Agenda, regular meeting — Monterey Park City Council, May 7, 2025 (part 2 of 4)

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The areas identified on Map 3.12: Wildfire Threat to Monterey Park address several areas of both residential and commercial population that would have a severe economic impact in this jurisdiction. The areas identified as #s 4, 5, 6, 7, 8, 9, 10, and 11 are areas covered with residential structures. The economic impact of wildfire in any one of those areas should homes be lost would be in the millions. The economic impact of a fire in the areas identified as #1, 2, and 3 would be markedly different. This area is primarily commercial. Therefore, should a fire break out in any one of these areas and cause structural damage, not only are there physical damages in dollars but also the economic impact to the businesses. The numerous commercial structures in these areas would equate to tens of millions of dollars in physical damage. The impact of interruption of business would be difficult to quantify.

There are three Monterey Park Fire Department fire stations in the City, located on Monterey Pass Road (Station 63), Garfield Avenue (Station 62) and Newmark Avenue (City Hall, Station 61). As of 2013, the MPFD average response time for fire calls is 5.01 minutes, with an average of 4,300 calls per year. There are a variety of emergency call types that range between 5-minute-response times and 20-minute-response times. This level of protection has allowed the City to historically receive a very high rating from the Insurance Services Organization (IS0). The City has currently achieved an ISO rating of Class 1 (on a 1 to 10 scale, with 1 representing the highest rating).

A local meteorological phenomenon, known as the Santa Ana winds, contributes to the high incidence of wildfires in each county. These winds originate during the autumn months in the hot, dry interior deserts to the north and east of Los Angeles County. They often sweep west into the county, bringing extremely dry air and high wind speeds that further desiccate plant communities during the period of the year when the constituent species have extremely low moisture content.

The effect of these winds on existing fires is particularly dangerous; the winds can greatly increase the rate at which fires spread.

As shown below in Map 3.13: Fire Hazard Severity Zone and verified in the General Plan Safety Element, there are no “very high” or “high” fire hazard severity zones in or near the boundaries of the City of Monterey Park.

Q&A | ELEMENT B: RISK ASSESSMENT | B1-c.

Q: Does the plan describe the extent for each identified hazard? (Requirement 44 CFR § 201.6(c)(2)(i)) A: See Map 3.13 below.

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Map 3.13: Fire Hazard Severity Zones
(Source: Cal OES My Plan, 2023)

Monterey Park
Boundary

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Q&A | ELEMENT B: RISK ASSESSMENT | B1-d.

Q: Does the plan include the history of previous hazard events for each identified hazard? (Requirement 44 CFR § 201.6(c)(2)(i))
A: See Previous Wildfires Impacting Monterey Park, and Previous Wildfires Impacting Los Angeles County, and Table 3.10 below.

Previous Wildfires Impacting Monterey Park
According to the Planning Team, other than mutual aid involvement and ash from regional wildfires, Monterey Park has never been directly impacted by wildfire. However, according to the Chair of the Planning Team, in June 2022, several homes in Monterey Park were threatened by wildfire which required a mutual aid response of 10 engines, a quint, a water tender, and 4 Battalion Chiefs to prevent the spread of a wildfire.

Previous Wildfires Impacting Los Angeles County
The most recent significant wildfire event to impact Los Angeles County was the Tick Fire in October 2019. The fire burned 4,615 acres in the Canyon County area. The combination of warm and dry Santa Ana winds and critically dry vegetation allowed for significant fire growth. The fire destroyed 23 homes and damaged 40 other residential units. During the incident, four firefighter injuries were reported. According to the NOAA Storm Events Database, some of the counties’ most destructive fires have occurred since 2018, including:

Table 3.10: Wildfires Impacting Los Angeles County 2018-2023 (Source: NOAA Storm Events Database)
County Date Fire Damage
County of Los Angeles 10/28/2019 The Getty Fire Burned 745 acres. The fire destroyed 10 residences and damaged 15 other residences.

County of Los Angeles 10/24/2019 The Tick Fire Burned 4,615 acres in the Canyon County area of Los Angeles county. The fire destroyed 23 homes and damaged 40 other residences. During the incident, four firefighter injuries were reported.

County of Los Angeles 10/10/2019 The Saddle
Ridge Fire
Burned 8,799 acres across the foothills of the San Fernando Valley as well as the Santa Clarita Valley and the Los Angeles county mountains. The fire destroyed 19 residences and damaged 88 additional residences. One civilian death was reported (due to cardiac arrest) and eight firefighters were injured.

County of Los Angeles 11/8/2018 The Woolsey
Fire
Burned a total of 96,949 acres in Los Angeles and Ventura counties including Thousand Oaks, Agoura Hills, Calabasas, the Santa Monica Mountains, Malibu, and West Hills. A total of 1,643 structures were destroyed and 3 people were killed.

County of Los Angeles 6/4/2018 The Stone Fire Burned 1,352 acres in the mountains of Los Angeles County.

Q&A | ELEMENT B: RISK ASSESSMENT | B1-e.

Q: Does the plan include the probability of future events for each identified hazard? Does the plan describe the effects of future conditions, including climate change (e.g., long-term weather patterns, average temperature and sea levels), on the type, location and range of anticipated intensitie s of identified hazards? (Requirement 44 CFR § 201.6(c)(2)(i)) A: See Probability of Future Events, Climate Change Considerations below.

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Probability of Future Events
When conducting the risk assessment, the Planning Team determined that the probability of a catastrophic wildfire affecting Monterey Park is likely with an annual probability of occurrence being between 1 in 10 and 1 in 100 years.

Climate Change Considerations
According to the Fifth National Climate Assessment, climate change has produced warmer and drier conditions with prolonged droughts that stress forest vegetation, facilitating pest outbreaks and tree death, leading to the accumulation of surface fuel. Wildfires are moving up in elevation, due to warming temperatures, reduced snowpacks and summer precipitation, and overall drier conditions. Climate change has also increased vapor pressure deficit that dries fuels, altering fire behavior that results in large, hotter, and more severe fires. Consequently, the annual area burned and area burned by high -severity wildfires have increased in the West about eightfold since 1985. And while the annual area burned is on par with pre -European settlement, the very large, high-severity, and deadly and destructive wildfires result in significant socioecological and economic impacts. These trends are expected to continue at least to midcentury, when fuel availability is expected to become more limited in some western forests.

Climate change is leading to larger and more severe wildfires in the western United States, bringing acute and chronic impacts both near and far from the flames. These wildfires have significant public health, socioeconomic, and ecological implications for the Nation. The figure below illustrates the drivers of, impacts from, and solutions to wildfire across a range of socioecological contexts within and beyond the western states. Considering these helps improve understanding of how impacts are experienced and how to adapt.

Figure 6.1: Wildfire Impacts
Source: Fifth National Climate Assessment (2023)

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Chapter 4: Vulnerability and Impacts
The vulnerability and impacts assessment process analyzes the potential harm of the prioritized hazard events discussed in Chapter 3: Risk Assessment.

Vulnerability and Impact Assessment Process
The vulnerability and impact assessment examines the potential harm that may result from a hazard event, without factoring in its likelihood. This means that equal attention is given to hazards regardless of their probability. The assessment evaluates three key aspects of each hazard on assets : the physical threat posed to facilities, the social threat to vulnerable populations, and the potential impact on other assets. The FEMA Handbook categorizes assets as follows:

People
Structures
Economy
Natural, Historic, and Cultural Resources
Activities Bringing Value to the Community

People

People are the community’s most important asset. In the context of this discussion, people are defined as individuals who live and/or work in Monterey Park.

Q&A | ELEMENT B: RISK ASSESSMENT | B2-a.

Q: Does the plan provide an overall summary of each jurisdiction’s vulnerability to the identified hazards ? (Requirement 44 CFR § 201.6(c)(2)(ii))
A: See Vulnerability of People, Table 4.4 below.

Vulnerability of People
Disasters affect all populations; however, some populations are more adversely affected because of a higher level of social vulnerability.

According to The Guide to Expanding Mitigation – Making the Connection to Equity , social vulnerability is defined in terms of the characteristics of a person or group that affect “their capacity to anticipate, cope with, resist, and recover from the impact” of a discrete and identifiable disaster in nature or society.

Using FEMA’s Resilience Analysis and Planning Tool (RAPT), census tract data was used to understand what census tracts might be more vulnerable. Many of the maps in the People section were created using data provided by RAPT. RAPT is a free, publicly available geographic information systems (GIS) tool to help emergency managers and community partners of all GIS skill levels to visualize and assess potential challenges to community resilience. RAPT

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includes over 100 pre -loaded data layers and the tool’s functionality allows users to visualize combinations of these data layers for a specific location. One of the layers includes community demographics for counties, census tracts, and tribes drawn primarily from the U.S. Census Bureau. RAPT includes 27 demographic layers, including 22 community resilience challenges indicators identified from peer -reviewed research, and FEMA’s Community Resilience Challenges Index (CRCI) for counties and census tracts, a composite value of all 22 community resilience challenges indicators. The graphics below outline the community resilience indicators.

Graphic 4.1: RAPT People & Community Indicators
Source: FEMA Resilience Analysis and Planning Tool (RAPT)

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Graphic 4.2: RAPT Infrastructure Indicators
Source: FEMA Resilience Analysis and Planning Tool (RAPT)

Graphic 4.3: RAPT Hazard and Risk Indicators
Source: FEMA Resilience Analysis and Planning Tool (RAPT)

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A person’s vulnerability to disaster is influenced by many factors. According to CDC’s Planning for an Emergency:

Strategies for Identifying and Engaging At-Risk Group, the following six categories are among the most commonly
accepted factors: socioeconomic status, age, gender, race and ethnicity, English language proficiency, and medical issues and disability. These categories were used to analyze the vulnerability of people in Monterey Park . The
compounding effects of these factors will further impact an individual’s ability to withstand the effects of disasters and other hazards.

Below is an overview of the City of Monterey Park’s population broken down by the six contributing factors of social
vulnerability. Due to a limitation on data that is currently available it is not known exactly where in the city those who are more vulnerable may reside.

Age
The old and young are particularly vulnerable during disasters. Age can contribute to cognitive development, physical ability and mobility, socioeconomic stats, and access to resources that can help the individual prepare for, respond to and recover from disasters and other hazard events.

For example, individuals 65 and older can have mobility challenges and other ailments that can prevent them from properly preparing for a disaster. At the same time, children are reliant on their parents or guardians to provide for them. Their ability to withstand a disaster is highly dependent on their parents or guardians. Children are more vulnerable to disasters when they are separated from their parents while at school or daycare.

According to the 2020 Census, there are 13,029 individuals over the age of 65 and 10,438 individuals under the age of 18 living in Monterey Park. Map 4.1 depicts the population percentage of individuals over 65 in each census tract. The tracts with a darker blue represent a tract with a higher population of individuals over 65. The census tracts in the central and western boundaries of Monterey Park have a higher percentage of their population older than 65. Due to a limitation on data that is currently available it is not known where certain aged populations live.

Working with local organizations that serve these populations can provide better insight into the exact needs of the community.

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Map 4.1: Percentage of the Population Over 65 by Census Tract Source: FEMA RAPT (2024)

Race and Ethnicity
According to Planning for an Emergency: Strategies for Identifying and Engaging At-Risk Group, “Race and ethnicity contribute to social vulnerabilities. Race and ethnicity are tied to issues of socioeconomic status. Social and economic marginalization contributes to the vulnerability of these groups”

Monterey Park is a diverse community characterized by a rich racial and ethnic profile. The largest group is Asian, primarily of Chinese descent, but the city also includes significant populations of Filipino, Vietnamese, Korean, and Indian residents. Hispanic or Latino individuals comprise a substantial portion of the population, with Mexican and Central American heritage being the most prominent. The White population, including both non -Hispanic and Hispanic individuals, along with smaller percentages of Black or African American residents and individuals from other racial and ethnic backgrounds, further contribute to the city's diversity.

Table 4.1: Monterey Park Population by Race/Ethnicity
Source: Esri Business Analyst

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Gender
According to Planning for an Emergency: Strategies for Identifying and Engaging At -Risk Group, “gender does not necessarily indicate vulnerability or disadvantage. However, gender intersects with social patterns and inequalities can arise from gender differences. During a disaster, females might be more vulnerable because of differences in employment, lower income, and family responsibilities, as most single -parent households are single -mother families.

However, females are a strong influence in mobilizing response to a warning. Females are also more likely to be effective risk communicators through being active participants in the community.

They also might know more neighborhood information that can assist emergency managers.

Although many families evacuate together, it is not uncommon for males to stay behind to guard the property or to continue working as the family provider. Males are also more likely to be risk takers and might not heed warnings.”

According to the 2020 Census, 52% of Monterey Park’s population is female and 48% are male.

The majority of the population are living in a married couple household with 48.5% of those married having children under the age of 18. A smaller portion of the population lives in a single parent household with children under 18. There are approximately 288 single dad households and 828 single mom households in Monterey Park.

Medical Issues and Disability
Individuals with disabilities are disproportionately affected by disasters. Individuals with disabilities have a higher rate of fatality, and exclusion during disasters. They also have greater challenges during recovery. Understanding the disability demographics of a community gives the community the opportunity to identify and plan for the access and functional needs their communities’ members might need during a disaster.

With information provided by ESRI ArcGIS Business Analyst Tool, it was determined there are 4,884 households with at least 1 person with a disability. Map 4.2 depicts the population percentage of individuals with at least one disability in each census tract. The tracts with a darker blue represent a tract with a higher population of individuals with a disability. Due to a limitation on data that is currently available it is not known the number of individuals in the community with a disability or what th eir limitation might be. Working with local organizations that serve these populations can provide better insight into the exact needs of the community.

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Map 4.2: Percentage of the Population with a Disability Source: FEMA RAPT (2024)

Socioeconomic Status
The ability for an individual to prepare for, mitigate against, respond to, and recover from disasters often depends on the availability of key resources. It is logical to assume that individuals with a higher socioeconomic status are in a better position to acquire key resources than individuals with a lower socioeconomic status. Factors that contribute to socioeconomic status include income, education, occupation, and housing. According to Planning for an Emergency: Strategies for Identifying and Engaging At-Risk Group, people with lower socioeconomic status more likely lack resources needed to follow emergency preparedness instructions. They might be unable to stockpile food, for example. They might be unwilling or unable to stay home from work and lose a day’s pay or evacuate and leave their home during an emergency. By identifying at-risk groups ahead of time, you can plan more efficient evacuations and specifically target people who need transportation or special assistance (e.g., those without a vehicle).

The info graphics below show key indicators for socioeconomic status for the City of Monterey Park. The data in the sections below came from the ESRI ArcGIS Business Analyst Tool.

• Income: The average income for the City of Monterey Park is $76,130. Roughly 13% of households in Monterey Park are below poverty level.
• Education: Most of the residents of Monterey Park have at least a bachelor’s degree.

Figure 4.1 provides a visualization of the highest level of education completed by residents of Monterey Park.

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Figure 4.1: Monterey Park Residents’ Highest Level of Education Completed Source: ESRI Business Analyst

• Occupation: The majority of Monterey Park’s residents work white collar jobs. Table

4.2 provides a percentage breakdown of Monterey Park Residents’ employment by occupation.

Table 4.2: Monterey Parks Residents’ Employment by Occupation Source: ESRI Business Analyst
• Housing: The majority of the housing units are renter occupied (53%). Of the homes that are not rentals most are under mortgage/loan (29.9%). The remainder are owned free and clear (18%). The majority of the houses in Monterey Park were built between 1950 and 1959. Graph 4. 4 displays the percentage of households by decade of construction.

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Graph 4.4: Houses Built in Monterey Park by Decade
Source: ESRI Business Analyst

• Other Factors: There are other factors related to socioeconomic status that are important to take into account. Map 4.3 breaks down the percentage of households without a vehicle by census tract. 6% of households do not have a vehicle. Map 4.4 breaks down the percentage of households without a broadband subscription by census tract. 11% of households in Monterey Park do not have access to internet. Access to the internet and a vehicle will impact a person’s ability to prepare for, respond to, and recover from disasters.

Map 4.3: Percent of Households without a Vehicle
Source: FEMA RAPT (2024)

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Map 4.4: Percentages of Population without a Broadband Subscription Source: FEMA RAPT (2024)

English Language Proficiency
The ability to communicate with others during a disaster is imperative for residents to be able to take the necessary precautions related to the disaster. When individuals do not speak the language in which emergency information is presented, it can negatively influence the individual’s ability to comprehend the situation and take appropriate action. According to data provided by the ESRI Business Analyst at Risk Population infographic roughly 8% of the population in Monterey Park speak a language other than English and do not speak English. Table 4.3 shows the breakdown of language spoken by age group in Monterey Park. Asian-Pacific Island language and Spanish are the two most common language groups spoken in Monterey Park. Roughly 830 people speak Spanish and little to no English. Roughly 30 people speak an Asian-Pacific Island language and little to no English.

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Table 4.3: Language Spoken in Monterey Park
Source: ESRI Business Analyst/ American Community Survey (2023)

Social Vulnerability Index
The Social Vulnerability Index (SVI) is a free, web -based tool developed at CDC by the Agency for Toxic Substance and Disease Registry’s Geospatial Research, Analysis and Services Program (GRASP). The SVI was designed to help emergency managers identify a nd map communities that will most likely need support before, during, and after a disaster. This tool allows you to visualize population-level social vulnerabilities to help emergency planners and responders better prepare for and respond to disasters.

The SVI uses U.S. Census and American Community Survey data to identify at -risk groups by ranking all U.S. census tracts by level of social vulnerability. Census tracts are subdivisions of counties for which the Census collects statistical data. The SVI ranks, at national-level or state- level, each tract on 16 social factors. The 16 social factors are outlined in Figure 4.2.

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Figure 4.2: Social Vulnerability Index Themes and Social Factors Source: Planning for an Emergency: Strategies forIidentifying and Engaging At-Risk Groups, CDC

Map 4.5 below depicts the overall vulnerability for the City of Monterey Park. The areas in red represent the census tracts with a higher social vulnerability index. An SVI of 0.75 or above is considered high. The following census tracts have a high SVI: 06037481714, 06037481711, 06037481712, 06037482202, and06037530400. These census tracts will be evaluated in the risk assessment to determine their exposure to the specific hazard.

Table 4.4 outlines the three census tracts that have a high SVI and the threat the census tract has to the different hazards identified by the planning team.

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Map 4.5: Monterey Park Social Vulnerability Index Map
Source: CDC/ATSDR Social Vulnerability Index, 2024

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Table 4.4: Hazard Vulnerability to People
(Source: Emergency Planning Consultants)
(Note: “X” indicates affirmative, Census Tract with an asterisk indicates a tract with high SVI)

Census Tract in
Monterey Park
Earthquake
Urban
Flooding
Wildfire
06037481714* X
06037481713 X
06037481711* X
06037481712* X X
06037482001 X
06037482101 X
06037482201 X X
06037482202* X X
06037482002 X X
06037482102 X X
06037482600 X X
06037482400* X X
06037482701 X X
06037482702 X
06037482801 X X X

Q&A | ELEMENT B: RISK ASSESSMENT | B2-b.

Q: For each participating jurisdiction, does the plan describe the potential impacts of each of the identified hazards on each participating jurisdiction? (Requirement §201.6(c)(2)(ii)) A: See Impact Profile of People below.

Impact Profile of People
Earthquake
Monterey Park has a diverse population that includes several vulnerable groups, such as elderly residents, low -income families, non -English speakers, and disabled individuals. The elderly population in Monterey Park, many of whom may live alone or in care facilities, can be particularly vulnerable during emergencies due to mobility issues and potential isolation. Low-income families in the city may lack the resources to adequately prepare for or recover from a disaster, such as securing emergency supplies or making necessary housing repairs. Non-English speakers face language barriers that can impede their access to crucial information and services during an emergency. Additionally, individuals with physical, sensory, or cognitive disabilities face added challenges in evacuating and accessing emergency services.

In the event of an earthquake, these vulnerable populations in Monterey Park would face significant risks and challenges. Elderly residents may have difficulty evacuating quickly and could be living in older, less earthquake-resistant buildings. The disruption of healthcare services

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could critically impact those with medical needs. Low -income families might struggle with the financial burden of property damage and loss of income if their workplaces are affected, with limited access to insurance and emergency funds exacerbating their vulnerability. Non-English speakers could be hindered by communication barriers that prevent them from receiving timely warnings and instructions, and they may also face difficulties in navigating relief services and understanding available resources. Disabled individuals may face increased risks due to mobility issues and the potential inaccessibility of emergency shelters and services.

Urban Flooding
Urban floods and dam inundation can have devastating impacts on Monterey Park's vulnerable populations, including the elderly, low-income families, non-English speakers, and individuals with disabilities. The elderly, many of whom live alone or in care facilities, may struggle to evacuate or access emergency services during floods , leading to heightened health risks. Low -income families, already facing financial constraints, may suffer property damage and loss of belongings, further destabilizing their si tuation. Non -English speakers may encounter difficulties understanding evacuation orders or accessing relief services due to language barriers.

Individuals with disabilities may face challenges evacuating safely or finding accessible shelter, putting them at greater risk. The disruption of critical services, such as healthcare and transportation, can exacerbate these vulnerabilities, highlighting the need for targeted preparedness and response strategies to protect Monterey Park's vulnerable populations during urban floods.

Wildfire
Impacts from w ildfires in or near Monterey Park can significantly affect vulnerable populations, including the elderly, low -income families, and individuals with health issues. Health risks from smoke inhalation can worsen existing conditions, while evacuation challenges disproportionately affect those without transportation or resources. Economic hardships arise from property loss and job disruption, complicating recovery efforts for low -income families. Additionally, limited access to timely information can hinder effective responses, and environmental hazards can threaten water supplies, impacting health further.

Structures

Q&A | ELEMENT B: RISK ASSESSMENT | B2-a.

Q: Does the plan provide an overall summary of each jurisdiction’s vulnerability to the identified hazards ? (Requirement 44 CFR § 201.6(c)(2)(ii))
A: See Vulnerability of Structures and Table 4.5 below.

Vulnerability of Structures
Structures include c ritical facilities, properties and structures that serve vital functions in government operations and the services offered to the community. These may include local government offices and yards, community centers, public safety buildings such as police and fire stations, schools, and other properties deemed essential for city operations. Additionally, some critical facilities may serve dual roles if designated as public assembly points during emergencies.

While many critical facilities are owned by the c ity, certain ones, such as utilities and telecommunication infrastructure, may be privately owned and operated.

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FEMA separates critical buildings and facilities into the five categories shown below based on their loss potential. All of the following elements are considered critical facilities:

Essential Facilities are essential to the health and welfare of the whole population and are especially important following hazard events. Essential facilities include hospitals and other medical facilities, police and fire stations, emergency operations centers and evacuation shelters, and schools.

Transportation Systems include airways – airports, heliports; highways – bridges, tunnels, roadbeds, overpasses, transfer centers; railways – trackage, tunnels, bridges, rail yards, depots; and waterways – canals, locks, seaports, ferries, harbors, drydocks, piers.

Lifeline Utility Systems such as potable water, wastewater, oil, natural gas, electric power and communication systems.

High Potential Loss Facilities are facilities that would have a high loss associated with them, such as nuclear power plants, dams, and military installations.

Hazardous Materials Facilities include facilities housing industrial/hazardous materials, such as corrosives, explosives, flammable materials, radioactive materials, and toxins.

The Planning Team identified twenty-two City-owned facilities as “ critical”. The Team also identified nine other facilities that are not owned by the city but are deemed critical. Table 4.5 below illustrates the hazards with potential to impact critical facilities owned by or providing critical services to the City of Monterey Park.

Table 4.5: Hazard Vulnerability to Structures
(Source: Planning Team, Emergency Planning Consultants) (Note: “X” indicates affirmative)

Structures
Earthquake
Urban Flooding
Wildfire
City Hall and Police Department
320 W. Newmark Avenue
# Staff: 179
# Buildings: 1
Building Value: $16,515,706
Content Value: $2,198,934
X
Emergency Operations Center – 911 Center
329 W. Newmark Avenue
# Staff: 0
# Buildings: 1
Building Value: $494,421
Content Value: $81,274
X

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Structures
Earthquake
Urban Flooding
Wildfire
Fire Station #61 (Headquarters)
350 W. Newmark Avenue
# Staff: 15
# Buildings: 1
Building Value: $8,254,467
Content Value: $566,665
X

Fire Station #62
2001 S. Garfield
# Staff: 6
# Buildings:1
Building Value: $719,055
Content Value: $144,488
X
X
Fire Station #63
704 Monterey Pass Road
# Staff: 3
# Buildings: 1
Building Value: $995,615
Content Value: $149,003
X
X
Library
318 S. Ramona Avenue
# Staff: 26
# Buildings: 1
Building Value: $14,103,427
Content Value: $5,478,144
X

City Yard
751 S. Alhambra Avenue
# Staff: 8
# Buildings: 1
Building Value: $1,739,505
Content Value: $231,407
X X
Langley Senior Citizen Center (Shelter)
400 W. Emerson Avenue
# Staff: 15
# Buildings: 1
Building Value: $7,016,720
Content Value: $458,299
X
Barnes Park - Gymnasium (Shelter)
350 S. McPherrin Avenue
# Staff: 0
# Buildings: 1
Building Value: $3,694,615
Content Value: $176,095
X
George Elders Park – Community Center (Shelter)
1950 Wilcox Avenue
# Staff: 0
# Buildings: 1
Building Value: $2,832,199
Content Value: $195,285
X X

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Structures
Earthquake
Urban Flooding
Wildfire
Water Storage Reservoir 1A
750 S. Russell, Monterey Park
# Staff: 0
# Buildings: 1
Building Value: $2,629,012
Content Value: $0
X
Water Storage Reservoir 2A
750 S. Russell, Monterey Park
# Staff:0
# Buildings: 1
Building Value: $2,385,188
Content Value: $0
X
Water Storage Reservoir 3
1001 Bradshawe Place, Monterey Park
# Staff: 0
# Buildings: 1
Building Value: $1,526,158
Content Value: $0
X
Water Storage Reservoir 3A
1001 Bradshawe Place, Monterey Park
# Staff: 0
# Buildings: 1
Building Value: $1,539,705
Content Value: $0
X
Water Storage Reservoir 4
746 Ridgecrest Street, Monterey Park
# Staff: 0
# Buildings: 1
Building Value: $1,483,264
Content Value: $0
X
Water Storage Reservoir 5
1980 Clover Drive, Monterey Park
# Staff: 0
# Buildings: 1
Building Value: $1,929,146
Content Value: $0
X
Water Storage Reservoir 5A
1980 Clover Drive, Monterey Park
# Staff: 0
# Buildings:1
Building Value: $1,929,146
Content Value: $0
X
Water Storage Reservoir 6
1140 Highland Drive, Monterey Park
# Staff: 0
# Buildings: 1
Building Value: $1,184,128
Content Value: $0
X

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Structures
Earthquake
Urban Flooding
Wildfire
Water Storage Reservoir 6A
1140 Highland Drive, Monterey Park
# Staff: 0
# Buildings: 1
Building Value: $1,184,128
Content Value: $0
X
Water Storage Reservoir 7
1320 Sombrero Drive, Monterey Park
# Staff: 0
# Buildings: 1
Building Value: $1,731,603
Content Value: $0
X
Water Storage Reservoir 8
2167 Arriba Drive, Monterey Park
# Staff: 0
# Buildings: 1
Building Value: $1,900,926
Content Value: $0
X

Based on available data provided by the city, there is a minimum of $ 85,467,728 worth of city owned property and contents that were analyzed. The total potential loss value of all City-owned and non-City-owned assets is much higher but is unknown due to data limitations.

The possibility that all facilities will be completely damaged simultaneously is extremely rare. Most of the impacts of the hazards that were analyzed are anticipated to be isolated to certain locations.

To better understand the magnitude of impacts, this plan identifies representative percentages of potential impact based on the total valuation of city assets. For planning purposes, we identified different tiers of impact that could occur. It is reasonable to assume that impacts would not exceed 50% of the total asset value city-wide during a single event. The following are parameters to help understand how much a proposed investment/improvement compares to the existing assets within the city:

• 1% Impact – $854,677.28
• 5% Impact – $4,273,386.40
• 10% Impact – $8,546,772.80
• 20% Impact – $17,093,545.60
• 50% Impact – $42,733.864.00

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Q&A | ELEMENT B: RISK ASSESSMENT | B2-b.

Impact Profile of Structures
Earthquake
Structures include physical buildings, lifelines, and critical infrastructure in a community. All properties and occupants in Monterey Park can be either directly impacted or affected by earthquakes. It is estimated more than a third of the planning area’s building stock was built prior to 1975, when seismic provisions became uniformly applied through building code applications.

These buildings are at a higher risk of damage from earthquakes. Due to limitations in current modeling abilities, the risk to critical facilities in the planning area from the earthquake hazard is likely understated. A more thorough review of the age of critical facilities, codes they were built to, and location on liquefiable soils should be conducted . Damage to transportation systems in the planning area after an earthquake has the potential to significantly disrupt response and recovery efforts and lead to isolation of populations. Additionally, seismic event s can damage communication systems, complicating efforts to coordinate response to the event. Many structures may need seismic retrofits in order to withstand a moderate earthquake. Residential retrofit programs, such as Earthquake Brace+Bolt, may be able to assist in the costs of these efforts.

The City-owned critical facilities include 22 buildings with property and contents valued at $85,467,728 based on estimates in 2023. The severe ground shaking and soil liquefaction will result in significant damage or total destruction of these facilities and can be catastrophic for the City of Monterey Park.

Urban Flood
All properties and occupants in Monterey Park can be directly impacted or affected by urban flooding. Structures in the planning area built before any regulations existed on floodplain development may be particularly vulnerable to some level of flood hazard. The risk associated with the flood hazard overlaps the risk associated with other hazards such as earthquake, landslide, and severe weather. None of the city-owned facilities are vulnerable to urban flooding.

However, h istorically, the majority of u rban flooding has impacted properties near large intersections and freeway underpasses. Clearly, this type of flooding has its greatest impact on transportation.

Existing infrastructure protects Monterey Park from traditional floodplain flooding, however excessive rain and blocked or insufficient storm drains can result in increasing the extent of urban flooding while resulting in damage to buildings and infrastructure. Structures can also be damaged from trees falling as a result of water -saturated soil. In the event of electrical power outages, related interruptions can cause major problems throughout the community. Also, loss of power is a common precursor to closure of schools. The city may need to activate crews to reroute traffic or even close access to impacted properties.

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Wildfire
Monterey Park is particularly vulnerable to wildfires due to its proximity to hills with dry vegetation and its exposure to strong Santa Ana winds that can rapidly spread flames and embers. Although the city itself is highly urbanized and not directly within a wildland -urban interface, its location makes it susceptible to ember showers from fires in nearby areas. Prolonged drought and climate change further exacerbate this risk by creating drier, more flammable conditions. These factors highlight the need for proactive fire prevention measures, like fire-resistant landscaping and public awareness, to help protect Monterey Park's residents and infrastructure.

While all of the critical facilities in Monterey Park could be indirectly impacted by wildfires, two facilities were found to be vulnerable to direct impacts from wildfires. The city-owned critical facilities include 2 buildings with property and contents valued at $3,115,530 based on estimates in 2023.

Economy
Q&A | ELEMENT B: RISK ASSESSMENT | B2-a.

Q: Does the plan provide an overall summary of each jurisdiction’s vulnerability to the identified hazards ? (Requirement 44 CFR § 201.6(c)(2)(ii))
A: See Vulnerability to Economy and Table 4.6 below.

Vulnerability to Economy
Monterey Park has several assets that have an important impact on the city’s economy. Several of these economic assets overlap with the assets outlined in Structures as they are community lifelines. These assets include major employers and any impact from hazards has the potential of causing debilitating consequences to the local economy. These assets include Garfield Medical Center, Southern California Gas Company, Costco, Monterey Park Hospital, Home Depot, Ralphs Grocery Co., First Data Remitco, LLC, Carmichael International Service, Behavior Respite in Action, I nc., Heritage Manor Healthcare, Camino Real Chevrolet, Monterey Park Convalescent Hospital Inc., La Colonial Tortilla Productions I nc., Network Medical Management Inc., and Great Wall Supermarket.

Table 4.6: Hazard Vulnerability to Economic Assets
(Source: City of Monterey Park Planning Team, Emergency Planning Consultants) (Note: “X” indicates affirmative, asterisk indicates asset is included as a Structure as well)

Economic Assets
Earthquake
Urban Flooding
Wildfire
Garfield Medical Center
525 N Garfield Avenue X
Southern California Gas Company X
Costco Wholesale
2000 Market Place Drive X X X

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Economic Assets
Earthquake
Urban Flooding
Wildfire
Monterey Park Hospital
900 S Atlantic Boulevard X X
Home Depot
3500 Market Place Drive X X X
Ralphs Grocery Company
330 N Atlantic Boulevard
2230 S Atlantic Boulevard
X X
First Data Remitco, LLC
2525 Corporate Place, Suite 250 X
Carmichael International Service
1200 Corporate Center Drive #200 X
Behavior Respite in Action, Inc.
428 S Atlantic Boulevard, Suite 300 X
Heritage Manor Healthcare
610 N Garfield Avenue X
Camino Real Chevrolet
2401 S Atlantic Boulevard X X
Monterey Park Convalescent Hospital, Inc,
416 N Garfield Avenue X
La Colonial Tortilla Productions Inc
543 Monterey Pass Road X
Network Medical Management Inc
568 W Garvey Avenue X
Great Wall Supermarket
421 N Atlantic Boulevard X

Q&A | ELEMENT B: RISK ASSESSMENT | B2-b.

Impact Profile of Economy
Garfield Medical Center
Garfield Medical Center is a hospital located in Monterey Park providing a range of healthcare services primarily to residents of the San Gabriel Valley and nearby communities. It is a full - service medical facility offering general medical and surgical care, emergency services, maternity and neonatal care, cardiology, orthopedic services, and a variety of specialized treatments. The hospital has served the area for several decades, focusing on culturally diverse patient populations, including a large numb er of Asian-American residents. Garfield Medical Center is part of AHMC Healthcare Inc., a network of hospitals that aims to deliver comprehensive and culturally sensitive healthcare. The facility emphasizes community -centered care, often with multilingual staff and culturally relevant services to better serve the local population.

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• Earthquake: Medical centers are vulnerable to earthquakes due to structural and operational complexities that are critical for patient care and emergency response.

Older buildings may lack modern seismic reinforcements, making them susceptible to damage that could disrupt operations. Essential systems and sensitive equipment, such as power, water, and life-support machines, are at risk of failure during a quake, while unsecured items like shelves or medical devices may become hazards. Following an earthquake, medical centers often face a surge in patient demand, which can strain resources and staff, especially if parts of the facility are compromised. Accessibility challenges due to damaged transportation routes can further complicate emergency response. To address these risks, hospitals must adopt preparedness measures, such as retrofitting structures, securing equipment, and implementing emergency plans to maintain functionality and patient safety.
• Urban Flooding: While Garfield Medical Center is not in a flood prone area, urban flooding can impact patient care. The indirect impact of an urban flood on a medical center extends beyond immediate structural damage, affecting patient care, staff capacity, and supply chains. Even if the medical center itself remains operational, the surrounding community’s infrastructure - such as roads, bridges, and utilities - may be disrupted, impeding staff from reaching the facility and delaying the delivery of essential supplies like medications, medical equipment, and food. Additionally, an urban flood typically leads to an influx of flood -related injuries and illnesses, which can strain the medical center’s resources and overwhelm emergency and intensive care units. Public health risks, such as waterborne diseases and mold exposure, may increase in the aftermath, bringing even more patients to the hospital. Furthermore, extended disruptions to power, water, and sanitation services in the broader area can hinder the hospital’s capacity to provide clean, safe environments for care, while placing additional stress on both staff and patients. These indirect impacts make flood preparedness and community resilience planning critical for medical centers in urban areas. • Wildfire: While Garfield Medical Center is not in a designated fire hazard area wildfires can have an indirect impact on hospital operations. The indirect impact of a wildfire on a medical center can be profound, even if the facility itself is not directly affected by flames. Smoke and poor air quality from nearby fires pose serious respiratory risks to patients, particularly those with preexisting conditions like asthma, COPD, or cardiovascular issues. This can result in a surge of patients needing emer gency care, putting strain on hospital resources and staff. Additionally, road closures and evacuation orders may hinder staff from reaching the hospital and disrupt supply chains for essential medical supplies, medications, and oxygen. Wildfires can also lead to power outages or strain local utility services, jeopardizing the medical center’s power, water, and air filtration systems, which are critical for maintaining clean and safe environments.

Prolonged exposure to smoke and other stressors from wild fires can also impact the mental health of patients and staff, requiring additional resources and support.

Indirectly, a wildfire can therefore lead to resource scarcity, operational challenges, and heightened patient needs, emphasizing the importance of resilience planning and backup systems for healthcare facilities in wildfire-prone areas.

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Costco
The Costco in Monterey Park is a membership-based warehouse store that serves residents of Monterey Park and surrounding areas in the San Gabriel Valley. Like other Costco locations, it offers a wide variety of products, including groceries, electronics, clothing, furniture, and home goods, typically sold in bulk at discounted prices. The Monterey Park Costco also features a popular food court, pharmacy, optical services, and a gas station, allowing members to take advantage of one-stop shopping and savings on fuel.
• Earthquake: Costco plays a crucial role in providing a wide variety of products, including groceries, electronics, clothing, furniture, and home goods to the community. Earthquake damage could result in the loss of inventory, structural damage to buildings, and potential safety hazards for both employees and customers. The stores might also face supply chain disruptions, affecting their ability to rest ock essential items quickly. Even if the stores remained operational, the economic impacts of the earthq uake could lead to a decrease in consumer spending, impacting the revenue of these stores. Damage to the store and inventory might also delay recovery efforts as home repair items will not be readily available after an earthquake.

• Urban Flood ing: Flooding could damage inventory, infrastructure, and equipment, leading to temporary store closures. Damage to the store and inventory might also delay recovery efforts as home repair items will not be readily available after a flood. Access to stores might be hindered by flooded roads, affecting both customers and supply chains.

Even if the stores remained operational, the economic impacts of urban flooding could lead to a decrease in consumer spending, impacting the revenue of these stores.

• Wildfire: The indirect impact of a wildfire on a Costco location can affect operations, supply chains, customer access, and employee safety. Smoke and poor air quality may deter customers from visiting the store, while those who do come may seek specific emergency supplies, such as water, air filters, masks, and non-perishable foods, leading to stock shortages and increased demand in certain ar eas. Transportation disruptions from road closures or evacuations can delay shipments, limiting inventory and potentially reducing product variety. Additionally, the store’s employees may face challenges reaching work due to evacuations or hazardous travel conditions, leading to staffing shortages that can impact customer service and store operations. Prolonged exposure to smoke could also create an unhealthy environment within the store, potentially requiring additional air filtration or ventilation measures. Even if the store is not directly threatened by flames, these indirect impacts from wildfires can disrupt business continuity and strain resources as Costco strives to meet customer needs during a crisis.

Monterey Park Hospital
Monterey Park Hospital is a community hospital located in Monterey Park. It provides healthcare services primarily to residents in the San Gabriel Valley and nearby regions. This facility offers a variety of medical services, including emergency care, surgical services, intensive care, diagnostic imaging, and maternity care. Monterey Park Hospital is known for its emphasis on providing accessible, culturally sensitive care, as it serves a diverse patient population, including a large number of Asian-American residents in the area. The hospital is relatively small compared to larger metropolitan medical centers, but it provides high -quality, patient-centered care with multilingual staff to better support the needs of the community. Services at Monterey Park Hospital also include specialties like cardiology, gastroenterology, orthopedics, and pediatrics.

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With a focus on being a dependable healthcare resource, the hospital strives to meet the needs of its community with compassion and personalized care. • Earthquake: Medical centers are vulnerable to earthquakes due to structural and operational complexities that are critical for patient care and emergency response. Older buildings may lack modern seismic reinforcements, making them susceptible to damage that could dis rupt operations. Essential systems and sensitive equipment, such as power, water, and life -support machines, are at risk of failure during a quake, while unsecured items like shelves or medical devices may become hazards. Following an earthquake, medical centers often face a surge in patient demand, which can strain resources and staff, especially if parts of the facility are compromised. Accessibility challenges due to damaged transportation routes can further complicate emergency response. To address these risks, hospitals must adopt preparedness measures, such as retrofitting structures, securing equipment, and implementing emergency plans to maintain functionality and patient safety.
• Urban Flood: While Monterey Park Hospital is not in a flood prone area, urban flooding can impact patient care. The indirect impact of an urban flood on a medical center extends beyond immediate structural damage, affecting patient care, staff capacity, and supply chains. Even if the medical center itself remains operational, the surrounding community’s infrastructure - such as roads, bridges, and utilities - may be disrupted, impeding staff from reaching the facility and delaying the delivery of essentia l supplies like medications, medical equipment, and food. Additionally, an urban flood typically leads to an influx of flood -related injuries and illnesses, which can strain the medical center’s resources and overwhelm emergency and intensive care units. Public health risks, such as waterborne diseases and mold exposure, may increase in the aftermath, bringing even more patients to the hospital. Furthermore, extended disruptions to power, water, and sanitation services in the broader area can hinder the hospital’s capacity to provide clean, safe environments for care, while placing additional stress on both staff and patients. These indirect impacts make flood preparedness and community resilience planning critical for medical centers in urban areas. • Wildfire: While Monterey Park Hospital is not in a designated fire hazard area wildfires can have an indirect impact on hospital operations. The indirect impact of a wildfire on a medical center can be profound, even if the facility itself is not directly affected by flames. Smoke and poor air quality from nearby fires pose serious respiratory risks to patients, particularly those with preexisting conditions like asthma, COPD, or cardiovascular issues. This can result in a surge of patients needing emerge ncy care, putting strain on hospital resources and staff. Additionally, road closures and evacuation orders may hinder staff from reaching the hospital and disrupt supply chains for essential medical supplies, medications, and oxygen. Wildfires can also lead to power outages or strain local utility services, jeopardizing the medical center’s power, water, and air filtration systems, which are critical for maintaining clean and safe environments.

Prolonged exposure to smoke and other stressors from wildfi res can also impact the mental health of patients and staff, requiring additional resources and support. Indirectly, a wildfire can therefore lead to resource scarcity, operational challenges, and heightened patient needs, emphasizing the importance of res ilience planning and backup systems for healthcare facilities in wildfire-prone areas.

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Home Depot
The Home Depot in Monterey Park is a large home improvement retail store that serves the community by offering a broad selection of products for DIY projects, construction, renovation, and home maintenance. Located conveniently off the Pomona Freeway (60), this Home Depot is frequented by homeowners, contractors, and businesses in the San Gabriel Valley and nearby areas. Locations offer fresh produce, meats, dairy, frozen foods, and pantry staples, along with a variety of organic and specialty products. The store also includes sections for bakery goods, deli items, and prepared foods, making it a convenient spot for both daily shopping and quick meals.
• Earthquake: Home Depot plays a crucial role in providing tools, appliances, and other home building materials to the community. Earthquake damage could result in the loss of inventory, structural damage to buildings, and potential safety hazards for both employees and customers. The stores might also face supply chain disruptions, affecting their ability to restock essential items quickly. Even if the stores remained operational, the economic impacts of the earthquake could lead to a decrease in consumer spending, impacting the revenue of these stores. Damage to the store and inventory might also delay recovery efforts as home repair items will not be readily available after an earthquake.

Even if the stores remained operational, the economic impacts of urban flooding could lead to a decrease in consumer spending, impacting the revenue of these stores.

• Wildfire: Although the Home Depot is not situated in a designated fire hazard area, they remain vulnerable to poor air quality from nearby wildfires. This can pose health risks to employees and customers leading to staff calling out of work or shopper limiting their shopping activities.

Ralphs Grocery Company
Ralphs Grocery C ompany maintains two supermarkets in Monterey Park that serve the local community with a wide selection of groceries, household items, and essentials. Locations offer fresh produce, meats, dairy, frozen foods, and pantry staples, along with a variety of organic and specialty products. The store also includes sections for bakery goods, deli items, and prepared foods, making it a convenient spot for both daily shopping and quick meals. This Ralphs is conveniently situated within a shopping center, making it easily accessible to Monterey Park residents and neighboring areas. It has a diverse range of international foods, reflecting the multicultural demographics of Monterey Park and catering to the culinary preferences of the community, which includes a large Asian-American population. • Earthquake: An earthquake can significantly impact a Ralphs grocery store by disrupting both its physical operations and supply chain. Structural damage to the building, such as cracked walls, ceiling collapses, or broken windows, can make the store unsafe and lead to temporary or extended closures. Inside the store, shelves and displays may tip over, causing products to fall, break, or spill, creating hazards for both customers and employees and resulting in significant product loss. Essential systems like electricity, refrigeration, and water may also be compromised, affecting perishable goods and food safety, which could lead to further waste and health risks. Moreover, an

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earthquake often causes road and infrastructure damage, which can delay or halt delivery trucks, limiting the store’s ability to restock essential items like bottled water, non-perishables, and other emergency supplies that are in high demand after a disaster.

Employees may struggle to reach work due to damaged transportation routes or personal impacts from the earthquake, leading to staffing shortages. These combined factors - damage, limited inventory, and potential closure - can severely disrupt Ralphs’ ability to serve the community, especially when people are reliant on local grocery stores for emergency supplies and basic needs post-disaster.
• Urban Flooding: An urban flood can have a serious impact on a Ralphs grocery store by affecting both its operations and its ability to meet community needs. Floodwaters can damage the store's infrastructure, inundating floors, shelves, and refrigerated areas, leading to significant product loss, especially in perishable items. Essential systems such as refrigeration, electrical wiring, and plumbing may be compromised, risking food safety and potentially requiring a temporary closure until repairs are made. Furthermore, standing water or contaminated floodwaters pose health risks, requiring extensive cleanup and sanitation to ensure a safe shopping environment. Access to the store may also be limited if surrounding roads and parking lots are flooded, making it difficult for customers and delivery trucks to reach the location. This can delay inventory restocking, limiting essential supplies like bottled water, canned goods, and cleaning products that are especially in demand during flood events. Additionally, employees may face challenges in commuting to work due to flooded streets or personal impacts from the disaster, potentially resulting in staffing shortages. Altogether, an urban flood can disrupt Ralphs' ability to provide food and supplies to the com munity when they are most needed, underscoring the importance of flood preparedness and response planning for grocery stores in urban areas.
• Wildfire: Although the Ralphs Grocery is not situated in a designated fire hazard area, they remain vulnerable indirect impacts from nearby wildfires. The indirect impact of a wildfire on a Ralphs grocery store can disrupt operations, affect inventory, and challenge customer access, even if the store is not directly threatened by flames. Smoke and poor air quality may lead to a surge in demand for emerge ncy supplies like bottled water, masks, air purifiers, and non-perishable foods, resulting in rapid stock depletion. Road closures and evacuation orders can delay shipments, limiting the availability of essential products and creating gaps in inventory. Additionally, employees may face challenges in commuting due to evacuation orders, hazardous road conditions, or personal safety concerns, which could lead to staffing shortages and impact customer service. Power outages, which are common during wildfires, could disrupt refrigeration and other critical systems within the store, potentially leading to food s poilage and loss of perishable goods. Moreover, poor air quality can affect both customers and employees in -store, potentially requiring Ralphs to take extra health precautions, such as improved ventilation or masks for staff. These indirect effects of wildfires can strain Ralphs' ability to maintain operations and meet heightened customer needs, especially when residents rely heavily on local grocery stores for supplies during a crisis.

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Carmichael International Services
Carmichael International Service in Monterey Park is a specialized customs brokerage and international logistics company. It provides a range of services that facilitate the import and export process for businesses, ensuring efficient handling of goods through customs and compliance with international trade regulations. As part of the Carmichael International network, this location serves the diverse business community in the Los Angeles area, especially companies involved in global trade.
• Earthquake: An earthquake can significantly impact Carmichael International Services, a customs brokerage and logistics company, by disrupting operations, infrastructure, and critical supply chains. Structural damage to the office building could make it unsafe for employees, potentially leading to temporary closure and halting of services. Inside the facility, equipment like computers, servers, and communication systems may be damaged or lose connecti vity, affecting the company’s ability to process customs documentation and track shipments. An earthquake can also disrupt the broader transportation infrastructure, causing road closures, port delays, and airport shutdowns, which directly affects Carmichael International Services' ability to facilitate the movement of goods. These delays in shipping and logistics can lead to backlogs, impacting clients who depend on timely customs clearance and deliveries. Furthermore, employees may face challenges commuting due to damaged infrastructure or personal impacts f rom the earthquake, potentially resulting in staffing shortages. Altogether, these disruptions can affect client relationships and lead to financial losses, underscoring the need for disaster preparedness and continuity planning in the logistics industry.

• Urban Flooding: While Carmichael International Services is not located in a flood prone area, they can have indirect impacts from urban flooding. The indirect impact of an urban flood on Carmichael International Services can disrupt logistics, client operations, and overall service delivery, even if the company’s physical location is not directly affected by floodwaters. Flooding in the surrounding area may hinder transportation infrastructure, leading to road closures and delayed access to key shipping r outes, which can complicate the movement of goods and affect timely deliveries. This disruption can create significant backlogs in customs clearance processes and logistics operations, leading to increased costs for clients and potential penalties for late deliveries.
• Wildfire: While Carmichael International Service is not located in a wildfire hazard area, they can still have indirect impacts form nearby wildfires. The indirect impact of a wildfire on Carmichael International Services can significantly disrupt its logistics operations and client relationships, even if the company’s facilities are not directly threatened by the fire. Smoke and poor air quality can hinder the ability of employees to safely commute to work, potentially resulting in staffing shortages that affect o perational capacity.

Additionally, road closures and evacuation orders can disrupt transportation routes, causing delays in the movement of goods and impacting supply chain timelines. This can lead to shipping backlogs and increased costs for clients relying on timely logistics and customs brokerage services.

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Heritage Manor Healthcare
Heritage Manor Healthcare is a skilled nursing facility located in Monterey Park that provides comprehensive long-term care, rehabilitation, and skilled nursing services to its residents. It primarily serves elderly individuals and those needing continuous medical and personal care due to chronic health conditions or recovery from surgery, illness, or injury. Heritage Manor Healthcare focuses on creating a supportive environment where residents can receive high - quality, compassionate care tailored to their individual needs. • Earthquake: An earthquake can have severe consequences for a skilled nursing facility, impacting both its physical infrastructure and the health and safety of its residents.

Structural damage to the building can lead to compromised safety, including collapsed walls, broken windows, and damaged roofs, which may force the evacuation of residents and staff. This is particularly critical in skilled nursing facilities, where many residents are elderly or have mobility challenges and require assistance during e mergencies. In addition to physical damage, essential systems such as power, water, and heating may be disrupted, affecting the facility's ability to provide basic care, including refrigeration for medications and food, as well as necessary medical equipment. The safety and well- being of residents are further at risk due to potential injuries from falling objects or unsecured equipment during the quake. Moreover, the aftermath of an earthquake can create logistical challenges, such as road closures that h inder access to the facility for emergency responders, medical supplies, and staff. An influx of patients with earthquake-related injuries may overwhelm the facility’s capacity to provide care, straining resources and staffing. Overall, the impact of an earthquake on a skilled nursing facility underscores the importance of disaster prepar edness plans, regular training for staff, and the implementation of structural reinforcements to protect vulnerable residents during such events.
• Urban Flooding: While Heritage Manor Healthcare is not located in a flood hazard area, they can still feel the effects of indirect impacts from urban flooding. The indirect impact of an urban flood on a skilled nursing facility can be significant, affecting operations, resident safety, and community support services. While the facility itself may not be directly flooded, surrounding infrastructure damage, such as road closures and public transportation disruptions, can impede staff and emergency responders from accessing the facility, leading to staffing shortages and delayed care for residents. • Wildfire: While Heritage Manor Healthcare is not located in a wildfire hazard area, they can still feel the effects of indirect impacts from nearby wildfires. The indirect impact of a wildfire on a skilled nursing facility can be profound, affecting both operations and resident care. Even if the facility itself is not directly threatened by flames, smoke and poor air quality can pose serious health risks, particularly to elderly residents and those with respiratory conditions. This can lead to increased hospitalizations and necessitate the use of air filtration systems or temporary relocations to ensure a safe environment.

Evacuation orders and road closures during a wildfire can disrupt staff access to the facility, resulting in staffing shortages that hinder the ability to provide adequate care.

Additionally, local supply chains may be affected, delaying deliveries of essential medications, food, and medical supplies, which can compromise resident care and well- being.

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Camino Real Chevrolet
Camino Real Chevrolet is a n automobile dealership in Monterey Park offering a wide range of new and pre-owned Chevrolet vehicles, as well as automotive services. • Earthquake: An earthquake can have a significant impact on Camino Real Chevrolet, a car dealership, by disrupting both its physical operations and customer services.

Structural damage to the dealership facility, including the showroom, service areas, and administrative offices, can render the building unsafe for employees and customers, potentially leading to temporary closure for repairs. Damage to vehicles on display or in the service area, such as falling debris or accidents caused by shaking, can result in substantial financial losses. In addition to physical damage, essential systems like electricity, water, and internet connectivity may be disrupted during an earthquake, complicating operations. Power outages can hinder the dealership's ability to conduct sales transactions, provide customer service, or perform vehicle maintenance and repairs. Communication systems may also be affected, making it difficult for staff to coordinate with suppliers or respond to customer inquiries. Moreover, the aftermath of an earthquake can create a surge in demand for vehicle repairs and inspections, as customers may seek to assess damage to their own vehicles. This increased demand, combined with potential staffing shortages due to employees facing personal impacts from the earthquake, can strain the dealership's ability to provide timely service. Overall, the impacts of an earthquake on Camino Real Chevrolet can result in operational disruptions, financial losses, and challenges in maintaining customer satisfaction , highlighting the importance of disaster preparedness and resilience planning for businesses in earthquake-prone areas.
• Urban Flooding: An urban flood can significantly impact Camino Real Chevrolet by disrupting its operations, damaging inventory, and affecting customer access. If the dealership is located in a flood-prone area, water inundation can cause damage to the building's structure, including the showroom, service areas, and administrative offices, potentially leading to costly repairs and temporary closures. Vehicles on display or in service can also be damaged by floodwaters, resulting in substantial financial losses.

Moreover, flooding can hinder access to the dealership for both customers and employees. Road closures and hazardous conditions may prevent customers from reaching the dealership, leading to reduced foot traffic and sales. Similarly, employees may struggle to commute, causing staffing shortages that can impact operations and customer service. The aftermath of an urban flood may also create logistical challenges for vehicle deliveries and maintenance operations, as supply chains may be disrupted.

Additionally, there may be an increased demand for vehicle repairs and inspections from customers whose cars were affected by the flooding, placing additional strain on the dealership's service department. Overall, the impact of an urban flood on Camino Real Chevrolet can lead to significant operational disruptions, financial losses, and challenges in maintaining customer satisfaction, highlighting the need for effective disaster preparedness and response strategies for businesses in flood-prone areas.

• Wildfire: While Camino Real Chevrolet is not located in a wildfire hazard area, they can still feel the effects of indirect impacts from nearby wildfires. The indirect impact of a

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wildfire on Camino Real Chevrolet can disrupt operations, affect employee availability, and alter customer behavior, even if the dealership is not directly threatened by flames.

Smoke and poor air quality resulting from nearby wildfires can pose health risks to employees, potentially leading to increased absenteeism and staffing shortages. If evacuation orders are issued or road conditions become hazardous, employees may have difficulty commuting to work, further complicating operations. Transportation routes may also be affected by road closures due to wildfire activity, which can delay the delivery of vehicles and parts necessary for service and maintenance. This disruption can hinder the dealership's ability to maintain inventory and fulfill customer orders, impacting sales and service operations. Additionally, the community’s overall anxiety and uncertainty during a wildfire event may cause customers to prioritize essential purchases over automotive needs, leading to decreased foot traffic and sales.

Customers may also be more inclined to seek repairs for damage caused by smoke or evacuation-related incidents, placing unexpected demands on the service department.

Furthermore, if nearby businesses are forced to close or evacuate, there may be increased competition for available logistics and transportation services as companies strive to recover and resume operations. Overall, these indirect impacts highlight the importance of preparedness and flexibility for Camino Real Chevrolet to navigate the challenges posed by wildfires and continue to serve its customers effectively.

Monterey Park Convalescent Hospital
Monterey Park Convalescent Hospital is a skilled nursing facility located in Monterey Park that specializes in providing rehabilitation and long -term care for individuals recovering from illness, surgery, or injury. The facility focuses on offering a supportive and caring environment for residents who require assistance with daily living activities, medical supervision, and rehabilitation services.
• Earthquake: An earthquake can have severe consequences for a skilled nursing facility, impacting both its physical infrastructure and the health and safety of its residents.

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• Urban Flooding: While Monterey Park Convalescent Hospital is not located in a flood hazard area, they can still feel the effects of indirect impacts from urban flooding. The indirect impact of an urban flood on a skilled nursing facility can be significant, affecting operations, resident safety, and community support services. While the facility itself may not be directly flooded, surrounding infrastructure damage, such as road closures and public transportation disruptions, can impede staff and emergency responders from accessing the facility, leading to staffing shortages and delayed care for residents.

• Wildfire: While Monterey Park Convalescent Hospital is not located in a wildfire hazard area, they can still feel the effects of indirect impacts from nearby wildfires. The indirect impact of a wildfire on a skilled nursing facility can be profound, affecting both operations and resident care. Even if the facility itself is not directly threatened by flames, smoke and poor air quality can pose serious health risks, particularly to elderly residents and those with respiratory conditions. This can lead to increased hospitalizations and necessitate the use of air filtration systems or temporary relocations to ensure a safe environment. Evacuation orders and road closures during a wildfire can disrupt staff access to the facility, resulting in staffing shortages that hinder the ability to provide adequate care. Additionally, local supply chains may be affected, delaying deliveries of essential medications, food, and medical supplies, which can compromise resident care and well-being.

La Colonial Tortilla Productions
La Colonial Tortilla Productions is a tortilla manufacturing company located in Monterey Park .

Established to serve the local community and beyond, the company specializes in producing a variety of tortillas, including corn and flour tortillas, as well as tortilla chips and other related products.
• Earthquake: An earthquake can significantly impact La Colonial Tortilla, a tortilla manufacturing company, by disrupting its operations, damaging infrastructure, and affecting supply chains. Structural damage to the production facility may occur, potentially leading to collapsed walls, broken equipment, or compromised safety systems that can halt production and require costly repairs. Essential machinery used in the tortilla-making process may also be damaged, resulting in delays and production losses. Furthermore, an earthquake can disrupt utilities such as electricity and water, which are critical for both manufacturing processes and food safety. Power outages may hinder operations and spoil perishable ingredients, while water supply interruptions could affect cleaning and sanitation protocols, compromising product quality.

Additionally, transportation routes may be damaged, delayi ng the delivery of raw materials and shipments of finished products. This can lead to inventory shortages, affecting the company’s ability to meet customer demand. If local suppliers are also impacted by the earthquake, it could further complicate the supply chain. Overall, these factors can lead to significant operational challenges and financial losses for La Colonial Tortilla, underscoring the need for effective d isaster preparedness and recovery plans within the food manufacturing industry.

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• Urban Flooding: While La Colonial Tortilla Productions is not in a flood prone area, they can still feel the effects of the indirect impacts of urban flooding. The indirect impact of an urban flood on La Colonial Tortilla Productions can disrupt operations and affect supply chains and market access, even if the facility itself is not directly flooded.

Flooding in the surrounding area may lead to road closures, ma king it difficult for employees to commute to work and for delivery trucks to access the facility, resulting in staffing shortages and delays in receiving raw materials, such as corn and other ingredients. This can hinder production capabilities and lead to shortages of finished products. Additionally, if nearby retailers or distribution centers are affected by the flood, there may be a decrease in demand for La Colonial’s products, as customers may prioritize purchasing essentials from more accessible locations or be unable to shop altogether. The flooding can also strain the overall logistics ne twork, impacting transportation routes and increasing delivery times, which can lead to inventory management challenges. Furthermore, the community's economic disruption may affect consumer spending habits, further impacting sales. If the flood results in contamination or health concerns, there may also be increased scrutiny on food safety, requiring additional inspections or compliance measures that can strain resources.

Overall, these indirect impacts can significantly challenge La Colonial Tortilla Productions’ ability to maintain consistent operations and serve its customers, emphasizing the importance of disaster preparedness and contingency planning in food production.

• Wildfire: While La Colonial Tortilla Productions is not in a wildfire hazard area, they can still feel the effects of the indirect impacts of nearby wildfires. The indirect impacts of a wildfire on La Colonial Tortilla Productions can significantly disrupt its operations and affect the broader supply chain, even if the facility itself is not directly threatened by flames. Smoke and poor air quality from nearby wildfires can pose health risks for employees, potentially leading to increased absenteeism and staffing shortages. If the situation escalates, employees may need to evacuate or may be unable to commute safely to work, further impacting production capabilities. Additionally, transportation routes can be affected by road closures or hazardous conditions, delaying the delivery of raw materials such as corn and other ingredients essential for tortilla production. This disruption can lead to supply shortages, impacti ng the company’s ability to meet customer demand and causing potential revenue losses. If the wildfire prompts local businesses or grocery stores to close or reduce their operations, demand for La Colonial's products may decrease as well, further complicating the company's sales forecasts. Moreover, the psychological impact of wildfires on the community can lead to shifts in consumer behavior, with customers prioritizing essential goods over specialty products, which may reduce overall sales. If neighboring facilities are evacuated or damaged, there may also be increased competition for logi stics and transportation services as other businesses seek to recover and restock. Overall, these indirect impacts highlight the need for La Colonial Tortilla Productions to implement effective disaster preparedness and response plans to maintain continuity and resilience in the face of wildfires.

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Network Medical Management
Network Medical Management is a healthcare management organization based in Monterey Park.

The company focuses on providing comprehensive management services for medical groups, health plans, and other healthcare providers. Network Medical Management specializes in managing various aspects of healthcare delivery, including utilization management, quality assurance, and risk management.
• Earthquake: An earthquake can have a significant impact on Network Medical Management, a healthcare management company, by disrupting its operations, affecting communication, and potentially compromising patient care. Structural damage to the company’s office or any affiliated medical facilities can hinder operations, making it unsafe for employees to work and necessitating temporary closure for repairs. This can lead to delays in administrative functions, including scheduling, billing, and patient management. Furthermore, an earthquake can disrupt essential systems such as electricity, internet connectivity, and phone lines, complicating communication with healthcare providers, patients, and stakeholders. Loss of power can affect electronic health records systems, preventing access to critical patient information needed for care coordination and management. If staff members are unable to reach the office due to damaged infrastructure or personal emergencies, staffing shortages can further strain operations. Additionally, the healthcare system may experience increased demand for services immediately following an earthquake, as individuals seek care for injuries or other health concerns related to the event. This surge in demand can overwhelm existing healthcare resources and complicate Network Medical Management's ability to provide effective care coordination and support. Overall, the impacts of an earthquake on Network Medical Management can lead to significant operational disruptions, challenges in patient care, and potential financial losses, highlighting the importance of disaster preparedness and continuity planning in healthcare management.

• Urban Flooding: Network Medical Management is not in a flood prone area, they can still feel the effects of the indirect impacts of urban flooding. The indirect impact of an urban flood on Network Medical Management can significantly disrupt its operations, affect patient care, and strain resources, even if the company’s physical location is not directly flooded. Flooding in the surrounding area can lead to transportation challenges, making it difficult for staff to reach the office or for patients to access necessary medical services. This can result in staffing shortages and missed appointments, complicating care coordination and management.
• Wildfire: Network Medical Management is not in a wildfire hazard area, they can still feel the effects of the indirect impacts of nearby wildfires. The indirect impact of a wildfire on Network Medical Management can significantly disrupt its operations and affect patient care, even if the company’s physical location is not directly threatened by flames.

Smoke and air quality issues from nearby wildfires can pose health risks to patients and staff, potentially leading to increased absenteeism among employe es and missed appointments for patients with respiratory issues or other health concerns exacerbated by poor air quality. Transportation disruptions caused by wildfires, such as road closures and hazardous conditions, can impede staff from reaching the office or prevent patients from accessing necessary medical services. This can result in staffing

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shortages and reduced availability of care for existing patients, complicating care coordination and management.

Great Wall Supermarket
Great Wall Supermarket is a large Asian grocery store located in Monterey Park that caters primarily to the local community, which has a significant Asian population. The supermarket offers a wide variety of products, including fresh produce, meats, seafood, dry goods, snacks, and beverages, with a strong emphasis on Asian and international foods. • Earthquake: An earthquake can significantly impact a Great Wall Supermarket by disrupting both its physical operations and supply chain. Structural damage to the building, such as cracked walls, ceiling collapses, or broken windows, can make the store unsafe and lead to temporary or extended closures. Inside the store, shelves and displays may tip over, causing products to fall, break, or spill, creating hazards for both customers and employees and resulting in significant product loss. Essential systems like electricity, refrigeration, and water may also be compromised, affecting perishable goods and food safety, which could lead to further waste and health risks. Moreover, an earthquake often causes road and infrastructure damage, which can delay or halt delivery trucks, limiting the store’s ability to restock essential items like bottled water, non-perishables, and other emergency supplies that are in high demand after a disaster.

Employees may struggle to reach work due to damaged transportation route s or personal impacts from the earthquake, leading to staffing shortages. These combined factors—damage, limited inventory, and potential closure - can severely disrupt Great Wall Supermarket’ ability to serve the community, especially when people are reliant on local grocery stores for emergency supplies and basic needs post-disaster. • Urban Flooding: The indirect impacts of an urban flood on Great Wall Supermarket can disrupt operations and affect customer access, even if the store itself is not directly inundated. Flooding in the surrounding area may lead to road closures, making it difficult for customers to reach the store, which can significantly reduce foot traffic and sales.

Additionally, delivery delays due to inaccessible routes can lead to inventory shortages, particularly for perishable items, as suppliers may struggle to tra nsport goods to the supermarket. Furthermore, the overall community disruption caused by the flood can affect consumer behavior; shoppers may prioritize buying essential items elsewhere or may be unable to shop due to evacuation orders or safety concerns. If the flood leads to contamination or health concerns in the area, the store may face increased scrutiny, potentially leading to reputational damage. Moreover, the staff may encounter challenges in commuting to work, exacerbating staffing shortages that could hinder store operations and customer service. Overall, these indirect impacts of an urban flood can strain Great Wall Supermarket’s ability to serve its community effectively, highlighting the importance of disaster preparedness and contingency planning for retail operations in flood-prone areas.
• Wildfire: Although the Great Wall Supermarket is not situated in a designated fire hazard area, they remain vulnerable indirect impacts from nearby wildfires. The indirect impact of a wildfire on the Supermarket can disrupt operations, affect inventory, and challenge customer access, even if the store is not directly threatened by flames. Smoke and poor air quality may lead to a surge in demand for emergency supplies like bottled

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water, masks, air purifiers, and non-perishable foods, resulting in rapid stock depletion.

Road closures and evacuation orders can delay shipments, limiting the availability of essential products and creating gaps in inventory. Additionally, employees may face challenges in commuting due to evacuation orders, hazardous road conditions, or personal safety concerns, which could lead to staffing shortages and impact customer service. Power outages, which are common during wildfires, could disrupt refrigeration and other critical systems within the store, potentially leading to food spoilage and loss of perishable goods. Moreover, poor air quality can affect both customers and employees in -store, potentially requiring the Supermarket to take extra health precautions, such as improved ventilation or masks for staff. These indirect effects of wildfires can strain the Supermarkets ' ability to maintain operations and meet heightened customer needs, especially when residents rely heavily on local grocery stores for supplies during a crisis.

Natural, Historic, and Cultural Resources

Natural, historic, and cultural resources are essential elements that define the identity and heritage of a community. Natural resources include native flora and fauna, water bodies, landscapes, and climate, providing ecological and recreational benefits. Historic resources consist of buildings, archaeological sites, monuments, and historic districts that hold historical significance. Cultural resources encompass museums, traditional practices, languages, literature, festivals, and public art, reflecting the community's cultural heritage and values.

Together, these resources contribute to preserving the community's history, environment, and cultural identity, enriching the quality of life for its residents.

Q&A | ELEMENT B: RISK ASSESSMENT | B2-a.

Q: Does the plan provide an overall summary of each jurisdiction’s vulnerability to the identified hazards ? (Requirement 44 CFR § 201.6(c)(2)(ii))
A: See Vulnerability of Natural, Historic, and Cultural Resources below.

Vulnerability of Natural, Historic, and Cultural Resources* Monterey Park, California, is home to a diverse array of natural, historic, and cultural resources that reflect its unique character. The city features several parks, such as George Elder Memorial Park and Barnes Park, which provide recreational opportunities and habitats for native wildlife.

Historic resources include notable structures like the Monterey Park City Hall and various historic homes, along with the efforts of the Monterey Park Historical S ociety to preserve the city's heritage. Culturally, Monterey Park has a vibrant Chinese -American community, celebrated through events like the Lunar New Year Festival and various cultural centers that promote Chinese heritage. Additionally, the Monterey Park Art and Cultural Center showcases local talent through art exhibits and community programs, enhancing the city’s cultural landscape and making it a vibrant place to live and visit.

*The vulnerability of city parks is included in the section discussing the vulnerability of Structures * The vulnerability of community events such as the Lunar New Year Festival is discussed int the Activities Bringing Value to the Community section.

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Table 4.7: Hazard Vulnerability to Natural, Historic, and Cultural Resources (Source: Planning Team, Emergency Planning Consultants) (Note: “X” indicates affirmative)

Natural, Historic, and Cultural Resources
Earthquake
Urban Flooding
Wildfire
Miller Park
7933 Emerson Place
Barnes Park
350 S Mc Pherrin Avenue
Garvey Ranch Park
781 S Orange Avenue

Q&A | ELEMENT B: RISK ASSESSMENT | B2-b.

Impact Profile on Natural, Historic, and Cultural Resources Earthquake
An earthquake can have significant impacts on the natural, historic, and cultural resources in Monterey Park affecting both the environment and the community's heritage.

Natural Resources
The physical landscape and natural habitats may suffer from direct damage due to ground shaking and potential landslides, particularly in areas near the foothills. Parks and green spaces may be impacted by falling trees, damaged infrastructure, and disrupted ecosystems, affecting local wildlife and recreational opportunities. Additionally, water supply systems and utilities may be disrupted, posing risks to public health and safety.

Historic Resources
Historic buildings and structures, including those recognized for their architectural significance, are particularly vulnerable to earthquake damage. Cracks, structural failures, and falling debris can lead to loss or severe damage to these important assets, diminishing the community’s historical identity. The Monterey Park Historical Society's efforts to preserve local history may also be hindered if their facilities are damaged.

Cultural Resources
The cultural fabric of the community can be affected as well, as events and gatherings that celebrate local heritage may be canceled or postponed following an earthquake. Cultural centers and organizations may face operational disruptions and resource challenges, limiting their ability to promote community engagement and cultural education. The psychological impact of an earthquake can also affect community cohesion, as residents may experience anxiety and displacement, making it harder to participate in cultural activities.

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Overall, the impacts of an earthquake on Monterey Park's natural, historic, and cultural resources underscore the need for effective disaster preparedness and recovery plans to protect and preserve these vital aspects of the community's identity and well-being.

Urban Flooding
Urban flooding can significantly impact the natural, historic, and cultural resources in Monterey Park leading to a range of consequences that affect the community's environment and heritage.

Natural Resources
Urban flooding can cause erosion, habitat destruction, and water pollution, adversely affecting local parks and green spaces like Miller Park and Garvey Ranch Park. Floodwaters may lead to the loss of native vegetation and wildlife habitats, compromising the ecological balance in the area. Additionally, excessive water can damage recreational facilities and trails, reducing opportunities for outdoor activities and community engagement with nature.

Historic Resources
Historic buildings and sites may suffer from water damage, compromising their structural integrity and leading to costly repairs. Flooding can erode the foundations of historic structures and damage key architectural features, ultimately threatening the preservation of the city's cultural heritage. Important historical records and artifacts held by organizations like the Monterey Park Historical Society may also be at risk of water damage, hindering efforts to document and share the city’s history.

Cultural Resources
Cultural resources, including festivals and community events, may be directly impacted by urban flooding. The logistics of organizing events such as the Lunar New Year Festival may become complicated or impossible due to flooded areas, leading to cancellations or reduced attendance.

Additionally, cultural centers and community facilities may face operational d isruptions, limiting their ability to provide programs and services that celebrate and promote local heritage.

Overall, urban flooding can pose significant challenges to Monterey Park's natural, historic, and cultural resources, necessitating effective flood management and disaster preparedness strategies to protect these vital community assets.

Wildfire
The indirect impact of wildfires on the natural, historic, and cultural resources in Monterey Park can be significant, affecting the community's environmental health, heritage preservation, and cultural practices.

Natural Resources
Wildfires can lead to air quality degradation due to smoke and particulate matter, impacting the health of residents and the surrounding wildlife. Increased smoke can also damage local vegetation and disrupt ecosystems, particularly if wildfires occur in nearby hills or foothills.

Water quality in local streams and reservoirs may be compromised due to runoff and erosion, which can affect both wildlife habitats and recreational areas.

Historic Resources
Historic buildings and sites may face indirect threats from wildfires, particularly through increased vulnerability to damage from heat and smoke. Preservation efforts may be hindered

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as resources are diverted to address immediate wildfire impacts, and funding for restoration projects can be affected as budgets shift in response to emergency situations. The cultural significance of historic resources may also be diminished if they become less accessible or are damaged.

Cultural Resources
Cultural events and traditions, particularly those linked to the local community's heritage, can be disrupted by wildfires. For instance, community gatherings, festivals, and educational programs may be canceled or postponed due to safety concerns or resource constraints. The emotional toll of wildfires can also impact community cohesion and engagement, as residents may be focused on recovery rather than participation in cultural activities. Furthermore, the preservation of cultural sites and the maintenance of community programs may suffer if funding and attention are redirected to emergency response efforts.

Overall, the indirect impacts of wildfires on Monterey Park's natural, historic, and cultural resources highlight the interconnectedness of these elements within the community and underscore the importance of disaster preparedness and resource management strategies to protect them.

Activities Bringing Value to the Community

Activities bringing value to the community are those that contribute positively to the well -being, cohesion, and development of the community as a whole. These activities can take various forms and serve different purposes, but they generally aim to enhance the quality of life for community members and promote a sense of belonging and connectedness.

Q&A | ELEMENT B: RISK ASSESSMENT | B2-a.

Q: Does the plan provide an overall summary of each jurisdiction’s vulnerability to the identified hazards ? (Requirement 44 CFR § 201.6(c)(2)(ii))
A: See Vulnerability of Activities Bringing Value to the Community below.

Vulnerability of Activities Bringing Value to the Community The Lunar New Year Festival in Monterey Park is a vibrant celebration that honors the rich cultural heritage of the local Chinese-American community. Typically held in late January or early February to coincide with the Lunar New Year, this festival attracts thousands of attendees and features a variety of cultural activities and entertainment.

The event usually includes traditional lion and dragon dances, martial arts performances, and live music, showcasing the talents of local performers and community groups. Attendees can also enjoy a wide array of food vendors offering authentic Asian cuisine, from dumplings and noodles to desserts and snacks, providing a taste of the diverse culinary traditions associated with the Lunar New Year.

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In addition to entertainment and food, the festival often includes cultural displays and booths that educate visitors about Lunar New Year traditions, such as calligraphy,
origami, and arts and crafts. Families and children are encouraged to participate in various activities, making it a fun and engaging experience for all ages.

The Lunar New Year Festival not only serves as a
celebration of the new year but also fosters community
spirit and promotes cultural understanding among
residents of Monterey Park and surrounding areas. It
highlights the importance of heritage, family, and
community bonds, making it a cherished annual event for those who participate.

Table 4.8: Hazard Vulnerability of Activities Bringing Value to the Community (Source: Planning Team, Emergency Planning Consultants) (Note: “X” indicates affirmative)

Activities Bringing Value to the Community
Earthquake
Urban Flooding
Wildfire
Lunar New Year Festival
Garvey Avenue between Garfield and Alhambra Avenues.

Q&A | ELEMENT B: RISK ASSESSMENT | B2-b.

Impact Profile on Activities Bringing Value to the Community Earthquake
An earthquake during the Lunar New Year Festival could have significant impacts, including safety concerns for attendees and potential disruption of festival activities due to structural damage or logistical challenges. Organizers would need to assess the safety of the festival grounds and potentially cancel or modify activities. The earthquake could also affect attendance and have economic implications for vendors and organizers. However, such a hazard event could also prompt a community -wide response, with residents coming together to support each other and assist with recovery efforts. Overall, quick and effective response measures would be crucial to ensuring the safety of attendees and minimizing the impact on the festival and the community.

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Urban Flooding
Although the location of the Lunar New Year Festival is not typically subject to urban flooding, a downpour or blocked storm drains could create a situation similar to urban flooding. Such circumstances could have significant impacts, including safety concerns for attendees due to risks like being temporarily stranded and water contamination. Flooding could also damage festival infrastructure, disrupt activities, and create logistical challenges for organizers. The flood could lead to a decrease in attendance, affecting vendors and organizers financially. However, it could also prompt a community -wide response, with residents coming together to support each other and assist with recovery efforts. Quick and effective response measures would be crucial to ensuring the safety of attendees and minimizing the impact on the festival in future years.

Wildfire
The indirect impacts of a wildfire on the Lunar New Year Festival in Monterey Park can significantly disrupt the event and diminish community participation. Safety concerns regarding air quality may lead to the cancellation or postponement of the festival, while logistical challenges such as transportation disruptions can hinder access for vendors and attendees. Reduced attendance is likely as families prioritize staying indoors to avoid smoke exposure, impacting the overall atmosphere and success of the celebration. Additionally, resource allocation may be affected if local emergency services are stretched thin due to wildfire response efforts, and local businesses may face economic challenges, leading to fewer vendors participating. The emotional toll of wildfires can also shift community focus away from cultural celebrations, highlighting the vulnerability of such events to environmental disruptions and underscoring the need for effective planning to ensure their resilience.

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Chapter 5: Mitigation Strategies
Overview of Mitigation Strategy
As the cost of damage from disasters continues to increase nationwide, the City of Monterey Park recognizes the importance of identifying effective ways to reduce vulnerability to disasters.

Mitigation plans assist communities in reducing risk from natural hazards by identifying resources, information and strategies for risk reduction, while helping to guide and coordinate mitigation activities at the city’s facilities.

The plan provides a set of action items to reduce risk from hazards through education and outreach programs, and to foster the development of partnerships. Further, the plan provides for the implementation of preventative activities.

Resources and information within the mitigation plan include:

1. Establishing a basis for coordination and collaboration among agencies and the public in Monterey Park,

2. Identifying and prioritizing future mitigation projects, and

3. Assisting in meeting the requirements of federal assistance programs.

The mitigation plan is integrated with other city plans including the Emergency Operations Plan, General Plan, Capital Improvement Program, as well as department-specific standard operating procedures.

Types of Mitigation Actions

The FEMA Handbook identifies four broad types of mitigation actions.

Rather than listing by “type”, the Planning Team chose to list the action items by hazard. See Mitigation Actions Matrix.

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Q&A | ELEMENT E: PLAN UPDATE | E1-a.

Q: Does the plan describe the changes in development that have occurred in hazard -prone areas that have increased or decreased each community’s vulnerability since the previous plan was approved? (Requirement 44 CFR § 201.6(d)(3))
A: See Changes in Development below.

It’s important to note that, as identified in Chapter 3: Risk Assessment – Hazard Profiles – Land Use Development Considerations (for each hazard), that the changes in development that occurred in the hazard -prone areas has not changed the overall vulnerability of Monterey Park the writing of the 2008 HMP.

Overall goals guide the direction of future activities aimed at reducing risk and preventing loss from natural hazards. During the first meeting of the Planning Team, the 2008 HMP goals were reviewed and a determination made that the goals were consistent with th e 2024 Risk Assessment and that they continue to represent a long -term vision for hazard reduction and enhanced mitigation capabilities.

Q&A | ELEMENT E. PLAN UPDATE | E2-a.

Q: Does the plan describe how it was revised due to changes in community priorities? (Requirement 44 CFR § 201.6(d)(3))
A: See Community Priorities below.

Changes in Community Priorities
Equally important are the changes in priorities to the plan update itself since the writing of the 2008 HMP. Most of the changes in priorities are tied directly to the 2023 FEMA Local Mitigation Planning Policy Guide:
• Executive Summary: new section summarizes the planning process and community outreach activities, and
• Chapter 1: Planning Process - several stakeholder categories were added along with a more robust community outreach strategy, and
• Chapter 2: Community Profile – new attention given to the location and levels of the disadvantaged communities and socially vulnerable populations, and • Chapter 3: Risk Assessment – consideration given to the state and federal recommended hazards yielded different hazards for inclusion in the 2024 HMP, and
• Chapter 4: Vulnerability and Impacts - new chapter including research and content regarding hazard vulnerabilities and impacts including an analysis of vulnerability of assets including people, structures, economy, community resources and activities, and
• Chapter 5: Mitigation Strategies – added appropriate General Plan Safety Element projects/actions; updated status on 2008 action items including deleting some lacking political or budgetary support; adding action items to protect critical facilities and socially vulnerable populations, and
• Chapter 6: Plan Maintenance – added details about integrating the mitigation plan into other documents.
• Chapter 7: Plan Review, Adoption, and Approval - a new section summarizing the progression of the Draft Plan to Final Plan.

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Q&A | ELEMENT C. MITIGATION STRATEGY | C3-a.

Q: Does the plan include goals to reduce the risk from the hazards identified in the plan? (Requirement 44 CFR § 201.6(c)(3)(i))
A: See Goals below.

Each of the goals is supported by mitigation action items. The Planning Team developed these action items through its knowledge of the local area, risk assessment, review of past efforts, identification of mitigation activities, and qualitative analysis.

The five mitigation goals and descriptions are listed below.

Protect Life and Property
Implement activities that assist in protecting lives by making homes, businesses, infrastructure, critical facilities, and other property more resistant to losses from natural, human -caused, and technological hazards.

Reduce losses and repetitive damages for chronic hazard events while promoting insurance coverage for catastrophic hazards.

Improve hazard assessment information to make recommendations for avoiding new development in high hazard areas and encouraging preventative measures for existing development in areas vulnerable to natural, human-caused, and technological hazards.

Public Awareness
Develop and implement education and outreach programs to increase public awareness of the risks associated with natural hazards.

Provide information on tools, partnership opportunities, and funding resources to assist in implementing mitigation activities.

Natural Systems
Balance watershed planning, natural resource management, and land use planning with natural hazard mitigation to protect life, property, and the environment.

Preserve, rehabilitate, and enhance natural systems to serve natural hazard mitigation functions.

Partnerships and Implementation
Strengthen communication and coordinate participation among and within public agencies, citizens, non -profit organizations, business, and industry to gain a vested interest in implementation.

Encourage leadership within public and private sector organizations to prioritize and implement local, county, and regional hazard mitigation activities.

Emergency Services
Establish policy to ensure mitigation projects for critical facilities, services, and infrastructure.

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Strengthen emergency operations by increasing collaboration and coordination among public agencies, non-profit organizations, business, and industry.

Coordinate and integrate natural hazard mitigation activities, where appropriate, with emergency operations plans and procedures.

How are the Mitigation Action Items Organized?
The action items are a listing of activities in which city agencies and citizens can be engaged to reduce risk.

The action items are organized within the following Mitigation Actions Matrix, categorized by hazard. Data collection and research and the public participation process resulted in the development of these action items. The Matrix includes the following information for each action item:

Q&A | ELEMENT C: MITIGATION STRATEGY | C5-b.

Q: Does the plan identify the position, office, department, or agency responsible for implementing/administering the identified mitigation actions, as well as potential funding sources and expected time frame? (Requirement 44 CFR § 201.6(c)(3)(iii))) A: See Lead Department below.

Lead Department
The Mitigation Actions Matrix assigns primary responsibility for each of the action items to either a department or specific position within the city. The primary responsibility for implementing the action items falls to the entity shown as the “Lead Department”. The lead department has the regulatory responsibility to address hazards, or is willing and able to organize resources, find appropriate funding, or oversee activity implementation, monitor, and evaluate. The lead department is a city staff or contracted while supporting agencies may include local governments, county, or regional agencies.

Timeline
The mitigation plan will be updated every 5 years according to FEMA regulations. However, there are projects and programs in the Mitigation Actions Matrix that will require more than 5 years to complete. Some of the actions are identified as “ongoing” since the 2008 HMP or will continue on a regular basis through the 2024 HMP. These items are indicated as either Ongoing - Annual/Quarterly/Monthly, or Ongoing-As Needed with an explanation of what triggers the action (e.g., amending the General Plan, a public agency meeting, etc.).

Funding Source
External resources could include a range of FEMA mitigation grants perhaps including HMGP, FMA, and BRIC.

Internal Resources could include general fund, capital improvement budgets, impact fees, human capital, in-kind resources, etc.

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Plan Goals Addressed
The plan goals addressed by each action item are included as a way to monitor and evaluate how well the mitigation plan is achieving its goals once implementation begins. The plan goals are organized into the following five areas:

✓ Protect Life and Property
✓ Enhance Public Awareness
✓ Preserve Natural Systems
✓ Encourage Partnerships and Implementation
✓ Strengthen Emergency Services

Q&A | ELEMENT D: PLAN MAINTENANCE | D3-b.

Q: Does the plan identify the planning mechanisms for each plan participant into which the ideas, information and strategy from the mitigation plan may be integrated? (Requirement 44 CFR § 201.6(c)(4)(ii))
A: See Planning Mechanisms below.

Planning Mechanisms
It’s important that each action item be implemented. Perhaps the best way to ensure implementation is through integration with one or many of the City’s existing “planning mechanisms” including the “internal resources” including the General Plan, Capital Improvement Projects, General Fund, and “external resources” including Grants. Opportunities for integration will be simple and easy in cases where the action item is already compatible with the content of the planning mechanism. As an example, if the ac tion item calls for the creation of a floodplain ordinance and the same action is already identified in the General Plan’s policies, then the General Plan will assist in implementation. On the contrary, if preparation of a floodplain ordinance is not already included in the General Plan policies, then the item will need to be added during the next update to the General Plan.

The Capital Improvement Program, depending on the budgetary environment, is updated every 5 years. The CIP includes infrastructure projects built and owned by the City. As such, the CIP is an excellent medium for funding and implementing action items from the Mitigation Plan. The Mitigation Actions Matrix includes several items from the existing CIP. The authors of the CIP served on the Planning Team and are already looking to funding addition Mitigation Plan action items in future CIPs. The General Fu nd is the budget document that guides all of the City’s expenditures and is updated on an annual basis. Although primarily a funding mechanism, it also includes descriptions and details associated with tasks and projects.

Grants come from a wide variety of sources – some annually and others triggered by events like disasters. Whatever the source, the City uses the General Fund to identify successful grants as funding sources.

Building and Infrastructure
This addresses the issue of whether or not a particular action item results in the reduction of the effects of hazards on new and existing buildings and infrastructure.

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Q&A | ELEMENT C: MITIGATION STRATEGY | C1-b.

Q: Does the plan describe each participant’s ability to expand and improve the identified capabilities to achieve mitigation? (Requirement 44 CFR § 201.6(c)(3))
A: See Expanding and Improving Capabilities below.

Expanding and Improving Capabilities
This identifies the capability categories and applicability to individual mitigation action items. Sub- category indicators are P – Planning and Regulatory; A – Administrative and Technical ; F – Finance; E – Education and Outreach.

Q&A | ELEMENT E: PLAN UPDATE | E2-b.

Q: Does the plan include a status update for all mitigation actions identified in the previous mitigation plan? (Requirement 44 CFR § 201.6(d)(3))
A: See Comments below.

Comments
The purpose of the “Comments” is to capture the notes and status of the various action items.

Notations include:
“Revised” – some component(s) of the action item has been revised from the 2008 HMP.

Q&A | ELEMENT C. MITIGATION STRATEGY | C5-a.

Q: Does the plan describe the criteria used for prioritizing actions? (Requirement 44 CFR § 201.6(c)(3)(iv)) A: See Benefit/Cost Ratings below.

Benefit/Cost Ratings
The benefits of proposed projects were weighed against estimated costs as part of the project prioritization process. The benefit/cost analysis was not of the detailed variety required by FEMA for project grant eligibility under the Hazard Mitigation Grant Program (HMGP) and Building Resilient Infrastructure and Communities (BRIC ) grant program . A less formal approach was used because some projects may not be implemented for up to 10 years, and associated costs and benefits could change dramatically in that time. Therefore, a review of the apparent benefits versus the apparent cost of each project will be performed in the future as needed. Parameters were established for assigning subjective ratings (high, medium, and low) to the costs and benefits of these projects.

Cost ratings were defined as follows:

High: Existing funding within the jurisdiction will not cover the cost of the action item so outside sources of revenue would be required.

Medium: The action item could be funded through existing jurisdictional funding but would require budget modifications.

Low: The action item could be funded under existing jurisdictional funding within the assigned lead department.

Benefit ratings were defined as follows:

High: The action item will provide short-term and long-term impacts on the reduction of risk exposure to life and property.

Medium: The action item will have long-term impacts on the reduction of risk exposure to life and property.

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Low: The action item will have only short-term impacts on the reduction of risk exposure to life and property.

Q&A | ELEMENT C. MITIGATION STRATEGY | C5-a.

Q: Does the plan describe the criteria used for prioritizing actions? (Requirement 44 CFR § 201.6(c)(3)(iv)) A: See Priority Rating below.

Priority Rating
The 2008 HMP Mitigation Action Items did not include “priorities”. During the 2024 planning process, the Planning Team utilized the Priority Rating system designations of “High”, “Medium”, or “Low” priority were assigned to each of the action items.

Does the Action:
 solve the problem?
 address Vulnerability Assessment?
 reduce the exposure or vulnerability to the highest priority hazard?  address multiple hazards?
 benefits equal or exceed costs?
 implement a goal, policy, or project identified in the General Plan or Capital Improvement Project? Can the Action:
 be implemented with existing funds?
 be implemented by existing state or federal grant programs?  be completed within the 5-year life cycle of the LHMP?  be implemented with currently available technologies? Will the Action:
 be accepted by the community?
 be supported by community leaders?
 adversely impact segments of the population or neighborhoods?  require a change in local ordinances or zoning laws?
 positive or neutral impact on the environment?
 comply with all local, state and federal environmental laws and regulations? Is there:
 sufficient staffing to undertake the project?
 existing authority to undertake the project?
As mitigation action items were updated or written the Planning Team, representatives were provided worksheets for each of their assigned action items. Answers to the criteria above determined the priority according to the following scale.
• 1-6 = Low priority
• 7-12 = Medium priority
• 13-18 = High priority

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Q&A | ELEMENT C: MITIGATION STRATEGY | C1-b.

Q: Does the plan describe each participant’s ability to expand and improve the identified capabilities to achieve mitigation? (Requirement 44 CFR § 201.6(c)(3))
A: See Mitigation Actions Matrix (Expanding and Improving Capabilities) below.

Q&A | ELEMENT C: MITIGATION STRATEGY | C4-a.

Q: Does the plan include an analysis of a comprehensive range of actions/projects that each jurisdiction considered to reduce the impacts of hazards identified in the risk assessment? (Requirement 44 CFR § 201.6(c)(3)(ii))
A: See Mitigation Actions Matrix (Action Items) below.

Q&A | ELEMENT C: MITIGATION STRATEGY | C4-b.

Q: Does the plan include one or more action(s) per jurisdiction for each of the hazards as identified within the plan’s risk assessment? (Requirement 44 CFR § 201.6(c)(3)(ii)) A: See Mitigation Actions Matrix (Action Items) below.

Q&A | ELEMENT C: MITIGATION STRATEGY | C5-a.

Q: Does the plan describe the criteria used for prioritizing actions? (Requirement 44 CFR § 201.6(c)(3)(ii)) A: See Mitigation Actions Matrix (Priority, Goals) below.

Q&A | ELEMENT C: MITIGATION STRATEGY | C5-b.

Q&A | ELEMENT D: PLAN MAINTENANCE | D3-a.

Q: Does the plan describe the process the community will follow to integrate the ideas, information and strategy of the mitigation plan into other planning mechanisms? (Requirement 44 CFR § 201.6(c)(4)(ii)) A: See Mitigation Actions Matrix (Planning Mechanism) below.

Q&A | ELEMENT E: PLAN UPDATE | E2-b.

Q: Does the plan include a status update for all mitigation actions identified in the previous mitigation plan? (Requirement 44 CFR § 201.6(d)(3))
A: See Mitigation Actions Matrix (Comments) below.

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Mitigation Actions Matrix

Table 5.1: Mitigation Actions Matrix
Source: Monterey Park Planning Team
*Key Code Lead Department: A-Administration, P-Planning Department, CS-Community Services, PW-Public Works, Fire-Fire, Police-Police, Building-Building Safety, PT-Planning Team, IT-Information Technology, CM-City Manager’s Office, ED-Economic Development Mitigation Action Item
Lead Department*
Timeline
Goal: Protect Life and Property
Goal: Encourage Public Awareness
Goal: Protect Natural Systems
Goal: Enhance Partnerships and Implementation
Goal: Protect Emergency Services
Funding Source: AB-Annual Budget, CIP-Capital
Improvement Project, HMGP-Hazard Mitigation Grant
Program, BRIC-Building Resilient Infrastructure and
Communities, ENT-Enterprise Funds
Planning Mechanism: GP-General Plan, CIP, AB-
Annual Budget, GR-Grant
Expanding and Improving Capabilities:

P – Planning and Regulatory; A – Administrative and
Technical; F – Finance; E – Education and Outreach
Buildings & Infrastructure: Does the Action item
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
Comments 2024
Multi-Hazard Mitigation Action Items
MH-1 Integrate the
goals and action
items from the City
of Monterey Park
Hazard Mitigation
Plan into existing
regulatory
documents and
programs, where
appropriate.

PT Ongoing-
As
Needed
X AB AB P Y H L H Revised

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Mitigation Action Item
Lead Department*
Timeline
Goal: Protect Life and Property
Goal: Encourage Public Awareness
Goal: Protect Natural Systems
Goal: Enhance Partnerships and Implementation
Goal: Protect Emergency Services
Funding Source: AB-Annual Budget, CIP-Capital
Improvement Project, HMGP-Hazard Mitigation Grant
Program, BRIC-Building Resilient Infrastructure and
Communities, ENT-Enterprise Funds
Planning Mechanism: GP-General Plan, CIP, AB-
Annual Budget, GR-Grant
Expanding and Improving Capabilities:

P – Planning and Regulatory; A – Administrative and
Technical; F – Finance; E – Education and Outreach
Buildings & Infrastructure: Does the Action item
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
Comments 2024
MH-2 Identify and
pursue funding
opportunities to
develop and
implement local
mitigation activities.

Fire Ongoing-
Annual
X AB AB F Y H L H Revised
MH-3 Establish a
formal role for the
Hazard Mitigation
Planning Team to
develop a
sustainable
process for
implementing,
monitoring, and
evaluating citywide
mitigation activities.

PT 1-2 years X AB AB A Y H L H Revised

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Mitigation Action Item
Lead Department*
Timeline
Goal: Protect Life and Property
Goal: Encourage Public Awareness
Goal: Protect Natural Systems
Goal: Enhance Partnerships and Implementation
Goal: Protect Emergency Services
Funding Source: AB-Annual Budget, CIP-Capital
Improvement Project, HMGP-Hazard Mitigation Grant
Program, BRIC-Building Resilient Infrastructure and
Communities, ENT-Enterprise Funds
Planning Mechanism: GP-General Plan, CIP, AB-
Annual Budget, GR-Grant
Expanding and Improving Capabilities:

P – Planning and Regulatory; A – Administrative and
Technical; F – Finance; E – Education and Outreach
Buildings & Infrastructure: Does the Action item
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
Comments 2024
MH-4 Identify,
improve, and
sustain
collaborative
programs focusing
on the real estate
and insurance
industries, public
and private sector
organizations, and
individuals to avoid
activity that
increase risk to
natural hazards.

P 1-2 years X X X AB AB E Y H L H Revised
MH-5 Develop
public and private
partnerships to
foster the mitigation
P 1-2 years X AB AB E Y H L H Revised

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Mitigation Action Item
Lead Department*
Timeline
Goal: Protect Life and Property
Goal: Encourage Public Awareness
Goal: Protect Natural Systems
Goal: Enhance Partnerships and Implementation
Goal: Protect Emergency Services
Funding Source: AB-Annual Budget, CIP-Capital
Improvement Project, HMGP-Hazard Mitigation Grant
Program, BRIC-Building Resilient Infrastructure and
Communities, ENT-Enterprise Funds
Planning Mechanism: GP-General Plan, CIP, AB-
Annual Budget, GR-Grant
Expanding and Improving Capabilities:

MH-6 Develop
inventory of at-risk
buildings and
infrastructure and
prioritize mitigation
projects.

P 1-2 years X X AB AB P Y H L H Revised
MH-7 Strengthen
emergency
services
preparedness and
response by linking
emergency
services with local
hazard mitigation
programs, and
enhancing public
Fire Ongoing-
As
Needed
X AB AB A Y H L H Revised

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Mitigation Action Item
Lead Department*
Timeline
Goal: Protect Life and Property
Goal: Encourage Public Awareness
Goal: Protect Natural Systems
Goal: Enhance Partnerships and Implementation
Goal: Protect Emergency Services
Funding Source: AB-Annual Budget, CIP-Capital
Improvement Project, HMGP-Hazard Mitigation Grant
Program, BRIC-Building Resilient Infrastructure and
Communities, ENT-Enterprise Funds
Planning Mechanism: GP-General Plan, CIP, AB-
Annual Budget, GR-Grant
Expanding and Improving Capabilities:

MH-8 Develop,
enhance, and
implement
education
programs aimed at
mitigating hazards,
and reducing the
risk to citizens,
public agencies,
private property
owners,
businesses, and
schools.

Fire,
Police
Ongoing-
Quarterly
X X AB AB E Y H L H Revised
MH-9 Use technical
knowledge of
P Ongoing-
Annual
X AB AB E Y H L H Revised

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Mitigation Action Item
Lead Department*
Timeline
Goal: Protect Life and Property
Goal: Encourage Public Awareness
Goal: Protect Natural Systems
Goal: Enhance Partnerships and Implementation
Goal: Protect Emergency Services
Funding Source: AB-Annual Budget, CIP-Capital
Improvement Project, HMGP-Hazard Mitigation Grant
Program, BRIC-Building Resilient Infrastructure and
Communities, ENT-Enterprise Funds
Planning Mechanism: GP-General Plan, CIP, AB-
Annual Budget, GR-Grant
Expanding and Improving Capabilities:

P – Planning and Regulatory; A – Administrative and
Technical; F – Finance; E – Education and Outreach
Buildings & Infrastructure: Does the Action item
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
Comments 2024
natural ecosystems
and events to link
natural resource
management and
land use
organizations to
mitigation activities
and technical
assistance.

MH-10 Identify
swimming pools
that can be used
for drafting water
for firefighting.

Fire 1-5 years X X X X AB AB P Y H L H Revised
MH-11 Strengthen
(e.g., harden,
retrofit) City
facilities.

PW 1-5 years X X X X AB AB P Y H L H Revised

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Mitigation Action Item
Lead Department*
Timeline
Goal: Protect Life and Property
Goal: Encourage Public Awareness
Goal: Protect Natural Systems
Goal: Enhance Partnerships and Implementation
Goal: Protect Emergency Services
Funding Source: AB-Annual Budget, CIP-Capital
Improvement Project, HMGP-Hazard Mitigation Grant
Program, BRIC-Building Resilient Infrastructure and
Communities, ENT-Enterprise Funds
Planning Mechanism: GP-General Plan, CIP, AB-
Annual Budget, GR-Grant
Expanding and Improving Capabilities:

P – Planning and Regulatory; A – Administrative and
Technical; F – Finance; E – Education and Outreach
Buildings & Infrastructure: Does the Action item
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
Comments 2024
MH-12 Research
and seek a
consultant to
develop a Debris
Management Plan.

Fire 1-5 years X X X X AB AB P Y H L H Revised
MH-13 Purchase
and install fixed
generators or other
forms of backup
power at all
remaining City
facilities (City Hall,
Police, Fire, EOC
already equipped).

Priority is Water
Treatment Plant
and Wells.

PW 1-2 years X X X X CIP,
HMGP,
BRIC
CIP,
HMGP,
BRIC
A Y H H H Revised

Earthquake Mitigation Action Items

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Mitigation Action Item
Lead Department*
Timeline
Goal: Protect Life and Property
Goal: Encourage Public Awareness
Goal: Protect Natural Systems
Goal: Enhance Partnerships and Implementation
Goal: Protect Emergency Services
Funding Source: AB-Annual Budget, CIP-Capital
Improvement Project, HMGP-Hazard Mitigation Grant
Program, BRIC-Building Resilient Infrastructure and
Communities, ENT-Enterprise Funds
Planning Mechanism: GP-General Plan, CIP, AB-
Annual Budget, GR-Grant
Expanding and Improving Capabilities:

P – Planning and Regulatory; A – Administrative and
Technical; F – Finance; E – Education and Outreach
Buildings & Infrastructure: Does the Action item
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
Comments 2024
EQ-1 Integrate new
earthquake hazard
mapping data for
the City of
Monterey Park.

PW Ongoing-
As
Needed
X X X AB AB P Y H L L Revised
EQ-2 Identify
funding sources for
City-owned
structural and
nonstructural
retrofitting of
structures that are
identified as
seismically
vulnerable.

PW 1-5 years X X X X X AB AB F Y H L M Revised
EQ-3 Provide
earthquake hazard
insurance
Fire Ongoing-
Monthly
X X X AB AB E Y H L H Revised

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Mitigation Action Item
Lead Department*
Timeline
Goal: Protect Life and Property
Goal: Encourage Public Awareness
Goal: Protect Natural Systems
Goal: Enhance Partnerships and Implementation
Goal: Protect Emergency Services
Funding Source: AB-Annual Budget, CIP-Capital
Improvement Project, HMGP-Hazard Mitigation Grant
Program, BRIC-Building Resilient Infrastructure and
Communities, ENT-Enterprise Funds
Planning Mechanism: GP-General Plan, CIP, AB-
Annual Budget, GR-Grant
Expanding and Improving Capabilities:

EQ-4 Conduct
seismic strength
evaluations of City-
owned critical
facilities and
infrastructure.

PW 1-5 years X X AB AB A Y M H H Revised
EQ-5 Encourage
reduction of non-
structural and
structural
earthquake
hazards in homes,
schools,
businesses, and
government offices.

Fire,
ED
Ongoing-
Quarterly
X X X AB AB E Y H L H Revised
Urban Flooding Mitigation Action Items

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Mitigation Action Item
Lead Department*
Timeline
Goal: Protect Life and Property
Goal: Encourage Public Awareness
Goal: Protect Natural Systems
Goal: Enhance Partnerships and Implementation
Goal: Protect Emergency Services
Funding Source: AB-Annual Budget, CIP-Capital
Improvement Project, HMGP-Hazard Mitigation Grant
Program, BRIC-Building Resilient Infrastructure and
Communities, ENT-Enterprise Funds
Planning Mechanism: GP-General Plan, CIP, AB-
Annual Budget, GR-Grant
Expanding and Improving Capabilities:

P – Planning and Regulatory; A – Administrative and
Technical; F – Finance; E – Education and Outreach
Buildings & Infrastructure: Does the Action item
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
Comments 2024
UF-1 Seek funding
and complete a
Drainage Master
Plan.

PW 5 years X X HMGP,
BRIC
HMGP,
BRIC
F Y M H H Revised
Wildfire Mitigation Action Items
WF-1 Enhance
emergency
services to
increase the
efficiency of wildfire
response and
recovery activities.

Fire Ongoing-
As
Needed
X X X X X AB AB A Y H L H Revised
WF-2 Educate
personnel on
federal cost-share
and grant
programs, Fire
Protection
Fire 1 year X X AB AB E Y H L H Revised

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Mitigation Action Item
Lead Department*
Timeline
Goal: Protect Life and Property
Goal: Encourage Public Awareness
Goal: Protect Natural Systems
Goal: Enhance Partnerships and Implementation
Goal: Protect Emergency Services
Funding Source: AB-Annual Budget, CIP-Capital
Improvement Project, HMGP-Hazard Mitigation Grant
Program, BRIC-Building Resilient Infrastructure and
Communities, ENT-Enterprise Funds
Planning Mechanism: GP-General Plan, CIP, AB-
Annual Budget, GR-Grant
Expanding and Improving Capabilities:

P – Planning and Regulatory; A – Administrative and
Technical; F – Finance; E – Education and Outreach
Buildings & Infrastructure: Does the Action item
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
Comments 2024
Agreements and
other related
federal programs
so the full array of
assistance
available to local
agencies is
understood.

WF-3 Inventory
alternative
firefighting water
sources and
encourage the
development of
additional sources.

PW 1-2 Years X X X X X ENT ENT A Y H L H Revised
WF-4 Improve
access of fire
hazard maps to
Fire 1-2 Years X X X X X AB AB A Y H L H Revised

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Mitigation Action Item
Lead Department*
Timeline
Goal: Protect Life and Property
Goal: Encourage Public Awareness
Goal: Protect Natural Systems
Goal: Enhance Partnerships and Implementation
Goal: Protect Emergency Services
Funding Source: AB-Annual Budget, CIP-Capital
Improvement Project, HMGP-Hazard Mitigation Grant
Program, BRIC-Building Resilient Infrastructure and
Communities, ENT-Enterprise Funds
Planning Mechanism: GP-General Plan, CIP, AB-
Annual Budget, GR-Grant
Expanding and Improving Capabilities:

Include information
on importance of
following directions
during a wildfire
evacuation.

WF-5 Enhance
outreach and
education
programs aimed at
mitigating wildfire
hazards.

Fire 1-2 Years X X X X X AB AB E Y H L H Revised
WF-6 Encourage
hardening of
structures against
wildfire.

Fire 1-2 Years X X X X X AB AB P Y H L H Revised

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Mitigation Action Item
Lead Department*
Timeline
Goal: Protect Life and Property
Goal: Encourage Public Awareness
Goal: Protect Natural Systems
Goal: Enhance Partnerships and Implementation
Goal: Protect Emergency Services
Funding Source: AB-Annual Budget, CIP-Capital
Improvement Project, HMGP-Hazard Mitigation Grant
Program, BRIC-Building Resilient Infrastructure and
Communities, ENT-Enterprise Funds
Planning Mechanism: GP-General Plan, CIP, AB-
Annual Budget, GR-Grant
Expanding and Improving Capabilities:

Fire 1-2 Years X X X X X AB AB E Y H L H Revised
WF-8 Continue
weed abatement
program.

Fire Ongoing-
As
Needed
X X X X X AB AB E Y H L H Revised

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Chapter 6: Plan Maintenance
The plan maintenance process includes a schedule for monitoring and evaluating the Plan annually and producing a plan revision every five years . This section describes how the City of Monterey Park will integrate public participation throughout the plan maintenance process.

Q&A | ELEMENT D: PLAN MAINTENANCE | D2-a.

Q: Does the plan describe the process that will be followed to track the progress/status of the mitigation actions identified within the Mitigation Strategy, along with when this process will occur and who will be responsible for the process? (Requirement 44 CFR § 201.6(c)(4)(i)) A: See Local Mitigation Officer, Method and Scheduling of Plan Implementation, Monitoring and Implementing the Plan, Annual Implementation Matrix below.

Local Mitigation Officer
The Planning Team involved in research and writing of the Plan will also be responsible for implementation. The Planning Team will be led by the Planning Team Chair Chris Thompson who will be referred to as the Local Mitigation Officer. Under the direction of the Local Mitigation Officer, the Planning Team will take responsibility for plan maintenance and implementation. The Local Mitigation Officer will facilitate the Planning Team meetings and will assign tasks such as updating and presenting the Plan to the members of the Planning Team . Plan implementation and evaluation will be a shared responsibility among all of the Planning Team members . The Local Mitigation Officer will coordinate with the City of Monterey Park leadership to ensure funding for 5-year updates to Plan as required by FEMA . The Planning Team will be responsible for coordinating the implementation of plan action items and undertaking the formal review process.

The Local Mitigation Officer will be authorized to make changes in assign ments to the current Planning Team.

The Planning Team will meet no less than annually. Meeting dates will be scheduled once the final Planning Team has been established. These meetings will provide an opportunity to discuss the progress of the action items and maintain the partnerships that are essential for the sustainability of the mitigation plan. The Local Mitigation Officer (or designee) will be responsible for contacting the Planning Team members and organizing the annual meetings.

Plan updates will need to be approved by FEMA every 5 years. However, adequate time should be allowed to secure grant funding (if necessary), allow adequate time for a thorough planning process, and time for the formal review by Cal OES and FEMA. All said, if grant funding is going to be needed, the update timeline should begin 3 years prior to the plan’s due date to FEMA.

Method and Scheduling of Plan Implementation
Year 1 Year 2 Year 3 Year 4 Year 5
Monitoring X X X X X
Evaluating
Internal Planning Team Evaluation X X X X X
Cal OES and FEMA Evaluation X
Updating X

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Monitoring and Implementing the Plan
Monitoring the Plan
The Local Mitigation Officer will hold annual meetings with representatives from the coordinating agencies (as identified in the Mitigation Actions Matrix) in order to gather status updates on the mitigation action items. These meetings will provide an opportunity to discuss the progress of the action items and maintain the partnerships that are essential for the sustainability of the mitigation plan. See the Annual Implementation Report (discussed below) which will be a valuable tool for the Planning Team to measure the success of the Hazard Mitigation Plan. The focus of the annual meeting will be on the progress and changes to the Mitigation Action Items.

Q&A | ELEMENT D: PLAN MAINTENANCE | D3-a.

Q: Does the plan describe each community will follow to integrate the ideas, information and strategy of the mitigation plan into other planning mechanisms? (Requirement 44 CFR § 201.6(c)(4)(ii)) A: See Integration into Other Planning Mechanisms below.

Integration into Other Planning Mechanisms
The City of Monterey Park addresses statewide planning goals and legislative requirements through the General Fund, Capital Projects, and Grants. The mitigation plan provides a series of recommendations - many of which are closely related to the goals and objectives of existing planning programs. The City of Monterey Park will implement recommended mitigation action items through existing programs and procedures.

The City of Monterey Park is responsible for adhering to the State of California’s Building and Safety Codes. In addition, the city may work with other agencies at the state level to review, develop and ensure Building and Safety Codes are adequate to mitigate or present damage by hazards. This is to ensure that life-safety criteria are met for new construction.

Some of the goals and action items in the mitigation plan will be achieved through activities recommended in the strategic and other budget documents. The various departments involved in developing the plan will review it on an annual basis. Upon annual review, the Planning Team will work with the departments to identify areas in the plan’s action items that are consistent with the strategic and budget documents. This will ensure the mitigation plan goals and action items are implemented in a timely fashion.

Upon FEMA approval, the Planning Team will begin the process of incorporating risk information and mitigation action items into existing planning mechanisms including the General Fund (Operating Budget and Capital Projects - see Mitigation Actions Matrix for links between individual action items and associated planning mechanisms). The annual meetings of the Planning Team will provide an opportunity for Planning Team members to report back on the progress made on the integration of mitigation planning elem ents into the City of Monterey Park ’s planning documents and procedures. The timing of integration will depend on the cycles of the various planning mechanisms. As an example, state regulations require the Emergency Operations Plan to be updated every 3 years while the General Plan may not be updated for another 20 years.

The department representatives should be mindful of opportunities to update or implement action items assigned to their departments.

The 20 08 HMP was integrated into the 2022 General Plan Safety Element with numerous references to hazard-related content.

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Specifically, the Planning Team will utilize the updates of the following documents to implement the mitigation plan:

✓ HMP Risk Assessment, Community Profile, Planning Process (stakeholders) into Emergency Operations Plan, General Plan.
✓ HMP Mitigation Actions Matrix into General Fund, Capital Projects, Grants Annual Implementation Matrix
The Annual Implementation Matrix is the same as the Mitigation Actions Matrix but with a column added to track the annual status of each Action Item. Upon approval and adoption of the Plan, the Annual Implementation Reports will be added to the Plan’s Attachments. Following is a view of the Annual Implementation Matrix:

Annual Implementation Matrix will be inserted here following FEMA approval

An equal part of the monitoring process is the need to maintain a strategic planning process which needs to include funding and organizational support. In that light, at least one year in advance of the FEMA-mandated 5-year submission of an update, t he Local Mitigation Officer will convene the P lanning Team (as well as any other departments with responsibilities on the Mitigation Actions Matrix) to discuss funding and timing of the update planning process. On the fifth year of the planning cycles, the Planning Team will broaden its scope to include discussions and research on all of the sections within the Plan with particular attention given to goal achievement and public participation.

Economic Analysis of Mitigation Projects
FEMA's approach to identify ing the costs and benefits associated with hazard mitigation strategies, measures, or projects fall into two general categories: benefit/cost analysis and cost - effectiveness analysis.

Conducting benefit/cost analysis for a mitigation activity can assist communities in determining whether a project is worth undertaking now, in order to avoid disaster-related damages later.

Cost-effectiveness analysis evaluates how best to spend a given amount of money to achieve a specific goal. Determining the economic feasibility of mitigating hazards can provide decision - makers with an understanding of the potential benefits and costs of an activity, as well as a basis upon which to compare alternative projects.

Given federal funding, the Planning Team will use a FEMA -approved benefit/cost analysis approach to identify and prioritize mitigation action items. For other projects and funding sources, the Planning Team will use other approaches to understand the costs and benefits of each action item and develop a prioritized list.

The “benefit”, “cost”, and overall “priority” of each mitigation action item was included in the Mitigation Actions Matrix located in Part III: Mitigation Strategies. A more technical assessment will be required in the event grant funding is pursued through the Hazard Mitigation Grant Program. FEMA Benefit-Cost Analysis Guidelines are discussed below.

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FEMA Benefit-Cost Analysis Guidelines
The Stafford Act authorizes the President to establish a program to provide technical and financial assistance to state and local governments to assist in the implementation of hazard mitigation measures that are cost effective and designed to substantiall y reduce injuries, loss of life, hardship, or the risk of future damage and destruction of property. To evaluate proposed hazard mitigation projects prior to funding FEMA requires a Benefit-Cost Analysis (BCA) to validate cost effectiveness. BCA is the method by which the future benefits of a mitigation project are estimated and compared to its cost. The end result is a benefit -cost ratio (BCR), which is derived from a project’s total net benefits divided by its total project cost. The BCR is a numerica l expression of the cost effectiveness of a project. A project is considered to be cost effective when the BCR is 1.0 or greater, indicating the benefits of a prospective hazard mitigation project are sufficient to justify the costs.

Although the preparation of a BCA is a technical process, FEMA has developed software, written materials, and training to support the effort and assist with estimating the expected future benefits over the useful life of a retrofit project. It is imperati ve to conduct a BCA early in the project development process to ensure the likelihood of meeting the cost-effective eligibility requirement in the Stafford Act.

The BCA program consists of guidelines, methodologies, and software modules for a range of major natural hazards including:

✓ Flood (Riverine, Coastal Zone A, Coastal Zone V)
✓ Hurricane Wind
✓ Hurricane Safe Room
✓ Damage-Frequency Assessment
✓ Tornado Safe Room
✓ Earthquake
✓ Wildfire

The BCA program provides up to date program data, up to date default and standard values, user manuals and training. Overall, the program makes it easier for users and evaluators to conduct and review BCAs and to address multiple buildings and hazards in a single BCA module run.

Evaluating and Updating the Plan
Q&A | ELEMENT D: PLAN MAINTENANCE | D2-b.

Q: Does the plan describe the process that will be followed to evaluate the plan for effectiveness? This process must identify the criteria that will be used to evaluate the information in the plan, along with when this process will occur and who will be responsible. (Requirement 44 CFR § 201.6(c)(4)(i)) A: See Evaluation below.

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Evaluation
As discussed at the beginning of this section, the representatives from the coordinating agencies (as identified in the Mitigation Actions Matrix) will meet annually to gather status updates on the mitigation action items. During that meeting, the Local Mitigation Officer will lead a discussion with the coordinating agencies on the success (or failure) of the Mitigation Plan to be effective and to meet the plan goals. Examples of measuring the plan’s effective will include assessing effectiveness include evaluating whether new hazards have emerged, whether community vulnerability has shifted, and whether stated mitigation strategies are still appropriate for the community’s circumstances . The plan goals are defined in the beginning of the Mitigation Strategies Section and each of the mitigation action items is aligned with a goal or goals.

The results of that discussion will be added to the Evaluation portion of the Annual Implementation Report and inclusion in the 5 -year update to the Plan. Efforts will be made immediately by the Local Mitigation Officer to address any failed plan goals.

Q&A | ELEMENT D: PLAN MAINTENANCE | D2-c.

Q: Does the plan describe the process that will be followed to update the plan, along with when this process will occur and who will be responsible for the process? (Requirement 44 CFR § 201.6(c)(4)(i)) A: See Formal Update Process below.

Formal Update Process
As identified above, the Mitigation Action Items will be monitored for status on an annual basis as well as an evaluation of the plan’s goals. The Local Mitigation Officer or designee will be responsible for contacting the coordinating agency members and organizing the annual meeting which will take place based on the month of the plan’s approval. Planning Team members will also be responsible for participating in the formal update to the Plan every fifth year of the planning cycle. In the event the city desires to seek grant funding for the update, the application process should begin 2 years in advance of the plan’s expiration. Even without grant funding, the planning process should begin at least 1.5 years ahead of the plan’s expiration.

The Planning Team will begin the update process by reviewing the goals and mitigation action items to determine their relevance to changing situations within the City of Monterey Park as well as changes in state or federal policy, and to ensure they are addressing current and expected conditions. The Planning Team will also review the Plan’s Risk Assessment portion of the Plan to determine if this information should be updated or modified, given any new available data. The lead departments responsible for the various action items will report on the status of their projects, including the success of various implementation processes, difficulties encountered, success of coordination efforts, and which strategies should be revised. Amendments will be made to the Mitigation Actions Matrix and other sections in the Plan as deemed necessary by the Planning Team.

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Q&A | ELEMENT D: PLAN MAINTENANCE | D1-a.

Q: Does the plan describe how communities will continue to seek future public participation after the plan has been approved? (Requirement 44 CFR § 201.6(c)(4)(iii)) A: See Continued Public Involvement below.

Continued Public Involvement
The City of Monterey Park is dedicated to involving the public directly in the continual review and updates to the mitigation plan. Copies of the plan will be made available at City Hall and on the City’s website. The existence and location of these copies will be publicized in the City’s newsletters “Cascades” and on the website. This site will also contain an email address and phone number where people can direct their comments and concerns. At the discretion of the Local Mitigation Officer, a public meeting may be held after the Annual Implementation Meeting.

The meeting would provide a public forum in w hich interested individuals and/or agencies could express their concerns, opinions, or ideas about the plan.

The Local Mitigation Officer will be responsible for using the city resources to publicize any public meetings and always free to maintain public involvement through the public access channel, web page, and newspapers.

In general, the next plan update needs to include a greater variety of outreach methods and range of materials. During the planning process for the 2025 plan, no input was received from the public or stakeholders. Perhaps a letter of support from the City Manager or greater utilization of existing public forums and other city leaders would yield responses from the public and stakeholders. A federal document was released after the 2025 planning process which would be very helpful to the Planning Team duri ng the 2029 update to the plan. The document title is Planning Considerations: Putting People First (December 2024).

Furthermore, t he next update to the plan will include a significantly more robust community outreach strategy focusing on equity priority populations. This will involve specific outreach to underserved individuals, disadvantaged individuals, and socially vulnerable ind ividuals.

Furthermore, the stakeholder list needs to be expanded to include a broader scope of service providers to the equity priority populations. The stakeholder list already identifies organizations to be included in future distribution s of information relating to the mitigation plan and its implementation.

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Chapter 7: Plan Review, Adoption and
Approval

Q&A | ELEMENT F: PLAN ADOPTION | F1-a.

Q: Does the participant include documentation of adoption? (Requirement 44 CFR § 201.6(c)(5)) A: See Plan Adoption Process below.

Plan Adoption Process
Adoption of the plan by the local governing body demonstrates the City of Monterey Park ’s commitment to meeting mitigation goals and objectives. Governing body approval legitimizes the plan and authorizes responsible agencies to execute their responsibilities.

The Second Draft Plan was submitted to Cal OES and FEMA for review and approval. When Cal OES determines the plan to be compliant, the document will be forwarded to FEMA. When FEMA determined the plan to be compliant, an Approvable Pending Adoption notice was issued. That now triggers the City Council to conduct a public meeting. Staff will recommend adoption of the Final Draft Plan. Assuming adoption by the City Council, the signed resolution will be forwarded to FEMA along with a request for a FEMA Letter of Approval.

In preparation for the public meeting with the City Council, the Planning Team will post the Final Draft Plan on the City’s website. Notification of the Plan’s availability will also be announced via the mediums utilized during the community outreach activities. Also, the Team will prepare a staff report including an overview of the Planning Process, Risk Assessment, Mitigation Goals, and Mitigation Actions. The staff presentation will include a summary of the input received during the community outreach activities. The meeting participants will be encouraged to present their views and make suggestions on possible mitigation actions.

The City Council heard the item on _____. The City Council voted to ______ the Final Draft of the Hazard Mitigation Plan. The Resolution of adoption by the City Council is below:

Insert

Plan Approval

Upon adoption by the City Council, the resolution was forwarded to FEMA. The FEMA Letter of Approval was issued on __________ and is below:

insert

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Web Posting and Notifications

First Community Outreach – September 2023

City Website – Landing Page and Content Page

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Press Release – September 2023

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Cascades Newsletter – Cover and Article October 2023

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Chinese Daily Newspaper – October 2023

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Stakeholder Email Invitation
Stakeholders listed above were invited via email or mail using the letter below:

The City of Monterey Park
Local Hazard Mitigation Plan 2023
Open Public Input and Comment

To build a more resilient community it takes collaboration between local government, residents and community stakeholders. These relationships will build a stronger, more prepared community that will be able to mitigate natural and man-made disasters. This plan is a living document and is prepared to be flexible and adapt to the needs of the community and serves as a comprehensive guide to reduce the impact of a disaster.

The City of Monterey Park 2023 Local Hazard Mitigation Plan (LHMP) will be open for input and comments. The plan will be available beginning Monday, September 18th, 2023, and ending on Monday, October 9th, 2023 at 5 pm.

Residents and community stakeholders also can access the plan online at www.montereypark.ca.gov or come by either City Hall, 320 W. Newmark Ave. Monterey Park CA, or Bruggemeyer Library, 318 S. Ramona Ave, Monterey Park CA.

All questions regarding the LHMP can be sent via email to [email protected].

California Office of Emergency Services (Cal OES) and the Federal Emergency Management Agency (FEMA) will review the City of Monterey Park Local Hazard Mitigation Plan. This opportunity to provide input is part of the mandated planning process.

We look forward to hearing from you!
Point of Contact
Battalion Chief Chris Thompson, Monterey Park Fire Department

www.MontereyPark.ca.gov

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Second Community Outreach – July 2024
Survey - Social Media Postings

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Website Announcing Plan Draft, Survey, Video – July 2024

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Video/PPT: Hazard Mitigation Overview
Note: Can be used as a video (includes voiceover) or as a PowerPoint (script included).

On behalf of the City of Monterey Park, it’s my pleasure to welcome you to the overview of the planning process used to prepare the City’s 2024 Hazard Mitigation Plan.

As a bit of background, the Disaster Mitigation Act of 2000 was passed by Congress “to reduce the loss of life and property, human suffering, economic disruption, and disaster assistance costs resulting from natural disasters”.

Disasters can cause loss of life; damage to buildings and infrastructure; and have devastating consequences on a community’s economic, social, and environmental well-being.

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Hazard mitigation reduces disaster damage and is defined by FEMA as “sustained action taken to reduce or eliminate the long-term risk to human life and property from hazards”.

Examples of mitigation actions include outreach programs that increase risk awareness, projects to protect critical facilities, and the removal of structures from flood hazard areas.

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In 2019, the National Institute of Building Sciences issued an update to its landmark report “Natural Hazard Mitigation Saves”. The study analyzed the benefit cost ratio of a range of mitigation activities including mitigation planning and building retrofits.

The findings revealed a dramatic return on investment.
❖ For mitigation activities, every dollar spent yielded a six dollar return on avoided losses in the future.
❖ For building retrofits, every dollar spent yielded a four dollar return on avoided losses in the future.

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According to the National Institute of Building Sciences report, the benefits of mitigation include reductions in:
❖ Deaths, injuries, and post-traumatic stress disorder. ❖ Property repair costs for damaged buildings and contents. ❖ Additional living expenses including sheltering costs for displaced households.
❖ Direct business interruption: loss of revenue and other business-interruption costs to businesses whose property is damaged.
❖ Indirect business interruption: loss of economic activity in the broader community.
❖ Urban search and rescue costs.

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In 2023, FEMA issued new standards regarding preparation of hazard mitigation plans. In addition to the previous regulations from 2011, jurisdictions are now required to discuss climate change and the impacts on natural hazards. Also, now there are standards requiring focused outreach to underserved communities and socially vulnerable populations.

Mitigation plans are key to breaking the cycle of disaster damage and reconstruction. Mitigation planning begins with state, tribal and local governments identifying natural disaster risks and vulnerabilities that are common in their area.

After identifying risks, they develop long-term strategies for protecting people and property from similar events.

Local governments are eligible to prepare a mitigation plan and receive mitigation funds through federal and state grants as well as funds following a major disaster.

The purpose of today’s overview is to introduce the planning process used by the City of Monterey Park to prepare the Hazard Mitigation Plan.

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Many studies have shown that segments of the population are more vulnerable to the impacts of disaster than the rest of the community.

The U.S. Centers for Disease Control and Prevention developed a Social Vulnerability Index which measures a community’s overall vulnerability. There are a total of 16 categories under the headings of socioeconomic status, household characteristics, racial and ethnic minority status, and housing type and transportation.

The CDC’s Social Vulnerability Index was designed to help emergency managers identify and map communities that will most likely need support before, during, and after a disaster.

The SVI map for the City of Monterey Park shows 5 census tracts with “high” vulnerability and 7 census tracts with “medium-high” vulnerability.

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FEMA’s 2023 Local Mitigation Planning Handbook identifies a planning process with four steps:

Step #1 is to organize the planning process and resources which includes creation of a Planning Team to assist with research and writing as well as the development of a Community Outreach Strategy.

Step #2 is to assess risks and capabilities including a Risk and Vulnerability Assessment as well as a review of the City’s capability to respond and recover from a major disaster.

Step #3 is to develop a Mitigation Strategy which includes a comprehensive list of mitigation actions and projects.

Step #4 is to Adopt and Implement the Plan which includes a formal review by Cal OES and FEMA and adoption by the City Council.

This is the 4-step planning process followed by the City’s Planning Team.

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The Community Outreach Strategy consists of two phases:

The first phase is “Announcing the Planning Process” which includes:
❖ Posting of the Hazard Mitigation Survey
❖ Presentations at Public Forums including the City Council, Commissions, and City Volunteer Groups
❖ Public Notices on the City’s Website, Facebook, X, and Instagram concerning the Hazard Mitigation Plan
❖ Development and posting of today’s Hazard Mitigation
Overview Video and
❖ Development of the Initial Draft Plan by the Planning Team The second phase is “Gathering Input on the Draft Plan” which includes inviting the public and stakeholders to provide input to the Plan.

FEMA-mandated stakeholders include:
❖ Local and Regional Regulatory Agencies
❖ Neighboring Jurisdictions
❖ Businesses, Academia, and Community Lifelines
❖ Nonprofit and Community-Based Organizations – with a
focus on underserved communities and socially vulnerable populations

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Community Lifelines are the vital services in a community. When stabilized, they enable all other aspects of society to function.

The seven services include:
❖ Safety and Security
❖ Food, Water, and Shelter
❖ Health and Medical
❖ Energy (including Power and Fuel)
❖ Communications
❖ Transportation
❖ Hazardous Materials

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Identifying hazards with the potential for causing significant impacts involved review of a range of hazard-focused studies and plans.

The Hazard Identification Process included a review of:

FEMA’s list of 18 hazards that are recommended for consideration, the California State Hazard Mitigation Plan, the County of Los Angeles All- Hazards Mitigation Plan, and the City of Monterey Park’s General Plan Safety Element.

Following that extensive review, the Planning Team chose earthquake, landslide, urban flood, dam failure, wildfire, windstorm, and utility related events as the hazards to further investigate.

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The City’s “capabilities” were mentioned in the previous slide.

One of the FEMA requirements is to identify existing capabilities to increase resilience.

Also, the mitigation plan is required to identify ways to expand existing capabilities.

The capability categories include Planning and Regulatory, Administrative and Technical, Financial, and Education and Outreach.

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The Mitigation Strategy section of the plan includes the plan goals as well as methods for coordinating with the City’s General Plan Elements and the Capital Improvement Plan.

Most importantly, the Mitigation Strategy includes a comprehensive range of actions and projects capturing ongoing activities along with ideas for the future. Although the lifespan of the plan is only 5-years, there’s no harm in identifying projects that will take 10- or even 20- years to complete.

Each action item identifies a lead department, timeline, plan goals met, projected funding source, and benefits, costs, and priority.

Here is an example of a mitigation action item from the City’s 2024 Mitigation Strategy: “Conduct seismic strength evaluations of City- owned critical facilities and infrastructure”.

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Following drafting of the plan by the Planning Team and gathering input from the public and other stakeholders, the document will be submitted to Cal OES for a formal review.

Utilizing FEMA’s Plan Review Tool and updated regulations, the Cal OES staff will review the City’s plan for conformance. Once Cal OES is satisfied that all the requirements have been met, the document will be forwarded to FEMA. Altogether, the formal review typically lasts 4-6 months. Once FEMA is satisfied, a letter will be sent authorizing the City to take the document to the City Council for adoption. When proof of adoption is received, FEMA will issue a Letter of Approval.

This concludes the Hazard Mitigation Overview. Please watch for the posting of the First Draft Hazard Mitigation Plan. We look forward to hearing your questions, thoughts, and suggestions.

On behalf of the City of Monterey Park, thank you for taking time to learn about the importance of increasing resilience through mitigation planning.

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PBS Article 2022

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Floodplain Related Documents

APPENDIX E: NFIP REGULATIONS The attached excerpt was provided by the City of Monterey Park as justification for their processing of permits relating to floodplain management.

It is drawn from Appendix E: NFIP Regulations and contains the text of the Code of Federal Regulations (CFR) for the National Flood Insurance Program: 44 CFR Parts 59, 60, 65, and 70.

The pertinent areas are on pages E-16 and E-17 and are highlighted.

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Staff Report
May 7, 2025
ATTACHMENT 2
Resolution

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RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MONTEREY PARK ADOPTING THE 2025 LOCAL HAZARD MITIGATION PLAN

BE IT RESOLVED by the Council of the City of Monterey Park as follows:

SECTION 1: The City Council finds as follows:

A. The City of Monterey Park (“City”) is vulnerable to natural hazards which may result in loss of life and property, economic hardship, and threats to public health and safety.

B. 42 USCA § 5121, et. seq., requires state and local governments to develop and submit for approval a mitigation plan that outlines processes for identifying their respective natural hazards, risks and vulnerabilities.

C. The City must update the 2008 Hazard Mitigation Plan to be eligible for pre - and post-disaster federal hazard mitigation grant funds.

D. The City established a planning team consisting of the Fire Chief, City Manager, Assistant City Manager, Police Chief, Librarian, Finance Director, Public Works Director, Community Development Director, Human Resources and Risk Management Director, Police Captain, Public Works Project Manager, Economic Development Manager and Water Operations Supervisor (the “Planning Team”).

The Planning Team opened the planning process to the public and a broad range of stakeholders.

E. A public involvement process , through surveys and public comment period, was conducted to develop the Local Hazard Mitigation Plan pursuant to applicable law.

F. The 2025 Local Hazard Mitigation Plan recommends mitigation activities that will reduce losses to life and property affected by natural hazards that face the City.

G. This Resolution is adopted based upon the entirety of the administrative record including, without limitation, the staff report submitted by the Interim Fire Chief (“Chief”).

SECTION 2: Environmental. The City reviewed the environmental impacts of the extension under the California Environmental Quality Act (Public Resources Code §§ 21000, et seq. “CEQA”) and the regulations promulgated thereunder (14 Cal. Code of Regs. §§ 15000, et seq., the “CEQA Guidelines”). This activity concerns adoption of a policy document that does not contemplate any physical changes to the environment .

Accordingly, this activity is exempt from further review.

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Resolution No.

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SECTION 3: Action. City Council approves and adopts the City of Monterey Park 2025 Local Hazard Mitigation Plan attached as Exhibit “A” and incorporated by reference.

SECTION 4: Reliance on Record. Every one of the findings and determinations in this Resolution are based on the competent and substantial evidence, both oral and written, contained in the entire record relating to the project. The findings and determinations constitute the independent findings and determinations of the City Council in all respects and are fully and completely supported by substantial evidence in the record as a whole.

SECTION 5: Limitations. The City Council’s analysis and evaluation of the project is based on the best information currently available. It is inevitable that in evaluating a project that absolute and perfect knowledge of all possible aspects of the project will not exist. One of the major limitations on analysis of the project is the City Council’s lack of knowledge of future events. In all instances, best efforts have been made to form accurate assumptions. Somewhat related to this are the limitations on t he City's ability to solve what are in effect regional, state, and national problems and issues. The City must work within the political framework within which it exists and with the limitations inherent in that framework.

SECTION 6: Summaries of Information . All summaries of information in the findings, which precede this section, are based on the substantial evidence in the record. The absence of any particular fact from any such summary is not an indication that a particular finding is not based in part on that fact.

SECTION 7: Severability. lf any part of this Resolution or its application is deemed invalid by a court of competent jurisdiction, the City Council intends that such invalidity will not affect the effectiveness of the remaining provisions or applications and, to this end, the provisions of this Resolution are severable.

SECTION 8: Electronic Signatures . This Resolution may be executed with electronic signatures in accordance with Government Code §16.5. Such electronic signatures will be treated in all respects as having the same effect as an original signature.

SECTION 9: Recordation. The Mayor, or presiding officer, is authorized to sign this Resolution signifying its adoption by the City Council of the City of Monterey Park and the City Clerk, or her duly appointed deputy, may attest thereto.

SECTION 10: Effective Date. This Resolution will become effective immediately upon adoption and will remain effective unless repealed or superseded.

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Resolution No.

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PASSED AND ADOPTED this 7th day of May, 2025.

________________________________
Vinh T. Ngo, Mayor

Attest:

__________________________
Maychelle Yee, City Clerk

Approved as to Form:

Karl H. Berger, City Attorney

By:__________________________
Justin A. Tamayo, Assistant City Attorney

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anua
April 21, 2025 | Hazard Mitigation Plan
Exhibit A

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Credits
Q&A | ELEMENT A: PLANNING PROCESS | A1-a.

Q: Does the plan document how the plan was prepared, including the schedule or time frame and activities that made up the plan’s development, as well as who was involved? (Requirement 44 CFR § 201.6(c)(1))
A: See Hazard Mitigation Planning Team below.

Hazard Mitigation Planning Team:

Name Department/Division Position
City of Monterey Park
Chris Thompson,
Chair
Fire Department Fire Chief (former)
Robert Aguirre Recreation and Community Services
Department
Recreation and Community Services Director
Inez Alverez City Manager’s Office City Manager
Beth Chow Planning Division Planning Manager
Diana Garcia Library Department Assistant City Manager
Martha Garcia Management Services Division Director of Management Services Shawn Igoe Public Works Department Public Works Director Gustavo Jimenez Police Department Police Captain
Ziad Mazboudi Engineering Division Interim Engineer Manager George Noriega Water Utility Division Water Operations Supervisor Jessica Serrano Community Development Department Director of Community Development (former) Christine Tomikawa Human Resource and Risk Management
Department
Human Resources and Risk Management
Director
Joseph Torres Economic Development Department Economic Development Manager Scott Wiese Police Department Police Chief
Emergency Planning Consultants
Carolyn J. Harshman Emergency Planning Consultants President/Principal Planner Jill Caputi Independent Contractor Research and HAZUS Analyst Acknowledgements
City of Monterey Park City Council
✓ Jose Sanchez, Mayor
✓ Thomas Wong, Mayor Pro Tem
✓ Vinh T. Ngo, Council Member, District 5
✓ Yvonne Yiu, Council Member, District 2
✓ Henry Lo, Council Member, District 4

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Point of Contact
To request information or provide comments regarding this mitigation plan, please contact:

Consulting Services
Emergency Planning Consultants
✓ Planning Director: Carolyn J. Harshman, MPA, CEM
✓ Planning Associate and Mapping Analyst: Jill Caputi, MS, CEM 3665 Ethan Allen Avenue
San Diego, California 92117
Cell: 858-922-6964
[email protected]
www.carolynharshman.com
Mapping
The maps in this plan were provided by the City of Monterey Park, County of Los Angeles, Federal Emergency Management Agency (FEMA), or were acquired from public Internet sources . Care was taken in the creation of the maps contained in this plan, however they are provided "as is" .

The City of Monterey Park cannot accept any responsibility for any errors, omissions or positional accuracy, and therefore, there are no warranties that accompany these products (the maps) .

Although information from land surveys may have been used in the creation of these products, in no way does this product represent or constitute a land survey. Users are cautioned to field-verify information on this product before making any decisions.

Mandated Content
In an effort to assist the reader s and reviewers of this document , the jurisdiction has inserted “markers” emphasizing mandated content as identified in the Disaster Mitigation Act of 2000 (Public Law – 390). The following is a sample marker:
*EXAMPLE*
Q&A | ELEMENT A: PLANNING PROCESS | A1-a.

Q Does the plan document how the plan was prepared, including the schedule or time frame and activities that made up the plan’s development, as well as who was involved? (Requirement 44 CFR § 201.6(c)(1))
A:

Name and Position Title Scott Haberle, Interim Fire Chief Email [email protected]
Mailing Address 320 W. Newmark Avenue, Monterey Park, CA 91754 Telephone Number 626-573-1333

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Table of Contents
EXECUTIVE SUMMARY ................................ ................................ ................................ .PAGE 5 CHAPTER 1: PLANNING PROCESS ................................ ................................ ............. PAGE 8 CHAPTER 2: DISTRICT PROFILE ................................ ................................ ................PAGE 43 CHAPTER 3: RISK ASSESSMENT ................................ ................................ ...............PAGE 52 CHAPTER 4: VULNERABILITY AND IMPACTS ASSESSMENT ................................ .PAGE 90 CHAPTER 5: MITIGATION STRATEGIES ................................ ................................ .. PAGE 131 CHAPTER 6: PLAN MAINTENANCE ................................ ................................ .......... PAGE 153 CHAPTER 7: PLAN REVIEW, ADOPTION AND APPROVAL ................................ .... PAGE 159

ATTACHMENTS ................................ ................................ ................................ .......... PAGE 160

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Executive Summary
Hazard Mitigation Plans (HMP) are strategic frameworks designed to reduce the loss of life and property by lessening the impact of disasters. The primary goal of the HMP is to identify potential hazards, assess their risks, and implement long -term strateg ies to mitigate their effects on a community. This comprehensive plan involves a systematic process of identifying hazards, evaluating vulnerabilities, and developing actions to minimize the damage and disruption caused by natural hazard events.

Before we go into the details of the planning process, it’s important to define hazard mitigation as actions taken to minimize or eliminate threats associated with hazards.

In 2019, the National Institute of Building Sciences
issued an update to its landmark report “Natural
Hazard Mitigation Saves”. The study analyzed the
benefit cost ratio of a range of mitigation activities
including mitigation planning and building retrofits.

The findings revealed a dramatic return on investment.

For mitigation activities, every dollar spent yielded a six dollar return on avoided losses in the future. For building retrofits, every dollar spent yielded a four
dollar return on avoided losses in the future.

FEMA’s mitigation website recommends 4 steps in the
overall planning process: Step #1 is to organize the
planning process and resources which includes creation
of a Planning Team to assist with research and writing
as well as the development of a Community Outreach
Strategy. Step #2 is to assess risks and capabilities
including a Risk and Vulnerability Assessment as well as a review of the city’s capability to respond and recover from a major disaster. Step #3 is to develop a Mitigation Strategy which inc ludes a comprehensive list of
mitigation actions and projects. Step #4 is to Adopt and Implement the Plan which includes a formal review by
Cal OES and FEMA and adoption by the City Council.

The tool used to judge the adequacy of a plan is referred to as the Plan Review Tool (PRT). Within the PRT, the
plan requirements are divided into elements including planning process, hazard identification and Risk Assessment, mitigation strategy, plan maintenance, plan update, plan adoption, high hazard potential dams.

The City of Monterey Park’s plan is displayed in seven chapters: planning process, community profile, risk assessment, vulnerability and impact s assessment, mitigation strategy, plan maintenance, and plan review-adoption-approval. The chapters on risk, vulnerability and impacts focus on hazard events posing the greatest threat to the community. The chapter on mitigation strategy identifies current and future policies and projects to minimize or eliminate threats associated with the prioritized hazards including earthquake, wildfire, and urban flooding .

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Monterey Park ’s geographical setting, climate, demographic trends, economic conditions, transportation infrastructure, community assets, and efforts to address climate change were taken into consideration during the planning and writing of the hazard mitigation plan. The city primarily serves as a residential suburb with low -density housing and supporting commercial developments. Garfield Medical Center is the largest employer in the city followed by Southern California Gas Company, Costco Wholesale, Monterey Park Hospital, and Home Depot.

The development of the plan was guided by FEMA’s 2023 Local Mitigation Planning Policy Guide and 2023 Local Mitigation Planning Handbook. These documents contain updated official policy on and interpretation of applicable statues and mitigation planning regulations in 44 Code of Federal Regulations (CFR) Part 201, more commonly referred to as the Disaster Mitigation Act of 2000. FEMA is the sole entity allowed to approve a mitigation plan.

In developing the HMP , a Planning Team was formed to undertake a detailed analysis of the community’s unique risks and challenges.

The Team included department representatives from Fire, Recreation and Community Services , City Manager’s Office , Planning, Library, Management Services , Public Works , Police, Engineering, Water Utility , Community Development , Human Resource and Risk Management, and Economic Development. The Team met a total of five times with the consultant and contributed to the Initial Draft Plan. In addition to the planning document itself, the Team developed and was actively involved in an aggressive community outreach strategy. As pointed out in the plan, people are the most important asset in need of protection.

The planning process involved collaboration among adjoining local governments and special districts, businesses organization, residents, and other stakeholders to gather data, assess vulnerabilities, and prioritize mitigation actions. The process ensured that the community is better prepared to respond to and recover from disasters, while enhancing overall resilience.

The risk, vulnerability, and impacts assessment involved a comprehensive evaluation of the hazard events that could result in significant damage or loss of life. The assessment process involved four key steps: identifying hazards, profiling hazard events, inventory of assets, and estimation of potential human and economic losses.

Overall, the assessment underscored the importance of understanding and preparing for various hazards to mitigate their impact on the community's people, structures, economy, and valued resources. This comprehensive approach ensures that Monterey Park will be better equipped to handle potential emergencies and protect its residents and businesses from future hazard events.

Additionally, the assessment discusses social vulnerability populations and underserved communities in Monterey Park . Studies on this topic commonly identify six categories as indicators of social vulnerability: socioeconomic status, age, gender, race and ethnicity, English language proficiency and medical issues and disability. These are the factors chosen by the Planning Team for consideration in the plan.

According to the 2020 Census, there are 13,029 individuals over the age of 65 and 10,438 individuals under the age of 18 living in Monterey Park. The census tracts in the central and western boundaries of Monterey Park have a higher percentage of their population older than 65.

Monterey Park is a diverse community characterized by a rich racial and ethnic profile. The

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largest group is Asian, primarily of Chinese descent, but the city also includes significant populations of Filipino, Vietnamese, Korean, and Indian residents. Hispanic or Latino individuals comprise a substantial portion of the population, with Mexican and Central American heritage being the most prominent.

The ability to communicate with others during a disaster is imperative for residents to be able to take the necessary precautions related to the disaster. When individuals do not speak the language in which emergency information is presented, it can negatively influence the individual’s ability to comprehend the situation and take appropriate action. According to data provided by the ESRI Business Analyst at Risk Population infographic roughly 8% of the population in Monterey Park speak a language other th an English and do not speak English. Asian -Pacific Island language and Spanish are the two most common language groups spoken in Monterey Park. Roughly 830 people speak Spanish and little to no English. Roughly 30 people speak an Asian-Pacific Island language and little to no English.

Throughout the entire planning process, the Planning Team kept the public and stakeholders informed of the Team’s progress and opportunities to provide input. These outreach activities began with the City Council in 2022, followed by press releases, social media postings, solicitations to participate in a public opinion survey, posting of a hazard mitigation overview video, and briefings at public forums.

The next step of the plan will be a formal review by Cal OES and FEMA capped by FEMA’s issuance of Approvable Pending Adoption. Once the plan is adopted by the City Council, FEMA will issue a Letter of Approval which will grant the city’s eligibility for mitigation -related grants for a period of five years. The Planning Team will immediately begin the process of plan implementation which will continue with the tradition of sharing and incorporating input from the public and stakeholders.

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Chapter 1: Planning Process and Resources

Introduction
This Hazard Mitigation Plan (Mitigation Plan) was prepared in response to the Disaster Mitigation Act of 2000 (DMA 2000). DMA 2000 (also known as Public Law 106-390) since 2005 has required state and local governments (including special districts and joint powers authorities) to prepare mitigation plans to document their mitigation planning process, and identify hazards, potential losses, mitigation needs, goals, and strategies . This type of planning supplements the city’s comprehensive land use planning and emergency management planning programs. The city’s most recent Hazard Mitigation Plan was approved by FEMA in 2008. Once adopted by the City Council and approved by FEMA, the Plan will ensure eligibility for Hazard Mitigation Grant Program (HMGP) and other mitigation-related funding.

DMA 2000 was designed to establish a national program for pre -disaster mitigation, streamline disaster relief at the federal and state levels, and control federal disaster assistance costs .

Congress believed these requirements would produce the following benefits:

✓ Reduce loss of life and property, human suffering, economic disruption, and disaster costs.
✓ Prioritize hazard mitigation at the local level with increased emphasis on planning and public involvement, assessing risks, implementing loss reduction measures, and ensuring critical facilities/services survive a disaster.
✓ Promote education and economic incentives to form community -based partnerships and leverage non-federal resources to commit to and implement long -term hazard mitigation activities.

FEMA’s 2023 Local Mitigation Planning Handbook includes the following definitions:

Hazard Mitigation is any sustained action taken to reduce or eliminate long-term risk to life and property from hazards.

Mitigation Planning is a community-driven process to help state, local, tribal and territorial governments plan for hazard risk. By planning for risk and setting a strategy for action, governments can reduce the negative impacts of future disasters.

Community Resilience is a community’s ability to prepare for anticipated hazards, adapt to changing conditions and withstand and recover rapidly from disruptions. Activities such as disaster preparedness (which includes prevention, protection, mitigation, response and recovery) and reducing community stressors (the underlying social, economic and environmental conditions that can weaken a community) are key steps to resilience.

Community Lifelines are the most fundamental services in the community that, when stabilized, enable all other aspects of society to function. The integrated network of assets, services and capabilities that make up community lifelines are used day -to-day to support recurrin g needs.

Lifelines enable the continuous operation of critical government and business functions and are essential to human health and safety or economic security, as described in the National Response Framework, 4th Edition (October 28, 2019).

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Q&A | ELEMENT E: PLAN UPDATE | E2-c.

Q: Does the plan describe how jurisdictions integrated the mitigation plan, when appropriate, into other planning mechanisms? (Requirement 44 CFR § 201.6(d)(3)) A: See Authority below.

Authority
Federal Authority
The city is not required to prepare a Mitigation Plan, but state and federal regulations encourage it with financial incentives. The federal Robert T. Stafford Disaster Relief and Emergency Act, amended by the Disaster Management Act of 2000, creates a federal framework for local hazard mitigation planning. It states that jurisdictions that wish to be eligible for federal hazard mitigation grant funding must prepare a hazard mitigation plan that meets a certain set of guidelines and submit this plan to FEMA for review and approval. The following regulations and guidelines apply to this plan:

Federal Laws
• Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act), as amended.

Federal Regulations
• 44 CFR Part 201 Mitigation Planning.
• 44 CFR, Part 60, Subpart A, including § 60.3 Floodplain management criteria for flood-prone areas.
• 44 CFR Part 77 Flood Mitigation Grants.
• 44 CFR Part 206 Subpart N. Hazard Mitigation Grant Program.

Federal Guidance
• FEMA Local Mitigation Planning Policy Guide, April 19, 2023. • FEMA Local Mitigation Planning Handbook, May 2023

State Authority
California Government Code Sections 8685.9 and 65302.6
California Government Code Section 8685.9 (also known as Assembly Bill 2140) limits the State of California's share of disaster relief funds paid out to local governments to 75 percent of the funds not paid for by federal disaster relief efforts unless the jurisdiction has adopted a valid hazard mitigation plan consistent with the Disaster Management Act of 2000 and has incorporated the hazard mitigation plan into the jurisdiction's general plan. In these cases, the State may cover more than 75 percent of the remaining disaster relief costs.

All cities and counties in California must prepare a General Plan, including a Safety Element that addresses various hazard conditions and other public safety issues. The Element may be a stand-alone chapter or incorporated into another section, as the co mmunity wishes. California Government Code Section 65302.6 indicates that a community may adopt a mitigation plan into its Safety Element if the mitigation plan meets applicable state requirements. This allows communities to use the mitigation plan to satisfy state requirements for Safety Elements. As the General Plan is an overarching long -term plan for community growth and development, incorporating the mitigation plan into it creates a stronger mechanism for implementing the mitigation plan.

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California Government Code Section 65302 (G)(4)
California Government Code Section 65302 (g)(4), also known as Senate Bill (SB) 379, requires that the General Plan Safety Element address the hazards created or exacerbated by climate change. The Element must identify how climate change is expected to af fect hazard conditions in the community and include measures to adapt and be more resilient to these anticipated changes. Because the mitigation plan can be incorporated into the Safety Element, including these items in the mitigation plan can satisfy the state requirement. SB 379 requires that climate change be addressed in the Safety Element when the mitigation plan is updated after January 1, 2017, for communities that already have a mitigation plan, or by January 1, 2022, for communities without a FEMA-approved mitigation plan.

Passed in 2006, Assembly Bill No. 2140 (AB 2140) allows California counties and cities to be considered for additional state cost-share on eligible Public Assistance projects by adopting their current, FEMA-approved local hazard mitigation plans (LHMPs) in to the Safety Element of their General Plan. This adoption, along with other requirements, makes the county or city eligible to be considered for part or all of its local -share costs on eligible Public Assistance projects to be provided by the state through the California Disaster Assistance Act (CDAA).

AB 2140 compliance is not a requirement; however, if the city is compliant, it is eligible to be considered for up to an additional 6.25% local share to be funded by the state, essentially covering the entire local-share cost for eligible Public Assistance projects in the future. It’s important to note that AB 2140 compliance expires when the 2018 HMP expired and in order to continue compliance, the City of Monterey must re-adopt the 2024 HMP itself and adopt the HMP into the General Plan Safety Element when the HMP is updated. Each time, the jurisdiction must provide the necessary documentation when seeking AB 2140 compliance – e.g. resolution(s) and direction to the appropriate section(s) of the General Plan Safety Element.

In order to issue a letter of AB 2140 compliance, Cal OES will review and verify that Monterey Park has performed the following:
✓ Has a current, FEMA-approved or approvable pending adoption (APA) HMP. ✓ Formally adopted the LHMP via resolution.
✓ Formally adopted the most current, approved HMP into the General Plan Safety Element via resolution.
✓ Included language within the General Plan Safety Element that references the HMP. ✓ Included a web link, appendix, or language within the Safety Element that directs the public to the most current, approved HMP in its entirety. ✓ E-mailed the link to the updated General Plan Safety Element web page along with the signed, adoption resolution(s) to the Cal OES AB 2140 inbox [email protected] for review and approval.

In closing, the Monterey Park 2025 HMP is consistent with current standards and regulations, as outlined by the California Office of Emergency Services (Cal OES) and FEMA. It uses the best available science, and its mitigation actions/strategies reflect best practices and community values. It meets the requirements of current state and federal guidelines and makes the city eligible for all appropriate benefits under state and federal law and practices. Note that while FEMA is responsible for reviewing and approving this mitigation plan, and Cal OES is responsible for conducting a preliminary review, it does not grant FEMA or Cal OES any increased role in the governance of the city or authorize either agency to take any specific action in the community.

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Q&A | ELEMENT A: PLANNING PROCESS | A1-a.

Q: Does the plan document the planning process, including how it was prepared and who was involved in the process for each jurisdiction? (Requirement 44 CFR § 201.6(c)(1)) A: See Graphic 1.1 below.

Planning Approach
Graphic 1.1: Planning Approach
Source: FEMA’s Hazard Mitigation Planning Website

The four -step planning approach outlined on
FEMA’s Hazard Mitigation website is the process
used by the Planning Team during the plan update.

Step 1: Organize the Planning Process and
Resources
At the start, a state, local, tribal nation, or territorial government should focus on assembling the
resources needed for a successful mitigation
planning process. This includes securing technical
expertise, defining the planning area, and
identifying key individuals, agencies, neighboring
jurisdictions, busines ses, and/or other
stakeholders to participate in the process. The
planning process for local governments and tribal
nations must include opportunities for the public to
comment on the plan.

Step 2: Assess Risks and Capabilities
Next, the state, local, trib al nation, or territorial government needs to identify the characteristics and potential consequences of hazards. It is important to understand what geographic areas the hazards might impact and how people, property, or other assets might be vulnerable. The four basic components of a risk assessment are:
o Hazard identification
o Profiling of hazard events
o Inventory of assets
o Estimation of potential human and economic losses based on the exposure and vulnerability of people, buildings, and infrastructure

Step 3: Develop a Mitigation Strategy
The state, local, tribal nation, or territorial government then sets priorities and develops long-term strategies for avoiding or minimizing the undesired effects of disasters. The strategy is based on an assessment of the unique set of regulatory, administrative, and financial capabilities to undertake mitigation. The mitigation strategy also includes a description of how the mitigation actions will be implemented and administered.

Step 4: Adopt and Implement the Plan
Once FEMA has received proof of adoption from the governing body, the plan will be approved by FEMA. Next, the state, local, tribal nation, or territorial government can bring the mitigation

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plan to life in a variety of ways, ranging from implementing specific mitigation actions to changing aspects of day-to-day organizational operations. To ensure success, the plan must remain a relevant, living document through routine maintenance. The state, local , tribal nation needs to conduct periodic evaluations to assess changing risks and priorities and make revisions as needed.

Q&A | ELEMENT C: Mitigation Strategy | C2-a.

Q: Does the plan contain a narrative description or a table/list of their participation activities? (Requirement 44 CFR § 201.6(c)(3)(ii))
A: See NFIP Participation below.

National Flood Insurance Program
Established in 1968, the NFIP provides federally backed flood insurance to homeowners, renters, and businesses in communities that adopt and enforce floodplain management ordinances to reduce future flood damage.

NFIP Participation
The City of Monterey Park has participated in NFIP since November 30, 1979. According to the City, Monterey Park is designated a No Specific Flood Hazard Area (NSFHA). The City Engineer is designated as floodplain administrator.

According to the City’s website:

Monterey Park is a map -rescinded community. This means that the community has no special flood hazard areas and a flood map for the community has not been published.

The city's Community Number is 065047. The city's current effective map is designated No Specific Flood Hazard Area (NSFHA). Although it may not be subject to the 100-year flood, floods of greater magnitude could occur here. In addition, certain structures may be damaged by local drainage problems. The flood zone rating for the entire community is Zone X, for flood insurance rating purposes.

The City does not maintain a floodplain ordinance. Justification for not maintaining an ordinance (and the substantial improvement and substantial language requirements) is located in the Attachment: Floodplain Related Documents.

The NSFHA is not in any immediate danger from flooding caused by overflowing rivers or hard rains. However, it is important to note that structures within the NSFHA are still at risk. In fact, over 20% of all flood insurance claims come from areas outside of mapped high-risk flood zones.

Q&A | ELEMENT B: RISK ASSESSMENT | B2-c.

Q: Does the Plan address NFIP-insured structures within each jurisdiction that have been repetitively damaged by floods? (Requirement 44 CFR § 201.6(c)(2)(ii)) A: See Repetitive Loss Properties/Severe Repetitive Loss Properties below.

Repetitive Loss Properties and Severe Repetitive Loss Properties Repetitive Loss Properties (RLPs) and Severe Repetitive Loss Properties (SRLPs) are most susceptible to flood damage; therefore, they have been the focus of flood hazard mitigation programs. Unlike a countywide program, the Floodplain Management Plan (FMP) for repetitive

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loss properties involves highly diversified property profiles, drainage issues, and property owner’s interest. It also requires public involvement processes unique to each RLP area. The objective of an FMP is to provide specific potential mitigation meas ures and activities to best address the problems and needs of communities with repetitive loss properties. According to FEMA resources, none of the properties within the City of Monterey Park are designated as Repetitive Loss Property (RLPs) or Severe Loss Property (SLPs).

Q&A | ELEMENT A: PLANNING PROCESS | A1-a.

Q: Does the plan document the planning process, including how it was prepared and who was involved in the process for each jurisdiction? (Requirement 44 CFR § 201.6(c)(1)) A: See Planning Area, Table 1.1, Table 1.2, Table 1.3, Table 1.4 below.

Q&A | ELEMENT A: PLANNING PROCESS | A1-b.

Q: Does the plan list the jurisdiction(s) participating in the plan that seek approval , and describe how they participated in the planning process? (Requirement 44 CFR § 201.6(c)(1)) A: See Planning Process below.

Planning Process
Planning Area
Initial considerations included agreeing that the boundary of the City of Monterey Park constitutes the planning area and the City government itself served as what FEMA refers to as the “planning participant.” Therefore, this is a single-jurisdiction plan.

Organizing Resources
In the guidance documents, FEMA suggests that critical resources to the planning process are the city’s partners, data resources, plans and studies, and technical assistance. The planning process is powered by city staff, the public, and stakeholders.

Data resources, plans, and studies are discussed later in this Chapter under Using Existing Data. Also, the city utilized FEMA’s HAZUS loss projection software for 3 scenario earthquakes.

See the Risk Assessment – Earthquake Profile for HAZUS mapping and report.

The city’s capabilities to support mitigation activities are discussed in this Chapter under Capability Assessment.

Q&A | ELEMENT A: PLANNING PROCESS | A2-a.

Q: Does the plan identify all stakeholders involved or given an opportunity to be involved in the pla nning process, and how each stakeholder was presented with this opportunity? (Requirement 44 CFR § 201.6(b)(2))
A: See Table 1.1 below.

Planning Team
Throughout the entire planning process , the departments represented on the Planning Team served as stakeholders while also making a concerted effort to gather input and ideas from other stakeholders and the public. Additionally, special attention during the hazard research and

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mapping analysis was given to climate vulnerability and impacts on underserved communities and socially vulnerable populations.

Stakeholders (as defined previously) were informed via email of the planning process and availability of the First Draft Plan. A later email was sent to stakeholders announcing the posting of the Hazard Mitigation Overview Video and Survey. For stakeholders with unknown email addresses, the notifications were sent through the mail.

The city’s Hazard Mitigation Planning Team was the core group of people responsible for:
• Developing and reviewing drafts of the plan
• Informing the risk assessment
• Developing the mitigation goals and strategy
• Submitting the plan for local adoption
• Promoting the project through various community outreach venues

Monterey Park chose to build a Planning Team from city department and division staff with expertise about the community’s assets as defined by FEMA to include people, structures (including community lifelines), economy, and other assets. Other assets include natural, historic, and cultural resources as well as activities bringing value to the community. The table below aligns the represented departments and divisions with the assets:

Table 1.1: Planning Team Technical Expertise
City of
Monterey Park
Departments &
Divisions
Assets
People Structures Community
Lifelines
Economy Other Assets

City Manager’s
Office

X X X X X
Community
Development
Department

X X X X X
Economic
Development
X X
Engineering X X
Fire X X X
Human
Resource and
Risk
Management
X X
Library X X
Management
Services

X X X
Planning X X X
Police X X X
Public Works X X
Water Utility X X X

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The Planning Team worked with Emergency Planning Consultants to create the updated plan.

Planning Team members were sent email invitations on November 14, 2022, announcing the purpose of the Team and overall schedule. The department and division representatives on the Planning Team served as active stakeholders and contributors to the plan’s update. Throughout the plan development process, the Team confirmed the planning approach, drafted and reviewed content, made revisions, and engaged members of the public. As indicated below, the meetings were designed to maximize contributions from the Team. Insights, opinions, and facts were gathered ranging from haz ard history and rankings, capabilities, ongoing and future mitigation activities, and opportunities to engage the public through existing venues and meetings.

Planning Team members participated in a total of 5 Planning Team meetings. ➢ Planning Team Meeting #1 was facilitated by the consultant who provided an overview of hazard mitigation planning and an initial hazard assessment. The meeting included a PowerPoint with hazard -related information from the City’s General Plan and earthqua ke simulation videos. Also, the Planning Team identified the hazards to be included in the HMP and completed the Calculated Priority Risk Index for those hazards. Introduced the requirements for community outreach and began discussions on existing venues including City Council, Commission meetings, Senior Center events, and scheduled street fairs. Also discussed desire for a Survey Monkey is gather information on knowledge of hazards and levels of preparedness.

➢ Planning Team Meeting #2 was facilitated by the consultant who introduced the HAZUS maps and reports. Also, a PowerPoint was shared with the Planning Team on the categories of mitigation activities. A scoring system was shared with the Team for ranking “priority, benefit, and cost”. The consultant led the Team through the 20 08 Mitigation Action Items to capture updates and status. Consultant also shared draft of the “Capability Assessment” which was gathered from the city’s website and budget. Addition ally, the draft “Hazard Proximity to Critical Facilities” table was shared showing the hazard ratings for each facility. The consultant requested assistance on gathering information for each facility including number of buildings, staff assigned, property value, and content value.

➢ Planning Team Meeting #3 was facilitated by the consultant who shared the updated Mitigation Actions Matrix in advance of the meeting. The Planning Team continued in its update to the 2008 action items. Also, the consultant shared policies and actions out of the City’s Capital Improvement Program and General Plan Safety Element relating to hazard mitigation. The Planning Team selected the policies and actions they wanted included in the 2024 Mitigation Actions Matrix.

➢ Planning Team Meeting #4 was facilitated by the consultant who shared an overview of FEMA’s “new rules”. The focus of the discussion was on the new mandates for a more robust community outreach. Sample surveys and social media postings were shared and discussed.

The Team agreed to post a hazard mitigation overview video and survey including information about socially vulnerable populations and local hazards.

➢ Planning Team Meeting #5 was facilitated by the consultant who shared an advance copy of the Initial Draft Plan. The Team was encouraged to read the entire document in advance of the meeting – particularly the Mitigation Action Matrix items assigned to their own department.

The consultant encouraged comments, corrections, and overall thoughts on the document .

The Team was assured that information gathered would be reflected in the First Draft Plan which would be made available to the public and stakeholders during the community outreach process.

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Table 1.2: Planning Team Level of Participation
Name
Research and Writing of Plan
Planning Team Meeting 1: November 28, 2022
Planning Team Meeting 2: December 12, 2022
Planning Team Meeting 3: January 9, 2023
Planning Team Meeting 4: March 6, 2023
Planning Team Meeting 5: June 26, 2023
Planning Team Comment on Initial Draft Plan
Distribute First Draft Plan, Survey, and Video to
Public and Stakeholders
Incorporate Input from Public and Stakeholders
into Second Draft Plan
Submit Second Draft Plan to Cal OES/FEMA
for Approvable Pending Adoption
Post Final Draft Plan in Advance of City Council
Meeting
Present Final Draft Plan to City Council at
Public Meeting for Plan Adoption
Submit Proof of Adoption to FEMA for Final
Approval
Incorporate FEMA Approval into Final Plan
Planning Team
Chris Thompson, Chair X X X X X X X X
Robert Aguirre X X X X X X
Inez Alverez X X X X X
Tony Antich X
Ron Bow X X X X
Beth Chow X X X
Diana Garcia X X X X X X X
Martha Garcia X X X X X X
Matt Hallock X X X X X X
Shawn Igoe X X X X X
Gustavo Jimenez X X X X X
Ziad Mazboudi X X X X
George Noriega X X
Jessica Serrano X X X X X X
Christine Tomikawa X X X X X X X
Joseph Torres X X X X X
Scott Wiese X X
Emergency Planning
Consultants
Carolyn Harshman X X X X X X X X X
Jill Caputi X

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Table 1.3: Project Timeline
Tasks
October 2022
November
December
January 2023
February
March
April-May
June
July-August
September
October
November-December
January – June 2024
July
August-October
November
December
January 2025
February
March
Research
Research for Risk Assessment and HAZUS X X
Plan Writing
Initial Draft, First Draft, Second Draft, Final Draft,
Final X X X X X X X X X
Planning Team Meetings
Meeting #1 HMP Overview and Initial Hazard
Assessment X
Meeting #2 Develop Mitigation Action Items X
Meeting #3 Develop Mitigation Action Items X
Meeting #4 Discuss Changes in FEMA Regulations X
Meeting #5 Review Initial Draft Plan X
Community Outreach
First Outreach - Seek Public and Stakeholder Input
to First Draft Plan X X
Second Outreach – Seek Public and Stakeholder
Input to Survey and Video. X
Approval and Adoption of Plan
Submit Second Draft Plan to Cal OES and FEMA.

Complete Mandated Revisions. X X X X
Receive FEMA’s Approvable Pending Adoption
Post and Participate in City Council Meeting to
Adopt the Final Draft Plan, Submit Proof of Adoption
to FEMA

Receive FEMA Final Approval
Incorporate FEMA Final Approval into Final Plan

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Plan Writing
An Initial Draft Plan was prepared by the consultant with considerable input from the Planning Team during the Planning Team Meetings . The Initial Draft Plan was distributed in advance of the fifth meeting of the Planning Team. The day of the meeting, the consultant facilitated a discussion of the Initial Draft Plan while soliciting input, corrections, and other suggestions from the Planning Team.

With amendments gathered from Planning Team Meeting # 5, the First Draft Plan was ready for notice and distribution to the public and stakeholders. The first community outreach took place in September 2023 with the sharing of the First Draft Plan. The Planning Team wanted to ensure gathering as many perspectives as possible. Also, sharing and gathering input served as an excellent means to enlist local champions interested in mitigation opportunities regarding their own homes and businesses. No input was received on the First Draft Plan from the public or stakeholders. A second community outreach took place in July 2024 with the posting of a hazard mitigation overview video and survey. No views were tracked on the video and no responses were received on the survey.

After documenting the input gathered on the First Draft Plan and the outreach activities , the Second Draft Plan was ready for submission to Cal OES and FEMA along with a request for a formal review and a determination of “approvable pending adoption” . Throughout the formal review process, the Planning Team and consultant completed amendments to the Plan as mandated by Cal OES and FEMA.

Upon receipt of FEMA’s Approvable Pending Adoption notice, the Final Draft Plan will be posted in advance of Monterey Park’s City Council public meeting. The public and stakeholders will be informed of the City Council meeting through email and social media. The purpose of the meeting will be to provide a public forum where additional comments can be gathered from the Council and attendees. The public meeting will include a presentation of a staff report and PowerPoint outlining the planning process and benefits of hazard mitigation. Staff will request an adoption from the City Council, proof of adoption will be forwarded to FEMA along with a request for a Letter of Approval.

A summary of the plan writing, approval, adoption and implementation is below in Table 1.4.

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Table 1.4: Summary of Plan Writing, Adoption, Approval, and Implementation

PLAN WRITING, ADOPTION, APPROVAL, AND IMPLEMENTATION
Plan Writing (Initial
Draft Plan & First Draft
Plan)
Plan Formal Review
(Second Draft Plan)
Plan Adoption Phase
(Final Draft Plan)
Plan Approval Phase
(Final Plan)
Plan Implementation
Phase
• Based on research
and input gathered
during Planning
Team meetings,
consultant
prepared the Initial
Draft Plan
• Input to the Initial
Draft Plan from the
Planning Team
meeting #5
incorporated into
the First Draft Plan
• Public and
stakeholders
invited to provide
input to the First
Draft Plan via mail,
email, web posting,
and social media
• Second community
outreach included
survey and video.
• All input from the
public and
stakeholders
incorporated into
the Second Draft
Plan
• Second Draft
Plan was sent to
Cal OES for
formal review
• Consultant and
Planning Team is
addressing
revisions
mandated by Cal
OES
• Cal OES will
forward the Plan
to FEMA for
review
• When deemed
acceptable,
FEMA will issue
Approvable
Pending Adoption

• Will post public
notice of City
Council meeting
along with the
access to the
Final Draft Plan
• Final Draft Plan
will be distributed
to City Council in
advance of
meeting
• Staff will present
Final Draft Plan to
City Council along
with resolution for
adoption
• Staff will request
an adoption from
the City Council

• Will submit proof
of adoption to
FEMA with
request for final
approval
• Will receive
FEMA Letter of
Approval
• Will incorporate
FEMA approval
and City Council
resolution into
the Final Plan
• Will conduct
annual Planning
Team
implementation
meetings
• Will integrate
mitigation action
items into budget
and other funding
and strategic
documents

Q&A | ELEMENT A: PLANNING PROCESS | A2-a.

Stakeholder Outreach
The planning process was powered by City staff, the public and stakeholders from across the private, public and non -governmental sectors. These resources were needed to assist with technical expertise , historical knowledge, and to provide insights into hazards and mitigation strategies. Below, the stakeholder categories are defined as in the Handbook. As they apply to Monterey Park, the specific engagements are indicated in italics:

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Stakeholder Opportunities for Input by Category
• Local and Regional Agencies Involved in Hazard Mitigation activities . Examples include public works, emergency management, local floodplain administration and Geographic Information Systems (GIS) departments.

Planning Team invitations were sent to applicable City departments. The invitation included an overview of the role of the Team and the time requirements of 5 meetings as well as reviewing the Initial Draft Plan. Team members were engaged in a discussion on a community outreach strategy including posting a hazard mitigation video, survey, and First Draft Plan once available . Also, they were encouraged to attend public forums including the City Council adoption meeting.
• Agencies that have the Authority to Regulate Development. Examples include zoning, planning, community and economic development departments, building officials, planning commission, and other elected officials.

Planning Team i nvitations were sent to applicable City departments. The Planning Commission, and City Council were informed of the planning process through the community outreach activities including viewing the video and participating in the survey as well as provid ing input to the First Draft Plan. The same entities were also invited to provide input prior to the City Council adoption meeting. • Neighboring C ommunities. Examples include adjacent local governments, including special districts, such as those that are affected by similar hazard events or may share a mitigation action or project that crosses jurisdictional boundaries. Neighboring communities may be partner s in hazard mitigation and response activities, or maybe where critical assets, such as dams, are located.

All neighboring communities and servicing special districts were informed of the planning process through the community outreach activities with invitations to view the video and participate in the survey as well as to provide input on the First Draft Plan. The same entities were also invited to provide input prior to the City Council adoption meeting. • Businesses, Academia and other Private Organizations. Examples include a chamber of commerce, institutions of learning, private utilities or major employers that sustain community lifelines (providers of vital services in a community that when stabilized enable all other aspects of society to function ). More information on “community lifelines” is available in this Chapter under “Capabilities Assessment”.

These entities were informed of the planning process through the community outreach activities with invitations to view the video and participate in the survey as well as to provide input on the First Draft Plan. The same entities were also invited to provide input prior to the City Council adoption meeting.
• Nonprofit Organizations and Community-Based Organizations. These organizations work directly with and/or provide support to underserved communities and socially vulnerable populations, among others. It is key to bringing partners to the table who can speak to the unique needs of these groups. Examples include housing, healthcare and social services agencies.

Throughout the planning process, Planning Team r epresentatives from t he City’s Fire Department provided insights and issues pertinent to vulnerable populations. With their assistance, t he NPOs and CBOs were informed of the planning process through the community outreach strategy and invited to provide input to the First Draft Plan pr ior to submission for formal review by Cal OES and FEMA.

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Q&A | ELEMENT A: PLANNING PROCESS | A3-a.

Q: Does the plan document how the public was given the opportunity to be involved in the planning process and how their feedback was included in the plan? (Requirement 44 CFR § 201.6(b)(1)) A: See Public Outreach, Table 1.5, and Table 1.6 below.

Public Outreach

The First Draft Plan was announced and posted on the City’s website in September 2023, along with a request to forward any comments to the Planning Team Chair Chris Thompson. A hard copy of the First Draft Plan was available at City Hall. In July 2024, the public was informed via social media, press release, and Cascades of the second community outreach including the survey and video.

Community Outreach Strategy

Table 1.5: Outreach Methods and Activities for Stakeholders, Public, and Underserved Communities, Disadvantaged Communities, Socially Vulnerable Populations

Outreach Methods and
Activities (See Attachments for
samples)
Stakeholder Categories Public Underserved
Communities,
Disadvantaged
Communities,
Socially
Vulnerable
Populations
Local and Regional Agencies
Involved in Hazard Mitigation
Agencies with Authority to Regulate
Development
Neighboring Communities (including
adjacent local governments and
special districts)
Businesses, Academia, and
Community Lifelines
Nonprofit Organizations, Community-
Based Organizations working with
Socially Vulnerable Populations

Stakeholder Emails
Public Forums – City Council,
Planning Commission,
Recreation and Parks
Commission (Note: all of these
participants are Monterey Park
residents)

X X X X X X X
Flyer – shared via Cascades,
Social Media, and posted at:
• City Hall

X X X X X X X

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City’s Website – Posted plan-
related documents and
community outreach materials.

X X X X X X X
Social Media – Facebook, X,
and Instagram including
announcement of the First Draft
Plan, survey, and video.

X X X X X X X
City E-Newsletter – Cascades
weekly newsletter.

X X X X X X X
Neighborhood Newspaper –
Chinese Daily Newspaper

X X X X
Initial Draft Plan – Reviewed by
Planning Team (September
2023).

X
First Draft Plan – Public notified
via social media, Cascades, and
Chinese Daily Newspaper.

Email/mail sent to Stakeholders
with link to dedicated website
(September 2023 and July
2024). Invitation included
language welcoming input.

X X X X X X X

Public and Stakeholder Input

There were two community outreach events. The first outreach was in September 2023 utilizing City’s website, flyers, public forums, social media, the City’s E -Newsletter, and Neighborhood Newspaper to share and solicit input on the First Draft Plan. The second outreach was in July

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2024 utilizing flyers, public forums, social media, the City’s E -Newsletter, and Neighborhood Newspaper to share and solicit input on the video and survey.

Table 1.6: Public and Stakeholder Input provides details on the stakeholder categories and individual entities along with any information gathered during the two community outreach events.

FEMA regulations require an accounting of the agency name, name of recipient, and recipient job title. Stakeholders were invited via email while t he public was invited via social media , press release, “Cascades”, and the Chinese Daily Newspaper.

Input gathered from the public or stakeholders is listed in the far right column. In addition to the input gathered, how the information was utilized is also included.

Table 1.6: Public and Stakeholder Input

PUBLIC INPUT
Opportunity
for Input
Name of Recipient Information Received and Integrated into Plan

9.2023

7.2024
Andy Ike Received: The City received an email from Mr. Ike suggesting a mitigation action item be added for portable EV charging stations for use by the City’s vehicle fleet.

Integrated: The Planning Team agreed to the request and added a new item to the Mitigation Actions Matrix.

STAKEHOLDER INPUT
Opportunity
for Input
Name of Entity Name of Recipient Job Title of Recipient Information Received and Integrated into Plan
Local and regional agencies that are involved in hazard mitigation activities Jurisdiction’s Planning Team – Department Representatives

9.2023

7.2024
Fire Department Chris Thompson Interim Fire Chief Input gathered through Planning Team

9.2023

7.2024
Recreation and
Community Services
Department
Robert Aguirre Recreation and
Community Services
Director
Input gathered through
Planning Team

9.2023

7.2024
City Manager’s Office Inez Alverez Interim City Manager Input gathered through Planning Team

9.2023

7.2024
Planning Division Beth Chow Interim Planning Manager Input gathered through Planning Team

9.2023

7.2024
Library Department Diana Garcia Librarian Input gathered through Planning Team

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STAKEHOLDER INPUT
Opportunity
for Input
Name of Entity Name of Recipient Job Title of Recipient Information Received and Integrated into Plan

9.2023

7.2024
Management Services
Division
Martha Garcia Director of Management
Services
Input gathered through
Planning Team

9.2023

7.2024
Public Works
Department
Shawn Igoe Public Works Director Input gathered through Planning Team

9.2023

7.2024
Police Department Gustavo Jimenez Police Captain Input gathered through Planning Team

9.2023

7.2024
Engineering Division Ziad Mazboudi Interim Engineer Manager Input gathered through Planning Team

9.2023

7.2024
Water Utility Division George Noriega Water Operations
Supervisor
Input gathered through
Planning Team

9.2023

7.2024
Community
Development
Department
Jessica Serrano Director of Community
Development
Input gathered through
Planning Team

9.2023

7.2024
Human Resource and
Risk Management
Department
Christine Tomikawa Human Resources and
Risk Management Director
Input gathered through
Planning Team

9.2023

7.2024
Economic
Development
Department
Joseph Torres Economic Development
Manager
Input gathered through
Planning Team

9.2023

7.2024
Police Department Scott Wiese Police Chief Input gathered through Planning Team
County Agencies

9.2023

7.2024
Los Angeles County
Fire Prevention
Division
Claudia Soiza Inspector N/A

9.2023

7.2024
Los Angeles County
Public Health
Department
Kathryn Barger Board Supervisor N/A

9.2023

7.2024
Los Angeles County
Public Works
Department
Toan Duong Supervisor N/A

9.2023

7.2024
Los Angeles County
Sheriff
Shawn Kehoe PIO N/A
Agencies with Authority to Regulate Development
City Departments

9.2023

7.2024
Fire Department Chris Thompson Interim Fire Chief Input gathered through Planning Team

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STAKEHOLDER INPUT
Opportunity
for Input
Name of Entity Name of Recipient Job Title of Recipient Information Received and Integrated into Plan

9.2023

7.2024
Public Works
Department
Shawn Igoe Public Works Director Input gathered through Planning Team

9.2023

7.2024
Community
Development
Department
Jessica Serrano Director of Community
Development
Input gathered through
Planning Team
City Commissions

9.2023

7.2024
Planning Commission Bethelwel Wilson Member N/A

9.2023

7.2024
Johnny Kwok Member N/A

9.2023

7.2024
Peter Fung Member N/A

9.2023

7.2024
Tammy Sam Member N/A

9.2023

7.2024
Jack Chiang Member N/A

9.2023

7.2024
Recreation & Parks
Commission
Jesse Chang Member N/A

9.2023

7.2024
Gary Lau Member N/A

9.2023

7.2024
Paul Duke Lee Member N/A

9.2023

7.2024
Barbara Ngai Member N/A

9.2023

7.2024
Peter Lin Member N/A
Neighboring Communities
Adjacent Jurisdictions (includes adjoining city/county as well as DMAC members)

9.2023

7.2024
Alhambra Fire
Department
Jeffrey Ragusa Fire Chief N/A

9.2023

7.2024
Alhambra Planning
Department
Andrew Ho Director of Community
Development
N/A
Future
distribution
City of Los Angeles Carol Parks Emergency Manager
Future
distribution
City of San Gabriel Position rotates Battalion Chief

9.2023

7.2024
Los Angeles County See County
Agencies above

9.2023

7.2024
Montebello Fire
Department
Fernando Pelaez Fire Chief N/A

9.2023

7.2024
Montebello Planning
Department
Joseph Palombi Director of Planning N/A

9.2023

7.2024
El Monte Planning
Department
Betty Donavanik Community & N/A

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STAKEHOLDER INPUT
Opportunity
for Input
Name of Entity Name of Recipient Job Title of Recipient Information Received and Integrated into Plan
Economic Development
Director
Future
distribution
City of Rosemead Mandy Wong Public Safety Supervisor
Special Districts

9.2023

7.2024
Alhambra School
District
Denise R. Jaramillo Superintendent N/A
Business Organizations, Academic, and other Private Interests Business Organizations

9.2023

7.2024
Chamber of
Commerce
Unknown Unknown N/A
Major Employers
Future
distribution
Costco Wholesale

Future
distribution
Great Wall
Supermarket

Future
distribution
Network Medical
Management Inc

Future
distribution
La Colonial Tortilla
Productions Inc

Future
distribution
Camino Real
Chevrolet

Future
distribution
First Data Remitco,
LLC

Future
distribution
Ralphs Grocery Co

Future
distribution
Home Depot

Private Utilities

9.2023

7.2024
Golden State Water -
Planning/Environment
al Review, Foothill
District
Kyle Snay Operations Engineer N/A

9.2023

7.2024
Southern California
Gas
Fernando Rojo Supervisor N/A

9.2023

7.2024
Southern California
Edison
Patrick Conrad Supervisor N/A
Educational Institutions

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STAKEHOLDER INPUT
Opportunity
for Input
Name of Entity Name of Recipient Job Title of Recipient Information Received and Integrated into Plan

9.2023

7.2024
East Los Angeles
College
Alberto J. Roman President N/A

9.2023

7.2024
Garvey School
District
Anita Chu Superintendent N/A

9.2023

7.2024
Los Angeles Unified
School District
Alberto Carvalho Superintendent N/A

9.2023

7.2024
Rosemead School
District
Alejandro
Ruvalcaba
Superintendent N/A
Nonprofit Organizations and Community-Based Organizations that work directly with Underserved Communities and Socially Vulnerable Populations
Service Organizations

9.2023

7.2024
American Red Cross Ryan Chan Program Manager N/A
Future
distribution
Numerous
organizations
providing critical
services to socially
vulnerable
populations. Not
limited to those
located within the city
boundaries.

City-supported Volunteer Group

9.2023

7.2024
Community
Emergency Response
Team (CERT)
Jon Hum Member N/A

9.2023

7.2024
Laura Tang Member N/A

9.2023

7.2024
Alvin Wong Member N/A

9.2023

7.2024
Sandra Tanaka Member N/A

9.2023

7.2024
Allen Tanaka Member N/A

9.2023

7.2024
Jackson Jang Member N/A

9.2023

7.2024
Vicent Chang Member N/A
Hospitals

9.2023

7.2024
Garfield Hospital Nana Deeb CEO N/A

9.2023

7.2024
Monterey Park
Hospital
Nana Deeb CEO N/A

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STAKEHOLDER INPUT
Opportunity
for Input
Name of Entity Name of Recipient Job Title of Recipient Information Received and Integrated into Plan
Future
distribution
Monterey Park
Convalescent Hospital
Inc

Future
distribution
Heritage Manor
Healthcare

Future
distribution
Carmichael
International Service
Behavior Respite in
Action Inc

Faith Based Organizations

9.2023

7.2024
The Church in
Monterey Park
Unknown Unknown N/A

9.2023

7.2024
United Methodist
Church
Unknown Unknown N/A

9.2023

7.2024
St. Gabriels Episcopal
Church
Unknown Unknown N/A

9.2023

7.2024
Chinese Evangelical
Free Church

Unknown Unknown N/A

9.2023

7.2024
St. Paul’s Evangelical
Lutheran Church

Unknown Unknown N/A

9.2023

7.2024
Shepherd of the Hills

Unknown Unknown N/A

9.2023

7.2024
First Molokan
Christian Church

Unknown Unknown N/A

9.2023

7.2024
St. Stephen Martyr
Catholic Church

Unknown Unknown N/A

9.2023

7.2024
Faith Lutheran Church
- Chinese Faith
Church

Unknown Unknown N/A

9.2023

7.2024
Grace Community
Church of Monterey
Park
Unknown Unknown N/A

9.2023

7.2024
Trinity Church

Unknown Unknown N/A

9.2023

7.2024
St. Thomas Aquinas
Church

Unknown Unknown N/A

9.2023

7.2024
Christ Lutheran
Church

Unknown Unknown N/A

9.2023

7.2024
Monterey Park
Foursquare Church

Unknown Unknown N/A

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STAKEHOLDER INPUT
Opportunity
for Input
Name of Entity Name of Recipient Job Title of Recipient Information Received and Integrated into Plan

9.2023

7.2024
Los Angeles Family
Church

Unknown Unknown N/A

9.2023

7.2024
Sky City Christian
Reformed Church

Unknown Unknown N/A

9.2023

7.2024
Church of Jesus Christ
Latter-Day Saints

Unknown Unknown N/A

9.2023

7.2024
Monterey Park Prajna
Buddhist Mission

Unknown Unknown N/A

Q&A | ELEMENT C. MITIGATION STRATEGY | C1-a.

Q: Does the plan describe how the existing capabilities of each participant are available to support the mitigation strategy? Does this include a discussion of the existing building codes and land use and development ordinances or regulations? (Requirement 44 CFR § 201.6(c)(3)) A: See Capability Assessment – Existing Processes and Programs, Table 1.7 below.

Capability Assessment – Existing Processes and Programs The City will incorporate mitigation planning as an integral component of daily operations. This will be accomplished by the Planning Team members with their respective departments to integrate mitigation strategies into their planning documents and opera tional guidelines. In addition to the Capability Assessment below, the Planning Team will strive to identify additional policies, programs, practices, and procedures that could be created or modified to address mitigation activities.

FEMA identifies four types of capabilities: Planning and Regulatory, Administrative and Technical, Financial, and Education and Outreach. Following are explanations drawn from “Beyond The Basics” a website developed as part of a multi-year research study funded by the U.S. Department of Homeland Security, Coastal Resilience Center and led by the Center for Sustainable Community Design within the Institute for the Environment at the University of North Caroli na at Chapel Hill and the Institute for Sustainable Coastal Communities at Texas A&M University. This excellent resource ties FEMA regulations together with best practices in hazard mitigation.

Planning and Regulatory
Planning and regulatory capabilities are based on the implementation of ordinances, policies, local laws and State statutes, and plans and programs that relate to guiding and managing growth and development. Examples of planning capabilities that can either enable or inhibit mitigation include comprehensive land use plans, capital improvements programs, transportation plans, small area development plans, disaster recovery and reconstruction plans, and emergenc y preparedness and response plans. Plans descr ibe specific actions or policies that support community goals and drive decisions. Likewise, examples of regulatory capabilities include the enforcement of zoning ordinances, subdivision regulations, and building codes that regulate how and where land is developed and structures are built. Planning and regulatory capabilities refer

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not only to the current plans and regulations, but also to the community’s ability to change and improve those plans and regulations as needed.

Administrative and Technical
Administrative and technical capability refers to the community’s staff and their skills and tools that can be used for mitigation planning and to implement specific mitigation actions. It also refers to the ability to access and coordinate these resources effectively. Think about the types of personnel employed by each jurisdiction, the public and private sector resources that may be accessed to implement mitigation activities in your community, and the level of knowledge and technical expertise from all of these sources. These include engineers, planners, emergency managers, GIS analysts, building inspectors, grant writers, floodplain managers, and more. For jurisdictions with limited staff resources, capacity should also be considered; while staff members may have specific skills, they may not have the time to devote to additional work tasks.

The planning team can identify resources available through other government entities, such as counties or special districts, which may be able to provide technical assistance to communities with limited resources. For example, a small town may turn to cou nty planners, engineers, or a regional planning agency to support its mitigation planning efforts and provide assistance. For large jurisdictions, reviewing administrative and technical capabilities may involve targeting specific staff in various departments that have the expertise and are available to support hazard mitigation initiatives. The degree of intergovernmental coordination among departments also affects administrative capability.

Financial
Financial capabilities are the resources that a jurisdiction has access to or is eligible to use to fund mitigation actions. The costs associated with implementing mitigation activities vary. Some mitigation actions, such as building assessment or outreach efforts, require little to no costs other than staff time and existing operating budgets. Other actions, such as the acquisition of flood - prone properties, could require substantial monetary commitments from local, state, and federal funding sources. Some local governments may have access to a recurring source of revenue beyond property, sales, and income taxes, such as stormwater utility or development impact fees.

These communities may be able to use the funds to support local mitigation efforts independently or as the local match or cost-share often required for grant funding.

Education and Outreach
This type of capability refers to education and outreach programs and methods already in place that could be used to implement mitigation activities and communicate hazard-related information.

Examples include fire safety programs that the F ire Department delivers to students at local schools; and participation in community programs, such as Firewise.

Table 1. 7 below includes a broad range of capabilities within the City of Monterey Park to successfully accomplish mitigation.

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Table 1.7: Capability Assessment - Existing Processes and Programs (Source: City of Monterey Park website, 2023)
Capability Type Capability Name Capability Description and Ability to Support Mitigation Planning and Regulatory
Administrative and Technical
Financial
Education and Outreach

City of Monterey Park Departments
X X City Attorney The City Attorney acts as the city's general legal counsel. In this capacity, the city attorney advises the city council and staff on all legal matters relating to the operation of the municipal government, and is responsible for the preparation of various resolutions, ordinances, and agreements.

The general legal counsel services of the city attorney are provided via contract with a private legal firm of Hensley Law Group.

X X X City Clerk’s Office The City Clerk's Office is responsible for maintaining an accurate record of city council proceedings, maintaining official city records and conducting municipal elections in accordance with federal and state laws.

The city clerk administers the oath of office to all elected officials, city commissioners and key employees.

X X X X City Council Under the Council-Manager form of government, the Monterey Park City Council is responsible for the legislative functions of the City, which includes establishing policies and priorities, developing an overall vision, and approving annual spending plans for the City.

The activities provide the resources and support needed by the City Council to carry out the legislative and fiduciary responsibilities and establish City policies based on information provided by staff, advisory boards and commissions, and the community. The City Council has identified the following core strategies:
• Maintain a fiscally healthy and financially sound municipal government . • Provide a safe, well-maintained community that affords a good quality of life.
• Create a civil, fair, and democratic community which maintains a well balance for its residents and businesses.
• Ensure a responsive and transparent municipal government that facilitates opportunities for community involvement in decision-making. • Seek and support solutions to regional issues such as public health, housing/homelessness, economic growth, job creation, and environmental sustainability that promote intergovernmental relationships and public-private partnerships.

X X X X City Manager’s Office Under the initiative adopted by the voters of Monterey Park in 1948, the City Manager serves as the chief executive officer of the city under the direction of the City Council. In this capacity, the City Manager provides the following:

• Overall direction and coordination of city operations.

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Capability Type Capability Name Capability Description and Ability to Support Mitigation Planning and Regulatory
Administrative and Technical
Financial
Education and Outreach

• Continual monitoring and evaluation of services and
programming to ensure their relevance to the needs of the community.
• Oversees an aggressive program of resource development that results in measurable increases in the productivity of city operations each year.
• Procurement of available grant funds to achieve special projects.
• New commercial and industrial development that expands the economic base of the city.

X City Treasurer The City Treasurer evaluates investment options and investing City funds using the criteria of safety, liquidity, and yields. Also reviews the City’s investment policy and internal controls over investment and treasury functions to ensure the proper segregation of duties and asset safeguarding. Submits monthly and annual investment reports.

X X X X Community Development
Department
The Community Development Department maintains the city's physical environment through the effective and efficient use of the city's legislative mandates, including maintaining the General Plan, zoning, building, and property maintenance codes, which provide a solid foundation for an excellent quality of life for the residents of Monterey Park. The Community Development Department is c omprised of the Building & Safety and Planning Divisions.

This Department is also responsible for providing services that promote the community's short and long term development interests in maintaining Monterey Park's traditionally high standards of development in residential, commercial, and industrial areas, a s well as providing staff assistance to the Design Review Board, Planning Commission and City Council.

X X X Economic Development
Division
The Economic Development Division is responsible for encouraging business investment opportunities and job creation, expanding the City's tax base, supporting business attraction and retention activities, and assisting business building efforts through innovative and implementable approaches that advance inclusion, diversity, and accessibility.

The Economic Development Division serves several functions. In keeping with our responsibility to market the City and attract, assist, and retain businesses, we:

• Help business owners navigate the business creation process. • Conduct outreach within the business community to identify the needs and concerns of local business owners.
• Identify and create programs to assist local businesses.

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• Locate underused commercial properties and work with owners and leasing agents to help them find the right tenants. • Market and promote the City at networking events like the International Council of Shopping Centers conference to attract high-profile tenants.
• Manage the lease and sale of City-owned properties.
• Act as liaison to the Business Improvement District.

X X X Finance Department The Finance Department is the core of the city's financial operations. It provides centralized financial planning, budgeting, investing, debt management, general ledger, grant accounting, accounts payable, payroll, audits, and financial reporting. In addition, the department establishes and maintains the city's administrative policies and procedures for internal controls.

The department maintains the city's IT management function. Current applications, including accounting, assessment, budgeting, licensing, utility billing, and financial planning, are all on a PC -based network. In addition to assisting city departments in p urchasing services and goods, Finance maintains the city's telephone system. The department maintains a public service counter and serves as the central revenue collection point for the city, including utility billing, various users' fee, business license, utility tax, transient occupancy tax, and franchise tax.

X X X Fire Department The Fire Department serves the community with fire protection, hazardous materials response, disaster preparedness, and emergency medical services. Maintains the Emergency Operations Center.

For the past few years, the Fire Department has been moving towards a community-centered metric driven organization committed to providing quality emergency, preventative, and risk reduction activities to the community. Personnel have become more proactive towards risk identification, public education, safety education, increased Community Emergency Response Teams ("CERT") training, and fire investigation activities.

Moving in this direction, and through the hard work and efforts of the fire personnel, the City has achieved a Public Protection Classification (PPC) rating of a Class 1 by the Insurance Services Offices (ISO). Out of 33,000 fire departments in the United States, Monterey Park is one of 132 agencies that has achieved this designation.

X X Human Resources and
Risk Management
Department
The Human Resources Division is committed to attracting and retaining a qualified, diverse, and safe workforce committed to providing excellent customer service. The City of Monterey Park offers an excellent

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opportunity for highly motivated individuals to pursue promotional advancement, obtain specialized training and excel in achieving personal goals.

The Risk Management Division serves to protect the personnel and physical assets of the city from injury and loss. Risk Management manages the city's insurance and loss control programs, including worker's compensation, property insurance general / auto liability, long term disability and unemployment insurance. This is an internal insurance program providing oversight of claims administration, procurement of required insurance coverage and the development, coordination and implementation of safety and loss-prevention programs.

X X Library The mission of the Monterey Park Bruggemeyer Library is to create opportunities for learners of all ages and backgrounds, to foster community connections, and to advance all aspects of literacy in Monterey Park.

X X Police Department The Monterey Park Police Department is a full service police agency. Our 75 sworn police officers and 44 civilian personnel represent a diverse workforce that is supported by over 80 community volunteers through the police reserves, emergency communications, citizen patrol, explorer programs, and other civilian volunteers.

We take pride in our ability to prevent crime, interact with the community, and apprehend criminals. Our department personnel strives to provide the finest police service to our community. We view the community as our partner in fighting crime and seek the community’s input and assistance through programs such as Neighborhood Watch, Business Watch, Citizen Patrol, and the Citizen’s Academy.

X X Recreation and
Community Services
Department
The Recreation and Community Services Department is responsible for the development, implementation, coordination, and delivery of recreational and leisure time activities. The programs are to promote the well-being and enjoyment of life for the city’s residents through the fulfillment of their recreational, cultural, social, and educational needs.

In addition to the recreational activities, the department operates the city’s Dial-A-Ride service, Volunteer Programs, Cable TV (MPK -TV), and coordinates the monthly publication of the Cascades newspaper.

X X X X Public Works
Department
The Public Works Department is responsible for providing and maintaining the City's infrastructure in a manner that ensures the health, safety, and welfare of the City's residents and visitors. This includes the planning, design, construction, repair and maintenance of Cit y vehicles and equipment, and operations of public land in the following areas:

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Financial
Education and Outreach

Parks
Roadways
Sidewalks
Sewers and storm drains
Public buildings and structures
Water production
Storage and delivery facilities
Department Divisions

The Public Works Department consists of the following divisions:

Community Transportation
Engineering
Street Maintenance Services
Parks
Water Utility
City of Monterey Park Boards and Commissions
X X X Business Improvement
District Advisory
Committee
The Business Improvement District Advisory Committee (BIDAC’s) primary responsibility is making recommendations to the City Council on the expenditure of BID funds and the operation of the Business Improvement District, which exists to enhance and promote the District area through activities like the Lunar Festival, identification signage, sidewalk, and right -of-way cleaning as well as public improvement and promotional activities.

The Business Improvement District (BID) encompasses the central Downtown area extending from Garvey Avenue from Ramona Avenue to Nicholson Avenue, and on Garfield Avenue from south of Newmark Avenue to Emerson Avenue.

The committee consists of 5 seats. Members serving on the Business Improvement District Advisory Committee must own or operate a business within the business improvement district. This board is subject to the Monterey Park Conflict of Interest Code.

X X Commission on Aging The Commission on Aging consists of ten members who advise the city council regarding the problems and services relating to the senior citizens of Monterey Park. The commission also serves as liaison to other agencies and commissions on matters relating to senior programs.

Members on this commission must be a Monterey Park resident.

X Community Participation
Commission
This commission will seek out and publicize artistic, cultural, and historic exhibits, performances and opportunities that would bring the community together and involve the city’s youth in community activities. The commission also conducts an Annual Hollywood Bowl Trip, and co-hosts

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Education and Outreach

the Summer Movies in the Park. Members on this commission must be a Monterey Park resident.

X X X Design Review Board The Board is created to advise the Planning Commission or City Council regarding high quality design standards in building and development projects in order to conserve and maintain the aesthetic value of the community, to encourage the most appropriate us e of land, and to maintain a proper relationship between the taxable value of real property and the cost of providing municipal services.

Members of the Design Review Board may either be residents of the city or persons maintaining a business license in the city and it is recommended members have a background as an architect, planner, landscape architect, civil engineer building contractor, or a practicing licensed electrician
X X X Economic Development
Advisory Commission
The Economic Development Advisory Commission consists of five members. Each member shall be either a resident of the city and operate a business or have operated a business or an individual operating a business or had business experience or have a backgrou nd in finance, economics or development.

It is the responsibility of the Commission to:

• Monitor implementation of the most current Economic
Development Strategic Plan adopted by the City Council; the Economic Development Advisory Commission is currently
working on public outreach on the 2010 Monterey Park
Economic Development Strategic Plan.
• Recommend updates or amendments to the Economic
Development Strategic Plan as deemed necessary.
• Provide the City Council with reports on progress towards meeting economic and community development goals as
identified in the Economic Development Strategic Plan.
• Act in an advisory capacity to the City Council on the needs of local businesses, and the availability of economic development opportunities and resources
X X Environmental
Commission
The Environmental Commission seeks to be a focal point for information to guide city leaders on environmental issues and promote environmental awareness in the community.

At their meeting of March 2, 2005, the City Council unanimously approved Ordinance 2029 to create the Environmental Commission that would

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assist the City in preserving its natural resources and the sustainability of the community. The ordinance sets forth the Commission’s responsibilities to:
• Serve in advisory capacity to the City Council on related issues. • Assist in issues that are deemed necessary for the
environmental integrity of the City of Monterey Park.
• Monitor legislative activities.
• Develop and implement policies and procedures.
• Advocate and promote programs to increase awareness of the environment.
• Investigate funding to implement programs to benefit the community.

X X Library Board of Trustees The Library Board of Trustees is an administrative board appointed by the City Council. The Library Board of Trustees has a fiduciary responsibility for the library, and each board member is asked to reveal any potential conflicts of interest. The five mem bers are each limited to two terms of three years for a total of six years. The board governs under the Monterey Park Municipal Code, the State of California Education Code, and the Brown Act and is subject to the Monterey Park Conflict of Interest Code.

X X Personnel Board The Personnel Board is comprised of three members who may advise on any matter of personnel administration such as standardization of hours of work, attendance and leave regulations, vacations, holidays, and working conditions; may advise regarding personnel rules and regulations such as revision and maintenance of position classification plans, formulation of standards and qualifications of each class, employee; and participate in appeal hearings.

X X X Planning Commission The Planning Commission is a quasi -judicial body consisting of five members who advise the council on policies and legislation relating to the regulation of growth, development, and environmental conditions affecting the city. The commission investigates a nd makes recommendations on zone changes, specific plan revisions, subdivision maps, and decides on zone variances and conditional use permits, subject to appeal to the City Council. Members on this commission must be a resident of Monterey Park. This commission is subject to the Conflict of Interest Code.

X X Recreation and Parks
Commission
The Recreation and Parks Commission will consist of five members plus ex officio member(s) as approved by the city manager or its designee.

Regular members cannot hold any paid office or employment in the city government. The commission advises the city c ouncil on all matters pertaining to parks, parkways and recreation. Further, they coordinate city recreation programs with those offered by other governmental agencies and voluntary organizations.

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Education and Outreach

X X Traffic Commission The Traffic Commission reviews traffic issues and recommends any needed changes. Issues range from traffic safety matters to parking restrictions that may be the result of a citizen’s request or a staff recommendation. The commission also makes recommendat ions to the city council for installation of stop signs and amendments to the municipal code for traffic related items that may ease traffic congestion and help facilitate transportation throughout the city.

The commission consists of five members. Each of the five council members shall nominate one member who serves at the pleasure of the city council. Members on this commission must be a resident of Monterey Park.

City of Monterey Park Plans and Policies
X X X X Capital Improvement
Program
The Capital Improvement Program budget consists of two activities, Street Construction and Community Capital Improvement. The City’s Capital Improvement Program is a five-year program designed according to the City’s strategic planning, Water, Sewer, and P ark Improvement Master Plans. This five -year Capital Improvement Program is updated following the completion of the City’s Long Term Financial Planning process in midyear.

During the budget process, the capital improvement projects are again adjusted to reflect realistic and reliable funding sources.

X X X General Fund General Fund is the main operating fund of the City and pays for the majority of the police, fire, building, zoning, public works, park maintenance, recreation, and library services. It is our practice to conservatively estimate all revenues included in the budget to avoid over committing to future service expansions.

X X X Zoning Ordinance The City's Zoning Ordinance, which is part of the Municipal Code, divides the city into areas, called zoning districts, and establishes regulations for each district with respect to permitted uses, allowable density, building height, development character, etc. The zoning or dinance consists of a map that delineates the zone district boundaries, plus text that explains the purposes of each district, specifies permitted and conditional uses, and establishes development and performance standards.

The zoning ordinance serves as the primary implementation tool for the Land Use Element and the goals and policies it contains. Under California law, the zoning ordinance must be consistent with the General Plan.

X X X Building Code The city adopts the California Building Code every three years.

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Financial
Education and Outreach

X X X X General Plan The Monterey Park General Plan serves as the blueprint for planning and development in the City and indicates the community’s vision for the future. Of particular importance to the HMP are the Safety Element, Housing Element, Environmental Justice Element, and Sustainable Community Element which outline the hazards posing significant threats as well as goals and policies to manage the threats.

X X X X Emergency Operations
Plan
The City of Monterey Park maintains an Emergency Operations Plan (EOP) that documents City policies for responding to major emergencies that threaten life, safety, and property. The plan establishes a chain of command and outlines the responsibilities of various City departments in the event of an emergency.

X X X Climate Action Plan The primary purpose of the City’s Climate Action Plan (CAP) is to set forth a comprehensive strategy to address GHG emissions related to land use, transportation, building design, energy use, water demand, and waste generation. A CAP is a city's roadmap to reducing community GHG emissions associated with both existing and future actions and activities.

The CAP focuses GHG -reducing efforts in areas that will have the greatest environmental benefit, have the least financial cost (or even savings), and preserve the character of the community.

External Agencies Supporting Mitigation Activities
Metro Metro is unique among the nation’s transportation agencies. They serve as transportation planner and coordinator, designer, builder, and operator for the country’s largest, most populous county. More than 10 million people – nearly one-fourth of California’s residents – live, work and play within our 1,433-square-mile service area.

Caltrans Caltrans manages more than 50,000 miles of California's highway and freeway lanes, provides inter -city rail services, permits more than 400 public-use airports and special-use hospital heliports, and works with local agencies. Caltrans carries out its miss ion with six primary programs:

Aeronautics, Highway Transportation, Mass Transportation, Transportation Planning, Administration and the Equipment Service Center.

Ware Disposal and
Athens Services
Contracted provider of residential waste collection and recycling services and non -exclusive franchise contracts for commercial waste collection and recycling services.

County of Los Angeles Provides a range of county -wide services including public health, transportation, animal control, courts, public records, property assessments, flood control, etc.

Adjoining Jurisdictions Los Angeles County
City of Rosemead
City of Alhambra
City of Los Angeles

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Financial
Education and Outreach

City of San Gabriel
City of Montebello
School Districts Alhambra Unified School District
Garvey Elementary School District
Montebello Unified School District
Los Angeles Unified School District
American Red Cross American Red Cross volunteers and staff work to deliver vital services – from providing relief and support to those in crisis, to helping others be prepared to respond in emergencies.

Southern California
Edison
Provides the power grid to the Los Angeles region including generation systems, transmission systems, and distribution systems. Also, has power to initiate a Public Safety Power Shutoff.

Q&A | ELEMENT C: MITIGATION STRATEGY | C1-b.

Expanding and Improving Capabilities
Planning and Regulatory Capabilities – The City b uilds and maintains its own buildings and infrastructure and regulates all construction within the community as per the International Building Code. Future plans are laid out in the General Plan and Capital Improvement Program . Some of the funding of future construction relies on successful bond measures where plans and justifications are shared with the public. Because of previous hazard mitigation plans and projects, the City is very experienced in adher ing to federal and state mandates. Also, departmental protocols are in place that ensure future development projects satisfy “substantial conformance” requirements with the General Plan and Zoning Ordinance. See Mitigation Actions Matrix column “Expanding and Improving Capabilities”.

Administrative and Technical - Existing capabilities are typical for a medium -sized local government. The City already has grant writing and GIS capabilities along with mutual aid agreements, and a warning/notification system. Grant writing capabilities will continue to be especially important once the mitigation plan is approved by FEMA. That approval will trigger eligibility for a range of federal and state grants. Also, the City Council could task a sub-committee dedicated to land use matters and m itigation plan implementation. The Plan’s opportunities for

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success will be increased by the Council’s involvement. See Mitigation Actions Matrix column “Expanding and Improving Capabilities”.

Finance - All local governments have a broad range of funding sources. Taxation, impact fees, bonds, grants, in-kind donations, and philanthropic donations are included in the spectrum. As such, the City needs to keep these resources in mind for future mitigation activities. See Mitigation Actions Matrix column “Expanding and Improving Capabilities”.

Education and Outreach – Continue to utilize existing community groups such as CERT to support and encourage mitigation as well as home and business mitigation. Enlist the City Manager and Public Information Officer in learning and talking about the Hazard Mitigation Plan. See Mitigation Actions Matrix column “Expanding and Improving Capabilities”.

Q&A | ELEMENT A: PLANNING PROCESS | A4-a.

Q: Does the plan document what existing plans, studies, reports, and technical information were reviewed for the development of the plan, as well as how they were incorporated into the document ? (Requirement 44 CFR § 201.6(b)(3))
A: See Use of Existing Data below.

Use of Existing Data
The Planning Team gathered and reviewed existing data and plans during plan writing and specifically noted as “sources”. Numerous documents were used to support the planning process:

City of Monterey Park Website
http://www.MontereyPark.ca.gov
Applicable Incorporation: Department Information used in Chapter 1: Planning Process - Capability Assessment, Chapter 2: Community Profile - Budget

City of Monterey Park General Plan 2040
https://www.montereypark.ca.gov/253/General-Plan
Applicable Incorporation: Information about hazards contributed to Chapter 2: Community Profile, and Chapter 3: Risk Assessment – Hazard Profiles.

County of Los Angeles General Plan (2015)
Applicable Incorporation: Information about the planning area and geography used in Chapter 2: Community Profile and Chapter 3: Risk Assessment – Hazard Profiles.

County of Los Angeles All-Hazards Mitigation Plan (2020) Applicable Incorporation: Information about hazards in the County contributed to Chapter 3: Risk Assessment – Hazard Profiles.

State of California Hazard Mitigation Plan (2023)
Applicable Incorporation: Hazard identification information used in Chapter 2: Risk Assessment – Identifying Hazards.

HAZUS Maps and Reports
Created by Emergency Planning Consultants
Applicable Incorporation: Numerous HAZUS maps and reports have been included in Chapter 3: Risk Assessment – Hazard Profiles.

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National Flood Insurance Program
Applicable Incorporation: Community status used in Chapter 3: Risk Assessment – Hazard Profiles - Urban Flooding.

Local Flood Insurance Rate Maps
Applicable Incorporation: Information about FIRM included in Chapter 3: Risk Assessment – Hazard Profiles - Urban Flooding.

California Department of Forestry and Fire Protection (CAL FIRE) Applicable Incorporation: Wildland fire hazard map in Chapter 3: Risk Assessment – Hazard Profiles - Wildfire.

California Department of Conservation
Applicable Incorporation: Seismic hazards mapping used in Chapter 3: Risk Assessment – Hazard Profiles - Earthquake.

U.S. Geological Survey (USGS)
Applicable Incorporation: Earthquake records and statistics used in Chapter 3: Risk Assessment – Hazard Profiles - Earthquake.

California’s Fourth Climate Change Assessment: Los Angeles Region Report (2019)
Applicable Incorporation: Climate information used in Chapter 2: Community Profile.

Weather Spark
Applicable Incorporation: Weather information used in Chapter 2: Community Profile.

The Fifth National Climate Assessment (2023)
Applicable Incorporation: Climate considerations in Chapter 3: Risk Assessment.

Planning for an Emergency: Strategies for Identifying and Engaging At-Risk Groups (2015)
Applicable Incorporation: Social vulnerability information used in Chapter 4: Vulnerability and Impacts Assessment.

Guide to Expanding Mitigation: Making the Connection to Equity (2020) Applicable Incorporation: Social vulnerability information used in Chapter 2: Community Profile.

How Climate Change Impacts each Type of Natural Disaster (2022) Applicable Incorporation: Climate considerations in Chapter 3: Risk Assessment.

Public Broadcasting Service (2022)
Applicable Incorporation: Chapter 3: Risk Assessment – Hazard Profiles – Earthquake – Local Conditions, Attachments

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Monterey Park City CouncilMay 7, 2025

Monterey Park City Council
May 7, 2025