditions or Health Related Sensitivities Medium Low 4-High 3817 of 5188
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Stormwater Flooding and Extreme
Precipitation
Overview
When an influx of stormwater exceeds a drainage system’s capacity to infiltrate water into the soil or to carry it away, localized stormwater flooding can occur. Urban landscapes tend to be built with impermeable surfaces that do not allow much water to infiltrate the ground and this increases the amount of runoff that must be channeled in storm drainage systems and carried elsewhere. Most urban drainage infrastructure was not built to manage stormwater flows from the increased precipitation events that are occurring and will occur more frequently with climate change and can be costly to retrofit. As a result, the costs and impact of urban flooding are expected to increase as precipitation patterns become more extreme due to climate change (NASEM 2019).
Climate change may cause areas throughout Glendale to experience more frequent stormwater flooding. Stormwater systems may be overwhelmed more frequently as more extreme rain events occur, causing localized flooding which could impact properties and leave roads temporarily unusable. Areas with high amounts of
impermeable surfaces and those adjacent to drainage systems are prone to stormwater flooding during periods of heavy rainfall.
Flooding impacts directly create physical damage from inundation (Hall et. al 2018). Flooding can also lead to cascading risks due to loss of power, wastewater management issues, pollution carried by stormwater including hazardous materials, and overwhelm storm drainage infrastructure, exacerbating public health concerns.
Potential Impacts
This section describes the potential impacts of stormwater flooding and extreme precipitation on each sensitive population group.
INDIVIDUALS WITH HIGH OUTDOOR EXPOSURE
Individuals with high outdoor exposure (outdoor workers, people experiencing houselessness, visitors, and people who use active transportation and public transit) may not receive timely emergency evacuation information or may have limited access to shelter and transportation to evacuate from hazardous areas (Gamble et. Al 2016). Some outdoor workers, including emergency personnel and police offers, may be exposed to hazardous work conditions during flooding events and therefore are vulnerable to health impacts (CDPH 2020).
UNDER-RESOURCED INDIVIDUALS
Under-resourced individuals may experience injuries or death from high velocity flooding and are less likely to receive medical treatment (CDPH 2017). Individuals in these groups may experience cost burdens if their belongings and homes are damaged from floodwater inundation. Under-resourced individuals are less likely to have adequately hardened and weatherized housing. They are more likely to have limited control over home hardening and
improvements that may protect against flooding. Subsequently, they may experience economic and health impacts and a greater loss of belongings than homeowners (Gamble et al. 2016).
INDIVIDUALS FACING SOCIETAL BARRIERS
BIPOC and people who are undocumented are more likely to live in low-lying area that are more susceptible to stormwater flooding.
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60 protection against stormwater flooding. Individuals facing societal barriers may not have access to language appropriate advisory warnings or governmental guidance. Individuals in these groups may face systemic and/or cultural barriers (including racism and other forms of discrimination) when seeking access to resources needed to safely evacuate hazard areas and/or to treat injuries (Gamble et al. 2016) (Mendez et al. 2020).
INDIVIDUALS WITH CHRONIC HEALTH CONDITIONS OR HEALTH
RELATED SENSITIVITIES
Individuals with underlying health conditions may be more at risk of injury/illness due to exposure to mold after flooding events. Molds grow in places with a lot of moisture, particularly areas where there has been flooding and inadequate home hardening to protect from water infiltration. After severe flooding events, damage from flooding may lead to mold infestations, as home interiors are exposed around pipes, windows, and roofs. According to the Center for Disease Control (CDC), exposure to damp and moldy
environments may cause health effects ranging from sneezing and mild allergic reactions to fungal infections for more susceptible populations, such as those with chronic respiratory disease. Studies also suggest that early mold exposure in children may lead to the development of asthma and further sensitivity to mold. Young children and their parents/caregivers, seniors, people who are differently abled, pregnant people, and individuals with chronic health conditions or illnesses may not be able to safely evacuate floodwater hazard areas. This could lead to further exposure to mold infestations and increase the likelihood of experiencing serious health-related events for these populations.
Adaptive Capacity
This section gives an overview of the City-led and community-scale adaptive capacity to stormwater flooding and extreme
precipitation.
CITY-LED ADAPTIVE CAPACITY
Existing efforts that increase the City’s resilience to stormwater flooding and extreme precipitation impacts include:
▪ Mitigating flood impacts through discouraging development of critical facilities in flood hazard areas, requiring hydrological studies, and maintaining City-owned storm drain facilities are adopted policies and strategies as envisioned in the General Plan – Safety Element. Policies and strategies seek city-wide or neighborhood-wide improvements (General Plan–- Safety
Element 2003).
COMMUNITY-SCALE ADAPTIVE CAPACITY
As described in the Los Angeles County Climate Vulnerability Assessment, the following resources increase the adaptive capacity of vulnerable communities to stormwater flooding and extreme precipitation in Glendale:
▪ Green Infrastructure: Green infrastructure projects expand permeable areas and reduce flooding potential. According to the City of Glendale Nature Based Development, the City has conducted Indigenous Tree Protection programs and annual street tree planting programs for decades. In 2011, the City completed a re-forestation project within Scholl Canyon and has planted over 5,000 trees in 2020. Additionally, Glendale maintains over 5,000 acres of open space and 286 acres of developed park land, with 47 parks and recreation facilities (City of Glendale Nature Based Development).
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Vulnerability Score – Stormwater Flooding and Extreme Precipitation Population Group Impact Score Adaptive Capacity Score Vulnerability Score Individuals with High Outdoor Exposure Medium Medium 3-Medium Under-resourced Individuals High Medium 4-High
Individuals Facing Societal Barriers Medium Medium 3-Medium Individuals with Chronic Health Conditions or Health Related Sensitivities Medium Low 4-High 3820 of 5188
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62 Poor Air Quality
Overview
Focus Group participants identified concerns with wildfires contributing to poor air quality through smoke.
LOCAL CONDITIONS IMPACTING AIR QUALITY
The City of Glendale is in the South Coast Air Basin (SCAB), which is bounded by the Pacific Ocean to the west and the San Gabriel, San Bernardino, and San Jacinto Mountains to the north and east, and the San Diego County line to the south. The air quality in the SCAB is primarily influenced by a wide range of emissions sources – such as dense population centers, heavy vehicular traffic, industry, and weather (South Coast AQMD N.d.) The general region lies in the semi-permanent high-pressure zone of the eastern Pacific Ocean, resulting in light average wind speeds. The SCAB experiences a persistent temperature inversion (increasing temperature with increasing altitude) because of the Pacific high-pressure zone. This inversion limits the vertical dispersion of air contaminants, holding them relatively near the ground. The combination of stagnant wind conditions and low inversions produces the greatest pollutant concentrations in the SCAB. On days of no inversion or high wind speeds, ambient air pollutant concentrations are lowest. During periods of low inversions and low wind speeds, air pollutants generated in urbanized areas are transported predominantly onshore into Riverside and San Bernardino counties (CARB N.d.)
AMBIENT AIR QUALITY MEASUREMENTS
Air quality monitoring stations throughout the region monitor concentrations of air pollutants and determine whether ambient air quality meets the California and federal standards for various air pollutants. While air quality has improved in the SCAB over the past several decades, the region has exceeded the federal health 8-hour ozone standard 124 days in 2022, based on preliminary data.
Maximum levels are almost twice as high as the federal standard for clean air (South Coast AQMD N.d.)
POOR AIR QUALITY AND CLIMATE CHANGE
Poor air quality is associated with increased health impacts, most frequently from inhalation of pollutants. Examples of inhalable pollutants include particulate matter, carbon monoxide, ozone, nitrogen dioxide, and sulfur dioxide. Of these pollutants, the most common is particulate matter, which refers to inhalable particles that are commonly made up of sulphate, nitrates, ammonia, and other harmful compounds. Higher temperatures are conducive to air pollution formation, and rising temperatures could therefore result in worsened air quality. Worsening air quality due to climate change can create respiratory issues for sensitive populations and impact indoor environments that do not have adequate air filtration systems. There are several types of sources that cause a decline in air quality:
▪ Dust. Increased temperature leads to dry, dusty conditions also associated with drought (Hall et al. 2018). Increases in dust conditions increases exposure to particulate matter, including PM10 (particulates less than 10 microns in diameter). PM10 can cause increased respiratory disease, lung damage, cancer, premature death, and reduced visibility. These adverse health effects have been reported primarily in infants and children, and seniors with preexisting heart or lung diseases (CARB 2022). ▪ Smog. Increases in ambient temperature can lead to higher rates of smog also referred to as ozone. Groups most sensitive to O3 include children, the elderly, people with respiratory disorders, and people who exercise strenuously outdoors 3821 of 5188
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(USEPA 2021a). Depending on the level of exposure, ozone can cause inflame and damage the airways; make the lungs more susceptible to infection; and aggravate lung diseases such as asthma, emphysema, and chronic bronchitis. Ground-level ozone increases with ambient temperatures and will be
experienced at higher rates due to climate change leading to raised cardiovascular and respiratory morbidity and mortality rates (CDPH 2014). Ground-level ozone has also been shown to have particularly disproportionate adverse impacts on
populations experiencing homelessness and lower median
income (PNAS 2021).
▪ Fewer Natural Filtrations. Precipitation variability and long periods of dry spells lead to less reliable air quality for the entire region. Moisture in the air can filter pollutants and provide for overall improved conditions. Urban vegetation can directly affect air quality. Trees remove gaseous air pollution. Large healthy trees remove more pollution than younger, smaller trees (USDA Forest Service, 2002). Rising temperatures could increase mortality for large healthy trees which would reduce the ability for urban vegetation to reduce air pollutants, therefore increasing pollutant exposure to sensitive
populations.
▪ Wildfire Smoke. Temperature, severe wildfire conditions, and the area burned by wildfires have all increased throughout the state and are expected to continue to increase. Higher
temperatures accompanied by an increase in the incidence and extent of large wildfires will lead to increased wildfire smoke and associated toxins and air pollution (Hall et al. 2018).
Wildfire smoke is comprised of a mixture of gaseous pollutants, hazardous air pollutants, water vapor, and particle pollution (fine airborne particulate matter – PM2.5) with particle pollution being the main component and the principal threat to public health (USEPA 2021b). Smoke from wildfires is known to
contain a large abundance of PM2.5 and are estimated to contribute to approximately 18 percent of the total PM2.5 atmospheric emissions in the US (Liu 2016). On days where PM2.5 exceeds regulatory standards an average of 71.3 percent of the total PM2.5 emissions are attributable to wildfires (Liu 2016). Short-term exposures to PM2.5 (up to 24-hours duration) has been associated with premature mortality, increased hospital admissions for heart or lung causes, acute and chronic bronchitis, asthma attacks, emergency room visits, respiratory symptoms, and restricted activity days. These adverse health effects have been reported primarily in infants and children, and seniors with preexisting heart or lung diseases (CARB 2022).
COMPOUNDING RISKS: HEAT AND SMOG DURING A RECENT HEAT
WAVE
Central and Southern California experienced a heat wave in July 2023 that not only raised the risk of wildfires and heat-related illness, but also resulted in bad air quality. The South Coast AQMD issued an air quality alert for inland areas of the SCAB because of elevated levels of ozone caused by the high temperatures and weak winds that allowed the air to stagnate (LA Times, 2023). As discussed in the Social Vulnerability by Climate Hazard section, heat presents a major health risk to community members, especially to those with higher vulnerability to heat. Ozone levels increased alongside temperature throughout the day, peaking around noon and the early afternoon. Since higher temperatures increase ground level ozone, these health risks are compounded during extreme heat events, particularly when local conditions such as low wind speed, prevent the dispersion of pollution.
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64 Potential Impacts
This section describes the potential impacts of extreme heat on each sensitive population group.
INDIVIDUALS WITH HIGH OUTDOOR EXPOSURE
Outdoor workers may become injured from smoke inhalation and poor air quality during heat waves. People experiencing houselessness are particularly at-risk when air quality is poor as they often suffer from respiratory conditions, mental illness, and chronic health conditions that may be exacerbated from poor air quality. People experiencing houselessness have limited access to shelter and often do not have access to transportation to evacuate from smoke engulfed areas (CDPH 2017). Visitors may not have access to emergency public health warnings related to poor air quality. Additionally, poor air quality from smoke or extreme heat may deter visitors, impacting Glendale’s economy (Gamble et. al 2016). People who use active transportation and public transit are vulnerable during times of poor air quality because of their higher outdoor exposure.
UNDER-RESOURCED INDIVIDUALS
Under-resourced individuals may experience injuries or death from respiratory issues caused by smoke or poor air quality during heat waves and are likely to experience financial burden associated with medical treatment (CDPH 2017). Renters have limited control over home hardening and improvements, such as filtration, that protect against poor air quality. Individuals living in mobile homes may also face disproportionate risk if their homes do not have adequate filtration.
INDIVIDUALS FACING SOCIETAL BARRIERS
Limited or non-English speakers may not be provided with smoke advisory warnings or governmental guidance in their language, potentially causing them to experience greater exposure to smoke.
Individuals in these groups may face systematic and/or cultural barriers to access resources to safely evacuate hazard areas (Gamble et al. 2016). Individuals in these groups may experience injuries or death from smoke inhalation (CDPH 2017). People who are undocumented may not have access to medical services to treat injuries (Mendez et al. 2020). The harm that many community members have experienced when engaging with government
systems, including at evacuation centers, may make it harder for them to receive the support and services that they need.
INDIVIDUALS WITH CHRONIC HEALTH CONDITIONS OR HEALTH
RELATED SENSITIVITIES
Individuals with chronic health conditions or health related sensitivities may be more susceptible to injuries or death from smoke inhalation (CDPH 2017). These populations are particularly at risk to respiratory health impacts associated with smoke inhalation of wildfire smoke pollutants and pollutant poor air quality during heat waves. Seniors and military veterans are vulnerable to health impacts from wildfire smoke and extreme heat pollutants because they are more likely to have underlying respiratory and/or cardiovascular conditions and illnesses. Young children may experience respiratory health impacts from wildfire smoke and extreme heat pollutants because their respiratory systems are not fully developed and are sensitive to stressors. Individuals with cardiovascular disease, individuals with high blood pressure, and individuals with stroke risk may experience severe cardiovascular health impacts if exposed to wildfire smoke and extreme heat pollutants. Individuals with diabetes face increased risk of all-cause 3823 of 5188
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respiratory and cardiovascular-related physician visits after wildfires and an increased risk of cardiovascular morbidity (Ratter-Rieck et al. 2023). Individuals with asthma may experience severe respiratory health impacts such as difficulty breathing if exposed to wildfire smoke pollutants (EPA 2022). Residents in households using fuels for heating may face disproportionate health impacts from wildfire events and extreme heat as the resulting outdoor air pollutants may lead to compounding impacts from indoor air pollutants. People who are differently abled, young children and their
parents/caregivers, pregnant people, and seniors may have difficulty evacuating from wildfires, increasing the risk of health impacts from wildfire smoke inhalation (EPA 2022).
Adaptive Capacity
This section gives an overview of the City-led and community-scale adaptive capacity to poor air quality.
CITY-LED ADAPTIVE CAPACITY
There are no existing policies or programs led by the City for addressing poor air quality.
COMMUNITY-SCALE ADAPTIVE CAPACITY
The following resources increase the adaptive capacity of vulnerable communities to poor air quality in Glendale:
▪ Tree canopy and large open spaces: Trees and large open spaces can reduce air pollution and provide numerous other benefits to residents, including providing shade, natural cooling, and mitigating the urban heat island effect.
▪ Indoor air filtration: Upgrading central air system filters and using high efficiency portable air cleaners can effectively improve air filtration in homes, protecting residents from the impacts of poor air quality.
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66 Vulnerability Score – Poor Air Quality
Population Group Impact Score Adaptive Capacity Score Vulnerability Score Individuals with High Outdoor Exposure High Low 5-High
Under-resourced Individuals High Low 5-High
Individuals Facing Societal Barriers High Low 5-High
Individuals with Chronic Health Conditions or Health Related Sensitivities High Low 5-High 3825 of 5188
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4 Physical Vulnerability Assessment
4.1 What is Physical Vulnerability
Physical vulnerability is the susceptibility and limitations of physical infrastructure in the context of climate hazards and extreme events.
Climate change has the capacity to harm physical infrastructure and disrupt services or restrict accessibility. Given that robust infrastructure is a crucial element in enhancing Glendale’s resilience, this assessment examines the vulnerability of critical infrastructure to understand how climate change will impact them.
4.2 Physical Assets at Risk
Physical Assets Included in the Physical Vulnerability
Assessment
The physical assets included in this assessment include natural and recreational resources, building and facilities, and infrastructure and critical services in Glendale.
Natural and recreational resources
Natural and recreational resources within Glendale, as detailed in the General Plan Recreation Element and Open Space and
Conservation Plan, include parks, City bikeways, open spaces, waterways, critical habitats, and street trees. The City currently provides 284 acres of total parkland space across 31 parks.
Waterways in Glendale include the Los Angeles River and two of its tributaries, Verdugo Wash, and the Burbank Western Channel.
Glendale has more than 49,000 City trees. Of those City trees, 43,000 are public rights-of-way along City streets and the remaining 6,000 trees are located in City parks. These resources provide sources of community resilience to the city. These resources are spread throughout the City and face various levels of exposure to climate hazards.
Primary vulnerabilities for parks and natural resources are typically associated with extreme heat and drought related stressors, increasing wildfire frequency and severity, with impacts such as species mortality and loss of habitat.
Buildings and Facilities
Climate change is expected to amplify extreme weather and hazards in Glendale. A jurisdiction’s vulnerability increases when buildings and facilities are not designed, operated, and/or maintained to function effectively under extreme weather conditions. The following buildings and facilities in Glendale are particularly important to assess for climate change impacts because they play a critical role in providing services to the community: City Hall, schools, police stations, libraries, fire stations, hospitals, parks, recycling facilities, water treatment plant, the Grayson Power Plant, potable/recycled water pump stations, and Scholl Canyon Landfill /waste management facilities.
Infrastructure and Critical Services
Within Glendale, there is a variety of infrastructure and critical services that are vulnerable to climate change. Assets within this category include water and wastewater services, storm drainage and flood protection, solid and hazardous waste and recycling, fire 3826 of 5188
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68 services, emergency services, medical services, energy utilities and major utility corridors, water lines, transmission lines, public transportation, roadways, and active transportation routes. This asset group is sensitive to climate change as the impacts of hazards can affect the ability to provide services and resources; and the infrastructure in place may not be adequately prepared to sustain increasing and compounding hazards.
▪ Glendale Water & Power provides water and electrical services to City residents and businesses.
▪ Southern California Gas Company provides natural gas services to the City.
▪ The Glendale Public Works Maintenance Services maintains the City’s sewer system.
▪ The City’s wastewater is processed and reclaimed at the Los Angeles-Glendale Water Reclamation Plant
▪ Most stormwater drains in Glendale are owned and maintained by the City Public Work Department.
▪ The Glendale Police Department provides police services to the City.
▪ The Glendale Fire Department provides fire suppression services in the City.
▪ Waste and recycling services are provided through the Public Works – Integrated Waste Management Department.
▪ The Glendale Transportation Division operates the Beeline Bus, Dial-A-Ride and the Glendale Transportation Center.
▪ The Los Angeles County Metropolitan Transportation Authority operates buses throughout Glendale.
▪ Amtrak, Los Angeles Department of Transportation Metrolink, and Greyhound serve the Glendale Transportation Center
providing rail and bus services.
4.3 Physical Vulnerability by Climate
Hazard
Extreme Heat and Warm Nights
Overview
Extreme heat and warm nights impact natural resources, buildings, and infrastructure. As described in the Climate Hazards section, extreme heat events are expected to increase in both severity and frequency by mid-century.
Potential Impacts
NATURAL AND RECREATIONAL RESOURCES
Increased temperatures can cause vegetation stress in parks, landscaping, wildlife, and urban forests. Indirect impacts include reduced carbon storage and increased tree and vegetation mortality, as well as increased watering needs and related costs.
Wildlife under these conditions face impacts of heat stress and heat related illness as well as disrupted reproductive cycles, and compounding risks associated with early and extended seasonal temperature increases (Backlund 2008). Plants are more likely to experience heat stress and drying, and species’ habitat ranges may shift. Some pests can proliferate more easily with warmer temperatures (Hamerlynck 1995), and some plants and animals illsuited to the new warmer conditions may suffer increased mortality rates (Ackerly et al. 2018). Increased temperatures may also impact outdoor recreation opportunities and residents and visitors would not be as likely to enjoy the mental and physical health benefits associated with outdoor recreation.
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BUILDINGS AND FACILITIES
Extreme heat may impact occupants of buildings and facilities that are not adequately weatherized for increased temperatures, however, the buildings and facilities themselves are not at risk to extreme heat or warm nights.
INFRASTRUCTURE AND CRITICAL SERVICES
As temperatures increase, roadways, active transportation routes, and railroads are vulnerable to damages through sustained heat such as buckled railroad ties and cracked surfaces. Additional impacts from extreme heat are associated with increased emergency service calls which could strain medical services.
Electrical infrastructure could be overwhelmed by demand and result in blackouts and Glendale Water & Power could conduct power safety shutoffs to avoid impacts to electrical facilities. Power outages have significant impacts on communication networks, water conveyance, and vulnerable populations. See the Cascading Impacts Assessment for more information on the cascading impacts of power outages.
Adaptive Capacity
This section gives an overview of the city-led adaptive capacity to extreme heat and warm nights:
▪ Increasing urban forest, tree canopy coverage, parks, and open space throughout the City are adopted policies and strategies as envisioned in the Greener Glendale Plan and the Glendale Downtown Specific Plan. Policies and strategies seek city-wide or neighborhood-wide improvements, including in vulnerable areas not within 1/3 mile of recreational open space (Greener Glendale Plan – Community 2012) (Glendale Downtown Specific Plan 2019).
▪ Increasing biodiversity of plants and ecosystems are adopted policies and strategies as envisioned in the Greener Glendale Plan. Policies and strategies seek city-wide or neighborhoodwide improvements. (Greener Glendale Plan – Community 2012).
▪ Inventorying backup-generators, medical equipment and supplies, temporary shelters, and other emergency response supplies and equipment are adopted policies and strategies as envisioned in the Glendale General Plan – Safety Element.
Policies and strategies seek city-wide or neighborhood-wide improvements (Glendale General Plan–- Safety Element 2003). 3828 of 5188
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70 Vulnerability Score – Extreme Heat and Warm Nights
Physical Assets Impact Score Adaptive Capacity Score Vulnerability Score Natural and Recreational Resources High Medium 4-High
Buildings and Facilities N/A N/A N/A
Infrastructure and Critical Services High Medium 4-High 3829 of 5188
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Drought
Overview
Drought poses a risk to Glendale and the surrounding LA County.
The recent 2012– 2016 drought had major impacts on water resources throughout the state, such as permanently reduced groundwater storage capacity because of land sinking caused by excessive extraction of groundwater (Lund et al., 2018). In the future, drought severity, frequency, and length are expected to increase so much so that California may experience long-term droughts at least every decade (Bedsworth et al., 2018). Glendale Water & Power is responsible for maintaining an adequate and reliable water supply. The City purchases between 60 percent and 70 percent of its potable water from the Metropolitan Water district of Southern California. The remaining 30 percent of its water is from local groundwater wells.
Drought can have severe impacts on natural resources,
infrastructure, and critical services.
Potential Impacts
NATURAL AND RECREATIONAL RESOURCES
Drought would likely increase irrigation requirements for maintaining landscaping, park facilities, and street trees, while water use restrictions would potentially prevent asset managers from meeting this increased watering demand, resulting in waterstressed vegetation, increased vegetation mortality, and potentially reducing the quality of and benefits provided by recreational resources such as open spaces and parks and the urban forest (Lund et al., 2018; Okin et al., 2018). Drought will disrupt habitats and the ability for wildlife to survive from dehydration and unreliable food sources.
BUILDINGS AND FACILITIES
Drought can cause increased soil cracking and subsidence in areas with low groundwater tables and high plasticity soils (e.g., clayheavy soils), causing damage to building foundations and façades (LA County CVA 2021).
INFRASTRUCTURE AND CRITICAL SERVICES
Drought can impact water reliability and water infrastructure.
Projected changes in snowpack, temperature, and precipitation rates from climate change across California will result in increased water scarcity through the end of the century (Ackerly et al. 2018).
The recent multi-year drought significantly strained the State’s water supply systems, which resulted in water storage levels sinking to historic lows. This led to mandatory water use restriction impacting day to day activities and local economies. Low water supply also led to significant capital investments by water agencies in an effort to increase reliability during extended drought periods, which may lead to future water rate adjustments. Drought can result in an increased dependency on groundwater and lower groundwater levels, causing increased contaminant concentrations in aquifers and permanently impaired aquifers (LA County CVA 2021). Although Glendale has a diverse portfolio of multiple different water sources and providers, the impacts of drought on the water system are regional in scope. Drought can also result in increased maintenance needs, causing cracked pavements
compounded with extreme heat (Samuel et al. 2019).
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72 Adaptive Capacity
This section gives an overview of the city-led adaptive capacity to drought:
▪ Implementing and enforcing water use restrictions for nonessential or wasteful activities by promoting conservation and administering penalties for overuse are adopted policies and strategies as envisioned in the City of Glendale Urban Water Management Plan. Policies and strategies seek city-wide or neighborhood-wide improvements (City of Glendale Urban
Water Management Plan 2020).
▪ Utilizing a phased approach to water use restrictions to account for varying supply (i.e., mandatory water restrictions in times of emergency water shortage) are adopted policies and strategies as envisioned in the City of Glendale Urban Water Management Plan. Policies and strategies seek city-wide or neighborhoodwide improvements (City of Glendale Urban Water Management Plan 2020).
▪ Maintaining a diversified water portfolio is critical for drought resilience. The City of Glendale purchases between 60 percent and 70 percent of its potable water from the Metropolitan Water District of Southern California and between 30 percent and 40 percent of its water is from local groundwater wells. 3831 of 5188
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Vulnerability Score – Drought
Physical Assets Impact Score Adaptive Capacity Score Vulnerability Score Natural and Recreational Resources High Low 5-High
Buildings and Facilities Low Low 3-Medium
Infrastructure and Critical Services High Medium 4-High 3832 of 5188
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74 Wildfire
Overview
Climate change has been linked to increases in wildfire activity and longer wildfire seasons across California (Westerling et al., 2006).
Increasing temperatures, earlier snowmelt, megadroughts, and precipitation whiplash events are all contributing factors (Ullrich et al., 2018; Swain et al., 2018). However, wildfire activity and its associated impacts vary depending on factors such as land use, ecology, and topography. Wildfire events typically occur in more rural areas, along the wildland urban interface (WUI), and in wildfire hazard severity zones. Historically wildfires have affected Glendale mainly on a regional level with two wildfires in City limits as show in Figure 11, La Tuna and (2017) and the Mountain Fire (2002).
Potable/recycled water pump stations, parks, schools, landfill/waste management stations, police stations, and fire stations are located within the Very High Fire Hazard Severity Zone in northern Glendale, as shown in Figure 10.
Sustainability Working Group participants also identified wildfire impacts to community members due to road closures and smoke.
Impacts of wildfire smoke on air quality are described in the Poor Air Quality section below. Power disruption is discussed in the Cascading Impacts Assessment below.
Wildfire risks are likely to increase in the future. While many critical facilities are located in urbanized areas, where wildfire is less likely to occur, urban assets may be affected by disruptions in the delivery of services (such as electricity) provided by facilities located in the path of wildfire. See Cascading Impacts Assessment for more information on these impacts.
Potential Impacts
NATURAL AND RECREATIONAL RESOURCES
Wildfires can cause direct mortality and loss of resources and wildlife as well as indirect mortality due to loss of habitat area and available food sources and seed bank (Backlund 2008). The severity and frequency of wildfires can exacerbate these impacts further through habitat conversions resulting in vegetation communities that no longer support the species using that habitat (Coop et al. 2020). Wildfire impacts on parks can also cause prolonged closure of park facilities, limiting access to important recreational areas and facilities for the public.
BUILDINGS AND FACILITIES
Structures and buildings located within wildfire hazard zones are at risk of direct structural damage from wildfires. There are many critical facilities in Very High Fire Hazard Severity Zones, including potable/recycled water pump stations, parks, schools, landfill/waste management stations, police stations, and fire stations as displayed in Figure 10. These critical facilities could be directly damaged by wildfires. Areas of high exposure include low density residential zoned areas in north Glendale below I-210 and above Markridge Road, between La Canada Boulevard and SR 2, as well as
neighborhoods throughout east Glendale as displayed in Figure 10.
INFRASTRUCTURE AND CRITICAL SERVICES
Wildfire hazard zones may expand by the end-of-century which could lead to more critical facilities at risk of structural damage.
Additionally, above ground or just below-grade utility lines have the potential to be damaged in wildfire hazard zones, resulting in oil and gas leaks, water loss, and power outages, which can cause fires.
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wildfires through downed power lines (Ackerly et al. 2018).
Additionally, public safety power shut offs in response to wildfire risk can affect power service reliability. Three above-ground major transmission lines that GWP maintains are located in Very High Fire Hazard Severity Zones, as shown on Figure 10
Increased frequency of wildfires can place strain on fire and emergency services. Displaced residents can cause service strains and needs for additional community safety services. Increased frequency of wildfires can place strain on fire and emergency services. Evacuation routes could be disrupted during a wildfire event limiting emergency responders’ access and the ability for people to evacuate.
Adaptive Capacity
This section gives an overview of the City-led adaptive capacity to wildfire:
▪ Ensuring adequate fire services, such as fire equipment, infrastructure, and response times throughout the City are adopted policies and strategies as envisioned in the Glendale General Plan – Safety Element. Policies and strategies seek citywide or neighborhood-wide improvements (General Plan–- Safety Element 2003).
▪ Enforcing fuel management, weed abatement, fire-resistant landscaping, and structure hardening programs and efforts to minimize wildfire risk are adopted policies and strategies as envisioned in the Glendale General Plan – Safety Element.
Policies and strategies seek city-wide or neighborhood-wide improvements (General Plan–- Safety Element 2003).
▪ Designing, constructing, maintaining, and operating Glendale Water & Power electric transmission and distribution system to minimize wildfire risk are adopted policies and strategies as envisioned in the Glendale Water & Power – Wildfire Mitigation Plan. Policies and strategies seek city-wide or neighborhoodwide improvements (Glendale Water & Power–- Wildfire Mitigation Plan 2022).
▪ Coordinating with local and regional jurisdictions and agencies to update and implement disaster preparedness and recovery plans, maintain mutual aid agreements, and carry out
evacuation procedures are adopted policies and strategies as envisioned in the Glendale General Plan – Safety Element.
Policies and strategies seek city-wide or neighborhood-wide improvements (Glendale General Plan–- Safety Element 2003). ▪ Inventorying backup-generators, medical equipment and supplies, temporary shelters, and other emergency response supplies and equipment are adopted policies and strategies as envisioned in the Glendale General Plan – Safety Element.
Policies and strategies seek city-wide or neighborhood-wide improvements (Glendale General Plan–- Safety Element 2003). 3834 of 5188
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76 Figure 10 Wildfire Hazard Severity Zones in Glendale 3835 of 5188
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Figure 11 Historical Wildfire Events in Glendale
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78 Vulnerability Score – Wildfire
Physical Assets Impact Score Adaptive Capacity Score Vulnerability Score Natural and Recreational Resources High Low 5-High
Buildings and Facilities High Medium 4-High
Infrastructure and Critical Services High Medium 4-High 3837 of 5188
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Landslides
Overview
Sustainability Working Group participants identified historical issues related to mud and debris flows following the Station Fire and impacts to development and anticipate these impacts to continue due to climate change.
Areas in the north bordering I-210 and La Crescenta Ave, and areas in central Glendale along SR 2 as well as those in east Glendale have high landslide risk, as shown on Figure 7. The San Gabriel Mountains, San Rafael Hills, and Verdugo Mountains are at the greatest risk in the area for having slope instabilities. Historically, landslide occurrences have affected the City of Glendale during extreme precipitation events preceded by intense wildfire.
Landslides can cause habitat loss, erosion, property damage, injury, and strained emergency services.
Potential Impacts
NATURAL AND RECREATIONAL RESOURCES
Landslide susceptibility directly overlaps with parks and natural resource areas throughout the City as shown in Figure 12. In the event of a landslide, there is potential for loss of lands, habitat, and disruption of waterbodies in areas of debris flow. There is risk around loss of topsoil and habitat conversions. Wildlife and plants face a compounding risk to landslide events because it creates both habitat displacement and increased mortality risk.
BUILDINGS AND FACILITIES
Buildings and facilities located in the landslide risk zone are susceptible to damage in the event of a landslide event. There are many critical facilities in landslide hazard zones, including potable/recycled water pump stations, parks, schools, landfill/waste management stations, police stations, and fire stations as displayed in Figure 12. Areas of high exposure include areas in the north Glendale bordering I-210, from Canada Boulevard and SR 2, as well as those in east and southeast Glendale as displayed on, Figure 12.
INFRASTRUCTURE AND CRITICAL SERVICES
There is high landslide susceptibility along roadways in the northern and east end of the County, shown in Figure 12, and in areas where there are several critical facilities including fire stations, schools, and water pumps, there is a risk of emergency service disruption and impacts to evacuation (CDOC 2021). Pipelines for water, electrical distribution lines, and roadways are vulnerable to landslide impacts which could occur in sloped areas that extend into wildfire zones.
Adaptive Capacity
This section gives an overview of the City-led adaptive capacity to drought:
▪ Mitigating landslide risks and potential damage to structure and infrastructure through requiring geotechnical investigations, regular inspections, and prohibiting reconstruction of structures in areas with failed slopes are adopted policies and strategies as envisioned in the Glendale General Plan – Safety Element.
Policies and strategies seek city-wide or neighborhood-wide improvements (General Plan–- Safety Element 2003)
▪ Coordinating with local and regional jurisdictions and agencies to update and implement disaster preparedness and recovery plans, maintain mutual aid agreements, and carry out
evacuation procedures are adopted policies and strategies as envisioned in the Glendale General Plan – Safety Element.
Policies and strategies seek city-wide or neighborhood-wide improvements (Glendale General Plan–- Safety Element 2003). 3838 of 5188
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80 Figure 12 Landslide Susceptibility in Glendale
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Vulnerability Score – Landslides
Physical Assets Impact Score Adaptive Capacity Score Vulnerability Score Natural and Recreational Resources Medium Medium 3-Medium Buildings and Facilities High Medium 4-High
Infrastructure and Critical Services High Medium 4-High 3840 of 5188
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82 Stormwater Flooding and Extreme Precipitation
Overview
Sustainability Working Group participants identified historical and current flood issues including downed trees, flooded roads and buildings, and downed trees and debris from storms hitting utility lines.
When an influx of stormwater exceeds a drainage system’s capacity to infiltrate water into the soil or to carry it away, localized stormwater flooding can occur. Urban landscapes tend to be built with impermeable surfaces that do not allow much water to infiltrate the ground and this increases the amount of runoff that must be channeled in storm drainage systems and carried elsewhere. Most urban drainage infrastructure was not built to manage stormwater flows from the increased precipitation events that are occurring and will occur more frequently with climate change and can be costly to retrofit. As a result, the costs and impact of urban flooding are expected to increase as precipitation patterns become more extreme due to climate change (NASEM 2019).
Climate change may cause areas throughout Glendale to experience more frequent stormwater flooding. Stormwater systems may be overwhelmed more frequently as more extreme rain events occur, causing localized flooding which could impact properties and leave roads temporarily unusable. Areas with high amounts of
impermeable surfaces and those adjacent to drainage systems are prone to stormwater flooding during periods of heavy rainfall.
Flooding impacts directly create physical damage from inundation (Hall et. al 2018). Flooding can also lead to cascading risks due to loss of power, wastewater management issues, pollution carried by stormwater including hazardous materials, and overwhelm storm drainage infrastructure, exacerbating public health concerns.
Cascading impacts are discussed in the Cascading Impacts Assessment section.
The Verdugo Wash is a 9.4-mile-long tributary of the Los Angeles River in Glendale. It flows southeast along the eastern edge of the Verdugo Mountains and is entirely encased in a concrete flood control channel. The City is working toward a re-envisioned Verdugo Wash that includes a linear park to increase public access and aesthetics in the area. The project will create a 9.4-mile-long linear park and nature trail for walking and cycling with access to business and entertainment venues increase connections between nature, people, places, and culture as it weaves several important City centers, services, and neighborhoods together that make up a large area of Glendale (City of Glendale N.d.b).
The Los Angeles River runs through the City of Glendale from north to south along the eastside of Griffith Park south to Elysian Park.
This narrow, seven-mile stretch of the Los Angeles River is known as the Glendale Narrows. It is currently one of the only stretches of the Los Angeles River that does not contain a concrete bottom, and as a result, provides crucial habitat for local vegetation and wildlife. The City is working towards finishing the Glendale Narrows Riverwalk, which will provide approximately one mile of trails for bicyclists and pedestrians. This project will include parks, rest areas, river overlooks, an equestrian facility, public art projects, interpretive signage, and the Garden River Bridge connecting to Griffith Park (City of Glendale Narrows Riverwalk).
The Burbank Western Channel is a 6.3-mile-long tributary of the Los Angeles River in the eastern San Fernando Valley that serves as a flood control channel. Intersecting the Los Angeles River at the start of the Glendale Narrows, the Burbank Western Channel allows for 3841 of 5188
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excess water in the river to flow north into this area and avoid flooding the surrounding north Glendale and south Burbank areas.
Potential Impacts
NATURAL AND RECREATIONAL RESOURCES
California’s Fourth Climate Change Assessment projects more extreme precipitation events will occur throughout the Los Angeles region, which may lead to areas throughout Glendale to experience more frequent flooding. Heavy precipitation can lead to erosion which may impact vegetation and wildlife. Because there is a low risk of flooding in open spaces in Glendale, the impact on natural and recreational resources is deemed to be low.
BUILDINGS AND FACILITIES
Flooding may cause damage to buildings and facilities or render them temporarily unusable should flooding of buildings or facilities occur.
INFRASTRUCTURE AND CRITICAL SERVICES
Impervious surfaces can impede the absorption of water and augment stormwater flooding in areas of Glendale. There is risk of damage from increased extreme precipitation events including localized flooding, erosion, transport of debris, and sediment deposition. Storm drainage and flood protection services for the City may be impacted by these events, and flooded roadways may be temporarily impassable, disrupt or delay provision of emergency services, or increase risk to road users.
Adaptive Capacity
This section gives an overview of the city-led adaptive capacity to drought:
▪ Increasing urban forest, tree canopy coverage, parks, and open space throughout the City are adopted policies and strategies as envisioned in the Greener Glendale Plan and the Glendale Downtown Specific Plan. Policies and strategies seek city-wide or neighborhood-wide improvements, including in vulnerable areas not within 1/3 mile of recreational open space (Greener Glendale Plan – Community 2012) (Glendale Downtown Specific Plan 2019).
▪ Mitigating flood impacts through discouraging development of critical facilities in flood hazard areas, requiring hydrological studies, and maintaining City-owned storm drain facilities are adopted policies and strategies as envisioned in the Glendale General Plan – Safety Element. Policies and strategies seek citywide or neighborhood-wide improvements (General Plan–- Safety Element 2003).
▪ Coordinating with local and regional jurisdictions and agencies to update and implement disaster preparedness and recovery plans, maintain mutual aid agreements, and carry out
evacuation procedures are adopted policies and strategies as envisioned in the Glendale General Plan – Safety Element.
Policies and strategies seek city-wide or neighborhood-wide improvements (Glendale General Plan–- Safety Element 2003). 3842 of 5188
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84 Vulnerability Score – Stormwater Flooding and Extreme Precipitation Physical Assets Impact Score Adaptive Capacity Score Vulnerability Score Natural and Recreational Resources Medium Medium 3-Medium Buildings and Facilities Medium Medium 3-Medium
Infrastructure and Critical Services Medium Medium 3-Medium 3843 of 5188
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Poor Air Quality
Overview
Poor air quality events often coincide with regional wildfire events, periods of time without wind, extreme heat events, and extended droughts. As climate change is expected to result in an increased severity and frequency of those extreme events, it is likely that poor air quality will worsen in the future and under worse climate scenarios. Poor air quality can harm wildlife and vegetation as well as cause strained emergency services based on the negative health impacts associated with poor air quality.
Potential Impacts
NATURAL AND RECREATIONAL RESOURCES
The direct effects of air quality declines on natural resources and parks relate to plant and wildlife health as increased levels of air pollutants cause stress and mortality. Impacts from poor air quality can further impact natural resources since air quality declines correspond with other hazards, such as extreme heat, compounding risks. The degradation of plant and wildlife health could impact the quality of recreational resources such as open spaces and parks.
Impacts from poor air quality can also make outdoor recreational resources dangerous or unhealthy for vulnerable groups identified in the Social Vulnerability Assessment section.
BUILDINGS AND FACILITIES
The impact of reduced air quality will have a similar effect as extreme heat for buildings and facilities. The ability to filter air will greatly affect the populations reliant on buildings and facilities. The direct impact of poor air quality on buildings and facilities is low.
INFRASTRUCTURE AND CRITICAL SERVICES
Higher incidence of unsafe air quality generated by increased smog, dust and pollutants can create general strain on existing infrastructure and critical services through increased rates of hospitalization and emergency and medical services (CDPH 2020).
Adaptive Capacity
This section gives an overview of the city-led adaptive capacity to drought:
▪ Inventorying backup-generators, medical equipment and supplies, temporary shelters, and other emergency response supplies and equipment are adopted policies and strategies as envisioned in the Glendale General Plan – Safety Element.
Policies and strategies seek city-wide or neighborhood-wide improvements (Glendale General Plan–- Safety Element 2003). 3844 of 5188
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86 Vulnerability Score – Poor Air Quality
Physical Assets Impact Score Adaptive Capacity Score Vulnerability Score Natural and Recreational Resources High Medium 4-High
Buildings and Facilities Low Low 3-Medium
Infrastructure and Critical Services Medium Medium 3-Medium 3845 of 5188
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5 Cascading Impacts Assessment
5.1 What are Cascading Impacts?
Glendale community members rely on an interdependent network of critical facilities, services, and infrastructure that are vulnerable to climate change. Electrical infrastructure could be overwhelmed by peaks in demand and result in blackouts or public safety power shutoffs instituted by GWP to avoid impacts to electrical facilities.
Power outages have significant cascading impacts on
communication networks, water conveyance, transportation systems, emergency services, and vulnerable populations. Water systems can fail from lack of power or supply creating city-wide shortages and issues related to power generation cooling or wildfire mitigation. Transportation systems could fail from a variety of direct physical vulnerabilities through climate hazards as well as through power reliant infrastructure which could isolate community members to unsafe conditions. These interconnected, or cascading impacts, could broaden the scope of impact past a single system or neighborhood to reliant subsystems and populations.
The Los Angeles County Climate Change Vulnerability Assessment includes a detailed analysis of the interconnections between various systems to better understand the different paths a climate hazard impact may have (Los Angeles County 2021). A systems map was created that identifies critical nodes (e.g., aqueduct volume, imported water supply) and the potential pathways of cascading impacts from one node to another.
Based on the Los Angeles County Climate Change Vulnerability Assessment systems map, electricity was found to strongly influence every other infrastructure sector and was found to have the most connections. Highway system reliability and communications were nodes that had the second and third highest number of outgoing connections. Water was also found to be heavily relied upon by other infrastructure nodes. Community function, defined as human health, well-being, and livelihood in the Los Angeles County Climate Change Vulnerability Assessment, was found to be an
interconnected node when considering indirect connections.
Maintaining community function is the actual purpose of energy, communications, and transportation services, but it is people who keep infrastructure running. Therefore, when climate hazards interfere with workforce availability, there are significant cascading impacts to reliant subsystems.
Unlike most other municipalities, Glendale has direct control over its own water and electricity, through GWP. These two
interconnected sectors and associated cascading impacts unique to Glendale are discussed in this chapter, followed by an assessment of cascading impacts associated with transportation and
communications.
5.2 System Interdependencies
The following section builds on Glendale’s physical and social vulnerabilities through an analysis of the interconnections between Glendale’s energy, water, transportation, and communication systems and highlights the more prominent cascading risks across Glendale’s systems.
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88 Electricity System
The electricity delivery system, often times referred to as the “grid”, is made up of three primary subsystems; electricity generation, transmission, and distribution. Each of these systems needs to be operational in order for community members to receive the electricity they rely on for lighting, internet, communication, heat, hot water, and more recently, mobility. Each of these systems can be impacted by a physical threat such as wildfire burning facilities or infrastructure, wind or vegetation damage, or extreme heat which can decrease the effectiveness of transmission and distribution lines. Increased heat can also increase electricity demand (for example when extreme heat triggers additional cooling demand) that exceeds the amount electricity is available (generation) or the capacity of the infrastructure to move that electricity (transmission and/or distribution).
Electricity Generation
Glendale Water & Power relies on both locally sourced and external sources of energy to meet its demand. Local sources of energy generation include the Grayson power plant, existing solar and planned battery storage. External sources of energy are obtained via the Pacific DC and Southwest AC interties, which are transmission line interconnection points with an energy grid that spans the Western United States. The Glendale Water & Power Integrated Resource Plan (2019) outlines the makeup of Glendale’s energy portfolio as well as an analysis of load and resource needs based on projected climate changes, state requirements of renewable resources, and changing needs of the community (City of Glendale Water & Power 2019).
1 Per the IRP GWP anticipates a load increase from 28 GWh in 2019 to 173 GWh in 2030, and 290 GWh in 2038 for Electric Vehicles using the states assumption of 5 million EV's by 2030.
GWP produces local sourced energy at the Grayson Power Plant, which is a collection of 9 gas burning engines, that produces 173 MW from units 1-8 and 48 MW from unit 9 during peak load. Units 1-8 were set to expire in 2022. According to the Integrated Resource Plan, alternatives to energy generation within Glendale are limited.
It is estimated that GWP would need 12.4 square miles of solar panels to adequately power Glendale, which is equivalent to about 40 percent of Glendale’s land area. Even with GWP investments in locally produced energy sources the City is constrained by land, resource, and infrastructure availability (Ascend 2021).
To address these energy generation constraints, GWP has proposed to replace Grayson Units 1, 2, 3, 4, 5, 8A, and 8BC at the Grayson Power Plant to install reciprocating internal combustion engines which generate electricity using a variety of fuels, but predominately natural gas in the short term. This system change is intended to address existing energy shortfalls within the antiquated system currently in place at the Grayson Power Plant. These engines are intended to operate as backup power generation during peak demand hours (Ascend 2021).
With anticipated upgrades to the Grayson Power Plant, and assuming a certain amount of EV charging1 and associated charging infrastructure, increased ambient temperatures, and projected energy demands, GWP anticipates meeting demand pending
approval of the Grayson Power Plant changes upon construction and implementation of the newer engines. Until changes occur, the energy supply of local sources and external sources will not meet forecasted or current peak demand (Ascend 2021).
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The Grayson Power Plant in southeast Glendale is located in close proximity to a Very High Fire Hazard Severity Zone, which is located just outside City limits (City of Glendale Water & Power 2019).
Electricity Transmission
GWP has access to a limited amount of external transmission through the Pacific DC and Southwest AC interties. The interties provide approximately 212 Megawatts of peak load. Typically, Glendale needs 478 MW of peak load. During high heat days, the actual megawatts obtained through the interties is likely lower, as heat reduces load capacity on transmission lines. The limited access Glendale has to external sources of energy necessitates over half of the peak load energy generation to be produced within City limits (Ascend 2021).
Climate hazards could result in direct and indirect impacts on power delivery to Glendale community members. There are three overhead transmission lines owned and operated by GWP that pass through the Very High Fire Hazard Severity Zones in north Glendale.
GWP engages in several programs to reduce the impacts associated with potential power disruption due to wildfire events. According to the GWP Wildfire Prevention Mitigation Plan, GWP has a Public Safety Shutoff Events program that involves providing 24–48-hour advanced notice as well as more immediate shutoff notifications to limit risk of triggering a wildfire and to avoid damaging electrical infrastructure from peak demand periods. Since wildfires are most often triggered by vegetation coming into direct contact with electric utilities, GWP also maintains a Vegetation Management Plan to reduce risks (City of Glendale 2022). In addition, impacts anywhere along those transmission lines outside of Glendale could also cause issues within Glendale if enough capacity is not available locally to meet demand.
Electricity Distribution
The third part of the grid are the smaller distribution lines, transformers, and service lines running directly to each individual building. Distribution systems can be disrupted by similar impacts as transmission lines (wildfire, wind, vegetation, extreme heat), but at a local level. Small areas of wildfire, neighborhood trees, or demand outstripping capacity for a local transformer or distribution line.
Summary
Between higher rates of extreme heat days and increasing wildfire probability due to climate change, the possibility of power disruption is high (City of Glendale 2022).
Power disruptions in Glendale, whether caused by factors like wildfires, deliberate power shutoffs for public safety, or extreme heat, have extensive cascading impacts. Impacts include but are not limited to loss of power in homes, which prevent community members from running their air conditioning or gas or electric heaters, and gas and electric kitchen appliances. For those who rely on in-home medical devices, power disruption could directly impact health and safety. If the power outages occur during bad air quality days from regional wildfire smoke, people with underlying health conditions could experience worsening health conditions. Traffic signals, cell-towers without back-up power, and critical facilities that lack backup power would cease to function. Losing many of these energy dependent amenities during events like heatwaves and wildfires can create increased risks to public health, including heat related illness, food access constraints, evacuation challenges, overloaded emergency services, and increased climate hazard exposure.
Natural Gas System
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90 lines. Natural gas lines have the potential to be damaged in wildfire hazard zones, resulting in oil and gas leaks and power outages, which can cause fires or explosions. Significant landslides after wildfires or during an extreme rain event may also damage natural gas lines. In addition, natural gas leaks, such as the 2016 leak at the Aliso Canyon natural gas storage facility in Southern California, can lead to temporary closures of natural gas facilities. In the case of Aliso Canyon, the loss of the facility’s storage capacity was unable to be offset by short term increase in the volume of gas deliveries through the regional supply network. This event exposed the limitations of the region’s natural gas system to effectively respond to the prolonged disruption to a critical component of its energy storage infrastructure (Hall et al. 2018).
Water System
Per the City of Glendale’s Urban Water Management Plan (2020), Glendale is anticipated to experience water supply disruption for outdoor water use during drought conditions. GWP acquires water from a variety of sources including water purchased from the Southern California Metropolitan Water District, groundwater from the Verdugo and San Fernando Basins, and recycled water from the Los Angeles-Glendale Water Reclamation Plant (City of Glendale Urban Water Management Plan 2020). These sources enter the City through 11 different conveyance points and are distributed through water distribution lines and pump stations across the entire City.
Water pump stations are located in landslide risk areas and Very High Fire Hazard Severity Zones (City of Glendale Urban Water Management Plan 2020).
Many relationships between higher water usage and lower water availability are observed. There are several demonstrated positive feedback loops wherein the City's water systems can be strained due to drought and extreme heat conditions, which in turn lead to diminished water availability, influenced by both consumer demand and climatological factors. Water usage for regional and city-specific wildfire mitigation aligns with heightened drought conditions and decreased water supplies. These interconnected impacts within the water sector compound, resulting in extreme strains on water supply and introducing additional challenges for Glendale.
During drought conditions, there is an increase in demand for water, however, that is when water supply is constrained. Increased demand for water during drought conditions include water needs for landscaping, and water-cooling features for community members. Drought conditions typically increase the risk of wildfire, further compounding the effects of drought on the community. The cascading impacts of an adversely impacted water system include reduced supply for community consumption potentially increasing water rates and associated public health concerns for underresourced Individuals who may not have the ability to pay for increased water rates. Water shortages can also impact power generation with availability of water for generator cooling.
Inadequate water supply can also impact wildfire mitigation without enough fire flow to fight active fires and/or prevent anticipated fires. Inadequate water can impact the City’s tree canopy which is critical for addressing the urban heat island effect and stormwater capture.
Transportation System
Several freeways and major arterial routes run directly through wildfire and landslide hazard zones in Glendale creating broad transportation system and infrastructure vulnerabilities. There are many resulting cascading impacts from transportation sector disruptions which could result in mobility isolation for the community, reduced ability for emergency services to respond, and constrained evacuation routes. Transportation impacts can occur 3849 of 5188
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from a wide range of causes including direct physical damage associated with climate hazards within City limits or external climate impacts afflicting regional transportation networks and services.
Power outages could cause traffic signal failures. Transit system failures could place the community in increased danger with inability to evacuate or seek medical attention.
I-210 and I-5 as well as SR 134 and 2 overlap multiple hazard zones and simultaneously serve as major evacuation routes. This type of infrastructure exposure can result in both city-wide and regional cascading impacts limiting evacuation and emergency service accessibility.
Communications System
Like other sectors, the initial vulnerability within Glendale’s communication systems and infrastructure relates to physical exposure to climate hazards. Communication networks consisting of utility, telephone, and broadband infrastructure can experience disruptions and service failures from exposure to extreme heat, wildfires, landslides, and flooding. The viability of a communication network is greatly improved with redundant communication networks, backup power, and alternative forms of communication (e.g., radio) to help minimize the extent of impact to community members. The cascading impacts resulting from downed
communications can vary from interrupted evacuation
communications to general isolation and heightened risk due to inability to receive hazard information. Areas across Glendale in hazard zones are more prone to experiencing communication service disruptions and, therefore, may experience increased cascading impacts from loss of communication infrastructure. .
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92 6 Conclusion
Climate change can have far-reaching consequences on the Glendale community. This report evaluates how climate change may impact community members and physical assets including natural and recreational resources, buildings and facilities, and infrastructure and critical services.
Consistent with Phase 3 of the Cal APG, major problem statements are provided to characterize the overall climate impacts Glendale may experience. These problem statements will be utilized to frame and generate climate adaptation strategies for the Glendale CAAP.
6.1 Problem Statements
The following problem statements are intended to guide the development of adaptation policies and programs for the City’s CAAP. Problem statements are organized based on four systems that have the greatest influence on climate resilience, as well as greenhouse gas emissions reduction.
Building Systems
Residential Buildings. Weatherized or fire-hardened residential buildings are critical to increasing community resilience to the effects of extreme heat, wildfires, landslides, stormwater flooding, and poor air quality. A large majority of Glendale’s housing stock was built over 50 years ago and needs rehabilitation to address climate stressors. Individuals facing societal barriers are generally more likely to live in housing with insufficient protection against climate hazards. Particularly in south Glendale, overcrowding, poor housing conditions, a large number of immigrants, and non-English speakers render the households disproportionately vulnerable to climate hazards. Under-resourced individuals are less likely to have adequately hardened and weatherized housing. They are more likely to have limited control over home hardening, improvements, and air conditioning/filtration systems that protect against climate hazards. Residential buildings are located in Very High Hazard Severity Zones in northern and eastern Glendale. Residential buildings are also located in landslide susceptibility zones in areas north bordering I-210 and La Crescenta Ave, and areas in central Glendale along SR 2 as well as east Glendale.
Critical Public Facilities. Critical public facilities are structures and institutions that provide Glendale with resources and services and are essential to the health and welfare of residents. Weatherized and energy resilient critical public facilities are important for a community to be able to better respond to and recover from a climate hazard event. These facilities must continue to operate during and following a climate hazard event to reduce the severity of impacts and accelerate recovery. Critical public facilities located in landslide susceptibility areas and Fire Hazard Severity Zones include schools, police stations, and fire stations.
Resilient Energy System. The reliability of Glendale’s energy system is critical to the resilience of the City’s services and community members. Glendale’s energy system and power infrastructure are highly vulnerable to extreme heat which causes increased energy demand due to cooling needs, wildfire, and landslides. Energy infrastructure and dependent populations experience cascading impacts around power outages from downed utility lines, power safety shutoffs, and grid overload. All forms of power outages can 3851 of 5188
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affect how critical services are able to perform their needed functions during a climate hazard. Three above-ground major transmission lines that Glendale Water & Power maintains are located in Very High Fire Hazard Severity Zones. The Grayson Power Plant, which generates electricity using natural gas, exacerbates the poor air quality conditions in southeast Glendale. This area is designated as a high social vulnerability area in Glendale. Individuals with chronic health conditions or health related sensitives are disproportionately susceptible to health impact associated with air pollutants. The Grayson Power Plant is located in close proximity to a Very High Fire Hazard Severity Zone, which is located just outside City limits.
Mobility, Land Use, and Emergency Systems
Alerts and Evacuation. Emergency communications and timely evacuations are an essential part of emergency operation planning and community safety. Emergency communication and evacuation orders will be key to alert the Glendale community regarding various climate hazards, including wildfires and landslides, extreme heat events, and poor air quality days. Barriers to communication and evacuation can occur from deficiencies in the energy, transportation, and communication systems, as well as inequitable access and distribution of resources. Individuals with chronic health conditions or health related sensitivities may have difficulty evacuating in a timely fashion during a hazardous event which can result in direct impacts to health and safety and exacerbate chronic health problems. Individuals facing societal barriers may not have access to language appropriate advisory warnings or government guidance and may face systematic and/or cultural barriers to access resources to safely evacuate hazard areas and/or to treat injuries.
Under-resourced individuals and individuals that rely on public transportation are less likely to have access to transportation for evacuation purposes and often lack the financial resources to evacuate from a climate hazard or find a safe and affordable place in which to evacuate.
Transportation and Communication Infrastructure for Emergency Evacuation. Major freeways and arterial routes in Glendale are located within landslide and Very High Fire Hazard Severity Zones, including the I-210, I-5, SR 134, SR 2, La Canada Boulevard, N Verdugo Road, and La Crescenta Ave. These routes serve as major evacuation routes, allowing community members to evacuate during emergency orders and allowing emergency personnel to enter emergency evacuation zones. Should these transportation networks be directly impacted by landslides or wildfires, or are impacted by regional threats outside City limits, emergency evacuation could be adversely impacted. Communication
infrastructure (such as cell towers) damaged by wildfires or landslides would hinder emergency communications and impact the health and safety of emergency personnel and community
members.
Equitable Access to Services. People who rely on active transportation or public transit may experience barriers in accessing cooling centers, parks, and other critical services, and have a greater likelihood of encountering interruption in transportation services which could lead to direct income losses from the inability to access their workplace during climate events. They also have higher outdoor exposure, such as extreme heat, air pollution, or heavy rainfall, than those who use personal vehicles and are therefore at greater risk to climate hazards. This high risk is compounded by the fact that communities of color are more likely to have limited or no access to a car, increasing their likelihood of being impacted during heat and other climate hazards. Under-resourced individuals are less likely to have access to transportation, healthcare, and other basic needs which increases their vulnerability to climate hazards. 3852 of 5188
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94 Building on systemic inequities, these disproportionate exposures can leave community members isolated and/or without the needed resources during a climate hazard event.
Urban Ecosystems
Water Reliability and Consumption: Water supply infrastructure, such as pipelines and pump stations, can be damaged by climate hazards, impacting water reliability throughout the City which has direct implications on wildfire mitigation, community members, and critical services. Several water pump stations are located in landslide susceptibility areas and Very High Fire Hazard Severity Zones in northern Glendale. Glendale’s water potable supplies, including those from the Southern California Metropolitan Water District and groundwater from the Verdugo and San Fernando Basins, have declined in recent years due to lower-than-average rainfall. Extended drought conditions that impact availability of water supply can increase the cost of water and affect water quality, resulting in disproportionate impacts to vulnerable populations.
Natural and Recreational Resources. Natural and recreational resources in Glendale, including parks, City bikeways, open spaces, waterways, critical habitats and street trees, face exposure to climate hazards. All of these resources provide community benefits either directly or indirectly and face heightened risks of drought, landslides, stormwater flooding, wildfires, extreme heat and poor air quality. Primary vulnerabilities for natural resources are associated with extreme heat and drought related stressors, increasing wildfire frequency and severity, with potential impacts including species mortality and loss of habitat. Climate hazard events may impact outdoor recreation opportunities and residents and visitors may not be as likely to enjoy the mental and physical health benefits associated with outdoor recreation. Parks in northern and eastern Glendale are located in landslide susceptibility areas and Very High Fire Hazard Severity Zones.
Resilient Landscapes. Significant areas of northern and eastern Glendale are located within Very High Fire Hazard Severity Zones.
Glendale is expected to experience increased decadal wildfire probability throughout the entire City by the end of the century.
Very High Fire Hazard Severity Zones encompass many natural and recreational resources, entire residential communities, and critical public facilities and utility infrastructure. Wildfires may exacerbate poor air quality and water quality declines, structural damages, service line disruptions and strain, human and wildlife mortality, and habitat loss. This broad level of exposure and projected impacts across all asset groups makes wildfire one of the greatest climate hazard risks for the City. Adapting existing and planned landscapes in residential areas, open spaces, and adjacent to critical public facilities and utility infrastructure is critical to reducing ignitability and wildfire risk. Removing or modifying live and dead vegetation in high-risk areas can reduce the potential spread of wildfire ignitions and increase community safety.
Social and Governance Systems
Equitable Community Safety As climate change impacts occur, virtually all populations in a community will be affected; however, some individuals will be disproportionally impacted by climate hazards due to inequitable systems and structures. The areas of the City with the greatest concentration of vulnerable populations are in south and southwest Glendale. Census tracts that are above the 60th percentile is considered a high social vulnerability area.
Additional areas with high social vulnerability include historically redlined areas as well as areas identified based on input from community-based organizations. These included areas near major roads and highways, schools, the Scholl Canyon Landfill and the 3853 of 5188
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Grayson Power Plant. Community members in these areas are also at-risk for disproportionate impacts from climate change.
Inequitable access to, and distribution of resources, critical services, and resilient infrastructure systems decreases the ability for sensitive populations to prepare for, cope and recover from climate impacts.
All Hazards Awareness and Capacity Building. The overall exposure of Glendale to climate change hazards creates vulnerabilities throughout the entire community. Virtually all vulnerable populations face barriers in accessing information and/or adaptive resources targeting climate hazard resilience. Glendale community members may possess informal networks creating resilience to climate change which the City can further augment through tools and resourcing of both individuals and community-based
organizations.
Recovery and Reconstruction. Adaptation to climate change involves both preparedness and recovery and reconstruction. The way in which a community is resourced after experiencing a climate hazard event can be a source of community resilience or of systemic inequities. Individuals across all vulnerable population groupings face larger barriers to recovering from hazards without adequate accessibility to resources for recovery and reconstruction.
Extreme Heat and Air Quality Protection. All vulnerable communities in Glendale are significantly exposed to poor air and extreme heat. Changes in annual average maximum temperature by the end of the century will increase across the entire region increasing incidences of extreme heat. Impacts from temperature increases and extreme heat events are expected to include heatrelated illness, such as heat stress, heat stroke, and dehydration, which can be life threatening.
6.2 Vulnerability Analysis
In addition to problem statements, vulnerability scoring helps the City understand which climate change hazards pose the greatest threat to specific asset groups and would need to be prioritized in adaptation planning and policy development. Vulnerability scores were determined by combining the impact scores with adaptive capacity scores assigned within Chapters 3 and 4. A list of asset categories with high vulnerability scores is provided in Table 6. 3854 of 5188
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Population Group Impact Score Adaptive Capacity Score Vulnerability Score Extreme Heat
Individuals with High Outdoor Exposure High Low 5-High
Under-resourced Individuals High Low 5-High
Individuals Facing Societal Barriers High Low 5-High
Individuals with Chronic Health Conditions or Health Related Sensitivities High Low 5-High Natural and Recreational Resources High Medium 4-High
Infrastructure and Critical Services High Medium 4-High Drought
Natural and Recreational Resources High Low 5-High
Infrastructure and Critical Services High Medium 4-High Wildfire
Under-resourced Individuals High Medium 4-High
Individuals with Chronic Health Conditions or Health Related Sensitivities High Medium 4-High Natural and Recreational Resources High Low 5-High
Buildings and Facilities High Medium 4-High
Infrastructure and Critical Services High Medium 4-High Landslides
Individuals with Chronic Health Conditions or Health Related Sensitivities Medium Low 4-High Buildings and Facilities High Medium 4-High
Infrastructure and Critical Services High Medium 4-High Stormwater Flooding and Extreme Precipitation
Under-resourced Individuals High Medium 5-High
Individuals with Chronic Health Conditions or Health Related Sensitivities Medium Low 4-High Poor Air Quality
Individuals with High Outdoor Exposure High Low 5-High
Under-resourced Individuals High Low 5-High
Individuals Facing Societal Barriers High Low 5-High
Individuals with Chronic Health Conditions or Health Related Sensitivities High Low 5-High Natural and Recreational Resources High Medium 4-High
3855 of 5188
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https://www.energy.gov/scep/slsc/low-income-energyaffordability-data-lead-tool United States Environmental Protection Agency (USEPA). 2021a. “Criteria Air Pollutants.” https://www.epa.gov/criteria-airpollutants (accessed February 2021).
United States Environmental Protection Agency (USEPA). 2021b. “Why Wildfire Smoke is a Health Concern.”
https://www.epa.gov/wildfire-smoke-course/why-wildfiresmoke-health-concern United States Global Change Research Program (USGCRP).
2017. Climate Science Special Report: Fourth National
Climate Assessment, Volume. U.S. Global Change Research Program, Washington, DC, USA, 470 pp,
doi: 10.7930/J0J964J6.
Warren, R. (2022). 2020 American Community Survey: Use with Caution, An Analysis of the Undercount in the 2020 ACS
Data Used to Derive Estimates of the Undocumented
Population. Journal on Migration and Human Security,
10(2), 134–145.
https://doi.org/10.1177/23315024221102327
WelfareInfo.2023. Poverty Rate in Glendale, California. https://www.welfareinfo.org/povertyrate/california/glendale/ Westerling, A. L., et al. 2006. “Warming and Earlier Spring Increase Western U.S. Forest Wildfire Activity.” Science, vol. 313, no. 5789, pp. 940–43, www.science.org/
doi/full/10.1126/science.1128834
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Appendix C
Evacuation Analysis
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Kittelson & Associates, Inc.
TECHNICAL MEMORANDUM
Introduction
Kittelson & Associates, Inc. (Kittelson) has prepared an evacuation analysis for the City of Glendale, California in support of the city’s General Plan Safety Element update. The evaluation considers two (2) representative evacuation scenarios and provides the city with estimates of roadway capacity constraints and travel time considerations during evacuations. The analysis helps identify locations where there is a greater potential for traffic congestion and need for additional control measures in the event of an evacuation.
This evacuation evaluation is consistent with requirements outlined in Assembly Bill (AB) 7471and Senate Bill (SB) 992. These laws require agencies to evaluate the resiliency of their transportation system, the capacity of evacuation routes, and identify key routes for community areas with only one access point.
The memorandum includes the following sections:
◼ Introduction, including legislative requirements and analysis scenarios ◼ Methodology
◼ Evacuation analysis results
◼ Evacuation planning considerations and recommendations.
LEGISLATIVE REQUIREMENTS
Recent California legislation, including Assembly Bill (AB) 747, requires local agencies to review accessibility and evacuation routes when specific elements within the General Plan or other emergency planning documents are completed or updated.
◼ Assembly Bill 747 requires that the Safety Element be reviewed and updated to identify evacuation routes and their capacity, safety, and viability under a range of emergency scenarios. This is a 1 https://openstates.org/ca/bills/20192020/AB747/
2 https://openstates.org/ca/bills/20192020/SB99/
155 Grand Avenue, Suite 505
Oakland, CA 94612
P 510.839.1742
September 23, 2024 Project# 29359
To: Reema Shakra
Rincon Consultants, Inc.
From: Mike Aronson, P.E; Grace Carsky; Poppy Yang
RE: Glendale Safety Element: Evacuation Analysis
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requirement for all Safety Elements or updates to Hazard Mitigation Plans completed after January 2022.
ROADWAY NETWORK
The City of Glendale is located in the central area of Los Angeles County, California (Figure 1). It is bounded by the cities of Burbank to the west, Pasadena to the east, Los Angeles to the south, and La Cañada Flintridge to the north.
State Routes
State Route 2 (SR-2) is a state highway that runs southeast-northwest through the City of Glendale. It provides access to the city via several interchanges, including those at Colorado Street and Mountain Street. SR-2 transitions from a freeway to an arterial road, known as Glendale Boulevard, as it continues southeast into Los Angeles.
State Route 134 (SR-134) is an east-west freeway that connects Glendale to Pasadena in the east and Burbank in the west. The portion of SR-134 running through Glendale is a fully access-controlled freeway with multiple interchanges, including those at Brand Boulevard and Central Avenue. This route is a major corridor serving both residential neighborhoods and commercial districts within the city.
State Route 210 (SR-210) is an east-west freeway that skirts the northern edge of Glendale. It connects the city to La Cañada Flintridge in the west and Pasadena in the east. SR-210 is fully access-controlled, with interchanges providing access to Glendale, including a freeway-freeway interchange at SR-2.
Local Road Network
There are several arterial and collector roads that complement the state highways and are also likely to be used for evacuation purposes, depending on the evacuation scenario, including but not limited to:
▪ Brand Boulevard
▪ Central Avenue
▪ Colorado Street
▪ Glenoaks Boulevard
▪ Foothill Boulevard
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Figure 1: Glendale Roadway Network and Evacuation Routes Source: City of Glendale, Kittelson & Associates, 2024 3867 of 5188 September 2024 Page 4
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ANALYSIS SCENARIOS
The evacuation analysis considers the following two representative evacuation scenarios:
◼ Wildfire Scenario #1 – Wildfire ignites in the Verdugo Mountains/San Rafael Hills in east Glendale ◼ Landslide Scenario #2 – Landslide occurs in the San Gabriel Mountains in north Glendale These scenarios do not represent every possible emergency that could affect Glendale, but they do represent the highest likelihood emergencies that may stress different parts of the road system. The evacuation scenarios were chosen in discussion with City staff, including Glendale Police Department and Glendale Fire Department, to represent likely emergencies for the Safety Element purposes.
Time Frames
Each evacuation scenario is compared to weekday PM peak hour traffic conditions (between 4PM to 6PM) for two time frames, base year and future year.
BASE YEAR
The base year evaluation is representative of evacuations with existing traffic levels. The available Glendale Travel Demand Model uses a base year of 2021.
FUTURE YEAR
The future year traffic levels include development allowable under the current Glendale General Plan.
Outside of Glendale, the traffic forecasts include travel that would be generated by the 2040 demographic forecasts for the entire region provided by the Southern California Association of Governments (SCAG) for travel forecasting.
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Methodology
Assumptions regarding travel patterns for evacuees were developed based on recent research. The following sections describe the tools and inputs used for the evacuation analysis.
EVACUATION MODELING
Travel Modeling Tools
The evacuation analysis uses the City of Glendale Travel Demand Model (“travel model”). The current travel model was calibrated and validate for a 2021 base year and includes a 2040 future scenario with 2040 land use forecasts and transportation improvement assumptions.
The travel model represents all land uses in the City of Glendale grouped into transportation analysis zones (TAZs) (Figure 2). The travel model includes a representative roadway network (generally all streets except for local residential streets). Each road segment is coded with functional classification, number of lanes, uncongested speed, and an estimate of the typical hourly capacity. The travel model estimates vehicle trips generated by each land use, distributes the trips to a variety of likely destinations, and assigns each origin-destination pair to the best route. The travel model also assesses congestion and iteratively diverts traffic to alternative routes until congestion is balanced between all available routes.
Affected Areas
The areas that would be affected by each emergency scenario were identified based on the California Department of Forestry and Fire Protection (CAL FIRE) Fire Hazard Severity Zones mapping and consultation with Glendale city staff and emergency responders. The affected areas were overlaid with the Glendale TAZs to identify the numbers of people that would need to be evacuated.
Time Period
Transportation activity was modeled for one worst-case time period, based on the weekday PM peak hour (between 4PM to 6PM) when non-evacuation traffic and congestion would be at its highest levels. Peak evacuation traffic was assumed to occur during this period involving the specified area within the city. 3869 of 5188
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H:\29\29359 - Glendale Safety Element Update\GIS\Glendale Safety Element Update\Glendale Safety Element Update.aprx Date: 9/23/2024 Roadway Network and Emergency Routes
Glendale Safety Element Update
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0 1Mile [
Glendale Traffic Analysis Zones
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Number of Evacuation Trips
If a fire occurs during the night, most residents would be home but most employees would not be at their workplace. If a fire occurs during the workday, most employees would be at their workplace but many residents would not be at their homes. The evacuation analysis conservatively assumes that 75 percent of residents and 75 percent of employees would need to evacuate during a fire event.
Depending on the order received, a proportion of residents, employees, and visitors will choose to evacuate. When a zone is assigned an Evacuation Order, it is assumed that 90 percent of residents, employees, and visitors will evacuate and approximately 10 percent will remain behind. The estimated factors are based on survey results from people impacted by prior fires in California in UC Berkeley’s Review of California Wildfire Evacuations from 2017 to 2019.3 Based on vehicle ownership data from the United States Census American Community Survey (ACS)4, there are a weighted average of 1.6 vehicles per household in Glendale. Therefore, the number of evacuating households is multiplied by 1.6 to estimate residential vehicles. Each evacuating employee is assumed to use one vehicle.
Evacuation Destinations
Likely evacuation destinations were identified in consultation with city staff:
◼ Clark Magnet School, Glendale Civic Auditorium, and Glendale High School are used to estimate evacuation trips leaving Glendale towards the north and the south in the base and future years. o For the wildfire scenario, Clark Magnet School and Glendale High School were chosen as evacuation destinations.
o For the landslide scenario, Glendale Civic Auditorium and Glendale High School were chosen as evacuation destinations.
◼ Burbank and Pasadena are also used as evacuation destinations for evacuees leaving Glendale.
The percentage of trips heading for each evacuation destination were assigned based on the location and direction of the evacuation. The majority of trips were typically assigned to the nearest destination within Glendale if the evacuation route would not cross the affected fire or landslide area. However, smaller percentages of trips from each neighborhood were assumed to want to travel in the other directions, particularly if they could reach shelter with family or friends. 3 This assumption is based in knowledge that there is a certain contingent of people who will not evacuate, even when under official notice. See Wong, S., Broader, J. and Shaheen, P., 2022. Review of California Wildfire Evacuations from 2017 to 2019. [online] Escholarship.org. Available at: <https://escholarship.org/uc/item/5w85z07g> 4 U.S. Census Bureau. "Household Size by Vehicles Available." American Community Survey, ACS 5-Year Estimates Detailed Tables, Table B08201, 2022, https://data.census.gov/table/ACSDT5Y2022.B08201?q=b08201&g=160XX00US0613214&moe=false. Accessed on May 2, 2024. 3871 of 5188
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The distribution of the destinations is not intended to represent a precise distribution of the routes that would be taken during an evacuation.
Roadway Capacity
Traffic congestion, as measured by the demand volume-to-capacity ratio, was modeled using the default average capacities for each roadway. The scenarios conservatively represent conditions without implementation of any evacuation strategies, such as manual traffic control or contraflow lanes, which could increase roadway capacity in one direction versus the other.
Travel Times
The travel model includes formulas which estimate how much travel speeds decrease based on the demand volume versus the capacity and the type of road. These formulas are based on standard travel forecasting practice. Travel times for evacuation trips are estimated by identifying the best route between origins and destinations with the congested speeds and summing the congested travel times on each road segment along the route.
LIMITATIONS
The results of this evaluation are intended to identify potential congested locations during modeled representative evacuation scenarios. These scenarios were developed based on conservative assumptions and modeling techniques that reflect current understanding of evacuation analysis. These scenarios are intended to model a potential range of different evacuation scenarios but not all possible scenarios.
The scenarios represent potential emergencies occurring in portions of the City of Glendale. Actual emergencies may occur at other locations in and around the city and the specific conditions of an emergency evacuation could result in evacuation behavior that diverges from the definitions and assumptions used for this analysis. As a result, the identified scenarios and evacuation constraints represent informed estimates of the most likely potential evacuation scenario footprints and capacity constraints based on available data.
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Evacuation Analysis Results
Evacuation analysis was conducted for the analysis peak hour (between 4PM to 6PM) for conditions with no evacuation and for the two (2) different evacuation scenarios. The analysis is presented for the base year and future year.
BASE YEAR NO EVACUATION CONDITIONS
The PM peak analysis hour volumes were compared to road capacities for weekday conditions without an emergency evacuation event. These congestion conditions can be compared to the congestion conditions with an evacuation event to determine where additional traffic management may be needed during an emergency.
Base Year
The PM peak hour (between 4PM to 6PM) modeling for the base year without an evacuation event indicates roadway conditions near or over capacity in the following locations within the City of Glendale (Figure 3):
◼ I-5 west of Glendale (northwest of I-5/SR-134 interchange) ◼ SR-134 between I-5/SR-134 interchange and Concord St
Beyond the city limit, the base year scenario indicates roadway conditions near or over capacity in the following locations:
◼ I-5 going through Burbank, near I-5/SR-134 interchange, and several I-5 ramp locations, e.g. at Los Feliz Blvd and Fletcher Dr
◼ Along SR-210: La Tuna Canyon Rd and Tujunga Canyon Blvd ◼ Along SR-2: N San Fernando Rd (between SR-2 and Hallett Ave), Eagle Rock Blvd and El Paso Dr (between SR-2 and Terrace 49), York Blvd (between SR-2 and N Avenue 54), Colorado Blvd (between SR-2 and College View Ave)
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Figure 3: Base Year PM Peak Hour Congestion Locations, No Evacuation Source: Kittelson & Associates using Glendale travel model, 2024 3874 of 5188 September 2024 Page 11
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Future Year
The PM peak hour (between 4PM to 6PM) modeling for the future year with the proposed General Plan (Mobility and Land Use Elements) and without an evacuation event forecasts roadway conditions near or over capacity in the following locations within the City of Glendale (Figure 4):
◼ I-5 in west Glendale (northwest of I-5/SR-134 interchange). ◼ SR-134: between the I-5 SR-134 interchange and Concord St, N Central Ave and N Jackson St, Geneva St and N Glendale Ave
◼ Small sections of some roadways:
o San Fernando Rd between S Pacific Ave and W Acacia Ave o W Laurel St between S Central Ave and S Brand Blvd
Beyond the city limit, the future year scenario indicates roadway conditions near or over capacity in the following locations:
◼ I-5 southwest of Glendale, going through Burbank, near I-5/SR interchange, and several I-5 ramp locations, e.g. at Los Feliz Blvd and Fletcher Dr
◼ Along SR-210: La Tuna Canyon Rd and Tujunga Canyon Blvd ◼ Along SR-2: N San Fernando Rd (between SR-2 and Hallett Ave), Eagle Rock Blvd and El Paso Dr (between SR-2 and Terrace 49), York Blvd (between SR-2 and N Avenue 54), Colorado Blvd (between SR-2 and College View Ave)
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Figure 4: Future Year PM Peak Hour Congestion Locations, No Evacuation Source: Kittelson & Associates using Glendale travel model, 2024 3876 of 5188 September 2024 Page 13
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SCENARIO 1: WILDFIRE IN EAST GLENDALE
Under this scenario, a fire ignites in the Verdugo Mountains / San Rafael Hills in east Glendale, initiating an evacuation order for communities in the eastern half of Glendale, such as College Hills, Glenoaks Canyon, Rancho San Rafael, and Emerald Isle (Figure 5). Residents and workers are given orders to evacuate to Clark Magnet School or Glendale High School. Table 1 shows the estimated number of households and employees in the affected area by transportation analysis zone (TAZ) as well as the total estimated evacuation trips for this scenario.
Base Year
If an evacuation were to occur due to a wildfire in the Verdugo Mountains, the analysis estimates overcapacity conditions on several roadways in the City as shown in Figure 6. Specifically, the roadways where demand volumes are projected to be at or exceed road capacity with the City of Glendale include:
◼ Along I-5: west of Glendale (west of I-5/SR-134 interchange, similar to no evacuation conditions), segments close to SR-134/SR-2 interchange
◼ Along SR-210: Lowell Ave (between SR-210 and Foothill Blvd), Pennsylvania Ave (between SR-210 and Los Olivos Ln), New York Ave (between Foothill Blvd and Santa Carlotta St) ◼ SR-134 between I-5/SR-134 interchange and Concord St (similar to no evacuation conditions) ◼ Along SR-2 between Camino San Rafael and SR-134
Beyond the city limit, the base year scenario estimates congestion in the following locations:
◼ I-5 going through Burbank, near I-5/SR interchange, and several I-5 ramp locations, e.g. at Los Feliz Blvd and Fletcher Dr
◼ Additional length of I-5 west of Glendale
◼ Along SR-210: La Tuna Canyon Rd and Tujunga Canyon Blvd ◼ Along SR-2: N San Fernando Rd (between SR-2 and Hallett Ave), Eagle Rock Blvd and El Paso Dr (between SR-2 and Terrace 49), York Blvd (between SR-2 and N Avenue 54), Colorado Blvd (between SR-2 and College View Ave)
◼ Additional length of roadways southeast of Glendale connecting to SR-134 and SR-2. ◼ Linda Vista Ave between SR-134 and SR-210
◼ Chevy Chase Dr and Highland Dr connecting to SR-210 northwest of Glendale 3877 of 5188
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Figure 5: Evacuating Area, Wildfire Scenario
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Table 1: Affected Population and Peak Hour Evacuation Trips, Scenario 1 in East Glendale Wildfire Evacuating
TAZ Evacuation Zones
Base Year
Households
Base Year
Employment
Base Year
Evacuation
Trips
Future
Households
Future
Employment
Future
Evacuation
Trips
6 US-CA-XLA-GLN-E026 394 85 494 394 85 494
7 US-CA-XLA-GLN-E017 410 0 454 410 0 455
9 US-CA-XLA-GLN-E038 171 25 202 171 28 204
10 US-CA-XLA-GLN-E042 4 79 57 5 81 59
11 US-CA-XLA-GLN-E026 0 3,704 2,500 0 3,708 2,503
13 US-CA-XLA-GLN-E026 519 44 605 519 45 605
15 US-CA-XLA-GLN-E017 380 33 443 383 31 445
16 US-CA-XLA-GLN-E038 421 17 465 421 17 465
17 US-CA-XLA-GLN-E042 244 4,593 3,364 244 4,594 3,364
26 Q1585 98 0 68 98 0 68
48 Q1585 58 9 67 58 9 67
49 Q1585 134 25 109 134 27 111
50 Q1585 333 319 556 333 329 563
52 Q1585 195 29 222 195 30 222
53 Q1585 73 0 51 73 0 51
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Evacuating
TAZ Evacuation Zones
Base Year
Households
Base Year
Employment
Base Year
Evacuation
Trips
Future
Households
Future
Employment
Future
Evacuation
Trips
136 Q1585 34 112 99 34 114 100
195 Q1585 68 117 127 68 121 129
203 Q1585 40 128 114 40 131 116
213 Q1585 133 194 268 133 192 267
229 Q1585 65 57 106 65 59 107
234 Q1585 501 302 716 501 300 714
379 US-CA-XLA-GLN-E038 351 7 384 351 7 383
380 US-CA-XLA-GLN-E038 0 84 57 0 83 56
386 Q1585 165 30 174 165 32 176
389 Q1585 101 120 191 101 118 190
390 Q1585 220 0 205 220 0 205
395 Q1585 241 108 296 241 109 296
399 Q1585 170 0 159 170 0 159
401 Q1585 95 29 85 95 36 89
444 Q1585 99 147 169 99 147 169
451 Q1585 101 106 166 101 103 164
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Evacuating
TAZ Evacuation Zones
Base Year
Households
Base Year
Employment
Base Year
Evacuation
Trips
Future
Households
Future
Employment
Future
Evacuation
Trips
459 Q1585 148 40 164 148 40 165
460 Q1585 92 30 84 92 29 83
461 Q1585 129 169 235 129 166 233
463 Q1585 89 172 198 89 172 198
476 Q1585 411 107 445 411 106 445
477 US-CA-XLA-GLN-E042 262 61 324 264 63 327
478 US-CA-XLA-GLN-E042 81 0 87 81 0 87
479 Q1585 441 36 474 441 36 474
480 Q1585 344 0 335 344 0 335
481 US-CA-XLA-GLN-E042 146 77 209 146 76 209
482 US-CA-XLA-GLN-E042 78 0 85 78 0 85
483 Q1585 225 50 261 225 51 262
484 Q1585 133 36 162 133 36 161
485 Q1585 251 35 283 251 37 285
486 Q1585 92 22 116 92 24 117
487 Q1585 173 28 193 173 27 192
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Evacuating
TAZ Evacuation Zones
Base Year
Households
Base Year
Employment
Base Year
Evacuation
Trips
Future
Households
Future
Employment
Future
Evacuation
Trips
488 Q1585 203 25 222 203 26 222
489 Q1585 158 0 147 158 0 147
490 Q1585 116 0 118 116 0 117
491 Q1585 129 0 131 130 0 132
492 Q1585 82 73 132 82 75 133
493 Q1585 177 215 328 177 216 328
494 Q1585 175 131 265 175 132 266
495 Q1585 152 34 164 153 34 165
496 Q1585 87 126 145 87 124 144
497 Q1585 282 0 285 282 0 285
498 Q1585 160 0 149 160 0 149
499 Q1585 63 72 112 63 74 114
500 Q1585 257 0 259 257 0 259
501 US-CA-XLA-GLN-E038 43 23 62 43 25 64
502 US-CA-XLA-GLN-E042 178 257 366 178 256 366
503 US-CA-XLA-GLN-E042 34 0 37 34 0 37
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Evacuating
TAZ Evacuation Zones
Base Year
Households
Base Year
Employment
Base Year
Evacuation
Trips
Future
Households
Future
Employment
Future
Evacuation
Trips
503 Q1585 34 0 37 34 0 37
504 Q1585 84 0 91 84 0 91
558 US-CA-XLA-GLN-E030 245 0 359 246 0 361
559 US-CA-XLA-GLN-E018 533 1 781 533 0 780
560 US-CA-XLA-GLN-E030 120 0 176 120 0 176
561 US-CA-XLA-GLN-E040 74 0 107 73 0 107
562 US-CA-XLA-GLN-E029 328 24 496 328 125 564
563 US-CA-XLA-GLN-E027 90 0 100 90 0 100
564 US-CA-XLA-GLN-E041 134 0 196 134 0 196
565 US-CA-XLA-GLN-E044 0 158 107 0 159 107
566 US-CA-XLA-GLN-E039 51 0 75 53 0 77
567 US-CA-XLA-GLN-E028 348 0 510 348 0 510
568 US-CA-XLA-GLN-E040 32 0 47 33 0 48
569 US-CA-XLA-GLN-E044 289 0 417 290 0 419
570 US-CA-XLA-GLN-E039 230 0 336 230 0 336
571 US-CA-XLA-GLN-E044 193 0 278 193 0 278
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Evacuating
TAZ Evacuation Zones
Base Year
Households
Base Year
Employment
Base Year
Evacuation
Trips
Future
Households
Future
Employment
Future
Evacuation
Trips
572 US-CA-XLA-GLN-E040 80 0 117 83 0 122
573 US-CA-XLA-GLN-E040 150 39 246 150 39 246
574 US-CA-XLA-GLN-E043 268 60 426 268 60 427
575 US-CA-XLA-GLN-E027 202 0 296 202 0 296
576 US-CA-XLA-GLN-E018 0 0 0 0 0 0
577 US-CA-XLA-GLN-E018 0 1,450 979 0 1,519 1,025
824 Q1177 471 747 1,150 526 646 1,157
826 Q1177 699 1,000 1,636 752 876 1,624
827 Q1177 350 1,530 1,514 377 1,343 1,425
Source: City of Glendale Travel Demand Model; Kittelson & Associates, Inc., 2024 3884 of 5188
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Figure 6: Congestion Locations, Wildfire Scenario, Base Year Source: Kittelson & Associates using Glendale travel model, 2024 3885 of 5188 September 2024 Page 22
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Future Year
With peak evacuation from a wildfire in the Verdugo Mountains in the future year, the analysis predicts over-capacity conditions on several roadways in the city as shown in Figure 7. In addition to the locations listed for the base year, the roadways where demand volumes are projected to be at or exceed road capacity with the City of Glendale include:
◼ All I-5 segments in the west of Glendale
◼ Segments in parallel to I-5 in the northwest of Glendale: W Kenneth Rd, Glenwood Rd, 5th St, W Glenoaks Blvd, San Fernando Rd, Grand Central Ave, Flower St ◼ SR-134: between I-5/SR-134 interchange and Concord St, N Central Ave and N Jackson St, Geneva St and N Glendale Ave (similar to no evacuation conditions) ◼ Scattered segments, e.g. San Fernando Rd between S Pacific Ave and W Acacia Ave, W Laurel St between S Central Ave and S Brand Blvd (similar to no evacuation conditions) ◼ Along SR-2 between Camino San Rafael and SR-134
Beyond the city limit, the future year scenario indicates congestion in the following locations:
◼ I-5 going through Burbank, near I-5/SR interchange, and several I-5 ramp locations, e.g. at Los Feliz Blvd and Fletcher Dr
◼ Additional length of I-5 west of Glendale
◼ Along SR-210: La Tuna Canyon Rd and Tujunga Canyon Blvd ◼ Along SR-2: N San Fernando Rd (between SR-2 and Hallett Ave), Eagle Rock Blvd and El Paso Dr (between SR-2 and Terrace 49), York Blvd (between SR-2 and N Avenue 54), Colorado Blvd (between SR-2 and College View Ave)
◼ Additional length of roadways southeast of Glendale connecting to SR-134 and SR-2: Atwater Ave, N San Fernando Rd, Fletcher Dr
◼ Linda Vista Ave between SR-134 and SR-210
◼ Chevy Chase Dr and Highland Dr connecting to SR-210 northeast of Glendale Travel Times
Travel times between Glendale neighborhoods and various evacuation destinations are listed in Table 2 With base year traffic levels, an evacuation event would add up to 30 minutes to the time to reach the Clark Magnet School, up to 36 minutes to reach safety in Pasadena, and up to 21 minutes to Glendale High School. With future year traffic levels, an evacuation event would add up to 40 minutes to the time to the Clark Magnet School, up to 40 minutes to Pasadena, and up to 25 minutes to Glendale High School.
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Figure 7: Congestion Locations, Scenario 1 Verdugo Mountains Wildfire, Future Year Source: Kittelson & Associates using Glendale travel model, 2024 3887 of 5188 September 2024 Page 24
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Table 2: Travel Times (Minutes), Scenario 1 East Glendale Wildfire Origin and Destination
Base Year No
Evacuation
Base Year
Scenario 1
Future Year No
Evacuation
Future Year
Scenario 1
From Montecito Park
To Clark Magnet School 7.6 10.4 8.0 20.2
To Glendale High School 6.9 9.3 6.9 12.5
East towards Pasadena 17.9 19.3 21.4 23.5
From Emerald Isle
To Clark Magnet School 12.7 23.2 13.0 37.7
To Glendale High School 9.5 17.0 9.5 25.3
East towards Pasadena 16.4 25.8 19.8 34.3
From Chevy Chase
To Clark Magnet School 11.7 19.8 12.0 34.1
To Glendale High School 8.2 14.3 8.5 22.7
East towards Pasadena 15.4 22.4 18.8 30.7
From Woodbury
To Clark Magnet School 11.0 13.8 11.5 23.7
To Glendale High School 3.2 4.8 3.2 7.9
East towards Pasadena 19.0 20.3 22.5 24.6
From Glenoaks Canyon
To Clark Magnet School 13.0 29.9 13.5 39.7
To Glendale High School 4.8 21.1 4.8 23.3
East towards Pasadena 20.8 36.0 24.3 40.2
Source: Kittelson & Associates using City of Glendale Travel Demand Model, 2024 3888 of 5188
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SCENARIO 2: LANDSLIDE IN NORTH GLENDALE
Under this scenario, a landslide occurs in the San Gabriel Mountains in north Glendale, which is presumed to necessitate the evacuation order for people in north Glendale (Figure 8). Residents and workers are given orders to evacuate to Glendale Civic Auditorium or Glendale High School. Table 3 shows the number of households and employees in the affected area as well as the total estimated evacuation trips for this scenario.
Base Year
With peak evacuation from a landslide in the San Gabriel Mountains in north Glendale in the base year, the analysis indicates over-capacity conditions on several roadways in the city as shown in Figure 9.
Specifically, the roadways where demand volumes are projected to be at or exceed road capacity include within the City of Glendale include:
◼ I-5 west of Glendale (west of I-5/SR-134 interchange). ◼ SR-134 between I-5/SR-134 interchange and Concord St
◼ SR-2 north of SR-134
◼ Segments in the east of Glendale in parallel to SR2, including N Verdugo Rd, Camino San Rafael, Royal Blvd, and E Chevy Chase Dr.
◼ Segments in the north of Glendale connecting to SR-210, including Lowell Ave, Boston Ave, Dunsmore Ave, New York Ave, Pennsylvania Ave, Ramsdell Ave, Honolulu Ave, Montrose Ave, and La Crescenta Ave
Beyond the city limit, the base year scenario indicates congestion in the following locations:
◼ I-5 going through Burbank, near I-5/SR-134 interchange, and several I-5 ramp locations, e.g. at Los Feliz Blvd and Fletcher Dr
◼ Along SR-210: La Tuna Canyon Rd
◼ Some segments of SR-2 to the southeast of Glendale
◼ Along SR-2: N San Fernando Rd (between SR-2 and Hallett Ave), Eagle Rock Blvd and El Paso Dr (between SR-2 and Terrace 49), York Blvd (between SR-2 and N Avenue 54), Colorado Blvd (between SR-2 and College View Ave)
◼ Linda Vista Ave between SR-134 and SR-210
◼ Chevy Chase Dr and Highland Dr connecting to SR-210 northeast of Glendale 3889 of 5188
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Figure 8: Evacuating Area, Scenario 2 Landslide in North Glendale Source: Kittelson & Associates, 2024 3890 of 5188
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Table 3: Affected Population and Peak Hour Evacuation Trips, Scenario 2 Landslide Evacuating
TAZ Evacuation Zones
Base Year
Households
Base Year
Employment
Base Year
Evacuation
Trips
Future
Households
Future
Employment
Future
Evacuation
Trips
522 US-CA-XLA-GLN-E002 142 0 211 314 0 212
523 US-CA-XLA-GLN-E003 144 202 349 316 202 349
524 US-CA-XLA-GLN-E003 150 175 341 331 172 339
525 US-CA-XLA-GLN-E003 146 55 255 322 55 255
526 US-CA-XLA-GLN-E002 211 0 313 463 0 313
527 US-CA-XLA-GLN-E005 209 113 366 430 110 364
528 US-CA-XLA-GLN-E001 45 0 67 100 0 67
529 US-CA-XLA-GLN-E002 188 0 279 413 0 279
531 US-CA-XLA-GLN-E002 143 42 241 315 42 241
532 US-CA-XLA-GLN-E002 46 10 75 102 10 76
533 US-CA-XLA-GLN-E007 105 2 147 216 1 147
534 US-CA-XLA-GLN-E005 230 0 317 471 0 318
535 US-CA-XLA-GLN-E003 95 0 141 209 0 141
536 US-CA-XLA-GLN-E005 224 0 310 460 0 310
537 US-CA-XLA-GLN-E007 0 19 13 0 19 13
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Evacuating
TAZ Evacuation Zones
Base Year
Households
Base Year
Employment
Base Year
Evacuation
Trips
Future
Households
Future
Employment
Future
Evacuation
Trips
538 US-CA-XLA-GLN-E005 90 205 262 183 201 259
539 US-CA-XLA-GLN-E002 187 0 277 411 0 277
540 US-CA-XLA-GLN-E006 304 53 447 610 53 447
543 US-CA-XLA-GLN-E006 137 62 232 283 63 233
544 US-CA-XLA-GLN-E007 120 0 166 246 0 166
545 US-CA-XLA-GLN-E007 166 21 244 340 21 244
546 US-CA-XLA-GLN-E007 219 48 332 443 49 332
549 Community 306 4 408 600 4 408
550 US-CA-XLA-GLN-E004 113 65 212 250 63 211
551 US-CA-XLA-GLN-E006 222 96 370 454 106 378
552 US-CA-XLA-GLN-E004 262 192 518 577 193 519
553 US-CA-XLA-GLN-E004 81 175 238 178 175 238
554 US-CA-XLA-GLN-E004 210 0 311 462 0 312
555 US-CA-XLA-GLN-E006 134 64 228 274 65 229
557 US-CA-XLA-GLN-E001 23 26 51 51 26 52
780 Community 258 403 614 570 413 663
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Evacuating
TAZ Evacuation Zones
Base Year
Households
Base Year
Employment
Base Year
Evacuation
Trips
Future
Households
Future
Employment
Future
Evacuation
Trips
781 Community 129 133 262 288 137 286
782 Community 193 1,588 1,328 426 1,617 1,379
783 Community 275 399 634 736 387 758
784 Community 206 265 453 551 259 547
785 Community 138 132 273 372 129 338
786 Mountain 272 1,660 1,490 548 1,604 1,452
787 Mountain 276 222 524 582 232 549
788 Mountain 183 443 548 387 461 572
789 Alabama 91 882 720 194 917 750
790 Alabama 276 222 524 582 230 548
791 Mountain 564 440 1,065 1,298 449 1,179
792 Mountain 188 721 742 432 734 787
793 Henrietta/Briggterrace 196 45 321 431 45 321
794 Henrietta/Teasley 228 45 368 767 45 548
795 Henrietta/Teasley 228 67 383 767 67 563
796 Henrietta/Teasley 342 67 552 1,145 67 818
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Evacuating
TAZ Evacuation Zones
Base Year
Households
Base Year
Employment
Base Year
Evacuation
Trips
Future
Households
Future
Employment
Future
Evacuation
Trips
806 Community 123 215 293 248 208 307
807 Community 372 543 815 752 528 864
808 Community 372 107 521 752 104 577
809 Community 371 456 756 750 445 806
810 Community 372 107 521 752 104 577
811 Community 247 451 602 498 440 633
812 Community 372 107 521 752 104 577
813 Community 247 215 443 498 208 476
Source: City of Glendale Travel Demand Model; Kittelson & Associates, Inc., 2024 3894 of 5188
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Figure 9: Congestion Locations, Scenario 2 Landslide in North Glendale, Base Year Source: Kittelson & Associates using Glendale travel model, 2024 3895 of 5188 September 2024 Page 32
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Future Year
With peak evacuation from a landslide in the San Gabriel Mountains in north Glendale in the future year, the analysis predicts over-capacity conditions on several roadways in the city as shown in Figure 10. Most congestion locations would be the same as those identified for the base year. In addition to the locations listed for the base year, the roadways where demand volumes are projected to be at or exceed road capacity within the City of Glendale include:
◼ Scattered segments, e.g. San Fernando Rd between S Pacific Ave and W Acacia Ave, E Garfield Ave and E Acacia Ave between S Adam St and S Chevy Chase Dr. ◼ N Glendale Ave (between SR-134 and E Doran St) connecting to SR-134 ◼ Santa Carlotta St/Orange Ave between Dunsmore Ave and Pennsylvania Ave in the east of Glendale Beyond the city limit, the future year scenario indicates congestion in the following locations:
◼ Glendale Blvd and Hyperion Ave to the southwest of Glendale, connecting to I-5 ◼ Yosemite Dr between Townsend Ave and N Figueroa St
◼ Additional length of segments north of SR-210, including Palm Dr, Ocean View Blvd, and Los Amigo St
Travel Times
Travel times between Glendale neighborhoods and various evacuation destinations are listed in Table 2 With base year traffic levels, an evacuation event would add up to 70 minutes to the time to reach the Glendale Civic Auditorium, up to 70 minutes to reach safety in Pasadena, and up to 79 minutes to Glendale High School. With future year traffic levels, an evacuation event would add up to 99 minutes to the time from north Glendale to the Glendale Civic Auditorium, up to 121 minutes to Pasadena, and up to 110 minutes to Glendale High School.
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Figure 10: Congestion Locations, Scenario 2 Landslide in North Glendale, Future Year Source: Kittelson & Associates using Glendale travel model, 2024 3897 of 5188 September 2024 Page 34
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Table 4: Travel Times (Minutes), Scenario 2 Landslide
Origin and Destination
Base Year No
Evacuation
Base Year
Scenario 2
Future Year
No
Evacuation
Future Year
Scenario 2
From Crescenta Highlands N
To Glendale Civic Auditorium 10.3 69.9 10.5 99.0
To Glendale High School 12.2 78.9 12.5 109.6
East towards Pasadena 19.5 70.3 23.1 121.1
From Dunsmore Park
To Glendale Civic Auditorium 9.0 68.7 9.2 97.8
To Glendale High School 11.0 77.7 11.2 108.5
East towards Pasadena 18.2 69.1 21.8 120.0
From Crescenta Highlands S
To Glendale Civic Auditorium 8.6 66.0 8.7 94.2
To Glendale High School 10.5 75.0 10.7 104.8
East towards Pasadena 17.8 66.4 21.3 116.3
From Honolulu Avenue
To Glendale Civic Auditorium 8.4 58.3 8.5 84.1
To Glendale High School 10.3 67.3 10.4 94.7
East towards Pasadena 17.5 58.7 21.0 106.2
Source: Kittelson & Associates using City of Glendale Travel Demand Model, 2024 3898 of 5188
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Evacuation Planning Considerations
This section describes evacuation projects and strategies that may be considered to improve the capacity and resilience of the city’s roadway network to support future evacuation events. The projects and strategies were identified based on previous congestion and evacuation studies, review of recent evacuation efforts, and effective evacuation planning practices identified by US Department of Transportation (USDOT) and Federal Highway Administration (FHWA). The strategies are organized into five categories:
1. Roadway Management
2. Communications
3. Vulnerable Populations
4. Public Education
5. Resource Management
ROADWAY MANAGEMENT
This section includes infrastructure-related strategies that will aid in improving the capacity of the evacuation roadway network, which can be a challenging element in a successful evacuation. For each infrastructure-related treatment, it is necessary to consider downstream capacity limitations and identify if those limits nullify the potential benefits of the treatment as well as other competing roadway design needs to serve other functions and goals. Table 5 outlines each of these strategies and provides a brief description of the strategy and desired outcomes.
Of these strategies, the most effective for increasing evacuation capacity would be those that involve manual control of traffic combined with contra flow operations that allow evacuation on both inbound and outbound lanes of streets, combined with maintaining clear passages for emergency vehicles. 3899 of 5188
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Table 5: Roadway and Intersection Capacity and Resilience Related Strategies Strategy Recommendations
Responsible
Department
Limited/unlimited
contra flow on
unlimited access
arterials
Establish temporary control points to temporarily close inbound travel lanes on selected unlimited access
arterials (such as parkways and boulevards) to allow
outbound traffic to utilize these lanes during
evacuation.
Glendale
Public Works
(Engineering),
Glendale
Police
Department
Closure of inbound
lanes on selected
roads
Establish temporary control points to close inbound
lanes on selected roadways utilized for evacuation
routes to prevent drivers on these routes from entering the city while evacuation is underway.
Glendale
Police
Department,
Glendale
Public Works
(Engineering)
Restrict left-turn
movements
Establish temporary control points to minimize left-turn movements along evacuation routes and on roads
leading to evacuation routes.
Glendale
Public Works
(Engineering),
Glendale
Police
Department
Stage tow trucks Consider how to stage tow trucks at bottleneck locations along evacuation routes to help detect and
clear minor crashes and maintain traffic flows.
Glendale
Police
Department,
Glendale
Public Works
(Fleet Services)
Adjust signal timing Increase the green time and/or progression band for through movements leading out of an evacuation zone.
Glendale
Public Works
(Engineering)
Signal operation
during power outage
Install signal battery backups in case signal operations need to be maintained during a power outage. Consider
using channeling devices, static signs, and coning
strategies to manage intersection flow during power
outage if the signals lack power.
Glendale
Public Works
(Engineering)
Additional access
routes
Identify and communicate with communities that have
one or two access points. Prioritize adding additional
access to communities which are currently served by
only one or two access points.
Glendale
Public Works
(Engineering)
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Strategy Recommendations
Responsible
Department
Public Transit Develop transportation solutions such as the use of a bus system for evacuating individuals with special needs (such as those with mobility limitations).
Glendale
Public Works
(Transit),
Glendale
Beeline Transit
Traffic control points Establish traffic control points (i.e., locations along designated evacuation routes with emergency
management personnel) to maintain a greater degree
of evacuation management. These locations could
enhance the efficiency of an evacuation, reduce public
confusion, and allow increased operational flexibility
during an evacuation.
Glendale
Police
Department
Vegetation
clearing/management
Maintain evacuation roadways and shoulders to clear
them of trees, vegetation, and debris that would block
travel lanes and shoulders for evacuating and
emergency operation vehicles.
Glendale
Public Works
(Maintenance
Services),
Glendale Fire
Department
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COMMUNICATIONS
This section describes communication strategies that address how information may be shared among agencies, organizations, and the general public for evacuations. During an emergency evacuation event, two types of communication take place: (1) communication among entities involved in the management of response, and (2) communication between the City and the general public. Table 6 outlines each of these strategies and provides a brief description of the strategy and desired outcomes.
Table 6. Communication Strategies for Evacuations
Strategy Recommendations
Responsible
Department
Establish and
maintain
communications
Strengthen and maintain communication among
coordinating emergency event agencies. This could be
achieved through systems such as the Public
Information Emergency System and Emergency Satellite
Communications.
Glendale Fire
Department,
Glendale
Communications
Manager
Variable/Dynamic
Message Signage
Use variable message board equipment and targeted
installation of permanent dynamic message signs on
evacuation routes to improve communication and
reduce public confusion.
Glendale Public
Works
(Maintenance
Services)
Public Posts and
Flyers
Post signs and flyers in public places, such as
businesses, community centers, and parks, with
instructions on where to go in an evacuation and key
evacuation information. Signs and flyers should be
posted in multiple languages.
Glendale Public
Works
(Maintenance
Services),
Community
Services and
Parks
Traffic Control
Center
Implement a traffic control center which would have up
to the minute reports on traffic patterns and can
communicate directly with emergency officers via
broadcast media, social media, and other emergency
communications channels (e.g., Everbridge, Genesis) to
let drivers know about roadway congestion and
conditions and direct them to alternate routes.
Glendale Public
Works
(Engineering),
Glendale
Communications
Manager,
Glendale IT
Department
Traffic
counters/CCTV
cameras
Install traffic counters and/or CCTV cameras on
freeways, which can help assess traffic flow, volume of vehicles evacuating, and monitor incidents during
emergency evacuation events.
Caltrans currently has two cameras in the proximity of
Glendale Public
Works
(Engineering)
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Strategy Recommendations
Responsible
Department
Glendale: SR-2 at Colorado Street and SR-134 at
Glendale Avenue.
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VULNERABLE POPULATIONS
This section identifies strategies specifically for evacuation of vulnerable populations. 5 The city can use
demographic data and U.S. Census data to identify vulnerable population locations and communities. City staff and emergency response teams may work with specialized organizations such as hospitals, medical associations, public service organizations, public health staff, and other providers or community groups to identify and locate relevant population segments and the types of assistance needed. Public awareness and messaging of programs and resources to help vulnerable populations needs to be communicated ahead of time. Table 7 outlines considerations by need.
Table 7: Additional Steps for Evacuation of Vulnerable Populations Special Need Recommendations
Responsible
Department
Visually
impaired
May be reluctant to leave familiar surroundings when the request for evacuation comes from a stranger. People who are blind or partially sighted may have to depend on their guide dogs and/or others to lead them to safety.
Partner with neighboring cities/private/non-profit agencies to provide adequate paratransit services for those who
need assistance in an evacuation.
Community
Engagement
Response Team
Hearing
impaired
May need additional evacuation warning resources. Include visual aids such as pictures or maps to reinforce key
messages during evacuations. Continue to provide written updates via communication channels, such as Everbridge
and Genesis, and on social media channels.
Community
Engagement
Response Team
Mobility
impaired
May need special assistance such as paratransit. Partner with neighboring cities/private/non-profit agencies to
provide adequate paratransit services for those who need assistance in an evacuation.
Community
Engagement
Response Team,
Beeline Transit
People without
vehicles
Emphasize the importance of carpooling with neighbors or other community members. Provide information on transit routes and transit stops. Identify areas that would benefit from a carpooling program (e.g., communities with limited ingress/egress). Coordinate with neighbors, local
businesses, and local transit to identify volunteers for carpooling at the local level. For businesses or commercial centers, identify if there are commercial vehicles (e.g., delivery trucks) that can be used for evacuation of people or supplies.
Community
Engagement
Response Team
5 Using Highways for No-Notice Evacuations: Five Planning Considerations, FHWA, Accessed August 2022. 3904 of 5188
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Special Need Recommendations
Responsible
Department
Non-Englishspeaking
persons
Provide bilingual or multilingual materials to support
communication with non-English speaking populations
during evacuation. Communications should be created in
English, Armenian, Spanish, Tagalog, and Korean.
Community
Engagement
Response Team
People with
medical
conditions
Communicate in advance the location and availability of hospitals or facilities with emergency/life-sustaining
medical equipment that residents can go to during an
evacuation. Identify the transportation mode of transfers to other facilities, based on the criticality of patients/clients and type of health needs.
Community
Engagement
Response Team
Unhoused
(Homeless)
population
Arrange for food, shelter, and transportation for unhoused (homeless) population. Offer age-appropriate emergency
and evacuation information to homeless children.
Community
Engagement
Response Team
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City of Glendale Safety Element Update - Evacuation Analysis Evacuation Planning Considerations Kittelson & Associates, Inc.
PUBLIC EDUCATION
Sharing information is a critical element to help educate the general public on how to prepare in advance for an evacuation. The public education strategies the city may consider include:
◼ Defining the meaning of different types of evacuation orders; ◼ Sharing how evacuation orders are declared and communicated to the public; ◼ Providing information on preparations to carry out in advance (such as emergency “go” kits or family evacuation plans);
◼ Conducting a public affair campaign(s) to distribute easy-to-read evacuation maps with alternate routes;
◼ Providing information on available transportation options, including for vulnerable populations; and ◼ Providing information on evacuation shelters and support services offered during evacuation. ◼ Providing regular emergency preparedness trainings in multiple languages at convenient, accessible locations.
◼ Building capacity of resilience hubs, CBOs, and other community groups to support communitybased disaster preparedness efforts through direct or passthrough funding, grant writing support, information sharing, etc.
RESOURCE MANAGEMENT
Evacuations are resource-intensive events that require significant personnel, facilities, and equipment to implement successfully. The City should determine what resources are available as well as what resources will be needed for staff to perform their responsibilities during an evacuation successfully, which can include the following:
◼ Clarity on staff roles and expertise available, including number of staff available to help people evacuate from homes and other buildings
◼ Facilities available (e.g., traffic operations center, shelters, etc.); ◼ Available information systems to support the evacuation (e.g., ITS, computer networks, ancillary hardware such as cameras, road sensor loops, etc.);
◼ Communication systems (e.g., landline, mobile phones, radio system, email, sirens); ◼ Vehicles/transports (e.g., staff transport, tow trucks, transit vehicles, heavy equipment); and, ◼ Miscellaneous materials to support implementation of evacuation strategies (e.g., traffic cones, channeling devices, static signs).
If critical resource gaps are identified, the City may look to work with other evacuation entities to determine additional resources and needs. The City may also work with private sector entities to expand the resource base. For example, utilities companies may keep cell and internet services running in vulnerable communities during public safety power shutoffs. Private service companies such as ambulance operators and towing companies can provide additional assets during evacuation. These companies can clarify what is expected of them during a potential evacuation event to ensure their services are available, when needed.
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City of Glendale Safety Element Update - Evacuation Analysis Next Steps Kittelson & Associates, Inc.
Next Steps
This memorandum describes the results of the evacuation analysis as well as evacuation planning considerations and strategies to help improve the capacity and resilience of the City of Glendale’s roadway network to support future evacuation events. This information will be used to frame supportive policies for the Safety Element update. These strategies and policies can be used to identify potential evacuation resiliency improvements throughout the city. 3907 of 5188
City of Glendale
EMERGENCY PLAN
Exhibit 18 - Emergency Plan
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FOREWORD
This Emergency Plan addresses the City of Glendale’s planned response to extraordinary emergency situations associated with natural disasters, technological incidents, and national security emergencies. The plan does not address normal day-to-day emergencies or the wellestablished and routine procedures used in coping with such emergencies. Instead, the operational concepts reflected in this plan focus on potential large-scale disasters which can generate unique situations requiring unusual emergency responses.
This plan is a preparedness document – designed to be read, understood, and exercised prior to an emergency. It is designed to include the City of Glendale as part of the California Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS). Individuals and agencies assigned emergency responsibilities within this plan have prepared appropriate supporting plans and related Standard Operating Procedures.
This plan has been organized into four parts as follows:
PART ONE – is the Basic Plan which provides overall organizational and operational concepts for responding to various types of identified hazards that may impact the jurisdiction.
PART TWO – includes functional Annexes which describe the emergency response organization. Each Annex is supported by a statement of mission objectives, initial action checklists and the emergency management organizational structure to be used by assigned personnel.
PART THREE – contains operational data such as listing of resources, key personnel, essential facilities, disaster reimbursement process, and other data needed for conducting emergency operations.
PART FOUR – contains the Departmental Emergency Plan. Each City department will maintain an updated copy of both this City Emergency Plan and a Departmental Emergency Plan as further described in this document.
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Plan Activation
This plan and the procedures and policies contained herein shall be activated:
1. On the order of the official designated by the City of Glendale Ordinance No. 3985 (GMC 2.84), provided that the existence or threatened existence of a Local Emergency has been proclaimed in accordance with that ordinance, OR,
2. When the Governor has proclaimed a State of Emergency in an area including the City of Glendale, OR,
3. Automatically on the proclamation of a State of War Emergency as defined in the California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code), OR,
4. A Presidential declaration of a National Emergency, OR,
5. Automatically on receipt of a terrorist attack warning or the observation of a nuclear detonation.
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EMERGENCY PLAN
CONTENTS – PART ONE PAGE
1.0 PURPOSE…………………………………………………………………......1
2.0 AUTHORITIES AND REFERENCES…..………...…………………..1
2.1 General…………………………………………………………...............1
2.2 Federal……………………………………………………………… …...2
2.3 State………………………………………………………………………2
2.4 Local ……………………………………………………………………2
3.0 EMERGENCY PROCLAMATIONS
3.1 Local Emergency …….…………………………………………..............2
3.2 State of Emergency……………………………………………………....3
3.3 State of War Emergency…………………………………………………4
4.0 HAZARD IDENTIFICATION AND ANALYSIS…………………..4
5.0 PREPAREDNESS ELEMENTS……………………………………….. 5
5.1 Department Disaster Coordinators……………………………………….5
.
5.2 Emergency Operations Center (EOC)…....................................................5
6.0 LEVELS OF EMERGENCIES……. ……………………………………6
Level I ……………………………………………………………………………6
Level II…………………………………………………………………………....6
Level III…………………………………………………………………………...6
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7.0 PHASES OF EMERGENCIES
Preparedness Phase…………………………………………………….….7
Increased Readiness Phase………………………………………..............8 Response Phase (Pre-Emergency)………………………………………...8
Emergency Response……………………………………………………...8
Sustained Emergency …………………………………………………….9
Recovery Phase……………………………………………………………9
Mitigation Phase…………………………………………………………..10
National Security Emergencies……………………………………. …….10
8.0 SEMS (STANDARDIZED EMERGENCY MANAGEMENT SYSTEM)....….11 NIMS (NATIONAL INCIDENT MANAGEMENT SYSTEM)..........................11
9.0 LOCAL EMERGENCY MANAGEMENT ORGANIZATION
Disaster Council……………………………………………………….....12
Incident Commander……………………………………………..............13
Policy Group ……………………………………………………………13
Operations Section……………………………………………….............13
Fire Branch……………………………………………………….13
Police Branch…………………………………………….………13
Water & Power Branch…………………………………..………13
Public Works Branch…………………………………………… 13
Parks Branch……………………………………………..............13
Planning & Intelligence Section………………………………………....14
Logistics Section…………………………………………………..……..14
Finance Section…………………………………………………..............14
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10.0 EMERGENCY ASSIGNMENTS & RESPONSIBILITIES
Group A – Managing Emergency Operations (City Manager)………………15 Annex A1 - Alerting and Warning (Police)…………………….16
Annex A2 - Communications (Information Services)…………..16 Annex A3 – Situation Analysis (Police/Fire/Planning)…………16 Annex A4 – Emergency Management (City Manager)…………16
Annex A5 – Public Information (Public Information Office)...…16 Group B – Fire and Rescue (Fire)………………………………………...........16 Group C – Law Enforcement & Traffic Control (Police)…………................16 Group D – Disaster Medical (Fire)…………...………………………………..16 Group E – Public Health (Public Works)……………………………………... 17
Group F – Coroner (Police)…………...………………………………………. 17
Group G – Care & Shelter (Parks, Recreation & Comm. Services)...………... 17 Group H – Movement (Police)……………...………………………………….17
Group I – Rescue (Fire)………………………………………………………....17
Group J – Construction/Engineering (Public Works)………………………...17 Group K – Resources and Support
Annex K1 – Supply/Procur. (Finance & Adm. Svcs.)…………...17 Annex K2 – Personnel (Human Resources)……………...…...... 17 Annex K3 – Transportation (Public Works)…………...……….. 17 Annex K4 – Utilities (Public Service)…………...……………....17 Group L – Recovery (City Manager / All Departments)…………………..…..18
11.0 CONTINUITY OF GOVERNMENT
11.1 Lines of Succession………………………………………………………19 3913 of 5188
12.0 MUTUAL AID
12.1 Mutual Aid Responsibilities……………………………………………..19
a) Local Jurisdictions…………………………………………….. ..20
b) Operational Area………………………………………………....20
c) OES Mutual Aid Region…………………………………………21
d) State Office of Emergency Services……………………………..21
12.2 Mutual Aid Policies and Procedures……………………………..............21
12.3 City of Glendale Mutual Aid Agreements…………………………….....22
13.0 HAZARD MITIGATION
13.1 Implementation…………………………………………………………. 23
13.2 Responsibilities…………………………………………………………..25
14.0 TRAINING, EXERCISING, AND MAINT. OF THE PLAN ……26
15.0 PUBLIC AWARENESS AND EDUCATION………………………..27
16.0 PLAN APPROVAL AND PROMULGATION………………….......27
ATTACHMENTS
ATTACHMENT 1– HAZARD ANALYSES………………………………....30
Threat Summary 1 – Major Earthquake……………………………………….....30 Threat Summary 2 – Hazardous Materials Vulnerability………………………..35 Threat Summary 3 – Major Brush Fire…………………………………………..38 Flood Hazards………………………….………………………………………....42
ATTACHMENT 2 – State of California Emergency Plan……………….......44
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CONTENTS – PART TWO
Part Two includes functional Annexes which describe the emergency response organization.
Each Annex is supported by a statement of mission objectives, initial action checklists and the emergency management organizational structure to be used by assigned personnel.
ANNEXES
Annex A1 - Alerting and Warning
Annex A2 - Communications
Annex A3 – Situation Analysis
Annex A4 – Emergency Management
Annex A5 – Public Information
Annex B - Fire and Rescue Operations
Annex C - Law Enforcement & Traffic Control
Annex D – Medical Operations
Annex E - Public Health Operations
Annex F - Coroner Operations
Annex G - Care & Shelter Operations
Annex H - Movement & Evacuation Operations
Annex I - Rescue Operations
Annex J - Construction & Engineering Operations
Annex K1 - Supply & Procurement Unit
Annex K2 - Personnel Resources
Annex K3 - Transportation
Annex K4 - Utility Operations
Annex L - Recovery Operations
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CONTENTS – PART THREE*
1.0 Listing of Resources
2.0 Key Personnel
3.0 Essential Facilities
4.0 Disaster Reimbursement Process
Overview
Eligibility
Work Categories
Disaster Forms
Documentation
Project/Activity Estimates
Hazard Mitigation Grant Program
Procurement Procedure
Reimbursement Request
5.0 Other Data for Emergency Operations
CONTENTS – PART FOUR*
1.0 City Department Emergency Plans
*Please note: Parts Three and Four of the City of Glendale Emergency Plan are not available for public access as they contain sensitive or confidential information.
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PART ONE
BASIC PLAN
1.0 PURPOSE
The Basic Plan addresses the City’s planned response to emergencies associated with natural disasters and technological incidents—including both peacetime and wartime nuclear defense operations. It provides an overview of operational concepts, identifies components of the City emergency management organization, and describes the overall responsibilities of Federal, State, County and City entities for protecting life and property and assuring the overall well-being of the population.
2.0 AUTHORITIES AND PREFERENCES
The following provides emergency authorities for conducting and/or supporting emergency operations.
2.1 GENERAL
The California Emergency Services Act (Chapter 7, Division 1, Title 2, California Government Code), hereafter referred to as the Act, provides the basic authorities for conducting emergency operations following a proclamation of Local Emergency, State of Emergency or State of War Emergency by the Governor and/or appropriate local authorities, consistent with the provisions of the Act.
The California Emergency Plan which is promulgated by the Governor, is published in accordance with the Act and provides overall statewide authorities and responsibilities, and describes the functions and operations of government at all levels during extraordinary emergencies, including wartime. Section 8568 of the Act states, in part, that “the State Emergency Plan shall be in effect in each political subdivision of the state, and the governing body of each political subdivision shall take such action as may be necessary to carry out the provisions thereof.” Local emergency plans are, therefore, considered to be extensions of the California Emergency Plan.
California Health & Safety Code, Div. 2.5, Section 1799.102 provides for “Good Samaritan Indemnity” for those providing emergency care at the scene of an emergency: “No person who in good faith, and not for compensation, renders emergency care at the scene of an emergency shall be liable for any civil damages resulting from any act or omission. The scene of an emergency shall not include emergency departments and other places where medical care is usually offered.”
2.2 FEDERAL
Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93-288, as amended).
Federal Civil Defense Act of 1950 (Public Law 920), as amended. National Incident Management System (NIMS).
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2.3 STATE
Standardized Emergency Management System (SEMS) (Chapter 1 of Division 2 of Title 19 of the California Code of Regulations (CFR). California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code).
California Civil Code, Chapter 9, Section 1799.102 (Good Samaritan Liability) California Emergency Plan.
California Natural Disaster Assistance Act.
California Hazardous Materials Incident Contingency Plan. California Health & Safety Code, Division 20, Chapter 6.5, Sections 25115 and 25117, hazardous materials.
California Health & Safety Code, Chapter 9, Section 1799.100 et. Seq. (Good Samaritan Act).
Orders and Regulations which may be Selectively Promulgated by the Governor during a State of Emergency.
Orders and Regulations Promulgated by the Governor to Take Effect upon the Existence of a State of War Emergency.
California Master Mutual Aid Agreement.
Disaster Assistance Procedure Manual (State OES).
California Emergency Resources Management Plan.
California Master Mutual Aid Agreement.
California Law Enforcement Mutual Aid Plan.
California Fire and Rescue Operations Plan.
2.4 LOCAL
Emergency Services Ordinance No. 3985 (GMC §2.84) adopted July 27, 1971 by the City Council.
Resolution No. 9446 adopting the Master Mutual Aid Agreement, adopted November 16, 1950.
3.0 EMERGENCY PROCLAMATIONS
3.1 LOCAL EMERGENCY
A Local Emergency may be proclaimed by the City Council or by the City Manager as specified by ordinance adopted by the City Council. A Local Emergency declared by the City Manager must be ratified by the City Council within seven days. The governing body must review the need to continue the declaration at least every fourteen days until the Local Emergency is terminated.
The Local Emergency must be terminated by resolution as soon as conditions warrant. Declarations are normally made when there is an actual or threat of disaster or of extreme peril to the safety of persons and property within the city, caused by natural or man-made situations.
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The declaration of a Local Emergency provides the governing body with the legal authority to:
If necessary, request that the Governor proclaim a State of Emergency. Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries.
Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements. Request state agencies and other jurisdictions to provide mutual aid. Require the emergency services of any local official or employee. Requisition necessary personnel and materials from any local department or agency.
Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use.
Impose penalties for violation of lawful orders.
Conduct emergency operations without incurring legal liability for performance, or failure of performance. (Note: Article 17 of the Emergency Services Act provides for certain privileges and immunities.)
3.2 STATE OF EMERGENCY
A State of Emergency may be proclaimed by the Governor when:
Conditions of disaster or extreme peril exist which threaten the safety of persons and property within the state caused by natural or man-made incidents.
He is requested to do so by local authorities.
He finds that local authority is inadequate to cope with the emergency. Whenever the Governor proclaims a State of Emergency:
Mutual aid shall be rendered in accordance with approved emergency plans when the need arises in any county, city and county, or city for outside assistance.
The Governor shall, to the extent he deems necessary, have the right to exercise all police power vested in the state by the Constitution and the laws of the State of California within the designated area.
Jurisdictions may command the aid of citizens as deemed necessary to cope with an emergency.
The Governor may suspend the provisions of orders, rules or regulations of any state agency, any regulatory statute, or statute prescribing the procedure for conducting state business.
The Governor may commandeer or make use of any private property or personnel (other than the media) in carrying out the responsibilities of his office.
The Governor may promulgate, issue and enforce orders and regulations deemed necessary.
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3.3 STATE OF WAR EMERGENCY
Whenever the Governor proclaims a State of War Emergency, or if a State of War Emergency exists, all provisions associated with a State of Emergency apply, plus:
All state agencies and political subdivisions are required to comply with the lawful orders and regulations of the Governor which are made or given within the limits of his authority as provided for in the Emergency Services Act.
4.0 HAZARD IDENTIFICATION AND ANALYSIS
A hazard analysis has indicated that the City may be at risk to certain incidents which have a potential for significant impact on emergency resources. For operational planning purposes, several hazard specific analyses are included in Attachment 1- Threat Summaries. These include Earthquake, Brush Fire, and Hazardous Materials.
Additional hazard information is contained in the City of Glendale General Plan – Safety Element, and the Seismic Safety Element, maintained separately by the City of Glendale Planning Division.
5.0 PREPAREDNESS ELEMENTS
The City has placed emphasis on emergency planning; training personnel; public awareness and education; and assuring the adequacy and availability of sufficient resources to cope with emergencies. Emphasis is also being placed on mitigation measures to reduce losses from disasters, including the development and enforcement of appropriate land use, design and construction regulations. 4 3920 of 5188
5.1 DEPARTMENT DISASTER COORDINATORS
Each City Department has designated a representative to maintain emergency plans and procedures for the (primary and supporting) emergency functions assigned to the department, and ensure the maintenance of the department’s emergency plans.
Department
City Attorney
City Clerk
City Treasurer
Community Development & Housing
Development Services
Finance & Administrative Services
Fire
Glendale Water & Power (GWP)
Human Resources
Information Services
Library
Management Services
Parks, Rec. & Community Services
Planning
Police
Public Works
5.2 EMERGENCY OPERATIONS CENTER (EOC)
The City of Glendale maintains a dedicated Emergency Operations Center (EOC) to manage and coordinate major emergencies or disasters. Day-to-day operations are conducted from departments and agencies that are widely dispersed throughout the City. An EOC is a location from which centralized emergency management can be performed during a major emergency or disaster. This facilitates a coordinated response by the Director of Emergency Services, Emergency Management Staff and representatives from organizations who are assigned emergency management responsibilities.
The level of EOC staffing will vary with the specific emergency situation.
Additional details regarding EOC staffing levels are contained in Part Two – Annex A4 Management. The EOC is located at the City Hall Campus. The EOC totals over 1,400 square feet and includes dedicated telephones, computers, radio terminals, conference rooms, bathrooms and office areas. Emergency power is provided by the civic center diesel generator.
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Emergency power will provide for all EOC operations. The EOC is equipped with emergency meals, drinking water, and a limited supply of cots and blankets to support extended operations. An alternate EOC is located at a satellite location. The alternate EOC will be activated only when the primary EOC is damaged, inaccessible, and/or evacuation of EOC staff members becomes necessary. When the use of an alternate EOC becomes necessary, those occupying the primary EOC will be asked to relocate to the alternate EOC site. If the primary EOC is unusable before its activation, staff members will be asked to report to the alternate EOC site. Direction and control authority will be transferred from the primary EOC to an alternate EOC when necessary.
6.0 LEVELS OF EMERGENCIES
The City’s partial or total response to natural disasters or technological incidents will be dictated by the type and magnitude of the emergency. Generally, response to a major peacetime emergency situation will progress from local, to County, to State, to Federal involvement. For planning purposes, State OES has established three levels of emergency response to peacetime emergencies, which are based on the severity of the situation and the availability of local resources. (Note: These levels do not directly correlate with the four classifications of nuclear power emergencies.) Level I
A minor to moderate incident wherein local resources are adequate and available. A Local Emergency may or may not be proclaimed, and emergency management will be conducted in a decentralized mode utilizing existing field command procedures similar to day-to-day operations.
Level II
A moderate to severe emergency wherein local resources are not adequate and mutual aid may be required on a regional or even statewide basis. A Local Emergency will be proclaimed and a State of Emergency might be proclaimed. The City will manage the incident in a centralized coordination and decentralized direction (activation of EOC for monitoring and coordination purposes only) mode.
Level III
A major disaster wherein resources in or near the impacted area are overwhelmed and extensive State and/or Federal resources are required. A Local Emergency and a State of Emergency will be proclaimed and a Presidential Declaration of an Emergency or Major Disaster will be requested. All City activity will be coordinated and directed from a centralized command in the Emergency Operations Center.
Specific operational concepts, to include the emergency response actions of the various elements of the Standardized Emergency Management System and the National Incident Management System, are reflected in Part Two of this Plan. 6 3922 of 5188
7.0 PHASES OF EMERGENCIES
Some events will be preceded by a build-up or warning period, providing sufficient time to warn the population and implement mitigation measures designed to reduce loss of life and property damage. Other events may occur with little or no advance warning, thus requiring immediate activation of the emergency operations plan and commitment of resources. All agencies must be prepared to respond promptly and effectively to any foreseeable emergency, including the provision and utilization of mutual aid.
Emergency management activities during peacetime and national security emergencies are often associated with the phases indicated below. However, not every disaster necessarily includes all indicated phases.
Preparedness Phase – The preparedness phase involves activities taken in advance of an emergency. These activities develop operational capabilities and effective responses to a disaster. Those identified in this plan as having either a primary or support mission relative to response and recovery should prepare Standard Operating Procedures (SOPs) and checklists detailing personnel assignments, policies, notification rosters, and resource lists. Personnel should be acquainted with these SOPs and checklists and periodically be trained in their activation and execution.
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Increased Readiness Phase – Readiness will be initiated by the receipt of a warning, or the observation that an emergency situation is imminent or likely to occur soon. Actions to be accomplished include, but are not necessarily limited to:
Review and update of emergency plans, SOPs, and resources listings. Dissemination of accurate and timely emergency public information. Accelerated training of permanent and auxiliary staff. Inspection of critical facilities.
Recruitment of additional staff and Disaster Service Workers. Mobilization of resources.
Testing of warning and communications systems.
Response Phase (Pre-Emergency) – When a disaster is inevitable, actions are precautionary and emphasize protection of life. Typical responses might be:
Evacuation of threatened populations to safe areas.
Advising threatened populations of the emergency and apprising them of safety measures to be implemented.
Advising the Los Angeles County Operational Area and State OES of the emergency. Identifying the need for mutual aid and requesting such through the appropriate channels.
Declaration of a Local Emergency by local authorities.
Emergency Response – During this phase, emphasis is placed on control of the situation, saving lives and minimizing effects of the disaster. Immediate response is accomplished within the affected area by local government agencies and segments of the private sector.
One of the following conditions will apply to the City during this phase:
The situation can be controlled without mutual aid assistance from outside the City.
Evacuation of portions of the City is required due to uncontrollable immediate and ensuing threats.
Mutual aid from outside the City is required.
The City is either minimally impacted or not impacted at all, and is requested to provide mutual aid to other jurisdictions.
The emergency management organization will give priority to the following operations:
Dissemination of accurate and timely emergency public information and warning to the public.
Situation analysis.
Resource allocation and control.
Evacuation and rescue operations.
Medical care operations.
Coroner operations.
Care and shelter operations.
Access and perimeter control.
Public Health operations.
Restoration of vital services and utilities. 8
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When local resources are committed to the maximum and additional resources are required, requests for mutual aid will be initiated through the proper channels. Fire and Law enforcement agencies will request or render mutual aid directly through established channels. Any action which involves financial outlay by the jurisdiction, or a request for military assistance, must be authorized by the appropriate local official. If required, State OES may coordinate the establishment of one or more Disaster Support Areas (DSAs) where resources and supplies can be received, stockpiled, allocated, and dispatched to support operations in the affected area(s).
State EOS may also activate the State Operations Center (SOC) in Sacramento to support State OES Regions in the affected areas. The State Regional EOC in Los Alamitos, or an alternate location, will support the Los Angeles County Operational Area.
The OES Director will assist the Governor with the direction and coordination of the response activities of State agencies, as well as coordination and support of response and recovery operations conducted by local government.
Depending on the severity of the emergency, a Local Emergency may be proclaimed, the local Emergency Operating Center (EOC) will be activated, and Los Angeles County (Operational Area) as well as State OES will be advised. The State OES Director may request a gubernatorial declaration of a State of Emergency. Should a State of Emergency be proclaimed, State agencies will, to the extent possible, respond to requests for assistance. These activities will be coordinated with the State OES Director.
If the Governor requests and receives a Presidential declaration of an Emergency or a Major Disaster under Public Law 93-288, he will appoint a State Coordinating Officer (SCO). The SCO and an appointed Federal Coordinating Officer (FCO) will coordinate and control State and Federal efforts in supporting local operations.
Sustained Emergency – In addition to continuing life and property protection operations, mass care, relocation, registration of displaced persons, and damage assessment operations will be initiated. Disaster Application Centers (DACs) may also be established, providing a “one-stop” service to address the immediate emergency or rehabilitation needs of victims.
Recovery Phase – As soon as possible, the State OES Director, operating through the SCO, will bring together representatives of Federal, State, County and City agencies, as well as representatives of the American Red Cross to coordinate the implementation of assistance programs and establishment of support priorities.
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The recovery period has major objectives which may overlap, including:
Reinstatement of family autonomy.
Provision of essential public services.
Permanent restoration of private and public property. Identification of residual hazards.
Plans to mitigate future hazards.
Recovery of costs associated with response and recovery efforts.
Mitigation Phase – Mitigation efforts occur both before and following disaster events. Postdisaster mitigation is part of the recovery process. Eliminating or reducing the impact of hazards which exist within the City and are a threat to life and property are part of the mitigation efforts.
Mitigation tools include:
Local ordinances and statutes (zoning ordinance, building codes and enforcement, etc.) Structural measures
Tax levee or abatements
Public Information and community relations
Land use planning
Professional training
National Security Emergencies – National security emergencies may range from minor, to the United States utilizing advanced weapons. Protective measures to be employed in the event of a threatened or actual attack on the United States include:
In-place protection.
Spontaneous evacuation by an informed citizenry may be considered a viable option within the context of this plan.
8.0 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)
The Standardized Emergency Management System has been adopted for the purpose of exercising overall operational control (management) or coordination of emergency operations. Section 2400 (CCR), of Title 19, Division 2, of the California Code of Regulations, established the standard response structure and basic protocols to be used in emergency response and recovery.
Fully activated, the SEMS consists of five levels: Field Response, Local Government, Operational Areas (County-wide), OES Mutual Aid Regions, and State Government.
NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
The National Incident Management System was developed at the Federal level to provide a consistent, flexible, and adjustable national framework to Federal, State, local, tribal governments and private sector non-governmental organizations, to work together effectively 10 3926 of 5188
and efficiently to prepare for, prevent, respond to, and recover from domestic incidents regardless of cause, size, or complexity, including acts of catastrophic terrorism.
Based upon this goal, the NIMS consists of six components: Command & Management (ICS); Preparedness; Resource Management; Communications & Information Management; Supporting Technologies; and Ongoing Management and Maintenance.
The ICS field functions to be used for Emergency Management are: Command, Operations, Planning, Logistics and Finance. Governmental levels shall provide the following functions:
Management, Operations, Planning / Intelligence, Logistics and Finance / Administration.
Local jurisdictions are responsible for overall direction of personnel and equipment that provide for emergency operations through mutual aid (Government Code, Section 8618).
Additional details relative to the organization and responsibilities of the SEMS / NIMS elements at each of the levels are provided in Part Two, Emergency Plan Annexes.
The utilization of each of the levels is dictated by the situation and by regulation. For example, if an incident requires only fire or law enforcement mutual aid support, requests for support will be submitted through established channels (Local jurisdiction to the Operational Area Coordinator for that service and, if required, to the Mutual Aid Regional Coordinator). 11 Federal
State
Region
Operational
Area
Local
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9.0 LOCAL EMERGENCY MANAGEMENT ORGANIZATION
This section defines the various branches and levels of the City’s Emergency Management Organization, which is shown below in Figure 2.
Figure 2 – City of Glendale Emergency Management Organization Disaster Council – The City of Glendale Disaster Council includes the Mayor, all members of the City Council, and the City Manager. The Disaster Council is responsible for ratification of emergency proclamations and other emergency measures taken or recommended in the City. The duties and authorities of the Disaster Council are set forth in the City’s Emergency Services Ordinance (3985, GMC § 2.84).
12 POLICY
GROUP
Department Heads
FINANCE
ADMINISTRATION
Accounting Systems Admin.
Finance Admin. Svcs. Asst.
EOC
MANAGER
Emergency Services
Coordinator
GFD Captain
OPERATIONS
GFD D/C
GPD Captain
LOGISTICS
Purchasing Administrator
PUBLIC
INFORMATION
City PIO
PIO Admin. Assist.
Deputy City Manager
Dept. Representatives as
needed
PLANNING
INTELLIGENCE
Sr. Planner
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Assist. City Manager
Deputy City Manager
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Incident Commander – As the Director of Emergency Services, the City Manager will be the City’s Incident Commander during major emergencies. The Incident Commander is responsible for all City activities and emergency actions.
Policy Group – The Policy Group includes all Division Heads or their alternate, and any other additional staff as requested by the Incident Commander. The Policy Group will advise the Incident Commander on the emergency, and will provide recommendations regarding mission priorities and overall direction. The Policy Group will maintain liaison with appropriate EOC Sections as necessary to monitor and assess the situation.
Operations Section – With direction from the Incident Commander and the Policy Group, the Operations Section is responsible for directing and controlling all response activities in the City.
The Operations Section will be directed by the Operations Section Chief who will be assisted by a Deputy Operations Section Chief, and the functional branches as defined below:
Fire Branch – The Fire Branch will coordinate and direct all Fire Department activities, including fire suppression and rescue, disaster medical, hazardous materials, and search and rescue operations. The Fire Branch will be commanded by the Fire Operations Officer who reports to the Operations Section Chief.
Police Branch – The Police Branch will coordinate and direct all Police Department activities, including law enforcement, alerting and warning, traffic control, access control, movement and evacuation, and coroner functions. The Police Branch will be commanded by the Police Operations Officer who reports to the Operations Section Chief.
Glendale Water & Power (GWP) Branch – The GWP Branch will coordinate and direct all GWP Department activities, including water, power and other utility related activities. The Water & Power Branch will be directed by the GWP Operations Officer who reports to the Operations Section Chief.
Public Works Branch – The Public Works Branch will coordinate and direct all Public Works Department Activities, including street and field services, road and debris clearance, sewers, construction and engineering, and public health. The Public Works Branch shall be commanded by the Public Works Operations Officer who reports to the Operations Section Chief.
Parks Branch – The Parks Branch will coordinate and direct all Parks, Recreation & Community Services Department activities, including public shelter, employee shelter, Red Cross coordinator, and other Care and Shelter related activity. The Parks Branch shall be directed by the Parks Operations Officer who reports to the Operations Section Chief.
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Planning & Intelligence Section – This Section is headed by the Planning Section Chief and is structured into several units, depending upon the needs of the incident. Situation Assessment and Resources Status are examples of the kinds of units which may be formed within this Section. The Planning Section collects and analyzes all data regarding incident operations, develops alternatives for tactical action plans, conducts planning meetings and prepares the Incident Action Plan for incidents which will require extended operations.
Logistics Section – This Section is headed by the Logistics Section Chief, and is responsible for meeting the logistical needs of the Operations Sections. This can include procuring equipment and supplies, providing food and medical support to incident assigned personnel, and meeting the transportation requirements of the incident. The Logistics Section will be divided into Branches and Units as the situation requires.
Finance Section – This Section is headed by the Finance Section Chief, and is responsible for maintaining records on personnel and equipment time, for providing payments to vendors for supplies and equipment usage, and for determining the cost considerations or various alternative strategies associated with incident planning. 14 3930 of 5188
10.0 EMERGENCY ASSIGNMENTS & RESPONSIBILITIES
Critical emergency response, support, and recovery functions have been assigned to the appropriate City of Glendale Departments as shown in the matrix below:
A1 A2 A
3 A4 A5 B C D E F G H I J K
1 K
2 K3 K
4 L
Alerting & Warning Communication Situation Analysis Management Public Information Fire & Rescue Access Control Law Enforcement Medical Public Health Coroner Care & Shelter Movement & Evacuation Urban Search & Rescue Construction & Engineering Supply & Procurement Personnel Transportation Utilities Recovery Management Svcs. S P P S P
Fire S S P
1 S S P P P S
Police P S P
1 S S P P P P S
Public Works S S S S S P S S S P S P S S
GWP S S S S S S S P S
Parks Rec. & Comm.
Services S S P S S S
Planning S S S
Human Resources S S P S
Community
Development S S S S S S
City Clerk S S S
Library S S S
Legal S S
Redevelopment
Agency S S
Finance & Admn.
Svcs P S
City Treasurer S S
Information Services P S
P: Indicates Departments with primary responsibility for this function P1: Lead Department based on type of incident
S: Indicates Departments with supporting responsibility for this function 15 3931 of 5188
The Departments listed as primary on this matrix are responsible for the development and maintenance of emergency plans and procedures necessary to ensure these functions are performed during an emergency.
GROUP A – MANAGEMENT EMERGENCY OPERATIONS (CITY MANAGER) – Overall direction and management of City response to the emergency. This annex has been broken into sub-elements as shown.
Annex A1 – Alerting and Warning (Police) – Coordinates and disseminates warnings and advisories received from State and Federal agencies regarding expected or ongoing emergencies.
Annex A2 – Communications (Information Services) – Responsible for ensuring viable communications systems for all City operations, including radio, telephone, and data systems.
Annex A3 – Situation Analysis (Police/Fire/Planning) – Responsible for developing and maintaining information regarding the emergency and its impact on the City.
Annex A4 – Emergency Management (City Manager) – Adopts the Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS) to establish the City’s Incident Command System (ICS) for managing major emergencies.
Annex A5 – Public Information (Public Information Office) – Coordinates the gathering and dissemination of public information regarding the emergency. The Public Information Office serves as the City’s liaison with all media.
GROUP B – FIRE AND RESCUE (FIRE DEPARTMENT) – Coordinates the activities of personnel engaged in fire and rescue and other emergency operations; maintains communications with field commands; evaluates status reports; makes decisions regarding the commitment of resources; and determines the need for additional assistance.
GROUP C – LAW ENFORCEMENT AND TRAFFIC CONTROL (POLICE
DEPARTMENT) – Coordinates the activities of law enforcement and traffic control personnel in and around disaster areas; maintains communications with field commands; evaluates status reports; makes decisions regarding the commitment of resources, and determines the need for additional assistance.
GROUP D – DISASTER MEDICAL (FIRE DEPARTMENT) – Coordinates the procurement and allocation of critical public and private medical and other resources; the activation and operations of Casualty Collection Points; the transportation of casualties and medical resources; and the relocation of patients from damaged or untenable health care facilities. 16 3932 of 5188
GROUP E – PUBLIC HEALTH (PUBLIC WORKS DEPARTMENT) – Coordinates public health measures and supports such measures accordingly; supports efforts in communicable disease prevention and control; and coordinates activities to mitigate the effects of radiological and toxic chemical spills and/or emissions.
GROUP F – CORONER (POLICE DEPARTMENT) – Coordinates operations associated with collection, identification, and disposition of deceased persons.
GROUP G – CARE & SHELTER (PARKS, RECREATION, & COMMUNITY SERVICE DEPARTMENT) – Coordinates the procurement and allocation of resources required to support mass care operations, to include the activation of appropriate lodging and feeding facilities; coordinates the activation and staffing of shelters.
GROUP H – MOVEMENT (POLICE DEPARTMENT) – Coordinates the movement of persons from hazardous or threatened areas to lower risk reception areas.
GROUP I – RESCUE (FIRE DEPARTMENT) – Coordinates operations associated with the location, provision of immediate care, and safe removal of endangered, trapped, injured and/or isolated persons.
GROUP J – CONSTRUCTION/ENGINEERING (PUBLIC WORKS DEPARTMENT) – Coordinates the inspection and posting of damaged buildings, allocation of engineering resources (construction equipment, materials, etc.) required for emergency debris clearance, route recovery, and other engineering operations.
GROUP K – RESOURCES AND SUPPORT – This function has been sub-divided into the following assignments:
Annex K1 – Supply/Procurement (Finance & Administrative Services Department/Purchasing Section) – Coordinates the allocation of essential supplies, including food, fuel, and health supplies.
Annex K2 – Personnel (Human Resources Department) – Coordinates the allocation of personnel, recruitment and tracking of volunteers and other related functions.
Annex K3 – Transportation (Public Works Department / Transportation Section Coordinates the allocation of transportation resources required to move people, equipment, and essential supplies.
Annex K4 – Utilities (Glendale Water & Power Department) – Coordinates the continued operation of water, gas, and electric utilities and, as required any redirection of services. 17 3933 of 5188
GROUP L – RECOVERY (CITY MANAGER / ALL DEPARTMENTS) – Gathers information pertaining to the disaster and prepares it for submittal to the Federal Government for reimbursement. Also outlines all actions to be undertaken to re-establish municipal operations, i.e. who will operate daily functions, where will operations be conducted, etc.
Additional details for these emergency functions are further described in Part Two – Emergency Plan Annexes.
11.0 CONTINUITY OF GOVERNMENT
A major disaster or national security emergency could result in the death or injury of key government officials and/or the partial or complete destruction of established seats of government, and/or the destruction of public and private records essential to continued operations of government. Government at all levels is responsible for providing continuity of effective leadership, authority and adequate direction of emergency and recovery operations. The California Government Code and the Constitution of California provide the authority for State and local government to reconstitute itself in the event incumbents are unable to serve.
The first step in assuring continuity of government is to have personnel who are authorized and prepared to carry out emergency actions for government in the event of a natural, technological, or national security disaster.
Section 8638 of the Emergency Services Act authorizes governing bodies to designate and appoint three standby officers for each member of the governing body and for the Chief Executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision other than that to which they are appointed.
Standby officers take the same oath as regular officers and are designated Number 1, 2 or 3 as the case may be.
The first step in assuring continuity of government is to have personnel who are authorized and prepared to carry out emergency actions for government in the event of a natural, technological, or national security disaster.
Should the Director be unavailable or unable to serve, the positions listed below, in order, shall act as the Director of Emergency Service.
Should these positions be unavailable or unable to serve, the individuals who hold permanent appointments to the following positions in the City will automatically serve as acting Director in the order shown. The individual who serves as acting Director shall have the authority and powers of the Director, and will serve until the Director is again able to serve, or until a successor has been appointed by the City Council.
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First Alternate: Assistant City Manager
Second Alternate: Deputy City Manager
Third Alternate: Director of Public Works
Fourth Alternate: Police Chief
Fifth Alternate: Fire Chief
Sixth Alternate: City Attorney
Notification of any successor changes shall be made through the chain of command.
11.1 LINES OF SUCCESSION – CITY DEPARTMENTS
The Emergency Services Act Section 8637 authorizes political subdivisions to provide for the succession of officers (Department heads) having duties related to law and order and/or health and safety. The succession list for City departments is provided in the table below:
Departments Titles / Position
Management Services 1. City Manager
2. Assistant City Manager
3. Deputy City Manager
Director of Emergency Services 1. City Manager
2. Assistant City Manager
3. Deputy City Manager
Police 1. Chief of Police
2. Assistant Police Chief
3. Field Services Captain
Fire 1. Fire Chief
2. Deputy Fire Chief / Operations
3. Deputy Fire Chief / Administrative
Public Works 1. Director of Public Works
2. Maintenance Services Administrator
3. Senior Executive Analyst
Glendale Water & Power (GWP) 1. Electrical Services Administrator
2. Water Services Administrator
3. Power Management Administrator
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Administrative Services / Finance 1. Director of Finance
2. Assistant Director of Finance
3. Purchasing Administrator
Human Resources 1. Director of Human Resources
2. Sr. Human Resource Analyst
3. Sr. Human Resource Analyst
Library 1. Director of Libraries
2. Assistant Director of Libraries
3. Executive Analyst
Parks, Recreation, & Community Services 1. Director of Parks
2. Administrator of Community Services
3. Administrator of Parks Maintenance
Community Development and Housing 1. Director of Community Development
2. Assistant Director of Community
Development
Legal 1. City Attorney
2. Chief Assistant City Attorney
3. Chief Assistant City Attorney
Information Services 1. Director of Information Services
2. Systems and Programming
Administrator
3. Project Administrator
Planning 1. Director of Planning
2. Planning Administrator
3. Zoning Administrator
City Clerk 1. City Clerk
2. Assistant City Clerk
3. Office Services Supervisor
City Treasurer 1. City Treasurer
2. Deputy City Treasurer
3. Administrative Associate
Public Information 1. Public Information Officer
2. Fire PIO
3. Police PIO
12.0 MUTUAL AID
The foundation of California’s emergency planning and response is a statewide mutual aid system which is designed to ensure that adequate resources, facilities, and other support is provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation(s).
.
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The basis for the system is the California Disaster and Civil Defense Master Manual Aid Agreement, as provided for in the California Emergency Services Act. This Agreement was developed in 1950 and has been adopted by all counties and most incorporated cities in the State of California.
The Master Mutual Aid Agreement creates a formal structure wherein each jurisdiction retains control of its own facilities, personnel and resources, but may also receive or render assistance to other jurisdictions within the state. State government is obligated to provide available resources to assist local jurisdictions in emergencies.
To facilitate the coordination of mutual aid, the State has been divided into six OES Mutual Aid Regions. Fire and Rescue and Law Enforcement Coordinators are assigned at the Operational Area (County) level. The City of Glendale is located in Region 1.
All law and fire requests go through their respective channels. Non-fire and law requests are made through OES via the Operational Area.
12.1 MUTUAL AID RESPONSIBILITIES
Local Jurisdictions
Develop and maintain current emergency plans which are compatible with the California Emergency Plan, the California Master Mutual Aid Agreement, and plans of neighboring jurisdictions.
Negotiate, coordinate, and prepare mutual aid agreements. Maintain liaison with appropriate OES Mutual Aid Region Office and neighboring jurisdictions.
Designate staging areas to provide rally points for incoming mutual aid and support and recovery activities.
Respond to mutual aid requests.
Dispatch situation reports to the operational area coordinator and OES mutual aid region as the emergency situation develops and changes. Request assistance from neighboring jurisdictions and the operational area. Use resources received from neighboring jurisdictions and from State, Federal, and private agencies.
Respond to emergency regulations issued by the Governor.
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Operational Area
Coordinate mutual aid within the County.
Maintain liaison with the appropriate OES mutual aid region coordinator and local jurisdictions within the County.
Channel local mutual aid requests which cannot be satisfied from within the County to the OES mutual aid region coordinator.
Provide situation reports and damage assessment to OES region to aid in identification, coordination and allocation of resources. Make use of resources provided by other Counties, State, Federal, and private agencies.
Respond to emergency regulations issued by the Governor.
OES Mutual Aid Region
Maintain liaison with State, Federal, and local emergency response agencies. Coordinate emergency activities of all State agencies. Receive, evaluate, and disseminate information on emergency operations. Prepare emergency proclamations and orders for the Governor and disseminate to all concerned.
Receive and allocate resources and supplies from Federal agencies and other States. Coordinate the flow of State mutual aid resources to local jurisdictions. Maintain liaison with State, Federal, and private agencies. Coordinate emergency operations with bordering States. Maintain the State Operations Center.
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12.2 MUTUAL AID POLICIES AND PROCEDURES
Mutual aid resources will be provided and utilized in accordance with the California Master Mutual Aid Agreement.
During a proclaimed emergency, inter-jurisdictional mutual aid will be coordinated at the County Operational Area or Mutual Aid Regional level. Because different radio frequencies are in use among most agencies, local agencies should provide incoming mutual aid forces with portable radios having local frequencies.
Requests for mutual aid will be sent through established channels (Cities to Operational Areas to mutual aid regions to State). Requests should specify, at a minimum:
Number and type of personnel needed
Type and amount of equipment needed
Reporting time and location
Authority to whom forces should report
Access routes
Estimated duration of operations
Risk and hazards
Mutual aid assistance may be provided under one or more of the following authorities:
California Master Mutual Aid Agreement.
California Fire and Rescue Emergency Plan
California Law Enforcement Mutual Aid.
Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-288, as amended) provide federal support to state and local disaster activities).
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12.3 CITY OF GLENDALE MUTUAL AID AGREEMENTS
WITH FOR
State of California Master Mutual Aid
Area C Civil Defense and Disaster Board Inter-Agency Cooperation in Major Natural and Man-Made Disasters
Southern California Cities and Counties Public Works Mutual Aid City of Burbank, CA Public Service (Utilities) Mutual Aid City of Pasadena, CA Public Service (Utilities) Mutual Aid City of Alameda, CA Public Service (Utilities) Mutual Aid City of Palo Alto, CA Public Service (Utilities) Mutual Aid City of Santa Clara, CA Public Service (Utilities) Mutual Aid City of Anaheim, CA Public Service (Utilities) Mutual Aid Trinity County, CA Public Service (Utilities) Mutual Aid
13.0 HAZARD MITIGATION
This section establishes actions, policies and procedures for implementing Section 409 (Minimum Standards for Public and Private Structures) of the Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Public Law 93-288, as amended), following a Presidential declared Emergency of Major Disaster. It also assigns hazard mitigation responsibilities to various elements of Federal, State, and local governments in California.
Section 409 of Public Law 93-288 requires as a condition to receiving Federal disaster aid, that repairs and reconstruction be done in accordance with applicable codes, specifications, and standards. It also requires that the State or local government recipient of Federal aid evaluate the natural hazards of the area in which the aid is to be used, and take action to mitigate them, including safe land use and construction practices.
To be effective, hazard mitigation actions must be taken in advance of a disaster. After a disaster strikes, mitigation opportunities exist only during recovery and even those opportunities can be limited by the absence of advance planning. Nevertheless, the immediate post-disaster period does present special opportunities for mitigation. Section 409 deals with the opportunities present in a current disaster to mitigate potential hardship and loss resulting from future disasters.
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Hazard mitigation is a continuing year-round effort and activity in which all local communities and State agencies are encouraged to prepare hazard mitigation plans that identify ways to reduce damage caused by disasters. Hazard mitigation includes such activities as:
Improving structures and facilities at risk.
Identifying hazard-prone areas and developing standards for prohibited or restricted use. Recovery and relief from loss, including insurance.
Providing hazard warning and protecting the population.
13.1 IMPLEMENTATION
Following each Presidential declared Emergency or Major Disaster, the Regional Director of the Federal Emergency Management Agency (FEMA) and the Governor execute a document called the Federal/State Agreement. This agreement includes appropriate provisions for hazard mitigation. Under the “typical paragraph” set out to serve this purpose the State agrees to:
Evaluate or have the applicant evaluate specific natural hazards in the disaster area, and make appropriate recommendations to mitigate them.
Follow up with applicants to ensure that the appropriate hazard mitigation actions are taken.
Follow up with applicants to ensure that the appropriate hazard mitigation plan or plans are developed and submitted to the FEMA Regional Director for concurrence. Review and update as necessary, the disaster mitigation portions of emergency plans.
A hazard mitigation officer is appointed for the State and local (City of Glendale) applicant.
These individuals will constitute the hazard mitigation survey team which will:
Identify significant hazards in the affected areas, giving priority to disaster-related hazards.
Evaluate impacts of these hazards and recommend mitigation measures.
The hazard mitigation survey team uses information from Damage Survey Reports (DSR), and visits selected sites where significant damage has occurred. The State and local representatives on the hazard mitigation survey team are responsible for ensuring that there is adequate consultation among interested Federal, State, and local parties. 25 3941 of 5188
The hazard mitigation survey team also prepares a hazard mitigation plan which is submitted to the FEMA Regional Director through the Governor’s authorized representative within 180 days after a Presidential declaration. The objectives of the plan are to:
Recommend hazard mitigation measures for local, State, and Federal agencies. Establish both short and long term planning framework for implementation of hazard mitigation efforts.
Each applicant is expected to use its resources and capabilities as necessary to perform emergency work, such as debris removal or emergency measures to save lives, or to protect public health and safety, or to protect property, before requesting assistance from the State or Federal government. Local, State and Federal preliminary damage assessments are used to identify major hazards and opportunities for hazard mitigation activities prior to a declaration of Major Disaster or Emergency. Damage survey reports shall include identification of hazards and shall recommend mitigation measures to be incorporated into the repair work.
The Federal/State hazard mitigation survey team shall review applicable land use regulations, construction standards, and other appropriate hazard mitigation measures.
Utilizing information from preliminary damage assessments, DSRs, and all other pertinent information, the team shall visit the sites of significant damage and shall evaluate all hazards at those sites. For each identified significant hazard the team shall include appropriate hazard mitigation recommendations.
In cases where no plans for hazard mitigation exist or are inadequate, the team shall report its findings and make recommendations to develop, improve or maintain hazard mitigation plans. Existing local and State hazard mitigation plans shall be updated and new ones developed as deemed necessary. Technical advice and assistance will be sought from Federal, State and local agencies in developing new plans or updating existing plans to mitigate hazards identified. The hazard mitigation survey team shall make recommendations on any needs for new mapping or re-mapping of high hazard areas.
13.2 RESPONSIBILITIES
A set procedure has been established for hazard mitigation following a disaster, to avoid similar disasters in the future. Hazard mitigation measures include avoidance, reduction and land use regulations.
The FEMA Regional Director is responsible for hazard mitigation actions under the terms of the Federal/State Agreement. The Regional Director shall provide overall leadership with respect to the general administration of Section 409 to ensure that the ultimate benefits to be gained through effective hazard mitigation programs are not diminished. 3942 of 5188 26
The Regional Manager also provides technical advice and assistance.
State and local governments will be encouraged to adopt safe land use practices and construction standards. A representation of the Office of Emergency Services (OES) will be appointed by the Governor and will be responsible for State performance of hazard mitigation activities under the Federal/State Agreement.
The applicant’s authorized representative, appointed locally, is responsible for local performance of hazard mitigation measures under the terms of the Federal/State Agreement.
The applicant’s authorized representative shall, to the extent of legal authority, implement and enforce land use regulations and safe construction practices which are agreed upon as conditions for FEMA grants or loans. Each City and County is charged with implementing and enforcing its own hazard mitigation measures.
14.0 TRAINING, EXERCISING, AND MAINTENANCE OF THE PLAN
The City of Glendale personnel involved in emergency response and emergency management functions are provided ongoing training, including local workshops, SEMS training, NIMS training and other special programs throughout the year. Key management and emergency personnel also attend the California Specialized Training Institute to receive in-depth training in related emergency management topics. Inter-Agency Disaster Committee – All department disaster coordinators attend a monthly meeting at the City’s Emergency Operations Center (EOC) to discuss and resolve emergency planning / response / management issues. Quarterly Exercises – Exercises provide personnel with an opportunity to become thoroughly familiar with the procedures, facilities and systems which will actually be used in emergency situations. A table-top exercise is planned quarterly with each section of the emergency organization (e.g. Operations, Plans, Logistics, and Finance) to discuss emergency scenarios and potential responses. A functional exercise involving all elements of the emergency organization is scheduled annually. Annual Review – This Emergency Plan will be reviewed annually to ensure that the plan elements are valid and current. Each responsible organization or agency will review and upgrade its portion of the Emergency Plan and/or modify its SOPs as required based on deficiencies experienced in drills, exercises, or actual occurrences.
All City of Glendale Department Emergency Action Plans will be updated annually prior to October 1st. The City Emergency Plan will be updated prior to December 31st. The Emergency Services Coordinator is responsible for making revisions to the Emergency Plan that will enhance the conduct of response and recovery operations. The Emergency Services Coordinator will distribute any necessary changes to the plan to all City departments and other agencies as shown on the distribution list of this Emergency Plan. 27 3943 of 5188
15.0 PUBLIC AWARENESS AND EDUCATION
The public’s response to any emergency is based on an understanding of the nature of the emergency, the potential hazards, the likely response of emergency services, and knowledge of what individuals and groups should do to increase their chances of survival and recovery.
The Glendale Fire Department regularly conducts public education programs for schools, businesses and residents in the areas of fire safety, disaster preparedness (CERT Program), and vegetation management. Numerous public education activities are scheduled throughout the year, and on an individual basis when requested by the community. A dedicated public education telephone registration line is also maintained to provide for inquiries from the public.
16.0 PLAN APPROVAL AND PROMULGATION
This plan has been developed through a cooperative process with all departments/agencies assigned a primary function in the plan. This plan will be submitted to the City Council for review and approval. Upon concurrence by the City Council, the plan will be officially adopted and promulgated.
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A copy of the plan will be distributed to the agencies and organizations listed below:
Agency No. of Copies
Governor’s OES, Southern Region 2
Area C Coordinator 1
Director of Emergency Services 1
Assistant Director of Emergency Services 1
Emergency Services Coordinator 2
City Council 5
City Attorney 1
City Clerk 1
City Treasurer 1
Community Development & Housing 1
Finance & Administrative Services Department 1
Fire Department 1
Glendale Redevelopment Agency 1
Glendale Water & Power (GWP) 1
Human Resources Department 1
Information Services Department 1
Library Department 1
Parks, Recreation and Community Services Department 1
Planning Department 1
Police Department 1
Public Works 1
American Red Cross – Glendale Chapter 1
Glendale Unified School District 1
Glendale Community College 1
California Highway Patrol 1
City of Pasadena 1
City of Burbank 1
City of Los Angeles 1
City of La Canada-Flintridge 1
Los Angeles Co. Office of Emergency Management 1
Los Angeles Co. Sheriff’s Department 1
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ATTACHMENT ONE – HAZARD ANALYSIS
A hazard analysis has indicated that the City may be at risk to certain natural and/or man-made emergencies. The following threat summaries provide general and specific information on their possible impact on the City of Glendale.
THREAT SUMMARY 1 – MAJOR EARTHQUAKE
The following summary has been prepared utilizing information obtained from various State and Federal planning scenarios for a major earthquake in the Southern California region. Numbers provided are coarse estimates for planning and discussion purposes only, and do not represent any form of prediction.
A. GENERAL SITUATION
The City of Glendale is located within Area C, Los Angeles County, Southern Region of the Office of Emergency Services, State of California, and is the vicinity of several known active and potentially active earthquake faults including the Elysian Park, Sierra Madre, Raymond Hill, San Gabriel and the Newport-Inglewood.
The most immediate earthquake threat is posed by the proximity of several active faults:
Sierra Madre, Tujunga Fault, Elysian Park Fault, and the Raymond Hill Fault. Additionally, recent findings have indicated an increased potential from various blind-thrust faults such as the Elysian Park Fault, which lies to the immediate southern boundaries of the City. A major earthquake occurring in or near this jurisdiction may cause many deaths and casualties, extensive property damage, fires and hazardous material spills, and other ensuring hazards.
The effects could be aggravated by aftershocks and by the secondary effects of fire, hazardous material/chemical accidents, and possible failure of waterways and dams. The time of day and season of the year would have a profound effect on the number of dead and injured and the amount of property damage sustained.
Such an earthquake would likely be catastrophic in its affect upon the population and could exceed the response capabilities of the individual cities, Los Angeles County and the State of California Emergency Services. Damage control and disaster relief support would be required from other local governmental and private organizations, and from the State and Federal governments. Search and rescue operations could be required to assist trapped or injured persons. Emergency medical care, food, and temporary shelter could be required by injured or displaced persons. Identification and burial of many dead persons could pose difficult problems; public health could be a major concern. Mass evacuation may be essential to save lives, particularly in areas downwind from hazardous material releases.
Many families could be separated, particularly if the earthquake should occur during working hours, and a personal inquiry or locator system could be essential to maintain morale. 30 3946 of 5188
Emergency operations could be seriously hampered by the loss of communications and damage to transportation routes within, and to and from, the disaster area and by the disruption of public utilities and services.
The economic impact on the City of Glendale from a major earthquake could be considerable in terms of loss of employment and loss of tax base. A major earthquake could cause serious damage and/or outage of computer facilities. The loss of such facilities could curtail or seriously disrupt the operations of banks, insurance companies, and other elements of the financial community. It could affect the ability of local government, business, and the population to make payments and purchases.
B. GROUND SHAKING
The most significant earthquake action in terms of potential structural damage and loss of life is ground shaking. Ground shaking is the movement of the earth’s surface in response to a seismic event. The intensity of the ground shaking and the resultant damages are determined by the magnitude of the earthquake, distance from the epicenter, and characteristics of surface geology. This hazard is the primary cause of the collapse of buildings and other structures.
It is generally understood that an earthquake does not in itself present a seismic hazard, but that it becomes a hazard when it occurs in a highly urbanized area. Therefore, the significance of an earthquake’s ground shaking action is directly related to the density and type of buildings and number of people exposed to its effect.
Recent seismic studies following the 1994 Northridge Earthquake have indicated that blindthrust fault systems underlying the Los Angeles basin could produce moderate to large earthquakes resulting in severe ground-shaking. The concentration of high-occupancy businesses along Brand Blvd. and the neighboring business community could result in higher concentrations of injured, as well as additional impacts to surrounding residential neighborhoods.
C. LIQUEFACTION
Many areas may have buildings destroyed or unusable due to liquefaction, which is a phenomenon involving the loss of shear strength of soil. The shear strength loss results from the increase of poor water pressure caused by the rearrangement of soil particles induced by shaking or vibration. Liquefaction has been observed in many earthquakes, usually in soft, poorly graded granular materials (i.e., loose sands), with high water tables. Liquefaction usually occurs in the soil during or shortly after a large earthquake. In effect, the liquefaction soil strata behave as a heavy fluid. Buried tanks may float to the surface and objects above the liquefaction strata may sink. Pipelines passing through liquefaction materials typically sustain a relatively large number of breaks during an earthquake. 31 3947 of 5188
D. CASUALTIES (Estimated using existing planning materials) Time of Day 2:30 am 2:00 pm 4:30 pm
San Andreas (8.3) 46 138 152
Newport-Inglewood (7.5) 56 132 145
Based on recent experience from the Northridge, Ca. and Kobe, Japan events, injuries from such an event may reach into the tens of thousands, depending on the time of day.
E. HOMELESS
There could be hundreds of long-term homeless persons in the city. The City’s experience during the Northridge Earthquake demonstrated the need for an organized, proactive approach to coordinating available assistance programs for the affected population.
F. BED LOSS IN HOSPITALS
Glendale has three (3) major medical facilities. Several of the acute care hospitals in Los Angeles County may be lost due to structural damage. This will impair the number of beds available and create the need for several field hospitals. Most of the subscribing hospitals to the Los Angeles County Department of Health will be controlled by the Department as to the availability of beds and transfer of patients. Public service agencies and volunteer personnel would be used to assist in the care of the injured.
Although a percentage of the remaining beds could be made available by discharging or transferring non-emergency patients, it may be necessary to receive an immediate influx of emergency medical aid and/or export some of the seriously injured to out-of-county facilities.
G. COMMUNICATIONS
Telephone systems will be affected by system failure, overloads, loss of electrical power and possible failure of some alternate power systems. Immediately after the event, numerous failures may occur coupled with saturation overloads. This may disable the telephone system for one day. In light of the expected situation, emergency planners should not plan on the use of telephone systems for the first few days after the event.
Radio systems are expected to be 40 to 75% effective; microwave systems 30% effective or less.
H. DAM AND FLOOD CONTROL CHANNELS
Because of the current design and construction practices and on-going programs of review and modification, catastrophic failure is considered unlikely. Many flood control channels may suffer damage. Pumping stations in coastal communities may fail due to liquefaction. 32 3948 of 5188
I. ELECTRICAL POWER
Major power plants may sustain some damage due to liquefaction and the intensity of the earthquake. Up to 60% of the system load may be interrupted immediately following the initial shock. According to representatives of Southern California Edison Company, the electrical power will not be rerouted and will be lost for an undefined period of time.
Much of the imported power is expected to be lost. In some areas of greatest shaking, it should be anticipated that some of the distribution lines, both underground and surface, will be damaged. Much of the affected area may have service restored in days; damaged areas with underground distribution may require a longer time. Loss of Southern California Edison transmission lines is possible.
J. FIRE OPERATIONS
Although total collapse of fire stations is not expected, possible disruption of utilities, twisted doors, and loss of power can create problems. Fires due to disruption of power and natural gas networks should be expected. Connections to major water sources may be out and storage facilities would have to be relied on. Water supply could vary from sufficient to inadequate.
First response from fire personnel is expected to be towards assessment of the area to establish what is needed to bring the community back on its feet. Operations may continue extensively because of the disruption of transportation routes for fire department personnel and equipment.
Secondary responses by the fire service after assessment will be accomplished following use of resources to accomplish search and rescue of trapped persons. Problems the fire service should expect are loss of power and water, jammed doors, restricted mobility due to debris, possible loss of primary dispatch capability, and delays in reaching maximum effectiveness due to personnel shortages.
K. HIGHWAYS AND BRIDGES
Damage to freeway systems is expected to be major. Any inner surface transportation routes could be subject to delays and detours. A major portion of surface streets in the vicinity of freeways will be blocked due to collapsed overpasses. Many surface streets in the central business districts will be blocked by debris from buildings, falling electrical wires, and pavement damage.
The City of Glendale is bisected by the Glendale Freeway (Route 2), the Ventura Freeway (134), the Foothill Freeway (210), and is bordered by the Golden State Freeway (5). Damage to these routes could present significant additional traffic routing and access problems.
L. NATURAL GAS
Damage to natural gas facilities may consist primarily of (a) isolated breaks in major transmission lines, and (b) breaks in mains and individual service connections within the distribution systems, particularly in the areas of intense ground shaking. 33 3949 of 5188
These leaks in the distribution system may affect a major portion of the urban areas, resulting in a loss of service for extended periods. Fire may be expected at the sites of a small percentage of ruptures both in the transmission lines and the distribution system.
Transmission pipelines serving the general basis area are most vulnerable to damage.
M. PETROLEUM FUELS
Most major pipelines cross the San Andreas Fault, and pipeline breakage may occur.
Although refineries located on poor soil may be damaged, all of the major oil refineries in the region are likely to survive.
There is a possibility of fire where pipeline failures occur. Priorities will have to be established to assure adequate fuel for emergency crews. Ruptures of numerous lines due to fault breaks are possible. Fire extension is possible if leaking products are ignited. The oil refineries in the Los Angeles area are subject to earthquake damage. Some harbor water areas will be covered with leaking petroleum products due to pipe damage; this can create a serious fire problem.
N. RAILROADS
It is possible that route segments serving the Southern California region could be unavailable for post earthquake service. These segments include all major connections with the north. The immediate post earthquake capacity to serve both the Los Angeles and Orange County areas would be very small. Railroad bridges are susceptible to damage because of age, design and construction. Some lines could be blocked because of damage to overpass structures.
For Metrolink information, please call 800-371-LINK (5465) Or visit www.metrolinktrains.com
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O. SANITATION SYSTEMS
Waste water treatment facilities could be out of service for extended periods depending on the damage caused by the severity of intensity and liquefaction. There is a limited volume of storage available in the waste water treatment plants; if the treatment chain cannot be restored before storage is exceeded, the waste water will require discharge with emergency chlorination to reduce health hazards. Overflow of sewage through manholes and from ponds is possible due to breakage in mains or loss of power. As a result there may be a danger of excessive collection of explosive gas in sewer mains, and flow of untreated sewage in some street gutters. House sewer connections may break and /or plug.
P. WATER SUPPLY
Major aqueducts serving Southern California may be out of service following the event; only the Colorado River Aqueduct is expected to remain in service. This indicates the imported water supply to Los Angeles County may be only partial for a period of time. Ruptures may occur along the water pipelines and the water wells may be disabled by loss of electricity and the lack of backup power sources. In addition, shear forces could render the wells inoperative for an indefinite period.
Water availability and distribution needed for life support, to treat sick and injured, and for fire suppression activities is of MAJOR concern to each community.
THREAT SUMMARY 2 – HAZARDOUS MATERIALS VULNERABILITY
The following information has been extracted from the City of Glendale Hazardous Materials Area Plan. A more detailed analysis and listing of specific hazardous facilities is contained in the City of Glendale Hazardous Materials Business Plan, maintained separately by the Environmental Management Center, Glendale Fire Department.
A. HAZARD ANALYSIS
Hazardous Materials incidents differ from other emergencies because of the wide diversity of causative factors and the pervasiveness of the potential threat. The circumstances and geographic features in the vicinity of incidents vary greatly. Incidents may occur at fixed facilities where there is an opportunity for development of a site specific contingency plan.
They may also occur at any place along any land, water, or air transportation route.
The majority of hazardous material incidents are resolved prior to becoming a disaster.
Nonetheless, the City needs to be flexible and deliberate in its response to a developing incident. This plan is designed to accommodate both minor releases (Level I) through the initial stages of a large (Level III) hazardous material incident. In the case of large (Level III) incident, City government involvement is principally found in discovery, evaluating, notification and initiation of immediate action.
The City of Glendale has a low to medium level of exposure to hazardous materials which is illustrated by examination of the City’s business type and locations, its residential population, traffic routes, and geography.
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B. BUSINESS TYPES
There are small quantity, relatively low risk hazardous materials users located along major thoroughfares throughout the City. Businesses in this category include dry cleaners, metalworking machine shops, auto repair facilities, printing facilities and photographic processing facilities. There are also a number of gasoline stations which have large quantities of motor fuel but are considered to be relatively low risk.
The largest businesses have been identified as the following:
DeSoto International
American Metaseal
Disney Imagineering
GCG Corporation
Automated Plating Co.
Glendale Water & Power (GWP)
C. RESIDENTIAL POPULATION
According to the most recent report of the Sacramento Department of Finance, US Census Bureau (1/1/07), the residential population of the City of Glendale is 207,157.
D. TRAFFIC ROUTES
The City of Glendale is traversed by the I-5 Freeway, the 1-210 Freeway, by State Highway 2 and by State Highway 134. Major surface streets include Glenoaks Blvd., San Fernando Rd., Colorado Street, Brand Blvd., Verdugo Rd. and Foothill Blvd. The City is served by the Southern Pacific Railroad Spur which is an additional mode for hazardous materials transportation.
E. ENVIRONMENTAL SENSITIVE AREAS
There are no known environmentally sensitive areas (wetlands, flood zones, aquifer recharge zones) in the City.
F. RISK MANAGEMENT AND PREVENTION PROGRAMS
Businesses which use, handle or store acutely hazardous materials (AHMs) are identified in the Hazardous Materials Business Plan. Chemical risk is assessed using a computer.
Chemicals are evaluated for Mass Casualty Potential. This process factors in the hazard of a material and the likelihood of a major incident relating to human health and safety. A formalized Risk Management Prevention Program (RMPP) element of the Hazardous Materials Program is developed. Six RMPPs are being developed. Two additional RMPPs are under consideration. A company which has an acutely hazardous material above the Federal Threshold Planning Quantity FTPQ) will be required to prepare an RMPP.
G. GEOGRAPHY
The City is approximately 30 square miles in area. The City is bordered by the City of Los Angeles, the County of Los Angeles and the cities of La Canada Flintridge, Burbank and Pasadena. Some of the City is comprised of hills or canyons covered with brush.
There are commercial/industrial facilities throughout the City. There is a concentration of manufacturing/industrial facilities located along the I-5 Freeway which is zoned commercialindustrial. 3952 of 5188 36
H. INFORMATION GATHERING
Pre-incident planning for hazardous materials emergencies begins with the collection of inventory and business plan information as mandated by Chapter 6.95 of the California Health & Safety Code. Business plan information such as emergency contacts and phone numbers, facility information, chemical inventory and location is verified through on-site inspections which are conducted by Fire Companies or Hazardous Material Specialist inspections. Also, the business emergency plan, including information related to employee and agency notification and mitigation capabilities, is reviewed. After review and verification of submitted information by business owner, data is collected and upgraded electronically.
Transportation incidents can occur along any roadway or railroad line. The potential is highest for roadways in industrial areas because of the increased number of vehicles transporting hazardous materials. Response to transportation incidents is similar to fixed-facilities incidents except that in many instances information related to transportation incidents is lacking.
I. HIERARCHICAL RESPONSE RELATIONSHIPS
If a hazardous material incident escalates, the City of Glendale has resources to adequately manage the incident; however, even with aid assistance, resources may be overwhelmed. If this occurs, the next level of assistance will be requested. The organization structure for this type of response is identified in the OES Region 1 Hazardous Materials Emergency Plan. 37 3953 of 5188
THREAT SUMMARY 3 – MAJOR BRUSH FIRE
The following information has been extracted from the Glendale Fire Department Brush Fire Response Plan. Additional hazard specific data and operational concerns are maintained separately in that document.
A. THREAT ANALYSIS
The major undeveloped regions in Glendale are the Verdugo Mountains, the San Rafael Hills and the foothills of the San Gabriel Mountains. These mountainous regions present a significant safety problem in the form of fire hazards to the many areas developed nearby.
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As shown below, the Verdugo Mountains and the San Rafael Hills have been the location of majority of the large fires in the city:
San Rafael Mountains
Incident Date Acres
Chevy Chase Fire 3/64 2,315
Sugar Loaf Fire 11/69 120
Flint Peak Fire 8/86 75
Flintridge Fire 8/86 90
Glenoaks Canyon Fire 12/88 350
College Hills Fire 6/90 109
San Rafael Fire 12/99 502
Verdugo Mountains
La Tuna Fire 6/55 4,306
Whiting Woods Fire 3/64 6,754
Sunland Fire 11/80 6,400
Mountain Fire 9/02 752
Southern San Gabriel Mountains
Woodwardia Fire 10/59 14,237
Mill Fire 11/75 43,393
Crest Fire 1/84 580
In conjunction with the Glendale Fire Prevention Bureau, Vegetation Management Section, nine (9) Target Zones were identified throughout the city as having a potential for a brush fire.
Specific information about fuel types, slope and topography, special populations, and other data such as wood roofs was developed for each zone and included here for planning purpose.
BRUSH FIRE ZONE 1 – SAN GABRIEL MOUNTAINS
Populations: 6,000
Primary Fuel Type: Chaparral
Slope/Topo: Steep (20-40%)
Wood Roof Homes: 6
Special Needs:
Ananda Ashrama – 12 – 15 full-time residents, up to 50 during service Deukmejian Wilderness Park
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BRUSH FIRE ZONE 2 – NORTHERN VERDUGO MOUNTAINS
Population: 5,600
Primary Fuel Type: 50% Chaparral & Woodland
Slope/Topo: Steep to Very Steep (20-40+ %)
Wood Roof Homes: 6
Special Needs:
Camp Max Strauss can have up to 120 children and 60 adults Mountain Oaks (Approx. 25-50 persons) – older residences, scattered over a wide area with narrow street access. Terrain is very steep with heavy brush. Whiting Woods (Approx. 500 persons) – Extreme potential for major problems. THERE IS ONLY ONE ENTRANCE TO THIS AREA. Heavy fuel load with steep terrain Oakmont Woods (Approx. 300 persons) – THERE IS ONLY ONE ENTRANCE TO THIS AREA. Primarily single family residences. Heavy brush with steep terrain. This area will be a main concern during a major brush fire.
BRUSH FIRE ZONE 3 – SOUTHERN VERDUGO MOUNTAINS
Population: 5,400
Primary Fuel Type: 50-70% Chaparral 25-50% Grass
Slope/Topo: Steep to Very Steep (20-40+ %)
Wood Roof Homes: 34
Special Needs:
Brand Park Library may have between 75-100 patrons – There may be up to 50+ hikers on the trails behind the library and surrounding land fill. Entire area (above Mountain/Kenneth) has restricted access with narrow roads which will make evacuation and emergency response difficult.
BRUSH FIRE ZONE 4 – WOODLANDS WEST
Population: 5,500
Primary Fuel Type: Mixed Chaparral Shrub
Slope/Topo: Steep to Very Steep (26-40+ %)
Wood Roof Homes: 34
Special Needs:
Oakmont Country Club hosts large dining and meeting groups and on golf course. Steep hillside at interface & narrow roads with Oak canopy BRUSH FIRE ZONE 5 – SAN RAFAEL MOUNTAINS
Population: 6,700
Primary Fuel type: Mixed Chaparral Shrub
Slope/Topo: Flat to Very Steep (50% @ 10% slope, 50% @40%+ slope) Wood Roof Homes: 5
Special Needs:
Verdugo Hills Hospital with large population
Narrow streets in Montecito area present evacuation difficulties Glendale Community College with large population
Child Development Center with up to 150 children, staff and college students Sports Complex
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BRUSH FIRE ZONE 6 – CHEVY CHASE CANYON
Population: 6,800
Primary Fuel Type: Chaparral Shrub
Slope/Topo: Flat to Very Steep (30%@10% slope, 55% >26% slope) Wood Roof Homes: 1
Special Needs:
Single access into many areas (Figueroa, Golf Club, Chevy Oaks) Narrow streets
BRUSH FIRE ZONE 7 – GLENOAKS CANYON
Population: 6,800
Primary Fuel Type: Woodland/Chaparral
Slope/Topo: Moderate to Steep (10-40%)
Wood Roof Homes: 5
There are 5 wood roof homes in this area. This canyon has only one way out for residents during an evacuation. Severe traffic problems may hamper emergency response Special Needs:
Glenoaks Elementary School – 650 children and 100 staff. Keep inside unless evacuation is necessary.
Glenoaks Park
Scholl Canyon Parks
Sleepy Hollow Area
BRUSH FIRE ZONE 8 – COLLEGE HILLS AREA
Population: 4,800
Primary Fuel Type: 50% Grass/Chaparral
Slope/Topo; Moderate (0-20%)
Wood Roof Homes: 8
There are 8 wood roof homes in this area. As with many other areas in the City, these homes are scattered throughout the area, many located on remote streets with limited access.
Special Needs:
College View School – Up to 110 severely handicapped students (3 years to 22 years old) 32 paid staff. If necessary, surround facility and shelter in place. Glenmore Area – severely limited access with small streets, only one way in/out. Glendale Adventist Academy – Private school (K-12) with 900 students and staff.
BRUSH FIRE ZONE 9 – ADAMS HILL AREA
Population: 6,700
Primary Fuel Type: Grass
Slope/Topo: Moderate (0-20%)
Wood Roof Homes: 2
Special Needs:
Adams Hill Area – Hilly terrain and extremely narrow streets limit access and evacuation in this area.
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FLOOD HAZARDS
The City of Glendale and surrounding areas are, like most of southern California, subject to unpredictable seasonal rainfall. Most years, the scant winter rains are only enough to turn the hills green for a few weeks, but every few years the region is subjected to periods of intense and sustained precipitation that result in flooding. Flood events that occurred in 1969, 1978, 1980, 1983, 1992, 1995,1998, and 2005, have caused an increased awareness of the potential for public and private loses as a result of this hazard, particularly in highly urbanized parts of flood plains and alluvial fans. As the population in Los Angeles County increases, there will be increased pressure to build on flood-prone areas, and in areas upstream of already developed areas. With increased development, there is also an increase in impervious surfaces, such as asphalt. Water that used to be absorbed into the ground becomes runoff to downstream areas. If the storm drains systems are not designed or improved to convey these increased flows, areas that may have not flooded in the past may be subject to flooding in the future. This is especially true for developments at the base of the mountains and downstream from canyons that have the potential to convey mudflows.
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The City of Glendale is drained by the south-, southwest-, and west-flowing Verdugo Wash and its tributaries. The Verdugo Wash ultimately drains into the larger Los Angeles River at the City’s western boundary. Several streams are tributary to the Verdugo Wash. From north to south, in the City of Glendale, these include Cooks Canyon, Dunsmore Canyon, and Ward Canyon. Streams or channels that flow out of the San Gabriel Mountains, through the La Crescenta and La Canada Flintridge areas and into the Verdugo Wash include Shields Canyon, Eagle Canyon, Pickens Canyon, Hall Beckley Canyon, and Winery Canyon. Several streams emanate from the north and east sides of the Verdugo Mountains and make their way into Verdugo Wash as well. These include, again from north to south, La Tuna, Las Barras, Sheep Corral, Cunningham, Henderson, Engleheard, Deer and Dead Horse Canyons.
In the western portion of the City, the Burbank Western Channel extends through a small portion of Glendale on the channel’s final stretch before emptying into the Los Angeles River. Other canyons draining off the south flank of the Verdugo Mountains include, from west to east, Childs, Brand, Idlewood, Sherer, Hillcrest, Toll, Brookman and Mand Canyons.
Several small and two large canyons drain the western and southwestern portions of the San Rafael Hills. Most of the small canyons in the northwestern portion of the San Rafael Hills are unnamed, except for Kirby Canyon. The two large ones are Sycamore Canyon and Scholl Canyon. There are also a few unnamed streams in the San Rafael Hills whose headwaters are in Glendale and drain to the east, towards Arroyo Seco.
Several of the canyons in the San Gabriel Mountains have debris basins that were built for flood protection purposes. Most of the streams off the San Gabriel Mountains have debris basins that were built for flood protection purposes. Most of the streams off the San Gabriel Mountains also have been channeled through the La Canada Valley, also for flood-protection purposes.
Similarly, Verdugo Wash is channeled through Glendale.
Existing Flood Protection Measures
Most storm drains within the City are maintained by the County of Los Angeles.
Flood Protection Measures for Property Owners
Property owners can make modifications to their houses to reduce the impact of flooding. FEMA has identified several flood protection measures that can be implemented by property owners to reduce flood damage. These include: installing waterproof veneers on the exterior walls of buildings; putting seals on all openings, including doors, to prevent the entry of water; raising electrical components above the anticipated water level improvements; and installing backflow valves that prevent sewage from backing up into the house through the drainpipes. Refer to the FEMA webpage at www.fema.gov.
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ATTACHMENT TWO – State of California Emergency Plan
The State of California Emergency Plan was last updated in September 2005. It can be found at http://www.oes.ca.gov/Operational/OESHome.nsf/PDF/California%20Emergency%20Plan/$file/CEP-05.pdf . 44 3960 of 5188
PART TWO: Managing Emergency Operations
Part Two of the City of Glendale Emergency Plan includes functional Annexes that describe the emergency response organization. Each Annex is supported by a statement of mission objectives, initial action checklists and the emergency management organizational structure to be used by assigned personnel.
Annex A1 - Alerting and Warning
Annex A2 - Communications
Annex A3 – Situation Analysis
Annex A4 – Emergency Management
Annex A5 – Public Information
Annex B - Fire and Rescue Operations
Annex C - Law Enforcement & Traffic Control
Annex D – Medical Operations
Annex E - Public Health Operations
Annex F - Coroner Operations
Annex G - Care & Shelter Operations
Annex H - Movement & Evacuation Operations
Annex I - Rescue Operations
Annex J – Construction & Engineering Operations
Annex K1 – Supply & Procurement Unit
Annex K2 – Personnel Resources
Annex K3 – Transportation
Annex K4 – Utility Operations
Annex L - Recovery Operations
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2008 1
Mission Objectives:
Estimate area and population to be advised
Establish traffic control points
Establish evacuation assembly points
Dispatch units to alert population
Provided crowd control
Monitor evacuation routes
Provide for safe, orderly alerting and evacuation
ANNEX A1 – ALERTING & WARNING
LEAD DEPARTMENT: POLICE
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ANNEX A1 – ALERTING & WARNING
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
PIO Admin. Asst.
Deputy City Manager
Dept. Representatives
As needed
EOC
MANAGER
Emergency Svcs
Coordinator.
PLANNING
INTELLIGENCE
Sr. Planner
OPERATIONS
GFD D/C
GPD Capt.
FINANCE
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
LOGISTICS
Purchasing
Admin.
POLICE
OPERATIONS
On-Duty Watch
Commander
ALERTING &
WARNING
UNIT
Traffic Bureau Lt.
Motor Units
POLICY
GROUP
Department Heads
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2008 3
ACTION
IF EVACUATION IS DIRECTED:
Determine the area that will require
evacuation.
Estimate the number of in the evacuation
area.
Estimate number of persons needing
transportation assistance.
Survey status of major evacuation routes:
Identify alternative routes where necessary.
Establish traffic control points.
Establish evacuation assembly points.
Dispatch units to alert people in areas to be
evacuated
Coordinate with City Public Information
Office and Media Relations Unit to notify
Radio and TV stations to broadcast
evacuation instructions.
Dispatch transportation to special facilities
and to disabled, elderly or other requiring
assistance.
Dispatch buses to designated assembly
points.
Dispatch units to traffic and access control
points.
Provide crowd control assembly points.
ASSIGNED RESPONSIBILITY
EOC Plan Investigation Services Dept.
(ISD) Commander
EOC Plan Investigation Services Dept.
(ISD) Commander
EOC Plan Investigation Services Dept.
(ISD) Commander
EOC Plan Investigation Services Dept.
(ISD) Commander
Police Operations / Access Control Unit
Police Operations/ Movement & Evacuation
Unit
Police Operations / Alerting & Warning
Unit
Police Operations / Alerting & Warning
Unit/ Police Public Information Officer
Police Operations / Movement &
Evacuation Unit
EOC Logistics (PW Transportation Section)
EOC Police Operations
Police Operations / Movement &
Evacuation Unit
ANNEX A1.1 – ALERTING & WARNING
RESPONSE TO ALL MAJOR DISASTERS
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Place tow truck on standby to assist disabled
vehicles on evacuation routes.
Monitor status of warning and evacuation
processes.
Notify Red Cross to open designated
Reception Center.
Monitor traffic flow along evacuation
routes.
Establish security patrols and access control
procedures.
Coordinate with Public Works to obtain
barricades and signs.
Police Operations / Movement &
Evacuation Unit
Police Operations / Movement &
Evacuation Unit
Police Operations / EOC Parks Operations –
Care & Shelter Coordinator
Police Operations / Movement &
Evacuation Unit
Police Operations / Access Control Unit
EOC Police Operations / EOC Logistics
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City of Glendale Emergency Plan
Mission Objectives:
Ensure that the City’s communication systems are fully operational. Provide emergency technical support as needed to the telephone, radio, and computer systems.
Provide a system for the receipt and dissemination of information required for the effective response to, and recovery from, the effects of a major disaster. 2008 1
ANNEX A2 – COMMUNICATIONS
LEAD DEPARTMENT: Information Services
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ANNEX A2 - COMMUNICATIONS
Incident Command Structure
2008 2
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
Deputy City Manager
City PIO
PIO Admin. Asst.
Dept. Representatives
As needed
EOC
MANAGER
GFD Emergency
Services Coordinator
PLANNING
INTELLIGENCE
Sr. Planner
OPERATIONS
GFD D/C
GPD CAPTAIN
FINANCE
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
LOGISTICS
Purchasing Admin.
COMMUNICATIONS
& DATA SUPPORT
UNIT
Systems & Programmer Admin.
TELEPHONE
SUPPORT
Telecommunications
Installer
COMPUTER
SUPPORT
Network Svcs.
Supervisor
RADIO
SUPPORT
Sr. Radio
Technician
ADMN.
SUPPORT
Exec. Secretary
POLICY
GROUP
Department Heads
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City of Glendale Emergency Plan
ACTION
Verify the operational status of the
City’s Radio System.
Conduct a radio check on all
City frequencies.
Repair and restore affected or
downed systems.
Verify the operational status of all
Radio base Stations and microwave
equipment.
Drive to all locations and do a
visual check of the conditions.
Repair and recharge the hand held
radios.
Verify the operational status of the
911 system.
Contact Police Communications
Center
Contact Verdugo Fire
Communications Center
If 911 System is down, restore the
system.
Contact the phone company
Priority Repair Unit
Assess physical conditions of all Onsite PBX, Key Service Units, Network Hubs, and Network Routers.
Assist the Emergency Operations
Center (EOC) with any special service
that is required.
Assist the Public Information Office
with the establishment of the
Emergency Information Center (EIC).
2008
2008
ASSIGNED RESPONSIBILITY
Radio Shop – Radio Technician
Radio Shop – Radio Technician
Radio Shop – Radio Technician
Information Services – Telephone /
Network Branch Leader
Information Services – Telephone /
Network Branch Leader
Information Services – Telephone /
Network Branch Leader
Information Services – Telephone /
Network Branch Leader
Information Services – Telephone /
Network Branch Leader
3 ANNEX A2.1 – COMMUNICATIONS
LEAD DEPARTMENT: Information Services
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Verify the Fire Dispatch components are
running primary systems, and notifying
appropriate agencies when off line.
Verify that the Police Dispatch
components are running primary systems,
and notifying appropriate agencies when
off line.
Verify that the Police Records
Management System (RMS) is operating,
and notifying appropriate agencies when it
is not.
Verify that the Police Arrest and Booking
System (ABS) is operating, and notifying
appropriate agencies when it is not.
Verify the operational status of the
Network Servers.
Verify that remote sites are up
and running.
Check server list to determine
that all servers are running.
Verify that routers, switches and hubs are
up and running between the EOC, City
Hall and Information Services.
Verify the operational status of the
Mainframe computer.
Verify the operational status of mainframe
Operating systems.
VM
VSE Production
VSE CICS
Verify the operational status of mainframe
application systems.
VM
PROFS
VSE Production
Accounting
Purchasing
Utility Billing
Rubbish
2008
Information Services – Fire Computer
Technician or Dispatch Personnel
Information Services – Police Computer
Technician or Dispatch Personnel
Information Services – Police Computer
Technician or Dispatch Personnel
Information Services – Network
Specialist
Information Services – Network
Specialist
Information Services – Sr. Computer
Operator
Information Services – Mainframe
Branch
Systems Programmer
Systems Programmer
Systems Programmer
Accounting Systems Analyst
Purchasing Systems Analyst
Utility System Analyst
Utility System Analyst
Utility System Analyst
Utility System Analyst 4
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Accounting Systems Analyst
Treasurer’s System
VSE CICS
Permits
Verify the operational status of distributed
system servers.
IS1 / IS2 File Servers
ISSUN41 Database Server
Verify the operational status of distributed
System applications.
PeopleSoft Application
PeopleSoft Oracle Database
Verify the operational status of the GIS
System.
Verify the operational status of the RFS /
LIS Systems.
Verify the operational status of the MARS
System
2008
Utility System Analyst
Utility System Analyst
Permit System Analyst
Information Services – Mainframe
Branch
Network Specialist
Sun Systems Administrator
Information Services – Mainframe
Branch
PeopleSoft Systems Analyst
Database Specialist
Information Services – GIS Analyst
Information Services – Programmer
Information Services – MARS System
Analyst.
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City of Glendale Emergency Plan
2008 1
Mission Objectives:
Ensure damage information is compiled and reported to EOC staff, City Management, the Los Angeles County Operational Area, and other Local, State, or Federal agencies as needed.
Display situation and operational information in the Emergency Operations Center (EOC) using maps or other visual aids.
Disseminate situation intelligence and present summary damage assessment reports to the Incident Commander, EOC General Staff, the City public Information Officer, the Los Angeles Operational Area, other sections and city departments, and other Local, State or Federal agencies as required.
Determine and document the City’s post-event condition, including (but not limited to) damage to:
Bridges
Building (Commercial and Residential Capability)
Casualties (Fatalities & Injuries)
Communications
Continuing of Government
Fire & Rescue Capability
Hospitals
Law Enforcement
Sewers
Street & Highways
Utilities (Water, Gas, Electric, Telephone)
Ensure accurate recording and documentation of the incident, including extent of damage, action(s) taken, and financial losses.
Assist (Recovery Unit) in the preparation of a post-disaster recovery plan.
ANNEX A3 – SITUATION ANALYSIS
LEAD DEPARTMENT: PLANNING/FIRE/POLICE
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2008 2
ANNEX A3 – SITUATION ANALYSIS
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
PIO Admin. Assistant
Deputy City Manager
Dept.. Representative As
needed
EOC
MANAGER
Emergency Svcs.
Coordinator
GFD Captain
PLANNING
INTELLIGENCE
Sr. Planner
OPERATIONS
GFD D/C
GPD CAPTAIN
FINANCE
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
LOGISTICS
Purchasing Admin.
POLICY
GROUP
Department Heads
SITUATION
STATUS UNIT
Planning Staff
Operations Liaison**
(FD, PD, PS, Parks)
Display Processors
Computer Processors
Technical Spec. as
needed
DOCUMENTATION
UNIT
RESOURCES
STATUS UNIT
Planning Staff
Operations Liaison**
(FD, PD, PW, GWP,
Parks)
MESSAGE
CENTER
Library Staff
ADMN.
SUPPORT
Planning Staff
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ACTION
Check-in upon arrival at the EOC. Report
to the Operations Section Chief and obtain
a briefing on situation.
Activate necessary elements of the
Planning Section.
Activate and maintain an EOC Message
Center.
Ensure that a City of Glendale EOC
journal/log is maintained of all incidents
and action(s).
Ensure that a chronological record of all
reports or summaries issued by the EOC
are maintained for post-incident use.
Maintain a record of all EOC message
forms and documents.
Meet with Operations and Logistics
Section Coordinators and prepare initial
City Reconnaissance Report of conditions
resulting from the event.
Ensure that the City Reconnaissance
Report is transmitted to the Crescenta
Valley Sherriff’s Station as soon as
possible (i.e. <30 minutes of EOC
activation).
Determine the location of, and establish
contact with, adjacent EOC’s.
Prepare and maintain EOC displays.
Develop sources of information to collect
and analyze data from the following:
Operations Section
Fire
Police
Public Works
GWP
Logistics Section
Finance Section
ASSIGNED RESPONSIBILITY
Plan Officer
Plan Officer
Plan Officer / Documentation Unit
Leader / Message Center Spvr.
Plan Officer / Documentation Unit
Leader
Plan Officer / Documentation Unit
Leader
Plan Officer / Situation Status Unit
Leader
Plan Officer / Situation Status Unit
Leader
Plan Officer / Documentation Unit
Leader
Plan Officer / Documentation Unit
Leader
Plan Officer / Documentation Unit
Leader
ANNEX A3.1 – SITUATION ANALYSIS
RESPONSE TO ALL MAJOR DISASTERS
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Establish a schedule for the completion
and submittal of an Incident Briefing
(ICS201) from all EOC Sections and
Branches. Ensure this schedule is posted
and communicated to all personnel.
Collect and compile completed Incident
Briefings (ICS201) from all activated
EOC Sections/Branches.
In conjunction with the Operations and
Logistics Section Coordinators, prepare a
City of Glendale Action Plan using the
Incident Objectives (ICS202) report
for the Incident Commander (City
Manager) and Disaster Policy Group.
Ensure that the approved City of
Glendale Action Plan is disseminated
through appropriate channels to
response personnel, city EOC staff, city
departments, Crescenta Valley Sherriff’s
Station, and the public.
Prepare and transmit an updated City
Status Report to the Los Angeles
County.
Prepare and transmit an update City
Status report to the Los Angels County
Operational Area via the Crescenta
Valley Sheriff’s Station. Establish a
schedule for this to occur on a regular
basis.
Determine weather conditions – Current
and upcoming. Ensure that updated
weather information is regularly posted
in the EOC.
Determine weather conditions of all
roadways. Maintain a listing of all road
closures.
Identify potential problem areas along
evacuation routes (i.e. weight
limitations, narrow bridges, damaged
roadways, etc.).
Based on situation (either as known or
forecast), attempt to identify future
information and/or personnel needs for
the incident.
Plans Officer
Plans Officer / Situation Status Unit
Leader / Documentation Unit Leader
Plans Officer / Situation Unit Leader/
Resource Status Unit Leader /
Documentation Unit Leader
Plans Officer / Documentation Unit
Leader / Resource Status Unit Leader /
Documentation Unit Leader
Plans Officer / Situation Unit Leader
Plans Officer / Situation Unit Leader
Plans Officer / Situation Unit Leader
Plans Officer / Situation Unit Leader
Plans Officer / Situation Unit Leader
Plans Officer / Situation Unit Leader
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Ensure that new pertinent event
information is disseminated through
appropriate channels to response
personnel, City EOC Staff, City
Departments, Crescenta Valley Sheriff’s
Station and the public.
Ensure that the Resources Status Unit
compiles and displays emergency status
and summary information.
Direct the coordination of periodic disaster
and strategy plan briefings with the EOC
director, Incident Commander (City
Manager) and EOC General Staff,
including prediction incident potential.
Authorize deactivation of organizational
elements when they are no longer
required. Ensure that any open actions are
handled by the Section or transferred to
other EOC elements prior to deactivation.
Deactivate the Section and close out logs
when authorized by the Incident
Commander (City Manager).
Prepare and submit the Plans Section
After-Action Report for inclusion in the
City of Glendale After-Action Report.
Plans Officer / Situation Unit Leader
Plans Officer / Situation Unit Leader
Plans Officer / Situation Unit Leader
Plans Officer
Plans Officer
Plans Officer
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Mission Objectives:
Overall management and coordination of emergency operations, to include as required, on-scene incident management.
Coordinating or maintaining liaison with appropriate federal, state, and other local government agencies and applicable segments of the private sector. Requesting and allocating resources and other support. Establishing priorities and adjudicating any conflicting demands for support. Coordinating inter-jurisdictional mutual aid.
ANNEX A4 – EMERGENCY MANAGEMENT
LEAD DEPARTMENT: MANAGEMENT SERVICES
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ANNEX A4 – EMERGENCY MANAGEMENT
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
Deputy City Manager
PIO Admin Asst.
EOC MANAGER
Emergency Services
Coordinator
POLICY
GROUP
Department Heads
AFFECTED
DEPARTMENT
MANAGEMENT
Coordination Support
As required
ON SCENE
COMMAND POST
Incident Command Post
(ICS)
On-scene Command
FIRE
DEPARTMENT
Battalion Office
Verdugo Comm. Ctr.
PARKS
DEPARTMENT
City Yard
POLICE
DEPARTMENT
Watch Commander
Tactical OPS Room
GLENDALE
WATER &
POWER (GWP)
DEPARTMENT
Howard Sub-station
Superintendents Office
Power Plant
PUBLIC WORKS
DEPARTMENT
Street Section Office
LIAISON
OPERATIONS
PLANS
LOGISTICS
FINANCE
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FUNCTIONAL EMERGENCY ASSIGNMENTS OF CITY DIVISIONS
A1 A2 A
3 A4 A5 B C D E F G H I J K
1 K
2 K3 K
4 L
Alerting & Warning Communication Situation Analysis Management Public Information Fire & Rescue Access Control Law Enforcement Medical Public Health Coroner Care & Shelter Movement & Evacuation Urban Search & Rescue Construction & Engineering Supply & Procurement Personnel Transportation Utilities Recovery City Manager S P P S P
Fire S S P
1 S S P P P S
Police P S P
1 S S P P P P S
Public Works S S S S S P S S S P S P S S
GWP S S S S S S S P S
Parks Rec. & Comm.
Services S S P S S S
Planning S S S
Human Resources S S P S
Community
Development S S S S S S
City Clerk S S S
Library S S S
Legal S S
Redevelopment
Agency S S
Finance & Admin.
Svcs P S
Treasurer S S
Information Services P S
P: Indicates Departments with primary responsibility for this function P1: Lead Department based on type of incident
S: Indicates Departments with supporting responsibility for this function 3978 of 5188
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ACTION
Appoint and ensure that Section
Coordinators (General Staff) are in place
as soon as possible and are staffing their
respective sections.
Operations Section Coordinator
Planning/Intelligence Section
Coordinator
Logistics Section Coordinator
Finance/Administration Section
Coordinator
Assign staff to initiate check-in procedures
(ICS Form 211).
Ensure that the EOC organization and
staffing chart is posted and that arriving
team members are assigned by name.
Ensure that EOC is properly set up and
ready for operations.
Ensure that the Management function is
staffed as soon as possible at the level
needed. (Information, Liaison, etc.).
Ensure that the field agency
representatives have been assigned to
other facilities as necessary.
Ensure that telephone and/or radio
communications with other facilities are
established and tested.
Ensure that all Departments account for
personnel and work assignments.
Confer with Operations Section
Coordinator and other General Staff to
determine what representation is needed
at the EOC from other agencies.
Determine need and establish, if
necessary, a deputy director position.
Request additional personnel support as
needed for the organization.
ASSIGNED RESPONSIBILITY
Incident Commander
EOC Manager
Planning/Intelligence Section Coordinator
EOC Manager
Incident Commander / Operations Section
Coordinator / Logistics Section
Coordinator
Logistics Section Coordinator /
Communications and Data Services Unit
Leader
Incident Commander
Incident Commander
Incident Commander
Incident Commander
ANNEX A4.1 – EMERGENCY MANAGEMENT
LEAD DEPARTMENT: MANAGEMENT SERVICES
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Establish the frequency of briefing
sessions. Schedule the first planning
meeting.
Access situation, work in progress,
resources and estimate incident duration.
Confirm Level Two or Level Three EOC
activation and ensure that EOC positions
and ICS field positions are filled as
needed.
Direct the implementation of the City of
Glendale’s Multi-hazard Functional Plan.
Develop overall strategy with the Section
Coordinators.
Develop and issue appropriate rules,
regulations, proclamations and orders.
Initiate Emergency Proclamations as
needed.
Conduct periodic briefing sessions with the
entire EOC Management Team to update
the overall situation.
Conduct periodic briefing sessions with the
Policy Group to update the overall
situation.
Conduct periodic briefing sessions with the
City Council to update the overall
situation.
Establish and maintain contacts with the
adjacent jurisdictions/ agencies and with
other organizational levels as appropriate.
In conjunction with the Public Information
Officer, coordinate news conferences and
review media releases as required.
Establish procedure for information
releases affecting interagency
coordination.
Ensure that the Liaison Officer is providing
for and maintaining positive and effective
interagency coordination.
Incident Commander/ Operations Section
Coordinator
Incident Commander/ Branch Leaders
Incident Commander/ Operations Section
Coordinator
Incident Commander
Incident Commander/ Operations Section
Coordinator
Disaster Council/ Incident Commander
Disaster Council/ Incident Commander
Incident Commander/ Operations Section
Coordinator
Incident Commander/ Section Coordinator
Incident Commander/ Section Coordinator
Incident Commander/ Liaison Officer/
Operations Section Coordinator
Incident Commander/
PIO/
Operations Section Coordinator
Incident Commander
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Hold action planning meeting of section
and branch coordinators, agency
representatives (as required) and key
staff.
Approve and authorize the implementation
of the EOC Action Plan developed and
prepared by the Planning/Intelligence
Section and EOC Management Team.
Authorize release of information to the
media.
Thoroughly brief relief upon shift change.
DEACTIVATION
Authorize deactivation of sections,
branches or units when they no longer
required.
Deactivate the EOC and close out logs
when emergency situation no longer
requires activation.
Notify Los Angeles County Operational
Area via appropriate channels, adjacent
facilities and other EOC’s as necessary of
planned time for deactivation.
Ensure that any open actions no yet
completed will be taken care of after
deactivation.
Ensure that all required forms or reports
are completed prior to deactivation.
Proclaim termination of the emergency
and proceed with recovery operations.
Incident Commander
Incident Commander
Incident Commander/ Operations Section
Coordinator/ Public Information Officer
Incident Commander/ All Section
Coordinator
Incident Commander
Incident Commander
Operations Section Coordinator
Incident Commander
Operations Section Coordinator
Incident Commander
All Section Coordinators
Incident Commander
All Section Coordinators
Disaster Council/
Incident Commander
All Section Coordinators
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Mission Objectives:
Preparing and disseminating emergency public information. Serve as the dissemination point for all media releases within the City. Coordinate as necessary to ensure that the public within the affected area receives complete, accurate, timely, and consistent information about lifesaving procedures, health preservation instructions, emergency status and other information, and relief programs and services.
Review and coordinate all related information access. Maintain a relationship with the media representatives and hold periodic press conferences as required.
Coordinate or maintain liaison with appropriate federal, state, and other local government and applicable segments of the private sector.
ANNEX A5 – PUBLIC INFORMATION
LEAD DEPARATMENT: MANAGEMENT SERVICES
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ANNEX A5 – PUBLIC INFORMATION
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
POLICY
GROUP
Department Heads
PIO SUPPORT
City Manager’s
Office
*City Admin.
Translations
Graphics
Print
Video
MEDIA
RELATIONS
City PIO
PIO Admin. Asst.
Deputy City Manager
Dept.. Representatives
As needed
VIP &
AGENCY
LIAISON
City Manager’s
Office
PUBLIC
INFORMATION
Community Dev. &
Housing
EMERGENCY
INFORMATION
CENTER
Community Dev. &
Housing
Library
City Clerk
TELEPHONE
BANK
Comm. Dev. &
Housing
Library
City Clerk
CITY PUBLIC
INFORMATION
OFFICER
POLICE PIO
GWP PIO
PUBLIC
WORKS PIO
FIRE PIO
DEPARTMENT
PIO’S AS
REQUIRED
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ACTION
Check-in upon arrival at the EOC.
Report to the Incident Commander
and obtain briefing on the situation.
Identify yourself as the PIO by putting
on the vest with your title. Print your
name on the EOC organization chart
next to your assignment.
Using activity logs (ICS Form 214),
maintain all required records and
documentation to support the AfterAction Report and the history of the emergency/disaster.
Document:
Messages received
Action Taken
Decision justification and
documentation
Requests filled
EOC personnel and time on
duty
Precise information is essential to
meet requirements for
reimbursement by the State and
Federal Governments.
Review position responsibilities.
Determine personal operating location(s)
set-up as necessary.
Clarify any issues regarding your authority
and assignment and what others in the
organization do.
Meet with Communications Branch
Coordinator. Obtain briefing on site and
external communications capabilities and
restrictions.
ASSIGNED RESPONSIBILITIES
City Public Information Officer
City Public Information Officer
City Public Information Officer
City Public Information Officer
City Public Information Officer
City Public Information Officer
City Public Information Officer
ANNEX A5.1 – PUBLIC INFORMATION
LEAD DEPARATMENT: MANAGEMENT SERVICES
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Establish operating procedures with
Communications Branch for use of
telephone and radio systems. Make any
priorities or special request known.
Determine 24-hour staffing requirements
and request additional support as
required.
Determine the need for (SEMS/NIMS/ICS)
Group of Unit establishment. Make
required personnel assignments as staff
arrives at the EOC.
Secure guidance from the Incident
Commander regarding the information
available and proper for release under the
initial conditions.
Establish a system to ensure that
information provided by and released by
the Media Relations and Public
Information Units are consistent,
accurate, and timely.
Coordinate with the Situation Status Unit
and define areas of special interest for
public information action. Identify means
for securing the information from other
Branches or Units as it develops.
Develop an information release program.
Contact other Public Information Officers
by whatever communications are available
and determine which radio and TV stations
are operational.
Establish a Media Information Center at a
site away from the EOC, Command Post
and incident for media use and
dissemination of information.
City Public Information Officer
City Public Information Officer
City Public Information Officer
City Public Information Officer
Incident Commander
City Public Information Officer
City Public Information Officer
EOC Plans Officer
City Public Information Officer
Incident Commander
Media Relations Unit
City Public Information Officer
Media Relations Unit
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City of Glendale Emergency Plan
2008 5
Announce safe access to Media
Information Center for media
Schedule and post times and locations of
news briefs in the EOC, Media Information
Center and other appropriate areas.
Arrange for preparation of and provide
approved information to the media; and
post news releases in the EOC, Media
Information Center and other appropriate
areas.
Provide sufficient staffing and telephones
to efficiently handle incoming public calls.
Ensure that all departments, agencies and
response organizations in the jurisdiction
are aware that they must coordinate
release of emergency information through
the PIO and that all press releases must
be cleared with the Incident Commander
before releasing information to the media.
Coordinate all media events with the
Incident Commander.
Coordinate news releases about a
particular organization/agency with their
PIO.
If requested, established content for state
Emergency Alert Systems (EAS) releases.
Provide this information through
appropriate EBS links. Monitor EBS
releases.
Coordinate the use of the local cable
Government channel and/or emergency
override system for broadcast of
emergency information.
As required, periodically prepare briefings
for the jurisdiction executives or elected
officials.
PIO Support Unit Leader
PIO Support Unit Leader
City Public Information Officer
City Public Information Officer
City Public Information Officer/
VIP & Agency Liaison
City Public Information Officer
City Public Information Officer
City Public Information Officer/
Incident Commander
Media Information Center Location:
City Council Chambers
Glendale City Hall
613 E. Broadway
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City of Glendale Emergency Plan
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Establish a television bank easily
accessible. Monitor broadcast media, and
use information to develop follow-up news
releases and rumor control. Establish a
rumor control function as necessary.
Consider establishing and staffing a hotline to answer inquiries from the public.
Coordinate VIP tours with Liaison Officer,
City Council and Legislative Liaison.
Arrange for media tours and photo
opportunities when available staff and
time permit.
Ensure that announcements, information
and materials are translated and prepared
for special populations (non0English
speaking, non-readers, elderly, the
hearing, sight and mobility impaired,
etc.).
Through the Los Angeles County
Operational Area, coordinate with state,
federal or private sector agencies to get
technical information (health risks,
weather, etc.) for release to the public
and media.
Issue timely and consistent advisories and
instructions for life safety, health and
assistance:
What to do and why
What not do and why
Hazardous areas and structures to
stay away.
Evacuation routes, instructions and
arrangements for persons without
transportation or special needs
(non-ambulatory, blind, etc.).
Location of mass care shelters, first
aid stations, food and water
distribution points, etc.
Location where volunteers can
register and be given assignments.
Street and freeway overpass
conditions, congested areas to
avoid and alternate routes to take.
Instructions from the coroner and
public health officials pertaining to
dead bodies, potable water, human
waste and spoiled waste disposal.
City Public Information Officer
City Public Information Officer/
Public Information Unit Leader
City Public Information Officer/
VIP & Agency Liaison
City Public Information Officer/
Public Information Officer Support Unit/
Logistics – Personnel Unit
City Public Information Officer/
VIP & Agency Liaison
Incident Commander/
City Public Information Officer/
EOC Plans Officer/
EOC Logistics Officer/
Pd Operations – Movement Coordinator
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Weather hazards when
appropriate.
Issue timely and consistent advisories and
instructions for life, safety, health and
assistance.
Public information hotline numbers.
Status of Local Declaration,
Governor’s Proclamation of
Declaration.
Local state and federal assistance
available; locations opening dates
and times.
How and where people can obtain
information about relatives/friends
in the emergency disaster area
(coordinate with Red Cross on the
release of this information).
Ensure that file copies are maintained of
all information released. Provide copies of
all releases to the EOC Manager.
Conduct shift change briefings in detail.
Ensure that in-progress activities are
identified and follow-up requirements are
known.
DEACTIVATION
Deactivate the Emergency Public
Information position and close out logs
when authorized by the EOC Manager.
Ensure that any required forms or reports
are completed prior to your release and
departure.
Determine what follow up to your
assignments might be required before you
leave.
Leave forwarding phone number where
you can be reached.
Incident Commander/
City Public Information Officer/
EOC Plans Officer/
EOC Logistics Officer/
PD Operations – Movement Coordinator
Public Information Officer Support Unit
Public Information Officer Support Unit
City Public Information Officer
City PIO/ PIO Support Unit
City Public Information Officer
City Public Information Officer
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2008 1
Mission Objectives:
Mobilize and deploy fire resources and coordinate fire suppression and related rescue operations.
Coordinate rescue operations.
Coordinate Fire Department response to medical emergencies. Coordinate and initiate fire safety measures appropriate to the mitigation of fire hazards.
Perform containment and cleanup activities associated with hazardous materials spills.
Assist in alerting and notifying the general public.
Coordinate heavy rescue operations with other agencies.
ANNEX B – FIRE & RESCUE OPERATIONS
LEAD DEPARTMENT: FIRE
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ANNEX B – FIRE AND RESCUE OPERATIONS
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager PUBLIC
INFORMATION
City PIO
PIO Admin. Assistant
Deputy City Manager
Dept.. Representatives
As needed
EOC
MANAGER
Emergency Svcs.
Coordinator
GFD Captain
POLICY
GROUP
Department Heads
LOGISTICS
Purchasing Admin.
OPERATIONS
GFD D/C
GPD CAPT.
PLANNING
INTELLIGENCE
Sr. Planner
FINANCE/
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
FIRE &
RESCUE
OPERATIONS
A PLATOON B/C
B PLATOON B/C
C PLATOON B/C
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ACTION
Assure that all emergency equipment
under cover has been moved to open
areas to prevent damage in the event of
aftershocks. (other disasters besides
earthquakes)
Dispatch units to survey and report
damage.
IF LITTLE OR NO DAMAGE IS
REPORTED, PREPARE TO SUPPORT
MORE HEAVILY DAMAGE
JURISDICTIONS.
IF EXTENSIVE DAMAGE IS REPORTED,
TAKE THE FOLLOWING ACTIONS AS
APPROPRIATE.
Determine condition of pre-designated
locations where hazardous chemicals,
flammable substances, and explosives are
stored or used.
Check communications to ensure
dispatching and reporting system is
operating.
Dispatch units to provide alternate
communications links if necessary.
Determine if firefighting water system is
functional.
Call back all regular personnel and
reserves, including public and private
ambulances.
Take suppression actions on reported
fires.
Keep other emergency forces informed of
areas threatened by fire.
Clear debris from pre-planned routes to
support fire and rescue activities.
ASSIGNED RESPONSIBILITY
On-Duty Operations Battalion Chief/
Company Commander
On-Duty Operations Battalion Chief
Company Commanders
Verdugo Communications Spvr.
On-Duty Operations Battalion Chief
Company Commanders
On-Duty Operations Battalion Chief/
Recall Coordinator
Company Commanders
Fire Operations Officer/
EOC Plans Officer
Public Works Operations –
Construction & Engineering Unit
ANNEX B1 – FIRE & RESCUE OPERATIONS
LEAD DEPARTMENT: FIRE
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City of Glendale Emergency Plan
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Determine if current and forecast wind
conditions will support large and intense
fires.
Give priority to lifesaving actions.
Organize and direct light rescue of
trapped persons, and perform first aid.
Coordinate the activation of multi-purpose
staging areas.
Broadcast emergency self-help
instructions to the public.
Call for equipment needed for debris
clearance and heavy duty rescue
operations.
Establish access controls to damaged
areas, assist people to safe areas, request
needed medical support.
If any facility is reported to be unsafe
because of damage, developing fires, or
other hazards, order evacuation.
Request additional assistance from the
Operational Area Fire and Rescue
Coordinator.
Ensure that operations are conducted
from an upwind position.
Identify substance(s) involved, including
shipping papers and/or placards.
Contact as required, the appropriate local,
county and state agencies.
Take steps necessary to protect or save
human life; safeguard property in so far
as practical.
Coordinate with Police Operations and the
On-Scene Law Enforcement Supervisor to
ensure that a safe perimeter is maintained
to protect the public.
Re-evaluate perimeters as conditions
change.
Plans Officer
On-Duty Operations Battalion Chief
Company Commanders
On-Duty Operations Battalion Chief
City Public Information Officer/
Fire Public Information Officer
Heavy Rescue Coordinator
Police Operations – Access Control Unit
Fire Operations – Company Commanders
Fire Operations – Company Commanders
Police Operations – Access Control Unit
On-Duty Operations Battalion Chief
On-Duty Operations Battalion Chief
Company Commanders
Company Commanders/
Hazardous Materials Team
On-Duty Operations Battalion Chief
Company Commanders
On-Duty Operations Battalion Chief
Company Commanders
On-Duty Operations Battalion Chief
Hazardous Materials Team/
Police Operations – Access Control Unit
On-Duty Operations Battalion Chief/
Hazardous Materials Teams
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City of Glendale Emergency Plan
2008 5
Assist medical personnel in isolating and
removing contaminated or injured persons
from the scene.
Take action to contain and/or prevent the
spread of the material.
Secure the services of a designated
governmental and/or private hazardous
materials clean up agency.
Establish communications links with law
enforcement agencies.
Prepare to relocate fire equipment from
stations in impacted area(s).
Assist in warning and evacuation
necessary.
Assist in evacuating non-ambulatory
persons.
Coordinate with facility operators to
ensure actions are taken to prevent the
release of hazardous materials.
Continue to warn and assist areas not yet
impacted or flooded.
Obtain equipment as needed for debris
clearance and heavy rescue operations.
Establish liaison with the Emergency
Operations Center (EOC) and any mutual
aid providers.
Establish communication links with law
enforcement agencies.
Prepare to relocate fire equipment from
stations in impacted area(s).
Assist in warning and evacuation
necessary.
Assist in evacuating non-ambulatory
persons.
On-Duty Operations Battalion Chief/
Hazardous Materials Team/
Company Commanders
On-Duty Operations Battalion Chief/
Hazardous Materials Team/
Company Commanders
On-Duty Operations Battalion Chief/
Hazardous Materials Team
On-Duty Operations Battalion Chief
On-Duty Operations Battalion Chief/
Company Commanders
On-Duty Operations Battalion Chief/
Company Commanders
On-Duty Operations Battalion Chief/
Company Commanders
On-Duty Operations Battalion Chief/
Company Commanders
On-Duty Operations Battalion Chief/
Company Commanders
EOC Fire Operations/
EOC Public Works Operations/
EOC Logistics
On-Duty Operations Battalion Chief
EOC Fire Operations/
On-duty Operations Battalion Chief
On-duty Operations Battalion Chief/
Company Commanders
On-duty Operations Battalion Chief/
Company Commanders
On-duty Operations Battalion Chief/
Company Commanders
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City of Glendale Emergency Plan
2008 6
Coordinate with facility operators to
ensure actions are taken to prevent the
release of hazardous materials.
Continue to warn and assist areas not yet
impacted or flooded.
Obtain equipment as needed for debris
clearance and heavy rescue operations
On-duty Operations Battalion Chief/
Company Commanders
On-duty Operations Battalion Chief/
Company Commanders
EOC Fire Operations/
EOC Public Works Operations/
EOC Logistics
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City of Glendale Emergency Plan
2008 1
Mission Objectives:
Mobilize, deploy, and organize for law enforcement and traffic control operations. Assist in alerting and notifying the public.
Report conditions, needs, damage assessment, and other vital information to include road closures, bridge failures, collapsed buildings, casualty estimates or any other situation which would normally require emergency response. Provide traffic and crowd control support at mass care facilities, multi-purpose staging areas, casualty collection points, storage areas, vacated areas, key facilities and vital institutions.
Establish procedures to allow rapid access by authorized personnel to controlled areas.
Predetermine accreditation procedures for vital services and disaster service personnel.
Protect critical facilities and supplies.
Assists in establishing multipurpose staging areas for incoming mutual aid, supplies equipment, food, medical resources, etc.
Establish liaison with coroner services. Provide security protection of personal effects and assist with the identification of the dead.
Support search and rescue operations.
ANNEX C – LAW ENFORCEMENT AND TRAFFIC CONTROL
OPERATIONS – LEAD DEPARTMENT: POLICE
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ANNEX C – LAW ENFORCEMENT AND TRAFFIC CONTROL
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
PIO Admin. Asst.
Deputy City Manager
Dept.. Representatives
As needed
EOC
MANAGER
Emergency Svcs
Coordinator.
PLANNING
INTELLIGENCE
Sr. Planner
OPERATIONS
GFD D/C
GPD Capt.
FINANCE
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
LOGISTICS
Purchusing
Admin.
POLICE
OPERATIONS
On-Duty Watch
Commander
ACCESS
CONTROL
Field Services Dept. Lt.
POLICY
GROUP
Department Heads
3996 of 5188
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ACTION
Dispatch units to survey damage,
particularly pre-designated facilities.
ASSIGNED RESPONSIBILITY
EOC Police Operations
Assure that all emergency equipment
under cover has been moved to prevent
damage in the event of aftershocks (other
type of disasters)
IF LITTLE OR NO DAMAGE IS REPORTED, PREPARE TO SUPPORT MORE HEAVILY DAMAGED JURISDICTIONS.
IF EXTENSIVE DAMAGE IS REPORTED, TAKE THE FOLLOWING ACTIONS AS APPROPRIATE.
Provide alternated communications, if
telephone or radio communications are
not operational.
Call in regular personnel and reserves,
assign responsibilities according to plan.
Assist with the removal and disposition of
the dead, if requested by the County
Coroner.
Take required animal control measures;
coordinate with Humane Society if
necessary.
Continue surveys for further damage or
hazards.
Impose curfew, as directed.
Protect inmates within detention facilities.
Assist with the evacuation of
institutionalized persons, as necessary.
Request mutual aid assistance from the
Operational Area Law Enforcement
Coordinator, as required.
Assist in search and rescue operations
Logistics – Communications & Data
Support Unit
EOC Police Operations
Coroner Unit
EOC Police Operations
EOC Police Operations/
Field Units
Incident Commander/
EOC Police Operations
EOC Police Operations / Jail Spvr.
EOC Police Operations/
Jail Spvrs.
EOC Police Operations
EOC Police Operations / Field Units / Fire
ANNEX C1– LAW ENFORCEMENT AND TRAFFIC CONTROL
RESPONSE TO ALL MAJOR DISASTERS
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Search vacated areas to ensure that all
people have received warnings.
Relocate people to safe areas.
Provide security to protect people
remaining in area.
Provide traffic control.
Assist fire units in entering or leaving
area.
Establish perimeter access control, as
required.
Coordinate the evacuation of hazardous
areas with other agencies.
Coordinate with the Construction and
Engineering Coordinator for street/roads
barricades.
Establish security for vital facilities and
essential supplies.
Coordinate with traffic engineering to
determine capacity and safety of
evacuation routes.
Coordinate with Public Works for debris
clearance and heavy rescue operations.
EOC Police Operations/
Field Units / Fire Operations
Movement Unit Leader/
Fire Operations
EOC Police Operations
Access Control Unit
Access Control Unit
Access Control Unit
Access Control Unit
EOC Police Operations/
Access Control Unit
EOC Police Operations/
Access Control Unit
Movement & Evacuation Unit
EOC Police Operations/
Movement & Evacuation Unit/
EOC Fire Operations
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POLICE DEPARTMENT & HEADQUARTERS
131 N. Isabel St.
Contact: GPD Watch Commander
GALLERIA SUBSTATION
Glendale Galleria
Contact: Galleria Sgt.
COPPS SUBSTATION
3808 Ocean View Blvd.
Contact: COPPS Sgt.
AMERICANA SUBSTATION
Americana
Contact: Americana Sgt.
ANNEX C2– LAW ENFORCEMENT AND TRAFFIC CONTROL
LAW ENFORCEMENT FACILITIES AND RESOURCES
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Mission Objectives:
Minimize loss of life, subsequent disability, and human suffering by ensuring timely and coordinated medical assistance, to include the evacuation of severely ill and injured patients.
Coordinate the application of medical facilities and the procurement, allocation, and distribution of medical personnel, supplies, communications, and other resources. Provide a system for the receipt and dissemination of information required for the effective response to and recovery from the effects of a major disaster.
ANNEX D – MEDICAL OPERATIONS
LEAD DEPARTMENT: FIRE
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ANNEX D – MEDICAL OPERATIONS
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
PIO Admin. Asst.
Deputy City Manager
Dept. Representatives
As needed
EOC
MANAGER
Emergency Svcs
Coordinator.
PLANNING
INTELLIGENCE
Sr. Planner
OPERATIONS
GFD D/C
GPD Capt.
FINANCE
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
LOGISTICS
Purchasing
Admin.
FIRE
OPERATIONS
On-Duty Battalion
Chief
MEDICAL UNIT
Battalion Chief
GFD Captain
POLICY
GROUP
Department Heads
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ACTION
Determine number and location of
casualties that require hospitalization.
Survey Fire Field Units
Obtain GPD Updates from Police
Operations
Activate Casualty Collection Points if
required.
Notify Operational Area
Disaster
Medical Coordinator (L.A. Co.
DHS)
Establish and operate emergency
medical care centers for essential
workers in the hazardous areas
following the evacuation of the
population.
Alert E.O.C. PLANNING AND
E.O.C. LOGISTICS
Provide medical care at
shelter/congregate care centers.
Obtain location of care sites
Assign medical care units to
sites
Provide field medical care, including
triage, near or in affected areas.
Obtain location of care sites
Assign medical care units to
sites
Provide field medical care, including
triage, near or in affected areas.
Obtain location of care sites
Assign medical care units to
sites
Coordinate patient evacuation with
Movement Coordinator
Contact GPD Police Operations
Alert E.O.C. PLANNING
ASSIGNED RESPONSIBILITY
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Medical Branch
Leader
E.O.C. Operations – Medical Branch
Leader
E.O.C. Operations – Medical Branch
Leader
E.O.C. Operations – Medical Branch
Leader
E.O.C. Operations – Deputy Chief
ANNEX D1 – MEDICAL OPERATIONS
RESPONSE TO ALL MAJOR DISASTERS
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Assist in reducing the patient
population in hospitals and other
health care facilities if evacuation is
necessary and continuing medical care
for those that cannot be evacuated.
Notify Operational Disaster
Area Medical Coordinator (L.A.
Co. DHS)
Alert E.O.C. PLANNING
Contact hospitals to determine their
capability to receive and treat
casualties.
Identify hospitals, nursing homes, and
other facilities that could be expanded
into emergency treatment center for
disaster victims.
Coordinate with E.O.C.
PLANNING
Provide crisis augmentation of medical
personnel; e.g. nurses aides,
paramedics, Red Cross personnel, and
other trained volunteers.
Inform the Emergency Public
Information Officer of current
information for dissemination to the
public.
Have units dispatched to pick up
injured.
Determine if specialized equipment is
needed for medical personnel
operating in the affected areas.
Place medical personnel on standby
status.
Provide evacuation assistance to noninstitutionalized persons who required medical/nursing support.
ADDITIONAL ACTION IN
RESPONSE TO HAZARDOUS
MATERIAL INCIDENT
Notify hospitals/toxic center if
contaminated or exposed patients are
involved.
Coordinate with HazMat Unit
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Deputy Chief
Fire Operations – Medical Branch
Leader
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Medical Branch
Leader
E.O.C. Operations – Medical Branch
Leader
E.O.C. Operations – Medical Branch
Leader
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ADDITIONAL ACTION IN
RESPONSE TO FLOODING AND/OR
DAM FAILURE
Identify facilities subjects to flooding
and prepare to move people from
facilities.
Alert E.O.C. PLANNING
Initiate the removal of patients from
nursing homes in flood plain.
Coordinate with Movement and
Evacuation Unit within Police
Operations.
E.O.C. Operations – Deputy Chief
E.O.C. Operations – Deputy Chief
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Mission Objectives:
Coordinate Preventive Health Services.
Coordinate food handling and mass feeding sanitation services in emergency facilities with Care and Shelter Operations & L.A. Co. Health Services. Inspect and advise on general sanitation matters.
Coordinate health-related activities among other local public and private response agencies or groups.
ANNEX E – PUBLIC HEALTH OPERATIONS
LEAD DEPARTMENT: PUBLIC WORKS
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ANNEX E – PUBLIC HEALTH OPERATIONS
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
PIO Admin. Asst.
Deputy City Manager
Dept. Representatives
As needed
EOC
MANAGER
Emergency Svcs
Coordinator.
PLANNING
INTELLIGENCE
Sr. Planner
OPERATIONS
GFD D/C
GPD Capt.
FINANCE
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
LOGISTICS
Purchasing
Admin.
PUBLIC
WORKS
OPERATIONS
PUBLIC
HEALTH UNIT
Sr. Environmental Eng.
.
POLICY
GROUP
Department Heads
SOLID WASTE
Int. Waste Admin.
MM – Sanitation
FIRE – Industrial Waste
SEWER – Portable Toilets
MEDICAL /
HEALTH
Envir. Health & Safety
Admin.
Health Services Nurse
WATER
QUALITY
GWP Operations
LOS ANGELES CO.
PUB. HEALTH
OFFICER
County Assistance will be
required in these Public
Health Areas:
Vector
Infectious Disease
Preventative Health
Shelters
Food
Animal Control Issues
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ACTION
IF LITTLE OR NO DAMAGE IS
REPORTED, PREPARE TO SUPPORT
MORE HEAVILY DAMAGED
JURISDICTIONS.
IF EXTENSIVE DAMAGE IS REPORTED,
TAKE THE FOLLOWING ACTIONS AS
APPROPRIATE.
Inspect foodstuffs, water, drugs, and
other consumable for purity and usability.
Provide sanitation services in emergency
facilities.
Coordinate the procurement of portable
sewage pumps.
Conduct inspection health hazards in
damaged buildings.
Request assistance from the Regional
Disaster Medical/Health Coordinator, as
required.
Conduct field survey to detect damage to
water and sewage systems.
Locate and check status of potable water
sources.
Coordinate the transportation of water to
points of consumption.
Provide chemical toilets and other
temporary facilities for the disposal of
human waste and other infected refuse.
Coordinate health-related activities among
local public and private response agencies
or groups.
Coordinate the collection and disposal of
dead animals.
ASSIGNED RESPONSIBILITY
Public Health Unit/ County Health Dept.
Public Works Operations / Public Health
Unit
Public Works Operations / Public Health
Unit
Public Works Operations / Public Health
Unit
Public Works Operations / Public Health
Unit / E.O.C. Operations
Incident Commander
GWP Operations / Public Works Operations
GWP Operations
GWP / Logistics Transportation Unit
Public Works Operations / Public Health
Unit
Public Works Operations / Public Health
Unit
Public Works Operations / Public Health
Unit / Animal Control
ANNEX E1 – PUBLIC HEALTH OPERATIONS
LEAD DEPARTMENT: PUBLIC WORKS
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Coordinate, with the County Coroner, on
any health-related problems associated
with the disposal of the dead.
Police Operations Coroner Unit /
Public Works Operations /
Public Health Unit
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AGENCY
Los Angeles Co. Sanitation District (Scholl
Canyon)
United Site Services
Arrowhead Puritas
California Integrated Waste Management
Board (CIWMB) Permitting Branch
ACTIONS
Ensure continued operations of Scholl
Canyon Landfill for ultimate disposal of
storage of solid wastes.
Rental of portable toilets and emergency
installation of protective fences.
Sales and delivery of potable water.
Acquisition of permits for emergency
disposal of quantities exceeding existing
capacity.
ANNEX E2 – PUBLIC HEALTH OPERATIONS
LEAD DEPARTMENT: PUBLIC WORKS
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City of Glendale Emergency Plan
2008 1
Mission Objectives:
Identify human remains and provide adequate care (storage, posthumous examination, etc.)
Inventory and protection of personal effects.
Locate and notify next of kin.
Determine the cause and manner of death.
ANNEX F – CORONER OPERATIONS
LEAD DEPARTMENT: POLICE
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2008 2
ANNEX F – CORONER OPERATIONS
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
PIO Admin. Asst.
Deputy City Manager
Dept. Representatives
As needed
EOC
MANAGER
Emergency Svcs
Coordinator.
PLANNING
INTELLIGENCE
Sr. Planner
OPERATIONS
GFD D/C
GPD Capt.
FINANCE
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
LOGISTICS
Purchasing
Admin.
POLICE
OPERATIONS
On-Duty Watch
Commander
CORONER
UNIT
Investigative Svcs. Capt.
Detective Bureau Lt.
Robbery Homicide
Detail
Crime Lab.
POLICY
GROUP
Department Heads
LOS ANGELES
COUNTY
CORONER’S OFFICE
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City of Glendale Emergency Plan
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IF THERE ARE ONLY A FEW OR NO FATALITIES, PREPARE TO SUPPORT MORE HEAVILY DAMAGED JURISDICTIONS.
IF THERE ARE A LARGE NUMBER OF FATALITIES, TAKE THE FOLLOWING ACTIONS AS APPROPRIATE.
ACTIONS
Alert staff to report to pre-designated
locations.
Establish morgue facilities.
Procure temporary cold storage
facilities or vehicles if required.
Establish collection points to facilitate
body recovery operations.
Collect and tag bodies.
Transport human remains to
morgue(s).
Establish additional temporary morgue
facilities as needed.
Identify remains.
Notify next to kin.
Request mutual aid assistance through
the Los Angeles Co. Operational Area.
ASSIGNED RESPONSIBILITY
Coroner Unit
Coroner Unit
Logistics – Supply & Procurement Unit/
Logistics – Transportation Unit
Logistics – Supply & Procurement Unit
Coroner Unit
Coroner Unit
Coroner Unit
Coroner Unit
Coroner Unit
Police Chief or designee
ANNEX F1 – CORONER OPERATIONS
LEAD DEPARTMENT: POLICE
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2008 4
NAME
CABOT & SONS
CRIPPEN MORTUARY
EKERMAN-HEISMAN
FOREST LAWN
GLASBAND WILLEN
SCOVERN / WOODS
ADDRESS
27 Chestnut
Pasadena
2900 Honolulu Ave.
La Crescenta
333 E. Magnolia Blvd.
Burbank
1712 S. Glendale Ave.
Glendale
6300 Forest Lawn Dr.
Burbank
5423 Tujunga Ave.
North Hollywood
511 S. Central Ave.
Glendale
ANNEX F2 – CORONER OPERATIONS
MORTUARY FACILITIES
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City of Glendale Emergency Plan
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The Glendale Police Department Emergency Action Plan contains additional detailed information regarding this function and the processing of deceased victims during a major disaster.
For planning purposed, the Los Angeles County Coroner has established the following guidelines pertaining to emergency coroner functions.
State I (10-100 Fatalities)
The Coroner’s Office is equipped to hand and processes an event of this magnitude through the central facility. (Normal caseload averages 48 per day) State II (101-1000 Fatalities)
Most of the normal functions of the central facility would be disrupted and would not be able to handle the normal caseload. It may be necessary to establish temporary morgue facilities and recruit local funeral directors and their equipment/supplies.
State III(>100-1000 Fatalities)
A total disruption of normal workload. All funeral directors’ establishments (204 in L.A.
County) and cemeteries (56) would be recruited. Depending on the scope of the incident, public health concerns may arise. Mutual aid form local, state and federal agencies will be required.
Additional guidelines and specific functional direction is maintained in the Mortality Management during Disaster Operations policy, contained in the Glendale Police Department Emergency Action Plan.
ANNEX F3 – CORONER OPERATIONS
MORTALITY MANAGEMENT POLICY
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City of Glendale Emergency Plan
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Mission Objectives:
In conjunction with the Red Cross, coordinate and/or support food, clothing, shelter, and other basic necessities of life, on a mass care basis, to persons unable to provide for them as a result of a disaster.
Coordinate and/or support an inquiry service in conjunction with the Red Cross to reunite separated families or respond to inquiries from relatives and friends outside the affected areas.
Provide food, clothing, shelter, and other basic necessities of life to city employees and their families as necessary.
Assure an orderly transition from mass care, to separate family living, to postdisaster recovery.
ANNEX G – CARE AND SHELTER OPERATIONS
LEAD DEPARTMENT: PARKS, RECREATION, COMM. SERVICES
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ANNEX G – CARE AND SHELTER OPERATIONS
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
PIO Admin. Asst.
Deputy City Manager
Dept. Representatives
As needed
EOC
MANAGER
Emergency Svcs
Coordinator.
PLANNING
INTELLIGENCE
Sr. Planner.
OPERATIONS
GFD D/C
GPD Capt.
FINANCE
ADMINISTRATION
Accounting Systems Admin.
Fin. & Admin. Svcs. Exec.
Asst.
LOGISTICS
Purchasing
Admin.
POLICY
GROUP
Department Heads
PARKS
OPERATIONS
Asst. Dir. Parks, Rec.,
& Community Svcs.
Recreation Admin
Recreation Spvr...
EMPLOYEE CARE
& SHELTER UNIT
Recreation Spvr.
Program Spvr.
(Library) Customer Svcs.
Representative
PUBLIC MASS
CARE &
SHELTER UNIT
Recreation Administrator
Recreation Spvr.
Program Spvr.
GWP
WATER UNIT
GUSD
RED CROSS
4016 of 5188
City of Glendale Emergency Plan
2008 3
Note: The Crescenta Valley/Glendale Chapter of the American Red Cross is considered the agency with primary responsibility for establishing a mass care facility, with support from the city as necessary. In the event the Red Cross is unavailable or seriously delayed in their response, the following actions will be taken by the City until such time the Red Cross can support this function.
ACTION
Determine the location(s) impacted,
and estimated numbers of persons
needing shelter:
Coordinate Operations and Plan
Officers(s)
Survey field units
Establish contact with Red
Cross and Glendale Unified
School District (GUSD)
Coordinate as necessary with
other EOC Branches
Determine the location, condition and
availability of possible shelter sites:
Coordinate inspection/survey
with Public Works Operations
(Building Inspection)
Survey schools sites
Survey City facilities
Survey Churches
Activate shelter site(s)
Notify site owner
(agency/organization)
Notify Red Cross and/or GUSD
Coordinate with Plan, Logistics
and Public Information
Branches in EOC
Notify shelter management
team leaders and shelter
management teams.
Establish shelters and operate mass
care and feeding at sites
Assign shelter management
teams
Request shelter materials,
equipment, and supplies from
Red Cross
ASSIGNED RESPONSIBILITY
Parks Operations Coordinator/
Care & Shelter Unit Leader
Parks Operations Coordinator/
Care & Shelter Unit Leader/
Field Units
Parks Operations Coordinator/
Care & Shelter Unit Leader
Red Cross Representative/
Logistics-Personnel Unit
Parks Operations Coordinator/
Care & Shelter Unit Leader
Red Cross Representative/
Logistics – Supply Procurement Unit/
Logistics – Personnel Unit/
GWP Operations – Water Unit
ANNEX G1 – CARE AND SHELTER OPERATIONS
RESPONSE TO ALL MAJOR DISASTERS
4017 of 5188
City of Glendale Emergency Plan
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Coordinate needs with EOC
Logistics Branch and Public
Services Water Unit as
necessary
Coordinate with Logistics –
Personnel Unit to register and
assign volunteer to augment
shelter management teams as
necessary.
Determine if there is a need for an
employee shelter.
Coordinate with all EOC
Branches to determine
employee need(s)
Identify employee shelter
site(s)
Alert Employee Care & Shelter
Unit Leader(s) (Library Staff)
Establish shelter as necessary
Notify all EOC Branches of
employees shelter(s)
Establish and operate employee
shelter at identified site(s).
Assign shelter management
teams
Request shelter materials,
equipment, and supplies from
Red Cross
Coordinate needs with EOC
Logistics Branch and Public
Service Water Unit as
necessary
Coordinate with Logistics –
Personnel Unit to register and
assign volunteers to augment
shelter management teams as
necessary
Coordinate with the Red Cross to
ensure the implementation of an
inquiry service to reunite families.
Maintain updated lists of
victims and their location(s)
Provide EOC Plans Section with
regular updates
Coordinate victim movement with EOC
Operations and Plans.
Parks Operations Coordinator/
Employee Shelter Unit Leader
Parks Operations Coordinator/
Care & Shelter Unit Leader
Red Cross Representative/
Logistics – Supply Procurement Unit/
Logistics – Personnel Unit
GWP Operations – Water Unit
Parks Operations Coordinator/
Care & Shelter Unit Leader
Red Cross Representative/
Employee Care & Shelter Unit Leader
Care & Shelter Unit Leader/
Police Operations – Movement Coordinator
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In the event hospitals are not available
or heavily impacted, coordinate the
provision of medical care at shelter
sites.
Coordinate with Red Cross
Coordinate with Fire
Operations- Medical Unit
Provide Emergency Public Information
Officer with current information for
public dissemination.
Parks Operations Coordinator/
Care & Shelter Unit Leader
Employee Care & Shelter Unit Leader/
Red Cross Representative
Parks Operations Coordinator/
Public Information Officer
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City of Glendale Emergency Plan
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Mission Objectives:
Expedite the movement of persons from hazardous areas. Control evacuation traffic.
Provide adequate means of transportation for disabled persons, the elderly, and persons without vehicles.
Provide for the procurement, allocation, and use of necessary transportation resources and law enforcement resources by means of mutual aid or other agreements.
ANNEX H – MOVEMENT & EVACUATION OPERATIONS
LEAD DEPARTMENT: POLICE
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ANNEX H – MOVEMENT AND EVACUATION OPERATIONS
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
PIO Admin. Asst
Deputy City Manager
Dept. Representatives
As needed
EOC
MANAGER
Emergency Svcs
Coordinator.
PLANNING
INTELLIGENCE
Sr. Planner
OPERATIONS
GFD D/C
GPD Capt.
FINANCE
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
LOGISTICS
Purchaisng
Admin.
POLICE
OPERATIONS
On-Duty Watch
Commander
MOVEMENT
UNIT
Traffic Dept. Lt.
Traffic Motors
Parking Checkers
POLICY
GROUP
Department Heads
TRANSPORTATION
UNIT
MASS CARE
& SHELTER
UNIT
4021 of 5188
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2008 3
ACTION
Determine the area that will require
evacuation.
Estimate the number of people in the
evacuation area.
Estimate number of persons needing
transportation assistance.
Coordinate with Access Control Unit to
identify major evacuation routes and
establish traffic control points.
Establish evacuation assembly points.
Dispatch units to warn threatened area.
Notify radio and TV stations to broadcast
warning. (Coordinate with the City Public
Information Officer and Media Relations
Unit).
Dispatch buses to designated assembly
points.
Dispatch units to traffic and access control
points.
Provide crowd control at assembly points.
Place two trucks on standby to assist
disabled vehicles on evacuation routes.
Monitor status of warning and evacuation
process.
Notify Red Cross to open designated
Reception Center.
Monitor traffic flow on evacuation routes.
Establish security patrol and access
control procedures.
ASSIGNED RESPONSIBILITY
EOC Police Operations/
Movement & Evacuation Unit
Movement & Evacuation Unit
Movement & Evacuation Unit
Movement & Evacuation Unit/
Access Control Unit
Movement & Evacuation Unit
EOC Police Operations/
Alerting & Warning Unit
Alerting & Warning Unit
Movement & Evacuation Unit
Movement & Evacuation Unit
Movement & Evacuation Unit
EOC Police Operations
Movement & Evacuation Unit
EOC Parks Operations/
Care & Shelter Unit
Movement & Evacuation Unit
EOC Police Operations
ANNEX H1 – MOVEMENT & EVACUATION OPERATIONS
RESPONSE TO ALL MAJOR DISASTERS
4022 of 5188
City of Glendale Emergency Plan
2008 1
Mission Objectives:
Locate endangered, trapped, disabled and/or isolated persons Gain access to persons in need of assistance/rescue
Administer first aid
Extricate trapped and injured persons
Move persons to safety
Perform initial triage of injured persons
Transport non-ambulatory injured to Casualty Collection Points or medical care facilities
Remove dead as incidental to rescue efforts
Tag injured and deceased
Report conditions, needs, observations of damage, resource status, and progress to proper authorities
Provide food, lodging, equipment, materials, and supplies to rescue personnel Mark structures and facilities which have been searched ANNEX I – RESCUE OPERATIONS
LEAD DEPARTMENT: FIRE
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City of Glendale Emergency Plan
2008 2
ANNEX I – RESCUE OPERATIONS
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
PIO Admin. Asst.
Deputy City Manager
Dept. Representatives
As needed
EOC
MANAGER
Emergency Svcs
Coordinator.
PLANNING
INTELLIGENCE
Sr. Planner
OPERATIONS
GFD D/C
GPD Capt.
FINANCE
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
LOGISTICS
Purchaisng Admin.
FIRE
OPERATIONS
On-Duty Watch
Commander
RESCUE
UNIT
GFD B/C
USAR CAPTAIN
(A-B-C Platoon)
POLICY
GROUP
Department Heads
4024 of 5188
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ACTION
Mobilize available public and private
rescue personnel and equipment.
Organize rescue teams.
Assign teams to areas according to
established priorities.
Establish communications net and
reporting procedures.
Assign mutual aid resources arriving from
other jurisdictions.
Recruit volunteers.
Monitor resources and team activities.
Coordinate with Disaster Medical, Public
Health, and Coroner Coordinators for the
care and collection of fatalities.
Request assistance from the Los Angeles
County Operational Area as required.
ADDITIONAL ACTIONS TO BE TAKEN
IN RESPONSE TO A HAZARDOUS
MATERIALS INCIDENT
Check with scene coordinator to
determine existing or potential rescue
requirements.
Ensure that personnel have adequate
protective clothing and breathing
apparatus if operating in hazardous areas.
Coordinate with Medical Unit, Public
Health Unit and Coroner Unit Leaders on
care of injured and collection of fatalities.
Coordinate with Logistics Officer for
emergency generators and other equip.
ASSIGNED RESPONSIBILITY
On-Duty Operations Battalion Chief
On-Duty Operations Battalion Chief
EOC Operations / Fire Operations/
On-Duty Operations Battalion Chief
On-Duty Operations Battalion Chief
Verdugo Fire Communications/
EOC Fire Operations
Logistics Officer/
On-Duty Operations Battalion Chief
Logistics Personnel Unit
On-Duty Operations Battalion Chief
EOC Fire Operations Officer
EOC Fire Operations Officer/
On-Duty Operations Battalion Chief
On-duty Operations Battalion Chief
Safety Officer/
Company Commanders
EOC Fire Operations Officer/
On-Duty Operations Battalion Chief
EOC Fire Operations Officer/ On-Duty
Oper. Battalion Chief / Company Comm.
ANNEX I1 – RESCUE OPERATIONS
LEAD DEPARTMENT: FIRE
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4026 of 5188
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2008 1
Mission Objectives:
Assess post-event serviceability of facilities and structures Conduct emergency repair and/or restoration of essential streets, roads, highways and related bridges, overpasses and tunnels
Conduct emergency debris clearance and route recovery operations Conduct damage assessment activities, including building structural inspections and placarding
Conduct flood fighting operations
Restore/maintain sanitation and sewer systems
ANNEX J – CONSTRUCTION & ENGINEERING OPERATIONS
LEAD DEPARTMENT: PUBLIC WORKS
4027 of 5188
City of Glendale Emergency Plan
2008 2
ANNEX J – CONSTRUCTION AND ENGINEERING OPERATIONS
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
PIO Admin. Asst.
Deputy City Manager
Dept. Representatives
As needed
EOC
MANAGER
Emergency Svcs
Coordinator.
PLANNING
INTELLIGENCE
Sr. Planner
OPERATIONS
GFD D/C
GPD Capt.
FINANCE
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
LOGISTICS
Purchasing
Admin.
PUBLIC WORKS
OPERATIONS
P.W. Maintenance
Services Admin.
CONSTRUCTION
& ENGINEERING
City Engineer
POLICY
GROUP
Department Heads
DAMAGE
ASSESSMENT
Principal Civil Engineer
REPAIR /
CONSTRUCTION
Principal Civil Engineer
4028 of 5188
City of Glendale Emergency Plan
2008 3
ACTION
Dispatch units to survey for damage,
fires, landslides and other effects.
Dispatch team to check reservoirs.
Check key facilities, public works yards,
and other facilities to determine the
extent of damage and ability to operate.
Provide alternate communication links
where needed.
Assure that equipment under cover has
been moved to open areas to prevent
damage in the event of aftershocks.
ASSIGNED RESPONSIBILITY
Public Works OPS/ Construction &
Engineering / Damage Assessment Unit
GWP OPS
Public Works OPS/ Construction &
Engineering
Logistics / Communication & Information
Services
Public Works OPS
IF LITTLE OR NO DAMAGE IS REPORTED, PREPARE TO SUPPORT MORE HEAVILY DAMAGED JURISDICTIONS.
IF EXTENSIVE DAMAGE IS REPORTED, TAKE THE FOLLOWING ACTIONS AS APPROPRIATE.
Activate public, contractual and volunteer
forces.
Mobilize personnel, heavy equipment and
vehicles at designated Multi-purpose
Staging Areas.
Determine priorities for construction and
engineering activities.
Organize crews to clear debris which
hampers emergency response activities.
Provide barricades for traffic and access
controls.
Assign engineering teams to determine
capacity and safety of bridges,
underpasses, and roadways.
Assign teams to inspect buildings and
structures critical to emergency
operations and public safety.
EOC OPS/ Public Works OPS/
Construction & Engineering Unit
Public Works OPS/Construction &
Engineering/ Transp. Ground Sup.
EOC OPS/ Public Works OPS/Construction
& Engineering Unit
Public Works OPS/Construction &
Engineering/ Repair & Const. Unit
Logistics / Transportation Unit
ANNEX J1 – CONSTRUCTION & ENGINEERING OPERATIONS
RESPONSE TO ALL MAJOR DISASTERS
4029 of 5188
City of Glendale Emergency Plan
2008 4
Assign teams to inspect Civic Center and
other critical buildings.
Advise residents and EOC of the need for
evacuation of hazardous structures.
Cordon-off and placard hazardous
structures.
Compile Inspection results (ATC 20) and
communicate to EOC / Planning.
Construct detours and alternate routes
according to plans.
Repair damage to essential routes.
Coordinate with utilities on repair efforts.
Clear debris from Flood Control System to
prevent flooding.
Assist in the removal and tagging of dead
persons, as requested.
Provide information to Jurisdiction PIO.
Request assistance from the Operational
Area Construction and Engineering
Coordinator.
Coordinate on controlled release of water
from reservoir to avoid failure.
Public Works OPS/ Construction &
Engineering Damage Assessment Unit
Public Works OPS/ Construction &
Engineering Damage Assessment Unit
Public Works OPS/ Construction &
Engineering Damage Assessment Unit
Public Works OPS/ Construction &
Engineering Damage Assessment Unit
Public Works OPS/ Construction &
Engineering Damage Assessment Unit
Public Works OPS/ Construction &
Engineering/ Repair & Const. Unit
Public Works OPS/ Construction &
Engineering/ Repair & Const. Unit
Public Works OPS/ Construction &
Engineering/ Repair & Const. Unit
Logistics/Transportation
Public Works OPS/ Public Works PIO
Public Works OPS/ EOC OPS
GWP OPS
4030 of 5188
City of Glendale Emergency Plan
2008 5
AGENCY
A. Internal Resources
1. Public Works Street & Field
Services
2. Building Inspection Section
B. External Resources
1. Richardson Equipment
4311 San Fernando Rd.
2. Home Depot
5040 San Fernando Rd.
3. Sully-Miller Construction
1100 E. Orangethorpe
(Anaheim)
4. Nobest Inc.
Westminster
ACTIONS
Street Repair, Debris Removal,
Barricading, Sewer/Drainage Rep.
Supplies: 150 blank ATC 20”s (rapid
damage assessment)
900 green placards (safe),
900 yellow placards (limited entry)
900 red placards (unsafe)
24 rolls of duct tape
Heavy/Light Equipment
Construction Material
Bridges/Street Repair, Debris removal
Bridges/Street Repair. Debris removal
ANNEX J2 – CONSTRUCTION & ENGINEERING OPERATIONS
SUPPORTING ORGANIZATIONS
4031 of 5188
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Mission Objectives:
Procure and allocate essential resources (personnel and materials) to support emergency operations
Provide support for incoming mutual aid resources
Provide support and management of donated aid resources Provide supplies for mass care facilities, multi-purpose staging areas, and medical facilities
Coordinate and oversee procurement, allocation and distribution of resources not normally obtained through existing mutual aid sources, such as food, potable water, petroleum fuels, heavy and special equipment and other supplies and consumables Provide supplies for the EOC, field operations and other necessary facilities Purchase items within limits of delegated authority from Finance/Administrative Services. Coordinate with the Finance/Administrative Service Section on actions necessary to purchase or contract for items exceeding delegated authority Arrange for the delivery of the items requisitioned, contracted for / or purchased Maintain records to ensure a complete accounting of supplies procured and monies expended
Support activities for restoration of disrupted services and utilities ANNEX K1 – SUPPLY & PROCUREMENT UNIT
LEAD DEPARTMENT: FINANCE & ADMINISTRATION SERVICE
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City of Glendale Emergency Plan
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ANNEX K1 – SUPPLY AND PROCUREMENT UNIT
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
PIO Admin. Asst.
Deputy City Manager
Dept. Representatives
As needed
EOC
MANAGER
Emergency Svcs
Coordinator.
PLANNING
INTELLIGENCE
Sr. Planner
OPERATIONS
GFD D/C
GPD Capt.
FINANCE
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
LOGISTICS
Purchasing
Admin.
POLICY
GROUP
Department Heads
SUPPLY &
PROCUREMENT
UNIT
Purchasing
Administrator
Buyer Supervisor
SERVICES
BRANCH
Buyer
Office Svcs. Asst. II
SUPPORT
BRANCH
Buyer Supervisor
Office Svcs. Asst II
4033 of 5188
City of Glendale Emergency Plan
2008 3
ACTION
START-UP ACTIONS
Check in upon arrival at the EOC:
Identify yourself as the Supply &
Procurement Unit/ Branch Leader by
putting on the vest with your title. Print
you name on the EOC organization chart
next to you assignment.
Report to the Logistics Section
Coordinator and obtain a briefing on the
situation.
Review your position responsibilities.
Review emergency purchasing and
contracting procedures.
Clarify any issues regarding your authority
and assignment and what others in the
organization do.
Activate elements of your Branch/Unit,
establish work area, assign duties and
ensure Branch/Unit journal/log is open
using an ICS-214 log form.
Determine 24- hours staffing requirement
and request additional support as
required.
Ensure that all your incoming Branch/Unit
personnel are fully briefed.
Coordinate with Operations and Plans
Sections. Based on the situation as known
or forecast, determine likely future
Branch/Unit needs.
Using activity log (ICS-214), maintain all
required records and documentation to
support the City’s After-Action Report and
the history of the emergency/ disaster.
ASSIGNED RESPONSIBILITY
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
ANNEX K1 – SUPPLY & PROCUREMENT UNIT
RESPONSE TO ALL MAJOR DISASTERS
4034 of 5188
City of Glendale Emergency Plan
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Document:
Messages received
Action taken
Decision justification and
documentation
Request filled
EOC personnel and time on
duty
GENERAL OPERATIONAL DUTIES
Develop a plan for your Branch / Unit
operations and support of field
operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and
resources associated with your
Branch/Unit. Maintain current
status reports and displays.
Keep the Logistics Section Coordinator
advised of your Branch / Unit status
and activity and on any problem areas
that now need or will require solutions.
Provide periodic situation or status
reports to your Section Coordinator for
updating information to the
Planning/Intelligence Section.
Establish operating procedure with the
Logistics Section for use of telephone,
radio and data systems. Make any
priorities or special requests known.
Review situation reports as they are
received. Verify information where
questions exist.
Anticipate potential situation changes,
such as severe aftershocks, in all
Branch/Unit planning. Develop a
backup plan for all plans and
procedures requiring off-site
communications.
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Logistics Officer/
Supply & Procurement Unit Leader
Logistics Officer/
Supply & Procurement Unit Leader
Services Branch Leader
Support Branch Leader
Precise information is essential to meet
requirements for possible reimbursement by
State OES and FEMA
4035 of 5188
City of Glendale Emergency Plan
2008 5
Conduct periodic briefings for your
Branch/Unit. Ensure they are aware of
priorities.
Refer all media contacts to the Public
Information Unit.
Be prepared to participate in the EOC
Director’s Action Planning Meetings
and policy decisions when requested.
Ensure that all your Branch / Unit
personnel time records are provided to
your Section Coordinator at the end of
each operational period.
Meet and coordinate activities with
Finance/Administration Section and
determine purchasing authority to be
delegated to Procurement Unit.
Review, verify and process requests
from other sections for resources.
A LOG OF ALL REQUESTS AND
THEIR DISPOSITION MUST BE
MAINTAINED:
Resources readily available
Resources requests
Status of shipments
Priority resource requirements
Shortfalls
Coordinate with other branches/
groups/ units as appropriate on
resource request received from
operations forces to ensure there is no
duplication of effort or requisition.
Determine if needed resources are
available form city stocks, mutual aid
sources or other sources. Arrange for
delivery as needed. Coordinate with
Transportation Unit as needed.
Notify Finance/Administration Section
of procurement needs that exceed
delegated authority. Obtain needed
authorization and paperwork.
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
4036 of 5188
City of Glendale Emergency Plan
2008 6
If contracts are needed for procuring
resources, request that Finance/
Administration Section develop
necessary agreements.
Identify to the Logistics Section
Coordinator any significant resources
request(s) which cannot be met
through local action. Suggest
alternative methods to solve the
problem if possible.
Establish contact with the Operations
Section (GWP – Water Unit) and Red
Cross representative(s) and discuss
the food and potable water situation
with regard to mass care shelters and
mass feeding locations. Coordinate
actions.
Establish a plan field and EOC feeding
operations. Coordinate with Operations
Section to avoid duplication.
Assemble resource documents which
will allow for agency, vendor and
contractor contacts; e.g., telephone
listings, procurement catalog,
directories and supply locations.
Provide updated reports on resource
status to Planning Section – Resources
Status Unit.
Procure and arrange for basic
sanitation and health needs at mass
care facilities (toilets, showers, etc.) as
requested by Operation Section.
Ensure the organization, management,
coordination and channeling of
donations of goods from individual
citizens and volunteer groups during
and following the disaster/emergency.
Be prepared to provide input to the
After-Action Report.
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Supply & Procurement Unit Leader
Services Branch Leader/
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
4037 of 5188
City of Glendale Emergency Plan
2008 7
Determine what follow-up to your
assignment might be required before
you leave. Deactivate the Supply and
Procurement Unit position and close
out logs when authorized by the
Logistics Sect. Officer
Supply & Procurement Unit Leader
Services Branch Leader/
Support Branch Leader
4038 of 5188
City of Glendale Emergency Plan
2008 8
The following reference materials are maintained on file in the Purchasing Office, 3rd Floor, and Perkins Building.
NAME DESCRIPTION
All vendors who have submitted a vendor
registration can be sorted by commodity or
service or NIGP codes.
Vendor File
California Assoc. of Public
Purchasing Officers (CAPPO)
National Inst. of Governmental
Purchasing
National Purchasing Institute
Telephone Directory (White
Pages & Yellow Pages)
Annual Vendor Listing
Blue Book of Building &
Construction for Greater
Southern California Area
Regional Industrial Buying
Guide
Thomas Register
Directory of state purchasing officials
Directory of state purchasing officials
Directory of state purchasing officials
Various for greater Los Angeles & Orange
County Area
Printout of previous years (city) vendors
A classified and alphabetical listing of
general contractors, architects, engineers,
equipment, supplies and services
Index to products and services for
Southern California, Arizona and Nevada
Nationwide listing of manufactures
ANNEX K2 – SUPPLY & PROCUREMENT UNIT
REFERENCES & SUPPORTING ORGANIZATIONS
4039 of 5188
City of Glendale Emergency Plan
2008 1
Mission Objectives:
To procure and allocate personnel resources to support emergency operations.
ANNEX K2- PERSONNEL
LEAD DEPARTMENT: HUMAN RESOURCES
4040 of 5188
City of Glendale Emergency Plan
2008 2
ANNEX K2 – PERSONNEL RESOURCES
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
PIO Admn. Asst.
Deputy City Manager
Dept. Representatives
As needed
EOC
MANAGER
Emergency Svcs
Coordinator.
PLANNING
INTELLIGENCE
Sr. Planner
OPERATIONS
GFD D/C
GPD Capt.
FINANCE
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
LOGISTICS
Purchasing
Admin.
POLICY
GROUP
Department Heads
PERSONNEL
UNIT
Asst. Dir. Human Res.
DISPATCH &
TRACKING
GROUP
Human Resources Analyst
REGISTRATION
GROUP
Human Resources
Admin.
CARE &
SHELTER
OPERATIONS
LOGISTICS
TRANSPORTATION
UNIT
4041 of 5188
City of Glendale Emergency Plan
2008 3
ACTION
PERSONNEL UNIT LEADER
Ensure Registration and Dispatch &
Tracking leaders are assigned.
Identify personnel, make
assignments
Distribute copies of resource list
Establish contact with Logistics Chief and
Leaders of Transportation, Supply &
Procurement, and Care & Shelter.
Make contacts, establish
communication method
Monitor status of requests for emergency
volunteers.
Obtain information regarding
number of volunteers needed,
reason for request, contact person
at site, and any equipment that will
be need it
Forward information to Dispatch &
Tracking
Coordinate transportation of
volunteers
Coordinate with Supply &
Procurement for equipment or
supplies that the volunteer need to
perform the assignment
Monitor staffing requirements for
emergency shelters.
Coordinate with Care & Shelter and
determine the number of shelters,
locations, and staffing needs
Forward information to Dispatch &
Tracking
Coordinate transportation of
volunteers
Coordinate with Logistics Chief and P.I.O.
to disseminate information to public
pertaining to volunteer registration sites.
Make contacts, coordinate with
P.I.O.
ASSIGNED RESPONSIBILITY
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
ANNEX K2- PERSONNEL
RESPONSE TO ALL MAJOR DISASTERS
4042 of 5188
City of Glendale Emergency Plan
2008 4
Conduct periodic briefings with
Registration and Dispatch & Tracking
Leaders.
REGISTRATION GROUP LEADER
Ensure Registered and Walk-in Volunteer
sections are established.
Make staffing assignment
Establish method of communication
Identify appropriate check-in,
registration, and staging areas,
notify Personnel unit leader of
locations and staffing.
Obtain registered volunteer list and
distribute to Registered Volunteer Section.
Ensure Walk-in volunteer section has
supplies to register volunteer (chair,
tables, applications, camera, and
identification cards).
Establish section to assist with recruiting
outside resources.
Make staffing assignment
Establish method of communication
Identify appropriate check-in,
registration and staging areas,
notify Personnel Unit Leader of
locations and staffing
DISPATCH & TRACKING GROUP
LEADER
Ensure appropriate staging area is
available for volunteers.
Identify area (Personnel Training
Room or alternate location), set up
chairs if available
Communicate location to
Registration section and Personnel
Unit Leader
Obtain assignment/tracking sheets.
Assign staff members to assist with
dispatch and tracking.
Identify needs
Assign positions, direct/assist staff
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Sr. Human Resources Analyst
4043 of 5188
City of Glendale Emergency Plan
2008 5
Maintain list of available volunteers,
periodically update Personnel Unit Leader.
Determine if volunteer is suited for
strenuous or non-strenuous
activities
Maintain list of both types of
volunteers, to assist in dispatching
Fill requests from Personnel Unit.
Assign volunteers, provide name of
contact person at specific sit
Make a log of names and number
of volunteers dispatched, means of
transportation, and locations
Assist with providing transportation
Monitor arrival and movement of
dispatched volunteers
Document when volunteers are
released
PRE-REGISTERED VOLUNTEER
SECTION LEADER
Assign staff members to section.
Determine number of persons
needed
Assign positions, direct/assist staff
Process pre-registered volunteers.
Verify identity of volunteer
Administer loyalty oath
Send volunteer to staging
Documentation
Identify and number of volunteers
sent to staging, number of preregistered volunteers who have not yet been processed
Provide periodic updates to Registration
Leader
WALK-IN VOLUNTEER SECTION LEADER
Assign staff members to section.
Determine number of persons
needed
Assign positions, direct/assist staff
Sr. Human Resources Analyst
Section Staff
Sr. Human Resources Analyst
Section Staff
Sr. Office Service Assist.
Sr. Office Service Assist.
Section Staff
Sr. Office Service Assist.
Sr. Office Service Assist.
Sr. Office Service Assist.
4044 of 5188
City of Glendale Emergency Plan
2008 6
Process walk-in volunteers.
Have volunteer fill out application
Verify identity of volunteer
Administer loyalty oath
Issue identification and send to
staging
Documentation
Identify and number of volunteers
sent to staging
Provide periodic updates to Registration
Leader.
OUTSIDE SKILLED RESOURCES
SECTION LEADER
Set up area where section will be located
(Personnel conference room or alternate
location).
Assign staff members as needed.
Obtain Divisional resource lists for outside
personnel.
Fill requests from Personnel Unit.
Make contacts with designated
resources
Tell persons to report to Outside
Resource Section
Have volunteer fill out application
Verify identify of volunteer
Administer loyalty oath
Issue identification and send
volunteer to staging
Documentation
Identity and number of volunteer
sent to staging
Provide periodic updates to Registration
Leader.
Sr. Office Service Assist.
Sr. Office Service Assist.
Sr. Office Service Assist.
Sr. Office Service Assist.
Sr. Human Resources Analyst
Sr. Human Resources Analyst
Section Staff
Section Staff
Section Staff / Documentation
Sr. Human Resources Analyst
4045 of 5188
City of Glendale Emergency Plan
2008 1
Mission Objectives:
Procure and allocate required transportation resources Provide support for incoming mutual aid resources
Provide support and management of transportation resources and major equipment Provide support for the distribution of food and other essential supplies ANNEX K3 – TRANSPORTATION
RESPONSE TO ALL MAJOR DISASTERS
4046 of 5188
City of Glendale Emergency Plan
2008 2
ANNEX K3 – TRANSPORTATION
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
PIO Admin. Asst.
Deputy City Manager
Dept. Representatives
As needed
EOC
MANAGER
Emergency Svcs
Coordinator.
PLANNING
INTELLIGENCE
Sr. Planner
OPERATIONS
GFD D/C
GPD Capt.
FINANCE
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
LOGISTICS
Purchasing
Admin.
POLICY
GROUP
Department Heads
TRANSPORTATION
UNIT
Transportation Administrator
GROUND
SUPPORT
Transportation &
Parking Spvr.
TRANSPORT
VEHICLES
Equipment Maint. Spvr.
4047 of 5188
City of Glendale Emergency Plan
2008 3
IF A LITTLE OR NO DAMAGE IS REPORTED, PREPARE TO SUPPORT MORE HEAVILY DAMAGED JURISDICTIONS.
IF EXTENSIVE DAMAGE IS REPORTED, TAKE ACTION AS APPROPRIATE.
ANNEX K3.2 – TRANSPORTATION
RESPONSE TO ALL MAJOR DISASTERS
4048 of 5188
City of Glendale Emergency Plan
2008 1
Mission Objectives:
Maintain water, and electrical systems and services
Provide for the restoration of water and electrical systems in affected areas Provide emergency electrical power to critical city facilities, pumping stations, and other vital area
Provide for the distribution of potable water to affected areas, mass care shelters, and critical facilities
ANNEX K4 – UTILITY OPERATIONS
LEAD DEPARTMENT: WATER & POWER (GWP)
4049 of 5188
City of Glendale Emergency Plan
2008 2
ANNEX K4.1 – UTILITY OPERATIONS INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
INCIDENT
COMMANDER
City Manager
Asst. City Manager
Deputy City Manager
PUBLIC
INFORMATION
City PIO
PIO Admin. Asst.
Deputy City Manager
Dept. Representatives
As needed
EOC
MANAGER
Emergency Svcs
Coordinator.
PLANNING
INTELLIGENCE
Sr. Planner
OPERATIONS
GFD D/C
GPD Capt.
FINANCE
ADMINISTRATION
Finance Exec. Asst.
GPD Exec. Asst.
GFD Exec. Asst.
LOGISTICS
Purchasing Admin.
POLICY
GROUP
Department Heads
GWP
OPERATIONS
Electrical Svcs. Adimn.
(EOC)
ELECTRIC
OPERATIONS
Power Mgt.
Administrator
(EOC)
WATER
OPERATIONS
Water Svce. Admin.
YARD
Elec. Superintendent
*Stations
*Field Crews
*Howard Sub.
POWER
PLANT
Superintendent/
Shift Spvr.
*Operations
*Mechanical
YARD
Supt. Operations Supv.
*Damage Assessment
*Field Operations
*Water Quality
*Emergency Repairs
4050 of 5188
City of Glendale Emergency Plan
2008 3
ACTION
Dispatch units to survey for damage, fires,
landslides and other effects.
Dispatch team to check dam(s).
Check key facilities, GEP yards, and other
facilities to determine the extent of
damage and ability to operate.
Provide alternate communication links
where needed.
Assure that equipment under cover has
been moved to open areas to prevent
damage in the event of aftershocks.
IF LITTLE OR NO DAMAGE IF
REPORTED, PREPARE TO SUPPORE
MORE HEAVLY DAMAGED
JURISDICTIONS.
IF EXTENSIVE DAMAGE IS REPORTED,
TAKE THE FOLLOWING ACTION AS
APPROPRIATE.
Activate public, contractual, and volunteer
forces.
Mobilize personnel, heavy equipment and
vehicles at designated Multipurpose
Staging Areas.
Determine priorities for construction and
engineering activities.
Allocate personnel and equipment in
accordance with established priorities.
Organize heavy equipment crews to assist
in rescue of trapped people.
Organize crews to clear debris which
hampers emergency response activities.
ASSIGNED RESPONSIBILITIES
Incident Commander, Water & Electric
Superintendents, Howard Substation
Water Superintendent
Field and Station crews
Logistics, Water & Electrical
Superintendents
Water & Electrical Superintendent on duty
GWP Operations Officer
GWP Operations Officer /
On-Duty Superintendent
EOC Operations/ GWP Operations Officer/
Superintendents
Water & Electrical Superintendent
Fire Operations Officer. GWP Operations
Officer, Water & Electrical Superintendents
Water & Electrical Superintendents and
Field crews
ANNEX K4.1 – UTILITY OPERATIONS
RESPONSE TO ALL MAJOR DISASTERS
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City of Glendale Emergency Plan
2008 4
Assign engineering teams to determine
capacity and safety of electric generation
and water distribution system.
Advise evacuation of hazardous
structures.
Cordon-off area around hazardous
structures.
Repair damage to essential circuits.
Coordinate with other utilities on repair
efforts.
Construct temporary Electric and Water
Lines.
Provide information to Jurisdiction Public
Information Officer.
Request assistance from the Operational
Area Construction and Engineering
Coordinator.
Coordinate on controlled release of water
from reservoir to avoid dam failure.
Check with Scene Coordinator to
determine construction and engineering
requirements.
Provide equipment and crews to support
hazardous material teams as requested.
Ensure that personnel have adequate
protective clothing for operations in
hazardous areas.
Coordinate efforts to reinforce dam as
feasible.
Monitor status of dam and report any
changes.
On-duty Plan Supervisor & Yard Field
Supervisor
Water Superintendent & Field Crews
Field & Station Crews
Field Crews
GWP Operations Officer
Water & Electrical Superintendents and
Field Crews
GWP Operations Officer & GWP
Information Officer
GWP Operations Officer
EOC Operations/ EOC Plan/ GWP
Operations Officer/ Water Superintendent
& Field Crews
Supervisor & Field Crews
Supervisor & Field Crews
Fire Operations/ Hazardous Material
Team/Supervisor & Field Crews
Water Superintendent & Field Crews
Water Superintendent, Principal Engineer
& Field Crews
Additional Actions in Response to a hazardous
Material Incidents
Additional Actions in Response to an
Imminent/Actual Dam Failure
4052 of 5188
City of Glendale Emergency Plan
2008 5
Place damage assessment teams on
standby.
Establish and test communications net.
Move construction equipment to high
ground.
Dispatch damage assessment teams to
flooded areas.
Begin debris clearance as situation
permits.
Provide barricades for access control.
Construct temporary pipeline for
distribution of potable water.
Coordinate obtaining vehicles for hauling
of emergency water.
Obtain and allocate personnel and
material required to support emergency
operations.
When floodwaters recede inspect
structures for hazards.
GWP Operations Officer / Superintendent
Water Superintendent, Principal Engineer
& Field Crews
Superintendent & Field Crews
Water Superintendent, Engineering & Field
Crews
Water Superintendent, Engineering & Field
Crews
Field Crews
Water Superintendent, Engineering & Field
Crews
EOC Logistics / Water Superintendent /
Engineering & Field Crews
Water Superintendent / Field Supervisor
Water Superintendent & Field Supervisor
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City of Glendale Emergency Plan
2008 1
Mission Objectives:
Oversee effective transition process for prioritizing and restoring City services. Assist residents and businesses with obtaining available assistance from Federal, State Local and other agencies.
Provide on-going assessment of damage to identify unsafe structures. Streamline regulatory, permitting and inspection process for post-disaster repairs and reconstruction to damaged/affected privately owned buildings. Track eligible expenses and obtain timely reimbursement for damages to public buildings and facilities.
Coordinate and expedite repairs and reconstruction of public buildings and facilities.
ANNEX L – RECOVERY OPERATIONS
LEAD DEPARTMENT: MANAGEMENT SERVICES
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City of Glendale Emergency Plan
2008 2
ANNEX L – RECOVERY OPERATIONS
INCIDENT COMMAND STRUCTURE
DISASTER
COUNCIL
City Council
Agency Liaison
Management Svcs.
Public
Information
Officer
City PIO
Const.
Recovery
Unit
EOC Finance
Branch
Finance &
Admin.
City Treasurer
Dept. Finance
Liaisons
Private Bldg.
Recovery &
Reconciliation
Public Works
Planning
Dev. Services
POLICY
GROUP
Department Heads
Recovery
Operations
Branch
Deputy City Manager
Management Svcs.
Incident
Commander
City Manager
Asst. City Manager
Disaster
Ambulance
Unit
Comm. Dev. &
Housing
City Facility
Recovery &
Reconstruction
Unit
Public Works
GWP
Parks, Rec. & Comm.
Svcs.
Dev. Services
Damage
Assessment
Unit
EOC Operations
EOC Plans
*
Public Works
Comm. Dev. &
Housing
Public Service
Dev. Services
Disaster Assistance Ctr.
Comm. Dev. & Housing
Fire/EOC
FEMA State OES
Community Based-Org’s
Housing Assistance
Section
Comm. Dev. & Housing
City Clerk
Library
Public Svce. - Commercial
Business Assistance
Section
Dev. Services
Comm. Dev. & Housing
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City of Glendale Emergency Plan
2008 3
ACTION
Monitor on-going disaster response
staffing needs and prioritize other City
services based on those priorities as
staffing becomes available.
Coordinate with FEMA, State OES and
other agencies on the establishment of a
Local Assistance Center (LAC).
Determine site and make logistical
arrangements for establishing and
supporting a Disaster Application Center
(LAC).
Coordinating staffing and training of staff
to support LAC operations.
Establish streamlined permitting and
inspection process for demolition of unsafe
buildings.
Establish process for the disposal and
recycling of debris from building
demolition.
Establish a tracking system to record City
expenses eligible for reimbursement.
Coordinate the completion of appropriate
forms and documentation necessary to
ensure reimbursement of expenses as
quickly as possible.
Establish an accounting procedure to
monitor reimbursement of submitted
expenses.
Identify if any permit and/or plan check or
other city fees will be reduced or waived
for post-disaster repair and
reconstruction.
Approve or deny any recommended
waivers of city fees for post-disaster
repair and reconstruction.
ASSIGNED RESPONSIBILITY
Incident Commander/
EOC Operations
Recovery Coordinator
Liaison Officer/
LAC Unit Leader
LAC Unit Leader/
Logistics Officer
LAC Unit Leader
Private Bldg. Recovery Unit Leader
Private Bldg. Recovery Unit Leader/
Public Works Operations – Debris Removal
Unit Leader
Cost Recovery Unit Leader
Cost Recovery Unit Leader
Cost Recovery Unit Leader
Recovery Coordinator /
Private Bldg. Recovery Unit Leader
Disaster Council
ANNEX L1 – RECOVERY OPERATIONS
LEAD DEPARTMENT: MANAGEMENT SERVICES
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City of Glendale Emergency Plan
2008 4
Establish a streamlined permitting and
inspection process for post-disaster
damage repair and reconstruction.
Determine how Building and Zoning Code
requirements will apply to pot-disaster
repair and reconstruction.
Identify damage to City buildings and
facilities; prioritize for repair and
reconstruction.
Identify project manager for post-disaster
repair and reconstruction projects.
Implement an accelerated process for
funding approval, design, contract bidding
and construction of post-disaster projects.
Establish an overall project management
program for monitoring post-disaster
damage repair(s).
Identify damage to critical economic
development facilities and activities;
provide individual assistance to businesses
to facilitate recovery efforts.
Establish a program to identify Federal,
state and local economic funding
assistance; facilitate obtaining and
applying such assistance to economic
development recovery efforts.
Coordinate with elected officials on
advocacy efforts to maximize approval of
applications for funding assistance form
other agencies.
Identify and recommend City financial
assistance for residential and business
rehabilitation efforts.
Approve or deny recommendations for
City financial assistance to residential and
business rehabilitation efforts.
Private Bldg. Recovery Unit Leader
Private Bldg. Recovery Unit Leader
City Facility Recovery Unit Leader
City Facility Recovery Unit Leader
City Facility Recovery Unit Leader /
Cost Recovery Unit Leader
Recover Operations Coordinator
LAC Unit Leader/
Business Assistance Section
LAC Unit Leader/
Business Assistance Section/
Agency Liaison
Agency Liaison/
LAC Unit Leader-Business Assistance Unit/
Cost Recovery Unit Leader
Recovery Coordinator/
Private Bldg. Recovery Unit Leader
Disaster Council
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Los Angeles Regional Water Quality Control Board
June 18, 2026
Ms. Mary-Lynne Fisher
President
Crescenta Highlands Neighborhood Association
Via Email Only
SUBJECT: CORTESE LIST CONFIRMATION
SITE: 3411-3437 FOOTHILL BLVD., LA CRESCENTA, CALIFORNIA 91214 Ms. Fisher,
The California Regional Water Quality Control Board, Los Angeles Region (Los Angeles Water Board) is the public agency with primary responsibility for the protection of ground and surface water quality for all beneficial uses within major portions of the Los Angeles and Ventura counties, including at the above-referenced site (Site).
On June 12, 2026, you contacted Los Angeles Water Board staff to inquire whether any of the Board’s environmental contamination cases located at the Site meet the provisions of Gov. Code section 65962.5, commonly known as the “Cortese List.” According to the State Water Resources Control Board’s public database, GeoTracker, the following cases under the Los Angeles Water Board’s oversight are located on the Site.
1. Hi Star Auto (Case No. 116.0019, GeoTracker), located at 3411 Foothill Blvd., La Crescenta, California. This case was opened under the former Well Investigation Program (WIP) in 1980’s, in response to the United States Environmental Protection Agency Superfund investigation for groundwater contamination in some of the well fields in the area. This case is still open and currently under oversight of the Site Cleanup Program of the Los Angeles Water Board.
2. Texaco Station (Case No. 912140052, GeoTracker), located at 3411 Foothill Blvd., La Crescenta, California. This case was under oversight of the Underground Storage Tank (UST) Program of the Los Angeles Water Board and received a regulatory case closure in 2014.
3. Palace Cleaners (Case No. 116.0013, GeoTracker), located at 3423 Foothill Blvd., La Crescenta, California. This case was under oversight of the Site Cleanup Program of the Los Angeles Water Board and received a regulatory case closure in 2009.
Exhibit 19 - Regional Water Quality Control Board Letter to Appellant 4058 of 5188
3411-3437 Foothill Blvd., - 2 - June 18, 2026
La Crescenta, California
Of the three cases identified above, Texaco Station (Case No. 912140052) is listed on the Cortese List per Gov. Code section 65962.5 (c)(1).
Comprehensive information regarding the Cortese List is available through the California Environmental Protection Agency’s website. Cortese List Data Resources | CalEPA, calepa.ca.gov/sitecleanup/corteselist/
If you have any questions regarding this letter, please contact the undersigned at (213) 576-6629 or via email at [email protected] or contact Ms. Anita Fang, Site Cleanup Unit VI Supervisor, at (213) 576-6730 or via email at [email protected].
Sincerely,
________________
Atis Srihiran
Water Resource Control Engineer
Site Cleanup Unit VI
cc: (via email only)
Dr. Arthur Heath, Los Angeles Water Board ([email protected]) Axel Jurgens, Office of Chief Counsel, State Water Resources Control Board ([email protected])
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Evacuation Modeling
CONDUCTED BY:
~ Tim Tierney, MA (Geology)
~ Experienced with software for spatial analysis
METHOD
~ LWR (Lighthill-Whitham-Richards) model
~ Executed through Google-AI.
ANALYSIS AREA:
~ New York Ave (above Foothill Blvd)
~ All houses within 1-block
Exhibit 20: Appellant Evacuation Study
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Graph Explanation
CARS ON
THE ROAD AVG SPEED
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Modeling Results
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CARS ON ROAD
TIME
Total Vehicles on Corride
100
o
200
이
700
600
ahicles onCorridor (No Lights) 150
100
200
250
veficles o
450
400
350
300
250
NIGHT Evacuation: 400 Cars on New York Ave
Moutes Pont-A
DARK NIGHT Evacuation: No Streetlights (400 Cars)
d/Max Cer
Vehicles on Road
DAYTIME Full Evacuation: 400 Homes + 1400 School Population 30 School & Resident
Merge Conflict
Vehicles (650 Cars + 12 Buses)
Avg Speed
10 20 30
Minutes Post-Alert
40 50 60
40 5
+10
20 -25
verage Speed (MPH)
80 -
Average Sceed (MPH)
100
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CARS ON ROAD
les on Corridor (Dark/No Signal)
900
800
700
600
500
400
Total Vehicles on Corridor
1000
800
600
400
200
300
200
100
200
100
TIME 2
500
10 20 50 60 70 80
Minutes Post-Alert
DARK NIGHT TOTAL FAILURE Br gnals
Way Stop Bottleneck
MIXED-MODE EVACUATION: 790 Cars + 600 Pedestrians
30 Friction Point
20 60
Minutes Post-Alert
ongestion
(851 Cars + Pedestrians)
20 40 60 80
Minutes Post-Alert
Cars
Pedestrian Wave (600 people)
vg Speed
80 Vehicles (851 Cars)
Pedestrian Wave (600 people)
Vehicle Avg Speed
100
w
-5
10 -25
20 verage
S e Speed (MP
10 -30
verageSpeed (MPH)
Simulation #6:
~ Timing = Night
~ 400 Homes
~ 90-Unit Apartmen
"No Electrity"
Duration = 75min
Simulation #7:
Timing = Day
400 Homes
~ CMHS
~ 90-Unit Apartmen
Duration = 75min
Simulation #8:
-25
-20
15 Average
Speed (MPH
Timing = Day
~ 400 Homes
~ CMHS
~ 90-Unit Apartmen
Duration = 95min
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Exhibit 21: Campaign Finance Disclosure Form
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Exhibit 22: State Water Board Request Letter
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PHASE I ENVIRONMENTAL SITE ASSESSMENT
Of
3411-3427 Foothill Boulevard
Glendale, California 91214
Prepared for
Farmers and Merchants Bank
By
Project Number
201705-3483
Report Date
May 25, 2017
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3411-3427 Foothill Boulevard, Glendale, California 91214 Project #201705-3483
Fulcrum Resources Environmental (Fulcrum) has performed a Phase I Environmental Site Assessment of the property located at 3411-3427 Foothill Boulevard, Glendale, Los Angeles County, California 91214 in general conformance with the scope and limitations of the protocol and the limitations stated earlier in this report. Exceptions to or deletions from this protocol are discussed in this report.
Fulcrum declares that, to the best of our professional knowledge and belief, the undersigned meet the definition of Environmental Professionals as defined in §312.10 of this part [40 CFR Part 312], and have the specific qualifications based on education, training, and experience to assess a property of the nature, history, and setting of the subject property. Fulcrum has developed and performed the all appropriate inquiries in conformance with the standards and practices set forth in 40 CFR Part 312.
Prepared By
________________________
Tiffany Tona
Project Manager
Reviewed By
___________________________
John Winkler
Senior Project Manager
Environmental Professional
Final Review By
_________________________
Don Kellar, P.G.
Senior Project Manager, Hydro-geologist
Environmental Professional
4073 of 5188
3411-3427 Foothill Boulevard, Glendale, California 91214 Project #201705-3483
Executive Summary
Fulcrum Resources Environmental (FR) has conducted a Phase I Environmental Site Assessment in accordance with the American Society for Testing and Materials (ASTM) Standard Practice E1527-13 and U.S. Environmental Protection Agency Standards and Practices for All Appropriate Inquiries (40 CFR Part 312) for the subject property addressed at 3411-3427 Foothill Boulevard, Glendale, Los Angeles County, California 91214 (subject property) per the request of Farmers and Merchants Bank (client). The work was authorized by written contract dated May 8, 2017.
Summary of Property Description
The subject property, 3411-3427 Foothill Boulevard, Glendale, Los Angeles County, California 91214, is located on the northwest corner of Foothill Boulevard and New York Avenue within a highly-developed mixed commercial and residential area. According to the Los Angeles County Tax Assessor's Office, the subject property is assigned APN’s 5602-007-020, and 5602-007-021, respectively.
The subject property consists of a rectangular-shaped commercial parcel of land that is approximately 58,987-square feet in size. The subject property consists of three structures: the western, central, and eastern subject buildings. One structure is noted in the eastern portion of the subject property addressed at 3411 Foothill Boulevard. It is described as 1,647-square feet in size, and was reportedly constructed in 1963. The eastern portion of the subject property consists of an auto body shop and steel-canopy.
Two structures are noted in the western portion of the subject property. The western subject building addressed at 3423 through 3427 is described as 21,000-square feet in size, and was reportedly constructed in 1968. The western subject building consists of a strip mall with multiple tenants. The central subject building addressed at 3419 Foothill Boulevard is described as 1,176-square feet in size, and was reportedly constructed in 1967. The central subject building consists of an unoccupied restaurant.
Exterior building finishes for the western, central, and eastern subject buildings consist of stucco over wooden frame walls, concrete slab on grade foundations, and flat roofs.
Interior building finishes for the western, central, and eastern subject buildings consist of ceramic tile floor, painted drywall partitions, and drop ceiling tiles in metal grid.
The subject property addressed at 3411 Foothill Boulevard has operated as a gas station and/or automotive repair shop from 1963 until the present day. From 1989 to the present day, the central subject building addressed at 3419 Foothill Boulevard has remained unoccupied. The subject property addressed at 3421 through 3427 is improved with a strip mall with multiple tenants (the western subject building), including a dry cleaner (Palace Cleaners) located at 3423 Foothill Boulevard.
Summary of Property History
Based on a review of historical records, the subject property had existed as vacant land from at least 1898 until the early 1960’s. In 1963, the subject property addressed at 3411 4074 of 5188
3411-3427 Foothill Boulevard, Glendale, California 91214 Project #201705-3483
Foothill Boulevard was improved with the eastern subject building (utilized as an auto body shop), a canopy, fuel island with fuel dispensers, four 6,000-gallon gasolinecontaining UST’s, and one 500-gallon waste oil clarifier. The subject property addressed at 3411 Foothill Boulevard has operated as a gas station and/or automotive repair shop from 1963 until the present day. In 1987, the four 6,000-gallon gasoline-containing UST’s were removed from the subject property, and closure was attained on April 16, 2014. In 2004, the 500-gallon waste oil UST was removed from the subject property, and closure was attained on July 13, 2004. In 2009, the six associated vent pipes were removed from the subject property, and closure was attained on November 20, 2009.
In 1967, the subject property addressed at 3419 Foothill Boulevard was improved with the central subject building. From 1967 until 1989, the central subject building was occupied by a restaurant. From 1989 to the present day, the central subject building has remained unoccupied.
In 1967, the subject property addressed at 3421 through 3427 was improved with a strip mall with multiple tenants (the western subject building). From 1967 until the present day, the central subject building portion addressed at 3423 Foothill Boulevard has been occupied by Palace Cleaners, and has been utilized as a dry cleaner. In 2008, a soil-gas and soil investigation report was conducted at 3423 Foothill Boulevard to characterize the extent of potential volatile orange compounds (VOC) contamination within the soil underlying the dry-cleaning machine and waste storage areas. The site attained case closure on July 30, 2009.
Summary of Regulatory Database Concerns
The subject property was listed on the following databases: EDR Historical Cleaners, EDR Historical Auto Stations, LUST, SLIC, SWEEPS UST, Los Angeles County HMS, LADPW, FINDS, ECHO, EMI, SCAQMD, and HAZNET; however, none of these listings are assessed to be an environmental concern to the subject property.
Vapor Encroachment Condition (VEC) – None of listed sites were identified in the Radius Map Report and historical research within the “Area of Concern” that were considered to pose a potential VEC at the subject property based on the Tier 1 or Tier 2 Evaluations.
Data Gaps
At the time of completion of this report, no responses have been received from the GFD.
If records of environmental significance are found, an addendum to this report will be issued.
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3411-3427 Foothill Boulevard, Glendale, California 91214 Project #201705-3483
Findings
In defining a standard of good commercial and customary practice for conducting an environmental site assessment of a parcel of property, the goal of the processes established by this practice is to identify recognized environmental conditions (RECs).
The term recognized environmental conditions means the presence or likely presence of any hazardous substances or petroleum products on a property under conditions that indicate an existing release, a past release, or a material threat of a release of any hazardous substances or petroleum products into structures on the subject property or into the ground, ground water, or surface water of the subject property. The term includes hazardous substances or petroleum products even under conditions in compliance with laws. The term is not intended to include de minimis conditions that generally do not present a threat to human health or the environment and that generally would not be the subject of an enforcement action if brought to the attention of appropriate governmental agencies. Conditions determined to be de minimis are not recognized environmental conditions.
This assessment has revealed no evidence of RECs in connection with the property.
A Historical Recognized Environmental Condition (HREC) is a past release of any hazardous substances or petroleum products that has occurred in connection with the property and has been addressed to the satisfaction of the applicable regulatory authority or meeting unrestricted use criteria established by regulatory authority, without subjecting the property to any required controls (e.g. property use restrictions, AULs, institutional controls, or engineering controls).
This assessment has revealed the following HRECs in connection with the property.
The following HREC’s were revealed:
The subject has been occupied by a dry cleaner, Palace Cleaners at 3423 Foothill Boulevard, conducting dry cleaning operations on-site since approximately June of 1968. The subject dry cleaner is listed on regulatory databases as under preliminary investigation for potential contribution to area groundwater impacts. These databases include the Well Investigation Program (WIP) database and the Spills, Leaks, Investigations, and Cleanup (SUC) Cost Recovery Listing database. The property is also located up-gradient to the San Fernando Valley Area 3 Superfund site. While there are not reported releases at the subject property, the listing of the subject property on these databases provides an opportunity for increased future regulatory scrutiny due to the presence of the on-site dry cleaner for the past 40 years.
Assessments were conducted and no significant impact was found, and the case was closed in 2009. The current dry cleaning machine, Lindus Model ML-45, was permitted in 2007, includes a secondary control system. Therefore, with secondary containment, the operating dry cleaner is not considered a current environmental risk. The subject property was developed as a Texaco Station at 3411 West Foothill Boulevard. The USTs have been removed, and site assessments have been 4076 of 5188
3411-3427 Foothill Boulevard, Glendale, California 91214 Project #201705-3483
conducted on the property. Based on the lack of any significant impact to groundwater and no threat to groundwater, the UST case was given case closure in 2014. In addition, other areas of concern, including the clarifier and subsurface hoists, were assessed and no release of contaminants of concern were found.
A Controlled Recognized Environmental Condition (CREC) is a REC resulting from a past release of hazardous substances or petroleum products that has been addressed to the satisfaction of the applicable regulatory authority (as evidenced by the issuance of a NFA letter or equivalent, or meeting risk-based criteria established by regulatory authority), with hazardous substances or petroleum products allowed to remain in place subject to the implementation of required controls (property use restrictions, AULs, institutional controls, or engineering controls).
This assessment has revealed no evidence of CRECs in connection with the subject property.
Conclusions and Recommendations
FR has conducted a Phase I Environmental Site Assessment in accordance with the American Society for Testing and Materials (ASTM) Standard Practice E1527-13 and Environmental Protection Agency Standards and Practices for All Appropriate Inquiries (40 CFR Part 312) for the subject property addressed at 3411-3427 Foothill Boulevard, Glendale, Los Angeles County, California 91214. This assessment has revealed no evidence of Recognized Environmental Conditions (RECs) during the course of this assessment with the property except for those previously identified in the Findings section. FR recommends no further investigations for the subject property at this time. 4077 of 5188
3411-3427 Foothill Boulevard, Glendale, California 91214 Project #201705-3483
Table of Contents
1.0 INTRODUCTION................................................................................................................... 1
1.1 PURPOSE ................................................................................................................................... 1
1.2 SCOPE OF WORK ...................................................................................................................... 2
1.3 SIGNIFICANT ASSUMPTIONS .................................................................................................... 3
1.4 LIMITATIONS ............................................................................................................................ 3
1.5 QUALIFICATION STATEMENT OF PROFESSIONAL.................................................................. 4
2.0 SITE DESCRIPTION ............................................................................................................. 5
2.1 LOCATION AND LEGAL DESCRIPTION ..................................................................................... 5
2.2 GENERAL CHARACTERISTIC.................................................................................................... 5
2.3 CURRENT PROPERTY USE......................................................................................................... 5
2.4 CURRENT ADJOINING PROPERTIES DESCRIPTION.................................................................. 6
2.5 MUNICIPAL SERVICES AND UTILITIES.................................................................................... 6
2.6 PHYSICAL SETTINGS ................................................................................................................ 6
2.6.1 TOPOGRAPHY.......................................................................................................................... 6
2.6.2 GEOLOGY/SOIL CONDITIONS.................................................................................................. 6
2.6.3 HYDROGEOLOGY .................................................................................................................... 7
3.0 PROPERTY RECONNAISSANCE....................................................................................... 8
3.1 PROPERTY CONDITION OBSERVATIONS................................................................................. 8
3.2 ASTM RECONNAISSANCE FINDINGS ...................................................................................... 8
3.3 ASTM NON-SCOPE CONSIDERATIONS ................................................................................. 10
4.0 HISTORICAL USE SUMMARY ........................................................................................ 13
4.1 HISTORICAL AERIAL PHOTOGRAPHS REVIEW .................................................................... 15
4.2 HISTORICAL SANBORN MAP COVERAGE REVIEW............................................................... 16
4.3 PROPERTY TAX FILE.............................................................................................................. 16
4.4 RECORDED LAND TITLE RECORDS....................................................................................... 16
4.5 USGS 7.5 MINUTE TOPOGRAPHIC MAPS ............................................................................. 16
4.6 HISTORICAL CITY DIRECTORY LISTINGS ............................................................................ 17
4.7 BUILDING DEPARTMENT RECORDS ...................................................................................... 19
4.8 ZONING/LAND USE RECORDS................................................................................................ 22
4.9 PREVIOUS REPORTS ............................................................................................................... 22
4.10 OTHER HISTORICAL RECORDS ........................................................................................... 25
4.11 HISTORICAL SUMMARY ....................................................................................................... 26
5.0 INTERVIEWS/USER INFORMATION............................................................................. 27
5.1 INTERVIEWS............................................................................................................................ 27
5.2 USER INFORMATION............................................................................................................... 27 4078 of 5188
3411-3427 Foothill Boulevard, Glendale, California 91214 Project #201705-3483
5.2.1 ENVIRONMENTAL LIENS AND/OR ACTIVITY AND USE LIMITATIONS (AULS)...................... 27
5.2.2 SPECIALIZED KNOWLEDGE................................................................................................... 27
5.2.3 VALUATION REDUCTION FOR ENVIRONMENTAL ISSUES...................................................... 28
5.2.4 COMMONLY KNOWN OR REASONABLY ASCERTAINABLE INFORMATION ................................ 28
5.2.5 OTHER USER PROVIDED INFORMATION ............................................................................... 28
6.0 GOVERNMENT DATABASE SECTION.......................................................................... 29
6.1 ENVIRONMENTAL DATABASE SUMMARY ............................................................................. 29
6.2 PROPRIETARY DATABASE LISTINGS..................................................................................... 37
6.3 VAPOR ENCROACHMENT CONDITION .................................................................................. 37
6.4 AGENCY RECORDS ................................................................................................................. 38
7.0 CONCLUSION AND RECOMMENDATIONS................................................................. 40
8.0 REFERENCES ...................................................................................................................... 41
9.0 ACRONYMS ......................................................................................................................... 42
FIGURES & APPENDICES
FIGURE 1 SITE LOCATION MAP
FIGURE 2 SUBJECT PROPERTY LAYOUT
FIGURE 3 PARCEL MAP
APPENDIX A PHOTOGRAPHS
APPENDIX B HISORICAL RECORD SEARCH
APPENDIX C CORRESPONDENCE/AGENCY RECORDS
APPENDIX D REGULATORY DATABASE
APPENDIX E PREVIOUS ENVIORNMENTAL REPORTS
APPENDIX F PROFESSIONAL QUALIFICATIONS/LIABILITY INSURANCE 4079 of 5188
3411-3427 Foothill Boulevard, Glendale, California 91214 Project #201705-3483
1 1.0 Introduction
FR has conducted a Phase I Environmental Site Assessment in accordance with the American Society for Testing and Materials (ASTM) Standard Practice E1527-13 and Environmental Protection Agency Standards and Practices for All Appropriate Inquiries (40 CFR Part 312) for the subject property addressed at 3411-3427 Foothill Boulevard, Glendale, Los Angeles County, California 91214 (subject property) per the request of Farmers and Merchants Bank. The work was authorized by written contract dated May 8, 2017.
1.1 Purpose
The purpose of a Phase I Environmental Site Assessment is to identify potential issues that may impact the subject property. The purpose of this practice is to define good commercial and customary practice in the United States of America for conducting an environmental site assessment of a parcel of commercial real estate with respect to the range of contaminants within the scope of Comprehensive Environmental Response, Compensation and Liability Act (CERCLA) (42 U.S.C. 9601) and petroleum products.
The investigation was conducted in accordance with the Client’s Environmental Site Assessment scope of work for the use and benefit of the Client and the U.S. Small Business Administration (U.S. SBA) if financing is to be authorized by U.S. SBA. As such, this practice is intended to permit a user to satisfy one of the requirements to qualify for the innocent landowner, contiguous property owner, or bona fide prospective purchaser limitations on CERCLA liability (hereinafter, the "landowner liability protections," or "LLPs"): that is, the practice that constitutes "all appropriate inquiry into the previous ownership and uses of the subject property consistent with good commercial or customary practice" as defined at 42 U.S.C. 9601(35)(B).
Controlled substances are not included within the scope of this standard. Persons conducting an environmental site assessment as part of an EPA Brownfields Assessment and Characterization Grant awarded under CERCLA 42 U.S.C. 9604(k)(2)(B) must include controlled substances as defined in the Controlled Substances Act (21 U.S.C. 802) within the scope of the assessment investigations to the extent directed in the terms and conditions of the specific grant or cooperative agreement. Additionally, an evaluation of business environmental risk associated with a parcel of commercial real estate may necessitate investigation beyond that identified in this practice.
The purpose of this report is not intended to include de minimis conditions that generally do not present a material risk of harm to public health or the environment and that generally would not be the subject of an enforcement action if brought to the attention of appropriate governmental agencies. This report is also not intended to serve as a compliance assessment of the subject property.
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2 The ASTM E1527-13 practice DOES NOT address requirements of any state or local laws or of any federal laws other than the all appropriate inquiry provision of the LLPs.
Per the ASTM Standard, Users are cautioned that federal, state, and local laws may impose environmental assessment obligations that are beyond the scope of this practice.
Users should also be aware that there are likely to be other legal obligations with regard to hazardous substances or petroleum products discovered on the subject property that are not addressed in the ASTM practice and that may pose risks of civil and/or criminal sanctions for non-compliance.
1.2 Scope of Work
This report has been prepared per the conditions presented in the agreed contract signed by the client. In accordance with ASTM guidelines, FR’s scope of work included:
1. Requested user or one deemed most historically familiar with subject property to complete FR’s environmental questionnaire.
2. Conducted visual reconnaissance of the subject property and adjoining properties, including site interviews with past or present owners, occupants, tenants, and/or operators if applicable.
3. Requested and researched historical documentation including but not limited to aerial photographs, city directories, topographic maps, interviews, public agency records, and fire insurance maps. Chain-of-title and environmental liens were reviewed if requested or provided by the client/user.
4. Reviewed federal, state, and local regulatory agency database information for the subject property and neighboring properties to identify potential concerns that could adversely affect the environmental condition of the subject property.
5. Prepared a technical Phase I Environmental Assessment report to document the findings regarding the current environmental condition of the subject property. If warranted, the report contains recommendations for further action. In addition to ASTM scope items, the following ASTM non-scope items were discussed and included in the report based upon a limited review: asbestos containing materials, radon, lead-based paint, lead in drinking water, potential wetlands, air emissions, and mold/water intrusion.
ASTM E1527-13 does not encompass analytical testing to evaluate Asbestos Containing Materials (ACM), radon, lead-based paint (LBP), drinking water quality, lead in drinking water, wetlands, regulatory compliance, cultural and historical resources, industrial hygiene, health and safety, ecological resources, endangered species, indoor air quality, biological agents, mold, stored chemicals, debris, fill materials, surface water, or subsurface samples (soil and groundwater) as part of a Phase I ESA. Such additional information regarding non-ASTM E1527-13 issues may be provided merely for the User’s convenience, and cannot be used to bind this report as a whole to the compliance 4081 of 5188
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3 and conformance with ASTM guidelines. No disassembly of systems or building components or physical or invasive testing is to be performed unless Contract Engagement specifically calls for such testing as an additional scope of work. FR Environmental has performed this Phase I Environmental Site Assessment in conformance with the scope and limitations of ASTM Practice E1527-13. This Report may not include all environmental conditions which can materially impact the Subject Property other than those defined as RECs, HRECs, and CRECs in ASTM E1527-13.
1.3 Significant Assumptions
The following assumptions are made by FR Environmental in this report. FR relied on information derived from secondary sources. FR Environmental has made no independent investigation as to the accuracy and completeness of the information derived from secondary sources including government agencies, the client, designated representatives of the client, property contact, property owner, property owner representatives, computer databases, or personal interviews and has assumed that such information is accurate and complete. FR Environmental assumes information provided by or obtained from governmental agencies including information obtained from government websites is accurate and complete.
Groundwater flow and depth to groundwater, unless otherwise specified by on-site well data, or well data from adjacent sites are assumed based on contours depicted on the United States Geological Survey topographic maps. FR Environmental assumes the subject property has been correctly and accurately identified by the client, designated representative of the client, property contact, property owner, and property owner’s representatives.
FR Environmental assumes that the Client, Client representatives, Client Legal Counsel, designated representatives of the Client, property contact, property owner, property owner representatives, and property brokers, used good faith in answering questions and in obtaining information for the subject property as defined in 10.8 of the ASTM E1527- 13 practice. This would also include obtaining those helpful documents from previous owners, operators, tenants, brokers, financial institutions etc. FR Environmental also assumes the Client will designate appropriate and knowledgeable people for performance of the Phase I Environmental Assessment.
1.4 Limitations
It is important to note that property conditions, as well as federal, state, and local/tribal regulations can change over time. Therefore, the conclusions and information presented in this report apply strictly to regulations and property conditions existing at the time the report was completed. FR Environmental assumes that information provided by local agencies is true. FR Environmental cannot guarantee or warranty that information provided second-hand is accurate to its fullest extent. FR Environmental is not responsible for conditions found at or beneath the subject property or adjacent properties. 4082 of 5188
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4 Accordingly, portions of this report may be invalidated wholly or partially by the changes beyond our control
The findings, conclusions, and recommendations presented herein are based solely on the scope of work previously described and information gathered. Incomplete or outstanding information identified throughout the body of this report including data gaps is considered a limitation to the assessment. Limitations to the assessment also include weather conditions, vegetation cover, parked cars, trucks, dumpsters, and anything limiting visual observation of or physical access to the subject property and neighboring properties. Vapor intrusion is not included in this scope of services and is considered an ASTM Non-scope consideration. FR was not contracted to disassemble or perform testing of machinery on-site. This report and scope is not an environmental compliance audit.
Certain policies can differ from lenders or users. For CERCLA landowner liability protection, Phase I ESA reports are valid for 180 days, per ASTM E1527-13.
1.5 Qualification Statement of Professional
Our investigation was performed using the degree of care and skill ordinarily exercised, under similar circumstances, by or under direct oversight of an environmental professional as defined by the ASTM. FR Environmental’s environmental professional who prepared this assessment possesses the specific qualifications based upon education, training and experience to assess a property of the nature, history, and setting of the subject property. Neither FR Environmental, nor any staff member assigned to this investigation has any interest or contemplated interest, financial or otherwise, in the subject or surrounding properties, or in any entity which owns, leases, or occupies the subject or surrounding properties or which may be responsible for environmental issues identified during the course of this investigation, and has no personal bias with respect to the parties involved. FR Environmental has developed and performed the “All Appropriate Inquiries” in accordance with the standards and practices as defined in 40 CFR Part 312.
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5 2.0 Site Description
2.1 Location and legal description
The subject property, 3411-3427 Foothill Boulevard, Glendale, Los Angeles County, California 91214, is located on the northwest corner of Foothill Boulevard and New York Avenue within a highly-developed mixed commercial and residential area. According to the Los Angeles County Tax Assessor's Office, the subject property is assigned APN’s 5602-007-020, and 5602-007-021, respectively.
2.2 General characteristic
The subject property consists of a rectangular-shaped commercial parcel of land that is approximately 58,987-square feet in size. The subject property consists of three structures: the western, central, and eastern subject buildings. One structure is noted in the eastern portion of the subject property addressed at 3411 Foothill Boulevard. It is described as 1,647-square feet in size, and was reportedly constructed in 1963. The eastern portion of the subject property consists of an auto body shop and steel-canopy.
Two structures are noted in the western portion of the subject property. The western subject building addressed at 3423 through 3427 is described as 21,000-square feet in size, and was reportedly constructed in 1968. The western subject building consists of a strip mall with multiple tenants. The central subject building addressed at 3419 Foothill Boulevard is described as 1,176-square feet in size, and was reportedly constructed in 1967. The central subject building consists of an unoccupied restaurant.
Exterior building finishes for the western, central, and eastern subject buildings consist of stucco over wooden frame walls, concrete slab on grade foundations, and flat roofs.
Interior building finishes for the western, central, and eastern subject buildings consist of ceramic tile floor, painted drywall partitions, and drop ceiling tiles in metal grid.
2.3 Current property use
The subject property addressed at 3411 Foothill Boulevard has operated as a gas station and/or automotive repair shop from 1963 until the present day. From 1989 to the present day, the central subject building addressed at 3419 Foothill Boulevard has remained unoccupied. The subject property addressed at 3421 through 3427 is improved with a strip mall with multiple tenants (the western subject building), including a dry cleaner located at 3423 Foothill Boulevard.
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6 2.4 Current adjoining properties description
The subject property is located in a highly developed mixed residential and commercial area within the city of Glendale, California. The following land use in the immediate vicinity of the property was observed:
Direction Property Name Property Address Business Operation North New York Park 4525 New York Avenue Public park
South 76 Gas Station 3402 Foothill Boulevard Gas station East Residential 4508-4512 New York
Avenue Residential
West Taqueria Los Padilla 3437 Foothill Boulevard Restaurant *** Address listed in the Regulatory Records Database (Refer to Section 6.0)
2.5 Municipal Services and Utilities
FR was informed that the following companies and municipality currently provide utility services to the subject property:
Utility Provider
Electricity Southern California Edison
Natural Gas Southern California Gas Company
Potable Water City of Glendale
Sanitary Sewerage City of Glendale
Solid Waste Removal Waste Management
2.6 Physical Settings
2.6.1 Topography
The United States Geological Survey (USGS), [Burbank, California] 7.5 Minute Topographic Quadrangle map of the subject property and surrounding vicinity was reviewed. The elevation of the property is approximately 1,649-feet above mean sea level (MSL). Topography at the subject property is sloped and declines moderately to the south.
A copy of the USGS 7.5 Minute Topographic Quadrangle Map of Burbank, California, is included in the appendices of the report.
2.6.2 Geology/Soil Conditions
According to a Phase I Environmental Assessment conducted at the subject property in 2008 by Pinnacle Environmental, the subject property is located in the Verdugo 4085 of 5188
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7 Mountains, part of the San Gabriel Mountains complex within the Transverse Ranges Geomorphic Province of California. According to boring logs from the site (Odic, 2013), the soils consist of silt and sand with interbedded rock fragments to a depth of 30 feet.
These sediments are underlain by undifferentiated metamorphic and granitic rocks at depth.
2.6.3 Hydrogeology
According to a Phase I Environmental Assessment conducted at the subject property in 2008 by Pinnacle Environmental, the subject property is located within the Verdugo Groundwater Basin. Depth to the groundwater at the nearest well, located approximately 3,000 feet to the south, was measured at approximately 78 feet bgs on November 27, 2007. The general direction of groundwater flow in the shallow aquifer beneath the site is expected to be south.
Note that groundwater flow direction can be influenced locally and regionally by the presence of local wetland features, surface topography, recharge and discharge areas, horizontal and vertical inconsistencies in the types and location of subsurface soils, and proximity to water pumping wells. Depth and gradient of the water table can change seasonally in response to variation in precipitation and recharge, and over time, in response to urban development such as storm water controls, impervious surfaces, pumping wells, cleanup activities, dewatering, seawater intrusion barrier projects near the coast, and other factors.
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8 3.0 Property Reconnaissance
3.1 Property Condition Observations
Mr. Dimitry Orlov, the Listing Agent with the subject property, provided full property access to the FR assessor on May 10, 2017. There were no limited property access conditions. The weather conditions were rainy at 70 degrees Fahrenheit. No weather conditions were limiting property observations.
The subject property characteristics are discussed in Section 2.2.
3.2 ASTM Reconnaissance Findings
Recognized Environmental Conditions (RECs) - In defining a standard of good commercial and customary practice for conducting an environmental site assessment of a parcel of property, the goal of the processes established by this practice is to identify recognized environmental conditions. The term recognized environmental conditions means the presence or likely presence of any hazardous substances or petroleum products on a property under conditions that indicate an existing release, a past release, or a material threat of a release of any hazardous substances or petroleum products into structures on the subject property or into the ground, ground water, or surface water of the subject property. The term includes hazardous substances or petroleum products even under conditions in compliance with laws. The term is not intended to include de minimis conditions that generally do not present a threat to human health or the environment and that generally would not be the subject of an enforcement action if brought to the attention of appropriate governmental agencies. Conditions determined to be de minimis are not recognized environmental conditions.
FR conducted a visual review and observation of the subject property and adjoining properties per ASTM Scope Considerations listed below.
Item Identified
Generating or handling
of petroleum products
or hazardous
substances
The subject property addressed at 3411 Foothill Boulevard is utilized as an auto station, and is further discussed in Section 4.9.
Aboveground &
Underground
Hazardous Substance
or Petroleum Product
Storage Tanks (ASTs /
USTs)
None identified
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9 Fueling systems None identified
Unidentified hazardous
substances or
petroleum products not
in connection with
property use
None identified
Unidentified substance
containers None identified
Machinery or
equipment likely
containing PCBs
None identified
Significant surface
staining on interior or
exterior portion of
property
None identified
Pungent or noxious
odors None identified
Stockpiled soil with
visual contamination None identified
Questionable fill
material (Unknown
origin)
None identified
Lagoons, septic
systems, Sumps, Pits,
clarifiers, and Floor
Drains
None identified
Stressed vegetation None identified
Regulated or
unregulated waste
water discharge
None identified
Pools of liquid None identified
Herbicide or pesticide
use
None identified
Surficial disturbances None identified
Dry-cleaning operation
The subject property addressed at 3423 Foothill Boulevard is utilized as a dry cleaner. The current dry cleaning machine, Lindus Model ML-45, was permitted in 2007, includes a secondary control system. The dry cleaner is further discussed in Section 4.9.
Other hazardous
substances used on the
property
None identified
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10 The subject property has no other point source features of environmental concern such as sumps, wells, underground storage tanks (USTs), or any type of injection wells to be a conduit to subsurface impact. No Recognized Environmental Conditions were identified during the subject property reconnaissance.
3.3 ASTM Non-Scope Considerations
Unless authorized per the user’s request, FR did not engage in conducting sampling or an assessment beyond a visual review of the ASTM Non-Scope Considerations. FR conducted a visual review of the following ASTM Non-Scope Considerations included in this assessment:
ASTM Non-Scope Item Identified
Asbestos-ContainingMaterials (ACMs)
Based on the construction date (1967 and 1968), asbestoscontaining building materials could be present. An ACM survey was not included in the current scope of services.
Lead-based paint (LBP)
Based on the construction date (1967 and 1968), lead-based paints could be present. A LBP survey was not included in the current scope of services.
Radon
A review of the EPA’s Map of Radon Zones indicates that Los Angeles County falls within Zone 2, a zone of moderate radon potential. Counties located within Zone 2 have a predicted average indoor radon screening level of between 2 and 4 picocuries per liter (pCi/L), generally below EPA’s radon action level of 4 pCi/L for residential structures. A radon survey was not included in the current scope of services.
PCB-oil in hydraulic
equipment, ballasts,
switcher, transformers, etc.
A pole-mounted transformer was observed at the adjacent property. Any transformers related to the power-pole are operated by the Southern California Edison. In the event of a release of dielectric fluid from one of its transformers, the utility company typically performs the cleanup. A PCB survey was not included in the current scope of services.
Lead in Drinking Water A lead in drinking water survey was not included in the current scope of services.
Flood Zone
Based on a review of a flood zone map contained in the EDR Radius Map Report, the subject property is not located within a 100-year and 500-year flood zone.
Mold and Indoor Air
Quality Issues
No obvious indications of water damage or mold growth were observed during FR’s visual inspection.
Asbestos Containing Material
Asbestos-containing material (ACM) represents a concern when it is subject to damage that results in the release of fibers. Friable ACM, which can be crumbled by hand pressure and is therefore more susceptible to damage, is of particular concern. Nonfriable ACM is a potential concern if it is damaged by maintenance work, demolition or other activities.
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11 For buildings constructed prior to 1981, the Code of Federal Regulations (29 CFR 1926.1101 and 29 CFR 1910.1001) define presumed asbestos-containing material (PACM) as 1. Thermal System Insulation (TSI), e.g., boiler insulation, pipe lagging, fireproofing; and 2. Surfacing Materials, e.g., acoustical ceilings. Building owners/employers are responsible for locating the presence and quantity of PACM.
Building Owners/employers can rebut installed material as PACM by either having an inspection in accordance with Asbestos Hazard Emergency Response Act (AHERA) (40 CFR Part 763, Subpart E) or hiring an accredited inspector to take bulk samples of the suspect material.
Typical materials not covered by the presumptive rule include but are not limited to: floor tiles and adhesives, wallboard systems, siding and roofing. Building materials such as wallboard systems may contain asbestos but unless a building owner/employer has specific knowledge or should have known through the exercise of due diligence that these other materials contain asbestos, the standard does not compel the building owner to sample these materials.
The information below is for general informational purposes only and does not constitute an asbestos survey. In addition, the information is not intended to comply with federal, state or local regulations in regards to ACM.
Due to the age of the subject building (1967 and 1968), there is a potential that presumed ACMs are present within the subject building. The table below describes the type of material, location, friability, and condition of the suspect ACMs found within the subject buildings. The table below is not comprehensive as to each and every building material, but is intended to provide a general summary based on the limited site reconnaissance.
Material Location Friable Condition
Tape and Joint
Compound
Western, Central, and
Eastern subject
building interiors
No Poor
Roofing Systems Roof No Not inspected
Acoustic ceilings Western subject
building Yes Poor
An asbestos building materials inspection was not included in the scope of service agreement with FR. Accordingly; no samples of the suspect materials were taken. At the time of the inspection, all of the materials appeared to be intact and undisturbed (that is, they appeared to be in a non-friable and/or good condition) and, thus, do not pose an immediate environmental concern. Still, these materials may become hazardous if they in fact contain asbestos and are subsequently damaged or disturbed, as, for example, in the course of remodeling. Asbestos-containing materials are considered to be hazardous materials, and their eventual disposal and handling are subject to federal and state regulatory guidelines.
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12 Currently, there are no regulations requiring the removal of ACM unless it will be disturbed during renovation, repairs, or demolition. The USEPA recommends that as long as the ACM does not pose an imminent health threat, the materials can be managed under an Operations and Maintenance (O&M) Plan.
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13 4.0 Historical Use Summary
Per ASTM E1527-13, “8.3.2 Uses of the Property—All obvious uses of the property shall be identified from the present, back to the property’s first developed use, or back to 1940, whichever is earlier. This task requires reviewing only as many of the standard historical sources in 8.3.4.1 through 8.3.4.8 as are necessary and both reasonably ascertainable and likely to be useful (as described under Data Failure in 8.3.2.3). Such confirmation may come from one or more of the standard historical sources specified in 8.3.4.1 through
8.3.4.8, or it may come from other historical sources (such as someone with personal knowledge of the property; see 8.3.4.9). However, checking other historical sources (see
8.3.4.9) is not required. For purposes of 8.3.2, the term “developed use” includes agricultural uses and placement of fill dirt. The report shall describe all identified uses, justify the earliest date identified (for example, records showed no development of the property prior to the specific date), and explain the reason for any gaps in the history of use (for example, data failure).
Per ASTM E1527-13, “8.3.2.3 Data Failure—the historical research is complete when either: (1) the objectives in 8.3.1 through 8.3.2.2 are achieved; or (2) data failure is encountered. Data Failure occurs when all of the standard historical sources that are reasonably ascertainable and likely to be useful have been reviewed and yet the objectives have not been met. Data failure is not uncommon in trying to identify the use of the property at five year intervals back to first use or 1940 (whichever is earlier).
Notwithstanding a data failure, standard historical sources may be excluded if: (1) the source is not reasonably ascertainable, or (2) if past experience indicates that the source is not likely to be sufficiently useful, accurate, or complete in terms of satisfying the objectives. Other historical sources specified in 8.3.4.9 may be used to satisfy the objectives, but are not required to comply with this practice. If data failure is encountered, the report shall document the failure and, if any of the standard historical sources were excluded, give the reasons for their exclusion. If the data failure represents a significant data gap, the report shall comment on the impact of the data gap on the ability of the environmental professional to identify recognized environmental conditions.
FR researched all available sources of historical information to satisfy historical sources as outlined in ASTM Standard E1527-13. A list of historical resources searched is as follows:
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14 Historical Summary Table
Historical Source Reference Dates
Obtained
Aerial Photographs EDR 1928-2012
Sanborn Map Company Fire Insurance
Maps EDR No Coverage
Property Tax File Los Angeles County Assessor’s
Office 2017
Recorded Land Title Records N/A N/A
USGS 7.5 Minute Topographic Maps EDR 1898-2012
Local Street Directories (city
directories) EDR 1967-2014
Building Department Records City of Glendale Building
Department 1964-2004
Zoning/Land Use Records Los Angeles County Assessor’s
Office 2017
Previous Reports
3411 Foothill Boulevard
Underground Tank Case
Closure at Hi Star Auto Sales
HVN Environmental Service
Co.
2004
3421-3437 West Foothill
Boulevard
Phase I Environmental Site
Assessment
Pinnacle Environmental, Inc.
2008
3423 Foothill Boulevard
No Further Requirements Letter
for Palace Cleaners Site
ENCORRE Services, Inc.
2009
3411 Foothill Boulevard
Underground Storage Tank
Vent Pipe Removal Case
Closure Letter
City of Glendale Fire
Prevention Bureau
2009
Subsurface Investigation – 3411
Foothill Boulevard, Glendale,
California, 91214, prepared by
the Odic Environmental,
November 27, 2013
2013
3411 Foothill Boulevard
Underground Storage Tank
Case Closure Letter
Los Angeles Regional Water
Quality Control Board
2014
Other Historical Sources N/A N/A
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15 4.1 Historical Aerial Photographs Review
FR reviewed historical aerial photographs supplied by EDR and dated 1928 through 2012. A summary of historical aerial photographs researched are listed below.
Dates Description
1928 and 1938
The subject property is depicted as vacant, undeveloped land.
The adjoining properties are depicted as vacant, undeveloped land.
Dates Description
1952 and 1954
The subject property appears to remain unchanged.
The eastern adjoining property appears to be improved with residential dwellings. The northern, western, and southern adjoining properties appear to remain unchanged.
Date Description
1964
The eastern portion of the subject property addressed at 3411 Foothill Boulevard appears to be improved with an auto station (eastern subject building).
The northern adjoining property appears to be improved with the present-day park. The western adjoining property appears to be improved with a commercial lot. The southern and eastern adjoining properties appear to remain unchanged.
Date Description
1970, 1979, 1983,
1989, 2002, and 2005
The western portion of the subject property appears to be improved with the present-day strip-mall structure addressed at 3419-3427 Foothill Boulevard (northern and central subject buildings).
The southern adjoining property appears to be improved with the present-day auto station. The northern, western, and eastern adjoining properties appear to remain unchanged.
Dates Description
2009, 2010, and 2012
The subject property appears to be improved with its current respective structure and layout.
The adjoining properties are generally in the same configuration as at present.
According to historical aerial photographs, the subject property addressed 3411 Foothill Boulevard has been historically improved with an auto station. Information pertaining to 4094 of 5188
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16 the historical use of the subject property as an auto station is further discussed in Sections
4.9, 6.1, and 6.3, and 6.4.
4.2 Historical Sanborn Map Coverage Review
Sanborn Map Company maps were created for insurance underwriters from 1867 to 1970, and often contain information regarding the uses of individual structures, and the locations of fuel and/or chemical storage tanks that may have been on a particular property. FR subcontracted with EDR to provide copies of Sanborn Map Company maps.
EDR reported that there is no Sanborn map coverage available for the subject property or site vicinity.
4.3 Property Tax File
Based on a review of the Los Angeles County Tax Assessor's parcel information system, the subject property is assigned APN’s 5602-007-020, and 5602-007-021, respectively.
One structure is noted in the eastern portion of the subject property addressed at 3411 Foothill Boulevard. It is described as 1,647-square feet in size, and was reportedly constructed in 1963. The eastern portion of the subject property consists of an auto body shop and steel-canopy. Two structures are noted in the western portion of the subject property. The western subject building addressed at 3423 through 3427 is described as 21,000-square feet in size, and was reportedly constructed in 1968. The western subject building consists of a strip mall with multiple tenants. The central subject building addressed at 3419 Foothill Boulevard is described as 1,176-square feet in size, and was reportedly constructed in 1967. The central subject building consists of an unoccupied restaurant.
4.4 Recorded Land Title Records
Title records were not provided to FR for review.
4.5 USGS 7.5 Minute Topographic Maps
FR reviewed historical USGS 7.5 Minute Topographic Maps supplied by EDR. A summary of historical USGS 7.5 Minute Topographic Maps researched is listed below.
Property Topographic Quadrangle: (Burbank, California)
Dates Description
1898, 1990, 1902,
1920, 1921, and 1928
The subject property and adjoining properties are depicted as vacant, undeveloped land with little road development in the general area.
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17 Dates Description
1933 The subject and adjoining properties area not depicted on this map.
Dates Description
1939, 1953, 1966, and
1972
The subject property and adjoining properties appear to be in pink, indicating urbanized development in the general area. No outlined structures of environmental concern are depicted on the subject or adjoining properties.
Dates Description
1988 The subject and adjoining properties area not depicted on this map.
Dates Description
1994
The subject property and adjoining properties appear to be in pink, indicating urbanized development in the general area. No outlined structures of environmental concern are depicted on the subject or adjoining properties.
Dates Description
1995 The subject and adjoining properties area not depicted on this map.
Dates Description
2012 No structures are depicted on the subject or adjoining properties.
No environmental concerns were noted on the subject or adjoining properties.
4.6 Historical City Directory Listings
FR reviewed historical city directory listings provided by EDR for the years 1967 to 2014 for the subject property.
A summary of historical city directory records researched is listed below. 4096 of 5188
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18 3411 Foothill Boulevard
Date Range Description
1967 STEPHENS TEXACO SERVICE GAS ST
1972 BERT S TEXACO SERVICE
1980-1985 Ralphs Texaco
1995 ROBERTS AUTO TECH
2001-2006
HISTARAUTO
SALES SMOG BOYTEST
HI STAR AUTO SALES
ROBERTS AUTO TECH
3419 Foothill Boulevard
Date Range Description
1972 RAQUEL S RESTR
1975 La Crescenta
1980 ROBINS NEST
1985 Ruby King Restaurant
3421 Foothill Boulevard
Date Range Description
1972 STRONG BATTLES COIN-OPLAUNDROMAT
SERV INDRY
3423 Foothill Boulevard
Date Range Description
1972-2006 PALACE CLEANERS
3425 Foothill Boulevard
Date Range Description
1972 MR J S BARBER SHOP
LA CONDESA BEAUTY SALON
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19 1980 HAIR & NOW BARBERS
2001 XXXX
3427 Foothill Boulevard
Date Range Description
1972 LA CONDESA BEAUTY SALON
1995-2014 HAIR & NOW
According to historical city directories, the subject property addressed at 3411 Foothill Boulevard has been historically improved with an auto station. Information pertaining to the historical use of the subject property as an auto station is further discussed in Sections
4.9, 6.1, and 6.3, and 6.4.
Furthermore, historical city directories have also revealed the historical use of the subject property addressed at 3423 Foothill Boulevard as a dry cleaner. Information pertaining to the historical use of the subject property as dry cleaner is further discussed in Sections
4.9, 6.1, and 6.3, and 6.4.
4.7 Building Department Records
FR visited the City of Glendale Building and Safety Department on October 12, 2012, and researched historical building records for the subject property address. According to the desk manager, the following records were available regarding the construction or other related permits at the subject property.
A summary of historical building department records researched is listed below. 3411 Foothill Boulevard
Years Owner/Applicant Description
1964 Texaco, Inc. Building Permit – Erection of canopy with fuel island.
1964 Texaco, Inc. Building Permit – Erection of steel service station building.
1964 Texaco, Inc. Plumbing Permit – Dry well.
1964 Texaco, Inc. Sign Permit
1964 Texaco, Inc. Building Permit – Construction of concrete restraining wall.
1964 Texaco, Inc. Certificate of Occupancy – Service Station 1964 Mr. Earl Stedhens Certificate of Occupancy – Service Station 4098 of 5188
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20 Years Owner/Applicant Description
1968 Mr. Bolon Certificate of Occupancy – Service Station 1968 Texaco, Inc. Heating/Ventilation Permit
1969 Texaco, Inc. Plumbing Permit – Installation of two floor drains and two lavatories.
1972 Texaco, Inc. Plumbing Permit – Installation of two sewerage caps and cesspool.
1972 Mr. Albert F. Parshall Certificate of Occupancy – Service Station 1979 Texaco, Inc. Sign Permit
1995 Mr. Robert Baghoomian Certificate of Occupancy – Auto Mechanic Services.
1996 Mr. Edward Elasian Certificate of Occupancy – Robert’s Auto Tech.
2004 Environmental Services
Building Permit – Removal of 500-gallon
waste oil tank UST. Information
pertaining to the removal of this UST is
further discussed in Section 4.9.
3419 Foothill Boulevard
Years Owner/Applicant Description
1967 Bershon Realty Company Initial construction permit for a 2,000- square foot restaurant.
1968 Bershon Realty Company
Plumbing Permit – Installation of three
sewer connections with three septic tanks,
seepage pit and drain field.
1968 Bershon Realty Company
Plumbing Permit – Installation of three
sewer connections with three septic tanks,
seepage pit and drain field.
1970 Taco Pronto Restaurant
Plumbing Permit – Sewer connection for
seven sewer cap and cesspool fill noted as
seepage pit fill.
1989 Unspecified Demotion permit for previously noted
restaurant building.
3421 Foothill Boulevard
Years Owner/Applicant Description
1967 Bershon Realty Company
Building Permit – Initial construction
permit for a 10,900-square foot, wood
frame and stucco commercial building.
1968 Bershon Realty Company
Plumbing Permit – Installation of three
sewer connections with three septic tanks,
seepage pit and drain field.
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21 3423 Foothill Boulevard
Years Owner/Applicant Description
1967 Bershon Realty Company
Building Permit – Initial construction
permit for a 10,900-square foot, wood
frame and stucco commercial building.
1968 Bershon Realty Company
Plumbing Permit – Installation of three
sewer connections with three septic tanks,
seepage pit and drain field.
1968 Bershon Realty Company
Building Permit and Certificate of
Occupancy – Installation of sign for Palace
Cleaners.
1976 Mr. Chueng K Oh
Certificate of Occupancy – Space to be
utilized as a dry cleaner: Palace Dry
Cleaners issued for Mr. Chueng K Oh.
1978 Mr. Hui Ok
Certificate of Occupancy – 800-sq foot
space to be utilized as a dry cleaner: Palace
Dry Cleaners issued for Mr. Hui Ok.
1979 Mr. Hui Ok Plumbing Permit – Steam boiler for Palace Cleaners.
1989 Mr. Byung Ha Min Certificate of Occupancy for Palace Dry Cleaners issued to Mr. Byung Ha Min.
2000 Mr. Ki M. Kim Certificate of Occupancy for Palace Dry Cleaners issued to Mr. Ki M. Kim.
3425 Foothill Boulevard
Years Owner/Applicant Description
1967 Bershon Realty Company
Building Permit – Initial construction
permit for a 10,900-square foot, wood
frame and stucco commercial building.
1968 Bershon Realty Company
Plumbing Permit – Installation of three
sewer connections with three septic tanks,
seepage pit and drain field.
3427 Foothill Boulevard
Years Owner/Applicant Description
1967 Bershon Realty Company
Building Permit – Initial construction
permit for a 10,900-square foot, wood
frame and stucco commercial building.
1968 Bershon Realty Company
Plumbing Permit – Installation of three
sewer connections with three septic tanks,
seepage pit and drain field.
According to historical building permits, the subject property addressed at 3411 Foothill Boulevard has been historically improved with an auto station. Information pertaining to 4100 of 5188
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22 the historical use of the subject property as an auto station is further discussed in Sections
4.9, 6.1, and 6.3, and 6.4.
Furthermore, historical city directories have also revealed the historical use of the subject property addressed at 3423 Foothill Boulevard as a dry cleaner. Information pertaining to the historical use of the subject property as dry cleaner is further discussed in Sections
4.9, 6.1, and 6.3, and 6.4.
4.8 Zoning/Land Use Records
FR visited the City of Glendale Planning and Zoning Department and researched additional zoning/land use records for the subject property addresses. Based on a review of the zoning map, the subject property is zoned for commercial/industrial use.
4.9 Previous Reports
Underground Tank Case Closure at Hi Star Auto Sales – 3411 Foothill Boulevard, La Crescenta, California, 91214, prepared by HVN Environmental Service Co., Inc., July 13, 2004
In a letter concerning Underground Tank Case No. 1829R from HVN Environmental Service Co., Inc. (HVN) to the City of Glendale Fire Division: On June 21, 2004, HVN removed one 500-gallon waste oil underground storage tank from the subject property addressed at 3411 Foothill Boulevard.
Immediately following tank removal excavation, one soil sample was tank from below the tank invert, and one soil sample was taken from the excavated soil pile. Samples were collected via EnCore sampler per EPA Method 5035. Laboratory data showed that the tank bottom samples contain non-detectable (ND) levels of TRPH, BTEX, MTBE, HVO’s, and total head in the subsurface soil.
Based upon ND sample results, HVN concluded that no evidence of any significant environmental impact as related to the former waste oil tank operations; therefore, closure approval was recommended.
Phase I Environmental Site Assessment – 3421-3437 West Foothill Boulevard, Glendale, California 91214, prepared by Pinnacle Environmental, Inc., May 23, 2008 A Phase I ESA was conducted at the subject property by Pinnacle Environmental, Inc. (PEI) at the request of Universal Bank in May 2008. The Phase I ESA consisted of a site reconnaissance, historical review, and regulatory agency research.
Based on the findings of the assessment, PEI concluded the following:
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23 The subject has been occupied by a dry cleaner, Palace Cleaners at 3423 Foothill Boulevard, conducting dry cleaning operations on-site since approximately June of 1968. The subject dry cleaner is listed on regulatory databases as under preliminary investigation for potential contribution to area groundwater impacts. These databases include the Well Investigation Program (WIP) database and the Spills, Leaks, Investigations, and Cleanup (SUC) Cost Recovery Listing database. The property is also located up-gradient to the San Fernando Valley Area 3 Superfund site. While there are not reported releases at the subject property, the listing of the subject property on these databases provides an opportunity for increased future regulatory scrutiny due to the presence of the on-site dry cleaner for the past 40 years. It also appears that the subject property was initially connected to an on-site septic system until being connected to the city municipal sewer in April 1970. This presents an increased potential for impact of subsurface soils from dry cleaning solvents. Dry cleaners present an increased risk of environmental impairment due to possible improper hazardous material and/or waste handling and disposal practices, particularly prior to passage of the Resource Conservation and Recovery Act in J976 and its implementation several years later. Although the current tenant appears to be handling and disposing of the dry-cleaning chemicals in a proper manner, it is unknown how such activities were handled in the past under different owners. Due to the nature of the chemicals used in the dry-cleaning industry and unknown historical materials handling practices, identification of this historic dry-cleaning business represents a Recognized Environmental Condition as defined by the ASTM E-J527 standard. Therefore, PEI recommends a subsurface investigation in an effort to evaluate whether the subject property has been impacted by dry cleaning solvents. Information from EDR indicates the nearest leaking underground storage tank (LUST) site, Texaco Station at 3411 West Foothill Boulevard, is located immediately adjoining southeast of the subject property. According to database information, a gasoline release was discovered at this site in December of 2005, the release is undefined, and the case status is "leak being confirmed." This site has not been tested for methyl tertiary-butyl ether (MTBE). PEI reviewed a report on this site prepared by SAIC for Chevron that was submitted to the Los Angeles Regional Water Quality Control Board (LARWQCB) on May 15, 2007. According to the report, four fuel USTs were removed in 1985, and a 550gallon waste oil UST was removed in 2004.
Other than sampling of soil beneath the former waste oil UST (which indicated low to moderate-level petroleum hydrocarbon impact), no records of sailor groundwater sampling were readily available for this property. This site is apparently under investigation by the LAR WQCB for potential contribution to area groundwater impacts, and it is possible additional investigation of the adjoining site will be requested by the LARWQCB. Given the proximity of this site, this is considered a potential REC. Although located immediately adjoining, based on the apparent down-gradient location of this site, it appears unlikely to have significantly environmentally impaired the subject property. However, if greater certainty is desired, a subsurface investigation could be performed on the subject property nearest the former gas station to confirm or deny this supposition. 4102 of 5188
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24 No Further Requirements Letter for Palace Cleaners Site – 3423 Foothill Boulevard, La Crescenta, California, prepared by the California Regional Water Quality Control Board., July 30, 2009
In a letter concerning Palace Cleaners (Case No. 2040338) from the State Water Resources Control Board to the Bershon Realty Company: a soil-gas and soil investigation report was conducted as the subject property in 2008 to characterize the extent of potential volatile orange compounds (VOC) contamination within the soil underlying the dry-cleaning machine and waste storage areas. The main VOC used at the subject property consisted of perchloroethylene (PCE). Waste or used PCE was stored in either a 10 gallon, 5-gallon, or 55-gallon container, and transferred off-site and disposed of at a State of California approved treatment, storage, and disposal facility.
Based on the laboratory results of the investigation, the highest level of PCE is in soil gas at one boring location at 3-micrograms per liter (ug/L). The depth to groundwater is approximately 150-feet bgs; therefore, the assessment at the subject property did not identify a significant source for PCE.
Based on the concentrations of PCE identified from the site’s environmental assessment, no remediation was warranted at this time. Subsequently, the case received closure in 2009.
Underground Storage Tank Vent Pipe Removal Report – 3411 Foothill Boulevard, La Glendale, California, 91214, prepared by ENCORRE Services, Inc., October 29, 2009 An Underground Storage Tank Vent Pipe Removal Investigation was conducted at the subject property by ENCORRE Services, Inc. (ENCORRE) at the request of Glendale Fire Department on October 29, 2009. The purpose of the investigation was to observe and document the removal of six vent pipes and to collect soil samples from beneath the pipes for laboratory analysis.
On September 24, 2009, ENCORRE excavated the vent pipes from the ground and collected six soil samples at a depth of approximately 2-feet beneath the bottom of the excavated pipes and transferred to an off-site laboratory for testing using EPA Method 5035. Results showed that none of the soil samples collected during the investigation contained detectable concentrations of petroleum hydrocarbons, VOC’s, or oxygenates.
Based on the above results, ENCORRE concluded that no further action was warranted at this time, and requested that case closure with respect to the vent pipe removal be granted.
Underground Storage Tank Vent Pipe Removal Case Closure Letter – 3411 Foothill Boulevard, Glendale, California, 91214, prepared by the City of Glendale Fire Prevention Bureau, November 20, 2009
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25 In a letter concerning underground storage tank vent pipe removal investigations conducted at the subject property from the Glendale Fire Prevention Bureau, it is confirmed that site investigation and corrective actions for the underground storage tanks vent pipes formerly located at the subject property have been successfully completed, and that the case is henceforth closed as of November 20, 2009.
Subsurface Investigation – 3411 Foothill Boulevard, Glendale, California, 91214, prepared by the Odic Environmental, November 27, 2013
Odic Environmental prepared a Subsurface Investigation Report, dated November 27, 2013, which included nine soil borings to assess soil conditions at the former waste oil tank, and determine the absence or presence of contamination with petroleum hydrocarbons and fuel constituents (including MTBE) from former fueling system that existed until 1987. One boring was drilled at the existing clarifier, two borings were drilled at the hoists, two borings were drilled at the former fuel dispenser area, and four borings were drilled at the former UST area (although one of these borings could only be advanced to a depth of three feet (no soil sampling). In addition, a geophysical survey was conducted and no USTs were identified using the geophysical techniques utilized.
None of the samples collected from the areas of concern contained detectable BTEX, fuel oxygenates, VOCs or TPH as gasoline, diesel and oil.
None of the samples collected from the hydraulic hoists contained detectable PCBs.
Metals concentrations of all samples collected and tested from areas of concerns were within expected background levels when compared to background levels of soil in Southern California (Bradford, Chang et al, 1996).
Based on the results of the subsurface investigation, Odic Environmental recommended no further action.
Underground Storage Tank Case Closure Letter – 3411 Foothill Boulevard, Glendale, California, 91214, prepared by the Los Angeles Regional Water Quality Control Board, April 16, 2014
In a letter concerning underground storage tank removal investigations (Case No. 912140052) conducted at the subject property from the Los Angeles Regional Water Quality Control Board, it is confirmed that site investigation and corrective actions for the four former 6,000-gallon gasoline-containing underground storage tanks formerly located at the subject property has been successfully completed, and that the case is henceforth closed as of April 16, 2014.
4.10 Other Historical Records
No additional historical records were obtainable for the subject property. 4104 of 5188
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26 4.11 Historical Summary
Based on a review of historical records, the subject property had existed as vacant land from at least 1898 until the early 1960’s. In 1963, the subject property addressed at 3411 Foothill Boulevard was improved with the eastern subject building (utilized as an auto body shop), a canopy, fuel island with fuel dispensers, four 6,000-gallon gasolinecontaining UST’s, and one 500-gallon waste oil clarifier. The subject property addressed at 3411 Foothill Boulevard has operated as a gas station and/or automotive repair shop from 1963 until the present day. In 1987, the four 6,000-gallon gasoline-containing UST’s were removed from the subject property, and closure was attained on April 16, 2014. In 2004, the 500-gallon waste oil UST was removed from the subject property, and closure was attained on July 13, 2004. In 2009, the six associated vent pipes were removed from the subject property, and closure was attained on November 20, 2009.
In 1967, the subject property addressed at 3419 Foothill Boulevard was improved with the central subject building. From 1967 until 1989, the central subject building was occupied by a restaurant. From 1989 to the present day, the central subject building has remained unoccupied.
In 1967, the subject property addressed at 3421 through 3427 was improved with a strip mall with multiple tenants (the western subject building). From 1967 until the present day, the central subject building portion addressed at 3423 Foothill Boulevard has been occupied by Palace Cleaners, and has been utilized as a dry cleaner. In 2008, a soil-gas and soil investigation report was conducted at 3423 Foothill Boulevard to characterize the extent of potential volatile orange compounds (VOC) contamination within the soil underlying the dry-cleaning machine and waste storage areas. The site attained case closure on July 30, 2009.
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27 5.0 Interviews/User Information
5.1 Interviews
Interviews were conducted and attempted with the following personnel listed below.
Personnel Interviewed Brief Summary
User Not applicable
Property Owner Not applicable
Previous Owner Not applicable
Tenant Not applicable
Manager Not applicable
Buyer Not applicable
Adjoining Property Owner Not applicable
Broker Mr. Dmitiry Orlov
Government Officials Not applicable
Mr. Dmitry Orlov, property broker, indicated that the current subject property had been occupied by a gas station and strip mall since the 1960’s. Mr. Orlov informed FR of previous site investigations conducted at the subject property, and provided FR with previous reports pertaining to the subject property. Reports provided by Mr. Orlov are summarized in Section 4.9. There were no environmental issues or REC’s were observed at the subject property during site reconnaissance performed by FR.
5.2 User Information
5.2.1 Environmental liens and/or Activity and Use Limitations (AULs) AULs include both legal (institutional) and physical (engineering) controls. Agencies, organizations, and jurisdictions may define or utilize these terms differently.
No AULs were identified during this investigation.
No environmental liens were identified during this investigation.
5.2.2 Specialized Knowledge
No knowledge of recognized environmental conditions or historical recognized environmental concerns was provided by the user.
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28 5.2.3 Valuation Reduction for Environmental Issues
No information was provided by the user that indicated the subject property was being sold or valued lower due to outstanding environmental issues.
5.2.4 Commonly Known or Reasonably Ascertainable Information The user has not provided or is unaware of any commonly known or reasonably ascertainable information for the subject property.
5.2.5 Other User Provided Information
No other user provided information was obtainable or provided. 4107 of 5188
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29 6.0 Government Database Section
6.1 Environmental Database Summary
As part of the Phase I Environmental Assessment, FR utilized Environmental Data Resources, Inc. (EDR) of Shelton, Connecticut, as an information source for regulatory agency environmental database records. The environmental database report was dated May 10, 2017.
An attempt to locate listed Orphan Sites (facilities that could not be mapped or geocoded due to inadequate address information) within an area or radii of concern to the subject property was attempted by FR. These attempts consisted of a street review, a drive-by view of orphan site, and/or evaluating site type given information provided by government agencies.
A copy of the radius report is included in the appendices.
Database Summary of Federal Listings
Search Distance
(Miles)
Subject
Property
Adjoining
Properties
Total
Number of
Listings
National Priorities List (NPL) 1.0 0 0 0
Delisted NPL 0.5 0 0 0
SEMS (formerly CERCLIS) 0.5 0 0 0
SEMS ARCHIVE (formerly
CERCLIS NFRAP)
0.5 0 0 0
RCRA CORRACTS 1.0 0 0 0
RCRA TSDF 0.5 0 0 0
RCRA Generators List
Subject Property &
Adjoining
Properties
0 0 0
Federal Institution
Controls/Engineering Controls Subject Property 0 0 0
ERNS Subject Property 0 0 0
Database Summary of State Listings
Search Distance
(Miles)
Subject
Property
Adjoining
Properties
Total
Number of
Listings
State/Tribal NPL (RESPONSE) 1.0 0 0 0
State/Tribal CERCLIS (Envirostor,
Historical Cal-Sites) 0.5 0 0 1
State/Tribal SWF/LF 0.5 0 0 0
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30 State/Tribal LUST 0.5 1 0 8
State/Tribal SLIC 1.0 1 0 7
State/Tribal VCP 0.5 0 0 0
State/Tribal UST/AST
Subject Property &
Adjoining
Properties
0 0 0
State/Tribal AST
Subject Property &
Adjoining
Properties
0 0 0
CA FID UST
Subject Property &
Adjoining
Properties
0 0 0
HIST UST
Subject Property &
Adjoining
Properties
0 0 0
SWEEPS UST
Subject Property &
Adjoining
Properties
2 0 2
State/Tribal Institutional Control
and Engineering Control Subject Property 0 0 0
Other State Listings Subject Property 0 0 0
Database Summary of Local Listings (Subject Property Only) Subject Property
FINDS Palace Cleaners
3423 Foothill Boulevard
HAZNET Palace Cleaners
3423 Foothill Boulevard
EMI Palace Cleaners
3423 Foothill Boulevard
Los Angeles County HMS Vren Aghadjanian
3411 Foothill Boulevard
ECHO Palace Cleaners
3423 Foothill Boulevard