Moreno Valley City Council
May 16, 2023

D. Excessive Utility Usage. Contractor shall pay for all excessive utility usage due to Contractor's failure to monitor irrigation system malfunctions or unauthorized increases in the frequency of irrigation. The excess cost will be determined by comparing the current usage with the historical usage for the same time period.

The excess cost factor, to be deducted from the payments to the Contractor, will be presented by the Director to the Contractor prior to actual deduction by the City to allow for explanations.

E. Labor Laws and Prevailing Wage. Per Labor Code Section 1775, the Contractor shall forfeit to the City an amount not to exceed two hundred dollars ($200) for each calendar day or portion thereof, that each laborer, workmen or mechanics employed that are paid less than the general prevailing rate of wages referred to and stipulated for any work done under the proposed contract, by him or by any subcontractor under him, in violation of the provisions of the Labor Code, and in particular, Sections 1170 to 1781 inclusive. Contractor and any and all or its subcontractors shall forfeit to the City twenty-five dollars ($25) for each worker employed in the performance of this Agreement for each calendar day during which the worker is required or permitted to work more than eight (8) hours in any one calendar day and forty (40) hours in any one calendar week in violation of the provisions of Section 1813 of the Labor Code.

5. TIME FOR PERFORMANCE
The Contractor hereby agrees to commence work pursuant to this Contract within fourteen (14) calendar days after the date of authorization as specified in the Notice to Proceed and to diligently prosecute the contracted work noted on the Bid Schedule.

6. COMPENSATION DETAIL - COMPENSATION SHALL BE BASED ON THE FOLLOWING SCHEDULE.

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Packet Pg. 312 Attachment: Agreement - Mariposa Landscapes, Inc. (6233 : AWARD OF AN INDEPENDENT CONTRACTOR AGREEMENT FOR LANDSCAPE Exhibit C – Payment Terms

Vendor ID Company Name Address City Zip Code
353645 Mariposa Landscapes, Inc. 6232 Santos Diaz Street Irwindale 91702 Respondee Respondee Title Respondee Phone Respondee Email Dave Widjaja Chief Estimator 626-960-1096 Ext. 2726 [email protected] Description Reference Unit of Measure Quantity Unit Price Annual Price Item No. * Item Code
1 Zone 02, Parkways Planter - Level 1 (4 weeks) 193,743 sq. ft. Monthly Cost 12 $6,829.44 $ 81,953.28 2 Zone 02, Paseos Planter - Level 1 (4 weeks) 3,674,297 sq. ft. Monthly Cost 12 $4,317.30 $ 51,807.60 3 Zone 08 Planter - Level 1 (4 weeks) 76,771 sq. ft. Monthly Cost 12 $2,706.18 $ 32,474.16 4 LM-01C, Tract 24203 (Tract ID 102) Planter - Level 1 (4 weeks) 3,839 sq. ft. Monthly Cost 12 $100.07 $ 1,200.84 $ 13,952.99 $ 167,435.88
5 One (1) gallon shrub/vine/ground cover in place each 1 $ 12.00 6 Five (5) gallon shrub/vine/ground cover in place each 1 $ 33.00 7 Five (5) gallon tree in place (stakes included) each 1 $ 45.00 8 Fifteen (15) gallon tree in place (stakes included) each 1 $ 130.00 9 24” box tree in place (stakes included) each 1 $ 450.00 10 36” box tree in place (guy wires included) each 1 $ 1,200.00 11 Flat of ground cover in place each 1 $ 36.00
12 Fertilizer application each 1 $ 1,400.00
13 Planter bed mulch in place cubic yards 1 $ 75.00
14 Additional labor man hour 1 $ 44.00
15 Additional Irrigation Technician man hour 1 $ 75.00
16 Irrigation Repair Parts at Cost Plus a Specified Percent percent 1 15% Additional Work in Landscaped Areas, as needed
17 Planter - Optional Service Level - 1 (4 weeks) Monthly Cost per Sq. Ft. 1 $ 0.0200 18 Planter - Optional Service Level - 2 (8 weeks) Monthly Cost per Sq. Ft. 1 $ 0.0180 19 Planter - Optional Service Level - 3 (12 weeks) Monthly Cost per Sq. Ft. 1 $ 0.0150 20 Planter - Optional Service Level - 4 (16 weeks) Monthly Cost per Sq. Ft. 1 $ 0.0140 Additional Work Price List
Base Work - Routine Work
TOTALS
Bid/Compensation Schedule
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7. PREVAILING WAGE DETERMINATION
Based on information available at time of RFP issuance. See tables on following pages.

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C– Payment Terms

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C– Payment Terms

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C– Payment Terms

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Packet Pg. 317 Attachment: Agreement - Mariposa Landscapes, Inc. (6233 : AWARD OF AN INDEPENDENT Exhibit D – Term of Contract

EXHIBIT D - TERM OF CONTRACT

TERM OF CONTRACT
A. Following approval by all parties, the Contract will commence on July 1, 2023 and shall expire June 30, 2028 (5) years thereafter, unless sooner as noted herein.

B. At the expiration of its term, and with the concurrence of all parties, the Contract may be extended for up to three (3) additional periods of thirty (30) days each, subject to all terms and conditions in effect during the current term of the Contract.

Written notice of the City’s intent to invoke this subsection of the Contract shall be given to the Contractor at least fifteen (15) days prior to the expiration of the initial term of this Contract, or any extensions thereof.

C. Multi-year contracts may be continued each fiscal year only after funding appropriations and program approvals have been granted by the City Council of the City of Moreno Valley and the City Council acting in the capacity as President and Members of the Board of Directors of the Moreno Valley Community Services District. In the event that the City Council and/or the City Council acting in the capacity as President and Members of the Board of Directors for the Moreno Valley Community Services District does not grant necessary funding appropriations and/or program approvals, the affected multi-year contract becomes null and void effective July 1st of the fiscal year for which such approvals have been denied.

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Packet Pg. 364 Attachment: Agreement - Mariposa Landscapes, Inc. (6233 : AWARD OF AN INDEPENDENT CONTRACTOR AGREEMENT FOR LANDSCAPE A.10.a
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Packet Pg. 366 Attachment: Agreement - Mariposa Landscapes, Inc. (6233 : AWARD OF AN INDEPENDENT CONTRACTOR AGREEMENT FOR LANDSCAPE A.10.a
Packet Pg. 367 Attachment: Agreement - Mariposa Landscapes, Inc. (6233 : AWARD OF AN INDEPENDENT TEL 800 • 794 • 9458 • FAX 626 • 960 • 8477 • www.mariposa-ca.com 6232 SANTOS DIAZ ST., IRWINDALE, CA 91702 • CA CONTRACTOR’S LIC # 592268 A, C-27, D-49 Our Core Values – Safety • Teamwork • Quality • Integrity

Contractor’s License

Business License

A.10.a
Packet Pg. 368 Attachment: Agreement - Mariposa Landscapes, Inc. (6233 : AWARD OF AN INDEPENDENT CONTRACTOR AGREEMENT FOR LANDSCAPE Our Core Values – Safety • Teamwork • Quality • Integrity Pest Control Advisor’s License Qualified Applicator’s License

DIR Proof of Registration
Legal Name Registration
Number County City License Type/Number(s) Current Status Registration Date Expiration Date

MARIPOSA
LANDSCAPES, INC.
1000005079 LOS ANGELES IRWINDALE CSLB:592268 Active 07/01/2019 06/30/2025 A.10.a
Packet Pg. 369 Attachment: Agreement - Mariposa Landscapes, Inc. (6233 : AWARD OF AN INDEPENDENT CONTRACTOR AGREEMENT FOR LANDSCAPE Report to City Council
ID#6262 Page 1
TO:

FROM: Brian Mohan, Assistant City Manager
AGENDA DATE: May 16, 2023
TITLE: ADOPT RESOLUTION 2023-XX AMENDING THE
PROCUREMENT ADMINISTRATIVE PROCEDURE AP #

3.09, CAPITAL ASSET MANAGEMENT PROCEDURE AP #

3.15 AND THE SIGNATURE AND AWARD AUTHORITY

FOR CONTRACTS AND OTHER PROCUREMENT
TRANSACTIONS TO ALIGN WITH GASB 96

IMPLEMENTATION

RECOMMENDED ACTION
Recommendation:

1. Adopt Resolution 2023-XX amending the Procurement Administrative Procedure AP # 3.09, Capital Asset Management Procedure AP # 3.15 and the signature and award authority for contracts and other procurement transactions to align with GASB 96 Implementation.

SUMMARY & DISCUSSION
As required by the Government Accounting Standards Board (GASB), the City will implement GASB 96 as part of the financial reporting for Fiscal Year ending June 30, 2023. As part of the implementation, our external financial statement auditors, Rogers, Anderson, Malody & Scott, LLP (RAMS), has suggested increasing the Capitalization threshold for Assets, which affect both Administrative Procedures included in this report.

Administrative Procedures are the under the authority of the City Manager, but as this request is at the direction of our auditors, I wanted to inform Council of the revised procedures.

ALTERNATIVES
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1. Approve the recommended actions as presented in this staff report. Staff recommends this alternative as it will allow the City to comply with GASB 96.

2. Do not approve the recommended actions as presented in this staff report.

Staff does not recommend this alternative as it will place the City in violation of GASB 96.

FISCAL IMPACT
There is no financial impact with this approval.

NOTIFICATION
Posting of agenda.

PREPARATION OF STAFF REPORT
Prepared By: Department Head Approval:

Name Brian Mohan Name Brian Mohan
Title Assistant City Manager/CFO/Treasurer Title Assistant City Manager/CFO/Treasurer

CITY COUNCIL GOALS
None

CITY COUNCIL STRATEGIC PRIORITIES

1. Economic Development

2. Public Safety

3. Library

4. Infrastructure

5. Beautification, Community Engagement, and Quality of Life

6. Youth Programs

ATTACHMENTS
To view large attachments, please click your “bookmarks” on the left hand side of this document for the necessary attachment.

1. Procurement Resolution & Exhibits

APPROVALS
Budget Officer Approval ✓ Approved . 5/09/23 10:48 AM
City Attorney Approval ✓ Approved .

City Manager Approval ✓ Approved . 5/09/23 4:41 PM
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1 Resolution No. 2023-XX
Date Adopted: May 16, 2023
RESOLUTION NO. 2023-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

MORENO VALLEY, CALIFORNIA, AMENDING THE

PROCUREMENT ADMINISTRATIVE PROCEDURE
AP#3.09, CAPITAL ASSET MANAGEMENT PROCEDURE
AP# 3.15 AND THE SIGNATURE AND AWARD

AUTHORITY FOR CONTRACTS AND OTHER

PROCUREMENT TRANSACTIONS TO ALIGN WITH GASB
96 IMPLEMENTATION
WHEREAS, Chapter 3.12.130 of Title 3 of the City of Moreno Valley Municipal Code provides that all monetary limits for signature and award authority shall be as set forth in a resolution of the City Council as adopted from time to time; and WHEREAS, such signature authority is established for the purpose of approving contracts and other procurement transactions; and
WHEREAS, management signature authority was last established in 2008 and 2016 by adoption of Resolution No. 2008-115 and 2016-20, respectively; and WHEREAS, the City’s external financial statement auditors are recommending an increase to the Capitalization threshold for Assets to comply with Government Accounting Standards Board Statement 96 and therefore, suggesting and increase to the City Manager's signature authority for the purchase of goods and services as well; and
WHEREAS, in accordance with Chapter 3.12.130 of Title 3 of the City of Moreno Valley Municipal Code, regarding purchasing, the award of public work contracts of one hundred thousand dollars ($100,000) or less, for which there are appropriated funds in the City Council approved budget, and the award of non-public works contracts of seventy five thousand dollars ($75,000) or less, for which there are appropriated funds in the City Council approved budget, may be authorized by the City Manager. The Purchasing and Facilities Division Manager will execute the contract based on the criteria of the chapter. Staff authorized to award contracts may defer to the City Manager or City Council for approval where deemed necessary or otherwise appropriate; and
WHEREAS, Public work items are defined by either the California Labor Code or the California Public Contract Code.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MORENO
VALLEY, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:

1. The Procurement Administrative Procedure – AP#3.09, as Exhibit A to this Resolution is hereby approved and adopted.

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Packet Pg. 372 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE 2 Resolution No. 2023-XX
Date Adopted: May 16, 2023

2. The Capital Asset Management Procedure – AP#3.15, as Exhibit B to this Resolution is hereby approved and adopted.

3. Management signature authority monetary limits relating to contracts and other procurement transactions shall be as follows:

Authorized Signer Amount to be Procured
Division Manager: up to $15,000
Department Head: up to $30,000
Chief Financial Officer: up to $60,000
City Manager (or designee): up to $75,000 ($100,000 for public works projects*) Mayor: (upon Council approval) over $75,000 ($100,000 for public works projects*) A.11.a
Packet Pg. 373 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE 3 Resolution No. 2023-XX
Date Adopted: May 16, 2023
APPROVED AND ADOPTED this 16th day of May, 2023.
___________________________
Mayor of the City of Moreno Valley
ATTEST:
____________________________
City Clerk
APPROVED AS TO FORM:
____________________________
City Attorney
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Packet Pg. 374 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE 4 Resolution No. 2023-XX
Date Adopted: May 16, 2023

RESOLUTION JURAT

STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) ss.

CITY OF MORENO VALLEY )
I, Jane Halstead, City Clerk of the City of Moreno Valley, California, do hereby certify that Resolution No. 2023-XX was duly and regularly adopted by the City Council of the City of Moreno Valley at a regular meeting thereof held on the 16th day of May, 2023 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
(Council Members, Mayor Pro Tem and Mayor)
___________________________________

CITY CLERK
(SEAL)
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Packet Pg. 375 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
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CITY OF MORENO VALLEY

PROCUREMENT

ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023
PURPOSE: To establish the manner by which all City procurement is to be conducted as well as to ensure City compliance with applicable laws relating to the expenditure of public funds.

POLICY: When authorized to procure materials or services, all City employees shall follow this policy to correctly and ethically process a procurement need and ensure the efficient use of public funds. Public Works projects follow state and federal guidelines. All City rules, regulations, laws, resolutions and the City Purchasing Ordinance No. 587 are incorporated herein by reference (see Chapter 3.12 of the Municipal Code). For an explanation of terms, see the Definitions at the end of thisdocument.

I Overview
The Purchasing Division of the City of Moreno Valley is responsible for oversight of the procurement of materials, equipment, supplies and services for all City departments. It is also responsible for the administration of the Purchasing Division warehouse and mail operations. These activities will be conducted in the most cost effective and efficient manner consistent with City requirements, schedules and sound Purchasing practices.

This Procurement Procedure (“Procedure”): (a) provides for a coordinated and controlled Purchasing system; (b) effects City Council delegations of authority to conduct Purchasing activities and to execute related contracts to specified staff; (c) promotes a system of financial and administrative internal controls for the efficient expenditure of public funds in accordance with City Council directives; and (d) sets forth the limits for City Purchasing and for public works contractsidentified in the City’s Purchasing Ordinance.

The City’s Purchasing Ordinance and Procurement Procedures are in place to ensure materials and services are purchased in a legal and cost-effective manner. Keep in mind that services generally have some risk associated with them and typically require additionally insured documentation and/or a City Agreement. There are four ways to encumber and/or expend City funds for products and services:

1. Purchase Order

2. Procurement Card(CAL-Card)

3. Direct Pay

4. PettyCash
Important to our procurement process is the system of encumbrance accounting, which helps departments (and Financial & Management Services) control department spending by knowing what amounts have been committed prior to the actual invoicing and payment of services. A verbal commitment with a vendor and the absence of a purchase order is not an acceptable practice. If a City staff member were to make a verbal commitment with a vendor and not issue a purchase order, it would circumvent the entire budgetary control and competitive process. The process of obtaining a purchase order from the Purchasing Division is the main method of encumbering City funds. Exceptions to this rule are:

1. Use of a procurement card to purchase material under $10,000 (does not include professional services)

2. Purchase of material on competitively awarded contract and paid for with a procurement card under $10,000

3. Special circumstance pre-approved by the Purchasing Division Manager No purchase order or contract shall be approved unless the Authorized Department Purchaser making the purchase first certifies that there exists an adequate unencumbered balance of appropriation(s) to be charged against the cost of the order or contract. Upon adoption by the City Council of annual budgets (both Operating Budgets and Capital Budgets), the appropriations included in the adopted budgets will constitute the authority to spend for the public purposes indicated in the budgets, subject to the methods and authorities set forth in this Procedure. City policy’s & procedures are designed to optimize usage of its computerized Purchasing system which isintegrated into the City’s computerized financial accounting system. Document and approval routing Exhibit A
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AP # 3.09
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CITY OF MORENO VALLEY

PROCUREMENT

ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023
will occur within the computerized Purchasing system in order to take advantage of the system’s data-integration features. Such features are intended to: (a) reduce errors, (b) maximize administrative and financial internal controls, and (c) make “funds available” status checks more accurate by encumbering appropriations upon purchase order issuance. Executed contracts shall be entered into the computerized purchase order system to encumber the appropriations.

Accounts Payable will pay approved vendor invoices with an appropriate and valid purchase order number issued from the Purchasing Division. Any invoice with a payment/work period that overlaps into two different fiscal years, will need to be paid separately. The vendor will need to provide two separate invoices and specify the date/month/fiscal year for each invoice.

If a purchase order number was not issued prior to procurement, the department will be required to complete a purchase order and explain why this was not completed in advance of procurement.

Purchase Orders related to annual operational appropriations will be closed at the end of each fiscal year.

Purchase Orders related to the City capital budgets continuing into the next fiscal year will continue intact until the purchase or contract to which they relate are completed and closed by the Project Manager.

II Signature Authority
A. Levels of procurement signature authority are determined by City Council Resolution No. 2016- 020, or as amended from time to time. Current signature authority is as follows:

Authorized Signer Amount to be Procured
Division Manager: up to $15,000
Department Head: up to $30,000
Chief Financial Officer: up to $60,000
City Manager (or designee): up to $75,000 ($100,000 for public works projects*) Mayor: (upon Council approval) over $75,000 ($100,000 for public works projects*) * Per CA Labor Code 1720

1. Totalsignature authority is only applicable to the annual value of an agreement.

2. Route documents through each appropriate management level based on the above chart.

3. Signature levels may be amended from time to time per Council Resolution.

4. Electronic signatures and/or approvals are accepted.

B. Exceptions to SignatureAuthority

1. Minor procurement needs, as defined in this policy (under $10,000), may be processed by using an authorized City issued procurement card. Any item(s) purchased on a procurement card valued over $10,000 shall include an e-mail or wet signature from an individual with the appropriate signature authority, prior to making the purchase. Single or Sole Source justification or additional quotes are required for items over $10,000.

2. Emergency purchases(see Chapter 3.12 of the Municipal Code).

3. An individual with signature authority may give (in writing) signature authority to a subordinate supervisor or designee during his or her absence. a. Notify Accounts Payable, Payroll and all Department Heads and Division Managers.

Exhibit A
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AP # 3.09
3 of 28

CITY OF MORENO VALLEY

PROCUREMENT

ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023

4. The City Manager or designee may authorize exceptionsto thissignature authority.

C. PaymentAuthorization SignatureAuthority

1. Signature authority to authorize a payment against a purchase order is administratively given to Division Managers and maybe granted to employees classified as Professional/Administrative/Management (PAM).
a. For vendor invoices that are authorized to be paid by the Direct Pay process, please refer to the procurement signature authority levels for authorization.

2. Where the expenditure is for another division (i.e. Public Works project for CDD, or Facilities Project for the Library) approving signatures or documentation are required from each responsible division from the individual who validates the work or product and the responsible budget division.

3. The authorized invoice payment signature levels for purchase order invoices are as follows:

Authorized Signer Amount To Be Paid
Professional/Administrative/Management (PAM) up to $15,000 Division Manager: up to Purchase Order total
III Vendor Set-Up
A. Vendor set up in the ERP system is done through the Purchasing Division. A new vendor set-up form is on the Purchasing Forms page on the Intranet. Please fill out the requested forms and ask for a completed copy of the vendor’s W-9 form. Once received, please email all documents to Purchasing to be added to the ERP system.

B. Vendors wishing to do business with the City in the future should be directed to the City’s web page located here: http://www.moval.org/departments/financial-mgmt-svcs/department-bid-rfps.html IV EthicalConsiderations
A. Circumventing the Signature or Spending Authority (Splitting of Purchases) Defined as: Intentional splitting of a purchase into two or more smaller orders for the purpose of evading a procedural rule or bidding law.

1. Purchases of the same or related items in a manner that evades or appears to evade limitations of a predefined limit such as a procurement card purchase limit, signature limit, or bid limit are strictly prohibited.

B. ConfidentialInformation

1. Information furnished by suppliers and/or contractors in a Request for Proposal (RFP) regarding price, terms, performance specifications or other data will be held confidential until after award for purchase. This shall not apply to public bid openings. After award of bid, all papers pertaining to a transaction are public information and will be available for review upon a submittal of a public records request by an interested person, unless good cause exists for a bidder to specifically request that certain proprietary information (under patent, trademark, or copyright) not be released. Departments should seek specific guidance from the City Attorney’s office as required.

Exhibit A
A.11.a
Packet Pg. 378 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
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ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023
C. Employee Interest inSupplies/Contractors

1. No City employee who participates in the selection or approval of a contract for products, sources of supply, specifications or who has supervisory responsibility for such employees, shall have any financial or personal interest in the company which furnishes the supplies or services being procured.

D. Standards and Ethics

1. The very highest ethical standards will be maintained in all Purchasing activities. All Purchasing shall be in full accord with appropriate codes of the City of Moreno Valley and the State of California Government Code, as well as the standards of good business practice.

The Purchasing Division will also operate under the principles and standards of Purchasing advocated by the National Association of Purchasing Management and the California Association of Public Purchasing Officers.

E. Gifts and Rebates

1. The Purchasing Officer and every officer and employee of the City are expressly prohibited from accepting any rebate, gift, money, or anything of value whatsoever, when it could be perceived in any way as intent to influence the employee in his/her official capacity.

2. Officers and employees may accept token advertising items(e.g. pens, hats, coffee mugs, etc.) so long as the value remains below mandated disclosure limits set by the Fair Political Practices Commission limits for gifts for the current year. Additionally, other gifts may only be accepted when approved by a department head and should be shared with other employees in the department. In no instance shall gifts be received by any employee which would exceed the Fair Political Practices Commission’s gift limitations.

3. Any and all rebates that are given in the regular course of business will be turned over to the Purchasing Division. The Purchasing Division will use the rebates in a way that maximizes utility for the City.

F. Vendor-Paid Meals

1. Vendor-paid meals may be accepted only in limited circumstances. The Purchasing Officer and every officer and employee of the City are expressly prohibited from accepting any meal when it could be perceived in any way as intent to influence the employee in his/her official capacity.

Employees may only accept vendor-paid meals if the following criteria are met:
• Vendor is in attendance.
• There is a legitimate business purpose to the meeting with thevendor. • The cost of the meal isnominal.
• The meal is for the convenience of the participants or process. • The meal is promptly reported to the employee’smanager. • The meal is valued under the Fair Political Practices Commission’s disclosure limits for the current year.
• No alcoholic beverages are consumed during the meal or paid for by thevendor.

G. Purchasing for Personal Use is Prohibited

1. Purchases shall not be made for any City employee’s personal use, using the City's procurement personnel, facilities, processes, or accounts. Purchases made with a purchase order and/or procurement card shall not be made for any City Employee’s personal use.

V Procurement/PaymentMethods
Exhibit A
A.11.a
Packet Pg. 379 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
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CITY OF MORENO VALLEY

PROCUREMENT

ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023
A. Procurement/Payment Methods

1. PurchaseOrder
a. The Financial & Management Services Department has designated the purchase order as the primary and preferable procurement and payment method. b. The Purchase Order (PO) is the main source of encumbering and procuring services and material. The PO is used to communicate to a vendor the City’s terms and conditions, authorizes an encumbrance of City funds and is a contractual agreement to order goods and some services. The PO is used to process payment and track expendituresin the ERP system.
c. Most services and projects will require a standard City agreement and/or insurance which can be found on the City’s Intranet. Each agreement and/or insurance must be approved as to form by the Purchasing Division.
i. Contact the City Attorney with questions regarding the need for a City agreement. If the agreement states insurance is required, please email the Certificate of Insurance to [email protected] for insurance review. If an insurance waiver is requested, please include this request within the body of the email requesting insurance review.

Insurance waivers are authorized by the Assistant City Manager/CFO/City Treasurer or designee.

2. ProcurementCard
a. The City’s Procurement Card (Cal-Card) is a purchase and payment method used to procure budgeted low value items, not to exceed $10,000. Purchases above $10,000 may be made in limited circumstances and require additional approval from the Purchasing Manager and Assistant City Manager or designee. The Cardholder and cardholder’s manager are responsible for proper use of the procurement card. The cardholder’s manager, with approval of Assistant City Manager or designee, is to designate original and subsequent spending limits and types of authorized purchases. Requests for single purchase limits exceeding $10,000 must be approved by the City Manager. See Section VII of this policy for additional details regarding the procurement card procedures.

3. Direct Pay
a. This is a limited use payment method that is typically used for refunds, one-time payments for emergency orders and other payments as further outlined in this policy. See Section VIII in this document for acceptable uses. Is not to be used for payment of services or routine/re-occurring payment of goods.

4. PettyCash
a. This is for reimbursements under $100 to an employee, who paid out-of-pocket for an unplanned departmental purchase. Approval from the Division Manager or designee may be required for reimbursement.

5. Electronic FundsTransfer
a. This is a limited use payment method that is typically used for transactions with large values and which are time sensitive, excluding standard Automatic Clearing House (ACH) payments. Types of payments which are routinely processed by means of a wire are debt service payments, the purchase of securities, homeowner assistance loans, escrow accounts, and other approved electronic funds transfers authorized by the Chief Exhibit A
A.11.a
Packet Pg. 380 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
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CITY OF MORENO VALLEY

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ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023
Financial Officer or designee.

B. The Purchasing Division will determine the best method of procurement, based on all applicable laws, ordinances, policies and procedures. All procurement/payment method decisions will be reviewed for appropriateness.

C. Refunds of any sort should be issued as a credit to the City and/or a credit to the appropriate procurement card. Store credit shall not be accepted from the vendor. Please contact the Purchasing Manager if you have a vendor that will only issue a store credit voucher/card.

VI Purchase Orders
A. To issue a purchase order, the following conditions shall be met:

1. The end user creates a purchase order in the ERP system. If the vendor is known, then apply the correct vendor number from the system list. Create each line item as required or a Lump Sum item to cover a service

2. When a vendor is known but not in the ERP system, a vendor profile is required to be created in the ERP system. New vendors shall be instituted by the end user, by providing the Purchasing group with the vendor information (See Section III).
a. Utilize the “Vendor Set-Up Form” located on the Purchasing Forms page onthe Intranet.

3. The purchase order will be automatically routed based on value and commodity. For example, if the end user designates a software item (coded in the ERP system as 625010) the purchase order will be routed to Technology Servicesfor review.

4. In the event a bid solicitation is needed, all ordinances, policies and procedures must be adhered to. Upon bid opening, Purchasing staff will validate all bid results and forward them to the appropriate department. All bid submittals under $25,000 and the City’s electronic bid management system was not utilized, the following documents must be attached to the purchase order before routing to the Purchasing Division for approval:
a. Executed agreement, including the scope of work. (4) b. Documentation showing the comparison of the quotes/proposals submitted for selection or award. (3)
c. Quotes/proposals provided by vendors (minimum of 3), where applicable. (2) d. A listing of all vendors who were invited and provided a quote/proposal. (1) e. Approved certificate of insurance (see below). (5)

5. The City Purchasing Division shall approve insurance required by the City. Approved copies of insurance documents shall be attached to the purchase order. See Risk Management Administrative Procedure (AP) Nos. AP 611, AP 612, and AP 613 for insurance requirements. a. It is the responsibility of the requesting division/department to keep all required insurance and agreement documentation up to date and on file.

6. Capital expenditures require approval during the budget process. Such expenditures, whether new or carried over from a prior fiscal year, shall be listed on a capital expenditure, capital assets, or capital improvement program budget report.

Exhibit A
A.11.a
Packet Pg. 381 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
7 of 28

CITY OF MORENO VALLEY

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ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023
a. If additional funds are required and approved by City Council, a copy of the staff report and Council Meeting Action Summary shall be attached to the purchase order. A budget adjustment journal shall be completed with the City’s ERP software. A purchase order will be issued once the transfer is completed.

7. When an expenditure is approved by City Council, apart from the formal budget process, a copy of the staff report and Council Meeting Action Summary shall be attached to the purchase order. a. Highlight the approved item on the Council Meeting Action Summary.

8. Fixed asset expenditures that exceed the approved budgeted amount will be permitted up to 10% over the original approved amount budgeted for the item. The funds must be available in the budget and will require written confirmation by the requesting departments Division Manager or Department Head.
a. All fixed asset purchases shall be coded to a 66**** account in the ERP system.

9. When requesting a single or sole source vendor or purchase, a single or sole source request form including a written explanation for the request shall be sent to the Purchasing Division Manager for approval prior to submitting your purchase order to Purchasing. Upon approval, please attach the signed document to the purchase order request. a. When the material or general non-professional service is valued at an amount over $10,000:
i. A single or sole source can be used as an option for the purchase where applicable. ii. When fewer than three quotes are obtained, provide details as to why an item could not be supplied by another source. The Purchasing Division Manager will review the explanation and approve or deny the request.

10. Per the California Public Contract Code, a single or sole source for a Public Works Project requires a factual finding by the person or body authorizing the purchase that is in the best interest of the City to purchase without competitive Purchasing and approval by the City Engineer or Department Head and Purchasing Division Manager. Single or sole source procedures are not applicable to Public Works projects except as permitted by state law. (Ord. 844 § 2, 2012).

11. A professional service (non-public works) is exempt from the multiple-quote requirement if less than $25,000, however, a single or sole source requestshall accompany the purchase order. a. A professional service is defined as: architectural, material testing, inspection services, appraising, ad campaigns, engineering, environmental, finance, fine arts, insurance, land surveying, landscape architectural, legal management consultants, management information consultants, right of way, grants, janitorial, medical, document processing services, municipal program implementation, performing arts, personnel, psychological, sports and underwriting or any other professional service as deemed appropriate by the Purchasing Division Manager.

12. All procurements of legal services shall be coordinated with the City Attorney to allow for evaluation of prospective legal service providers by a qualified lawyer, and to ensure the identity of “the client” is clearly set forth in the agreement.

B. Annual Purchase Orders andAgreements
Exhibit A
A.11.a
Packet Pg. 382 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
8 of 28

CITY OF MORENO VALLEY

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ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023

1. Annual purchase orders for materials or services may be requested where budget is sufficient to cover the expenditure.
a. The total annual fiscal value of the expenditure involved with a single or group of like or associated items shall dictate the proper signature authority required. b. Annual expenditures of an item, or group of like items that go together, that exceed $10,000 and require competitive quotes. Examples:
i. Janitorialsupplies over $10,000 annually require three informal quotes. ii. Miscellaneous one-time or annual supply needs under $10,000 do not require additional quotes.
c. When applicable, annual purchase orders should list City personnel who have been given the authority to procure items against the resulting annual purchase order. i.e. A Costco annual PO should list appropriate staff authorized to use the PO.

2. Annual purchase orders, or agreements that extend to a subsequent fiscal year, are subject to the appropriation of funds through the annual budget process and must include a copy of the approved City Council staff report and City Council Summary Minutes attached to the annual purchase order. Staff should also include a brief note to the PO explaining the nature of multiyear agreement or PO.

3. The total value on the agreement will determine if additional quotes are required. As an example, a five-year agreement with annual value of less than $10,000 per year for sandbags does not require additional quotes. A five-year agreement with an annual value of more than for $10,000 per year for landscape service would need additional quotes since the total is greater than$10,000.

4. The City Manager, or designee, may authorize deviations from this section as deemed necessary.

C. Change Ordersto an Original Purchase Order

1. Change order approvals are to be authorized by signature authority as defined in this procedure (refer to Section II (A).
a. Amount to be approved is the total of the original purchase order plus all subsequent change orders.

Example (non-public works)
Original Base Purchase
Order Amount
Change
Order #1
Change
Order#2
Total for
Approval
Signature
Required
$8,500 $500 $9,000 Division Manager
$28,000 $1,000 $29,000 Department Head
$56,000 $1,500 $500 $58,000 Chief Financial Officer
$68,000 $6,000 $74,000 City Manager
$72,000 $10000 $82,000 City Council

2. A non-monetary change order may bypass the approval process and sent directly to the Purchasing Manager in the ERP system.

Exhibit A
A.11.a
Packet Pg. 383 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
9 of 28

CITY OF MORENO VALLEY

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ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023
D. Urgent needsshall be handled in the following manner:

1. When there is an urgent request to procure a product or service, it may be in relation to an ongoing project.

Example #1: If a vendor has been issued a PO to trim 10 trees and wind damage creates the need for additional work, a verbal approval to the vendor, from a Division Manager or above, will temporarily suffice. The Division Manager will immediately send an email describing the nature of the emergency to the Purchasing Division Manager and a change order (CO) shall be created for the additional work. A copy of the email and supporting quote documentation will need to be attached to the CO.

Example #2: A PO has been issued to install an electrical conduit between two buildings.

During excavation, a water main is found that was not on the plans and the water main must be modified to allow the job to continue. City staff should contract with an appropriate vendor who has the required expertise. If an executed city agreement and current insurance is not on file for an appropriate vendor, City staff shall notify the City Manager’s Office or designee, for approval to move forward. City staff will immediately send an email describing the nature of the emergency to the City Manager’s Office and a change order (CO) shall be created for the emergency work. A copy of the email and supporting cost documentation will be attached to the CO. The responsible division will review the invoice for accuracy and forward to the Accounts Payable Division for processing.

E. Closing a Purchase Order

1. When a purchase order is complete, that is, all items or services have been received, the PO shall be closed by the end user. Closing the PO and/or line item will unencumber the funds for other uses or provide budget savings.

2. The process for closing a PO is to create a Change Order on the PO and void/complete the PO.

Void/Complete each line item to close out the entire PO or individual lines as needed and add a note to the PO being closed that details the reason for the closure. Validate, approve, and forward to Purchasing staff (approval can by bypass Department Division Manager and above) Purchasing staff will finalize the void/completed PO.

VII Procurement Card Method (aka:CAL-Card)
A. Payment of Charges on Procurement Card Purchases

1. It is in the City’s best interest to pay the procurement card billing in a timely manner and avoid any interest expense. Accounting staff will pay the entire monthly invoice upon receipt. Cal-Card holders are responsible to allocate the appropriate account to each transaction and Purchasing staff will review and ensure each transaction is reconciled correctly through the use of appropriate account codes entered by the cardholder. Once all the charges have been reconciled, a journal entry is created and imported into the City’s ERP system for final processing.

B. MandatoryTraining

1. Recipients of a procurement card are required to attend a cardholder training session and sign the Cardholder User Agreement prior to being issued a procurement card. A copy of the CalCard Procedures and submittal schedule is provided to staff as reference. The cardholder elects to assign allocation approval to another staff member, then additional training will be required for the new user. Additional annual training may be required if staff violates any of Exhibit A
A.11.a
Packet Pg. 384 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
10 of 28

CITY OF MORENO VALLEY

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ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023
the set process.

C. Use of Procurement Cards

1. Personalized Cards
a. A Division Manager or Department Head, (also known as Approving Official), shall determine which City staff members are to be assigned a personalized procurement card.
b. The procurement card may only be used for budgeted City-related business expenses. c. Original and subsequent single and monthly transaction limits are to be authorized by the cardholder’s Division Manager, Department Head, and Chief Financial Officer and/or City Manager, if limits exceed the limitation established in Section D below. d. The Approving Official may require prior approval before each use or may give blanket Purchasing authority based on the cardholder’s predefined limits. e. Once such cards are assigned,staffshall abide by the procurementpolicy set forth herein.

2. Purchases of Services
a. Services are typically not to be paid for with a procurement card unless preauthorization from the Purchasing Division Manager has been received
b. On-site service-related needs are not authorized to be ordered and paid for utilizing a procurement card. Any variance from this rule must be in writing from the Division Manager and approved by the PurchasingManager in advanced of the purchase c. Off-site minor service purchases, such as printing, minor car repairs less than $10,000, picture framing, etc. are permitted. Please reach out to Purchase staff for further interpretation as needed.

D. Limitations On Use of ProcurementCard

1. Only the employee whose name is embossed on the card may use the procurement card. No other person is authorized to use thecard.

2. The procurement card is to be used for City authorized purchases only. The procurement card cannot be used for any personal use. Any such use will require immediate reimbursement and may result in disciplinary action, which may include dismissal.

3. Purchases made with a procurement card are limited to a single purchase limit of $5,000 (higher authorized limits vary and require approval of the Purchasing Manager, Chief Financial Officer, and City Manager or designee in advance of the purchase). All requests for exceptions must be documented in writing and approved by the Purchasing Manager and Chief Financial Officer in advance of the purchase.

E. Program Management

1. The Chief Financial Officer will assign the following Procurement Card program management staff:
a. Procurement Card Program Administrator (Purchasing Division Manager or designee) b. Purchasing Division Reviewer
c. Approving Official (Department Heads/Division Managers) Exhibit A
A.11.a
Packet Pg. 385 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
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CITY OF MORENO VALLEY

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ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023
F. CardholderResponsibilities andProcedures

1. Complete required procurement card training before being issued a procurement card.

2. Hold and secure procurement card (Allowing no one else to use the card).

3. Charges are for City business only.

4. Collect and save sale receipts.

5. Ensure receipts provide date of transaction, description of product and total amount of purchase.

6. Verify goods have been received.

7. Match receipts with monthly card statement Review monthly statements for validity of all transactions.

8. Sign monthly statements to acknowledge and authorize charges.

9. Allocate an account code for each transaction (include project code if needed).

10. Verifies appropriate sales tax has been charged to applicable expenses. Please contact the Purchasing Division for additional interpretation if needed.

11. Identify disputed charges, notify Purchasing staff of dispute, file dispute with the U.S. Bank, and attach completed “CARDHOLDER STATEMENT OF QUESTIONED ITEM” form.

12. Provide Purchasing with supporting documentation for the dispute, if any.

13. Provide Approving Official with completed and signed monthly statement packet, included all supporting documents, by the internal deadline set by the department/division.

14. The Cardholder is responsible to ensure the approved procurement card package is submitted, to include a scanned copy of completed cal-card procurement card package, to the Purchasing Division by the due date provided by Purchasing staff.

15. Surrender procurement card to Purchasing staff upon termination of employment. Please verify there are no unallocated charges on the Cal Card holder’s statement.

16. Report Lost or Stolen Procurement Cards.
a. In case of a lost or stolen card, it is the responsibility of the cardholder immediately notify U.S. Bank and record the date, time and name of the individual contacted at the issuing bank.

17. The cardholder must immediately inform his or her Approving Official and the Purchasing Division.

G. Approving Officials (Division Manager / Department Head) Responsibilities

1. Assign transaction and monthly spending limits to subordinate cardholders.

2. Request procurement cards for designated employees.

3. Designate representativesresponsible forreviewing/reconciling charges.

4. Review, approve and sign bank statement.

5. Ensure the cardholder submits to Purchasing the approved procurement card package no by the due date provided by Purchasing
staff.

H. Purchasing Division Reviewers

1. Coordinate issuance and cancellations of cards with issuing bank.

Exhibit A
A.11.a
Packet Pg. 386 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
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CITY OF MORENO VALLEY

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ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023

2. Receive and issue cards.

3. Review all procurement card requests.

4. Participate in resolving supplier disputes.

5. Pursue supplier discount opportunities.

6. Evaluate procurement card feedback from supplier.

7. Verifies appropriate sales tax has been charged to applicable expenses.

8. Provide initial and ongoing training to all cardholders and transaction approvers.

9. Participate in resolving billing issues.

10. Receive approved monthly statements from all cardholders.

11. Ensure every monthly statement has been scanned to the designated Purchasing file and the physical copy is a date stamp with employee initials.

12. Notify divisions when approved monthly statements are not received.

13. Review transactions for possible split charges, mistakes and/or misuse situations.

14. Prepare and send out notification of incorrect/unauthorized actions to cardholder, and

15. Review and record cardholder suspensions or revocations.

16. Suspend or revoke cardholder privileges subject to Purchasing Division Manager approval.

17. Prepare and maintain a cardholder reference file.

I. Procurement Card Program Administrator Purchasing

1. Receives approved monthly statements from Purchasing staff reviewers.

2. Receives consolidated statement from issuing bank and confirms that all charges are authorized by cardholder.

3. Notifies card holder when approved monthly statements are not received

4. Pays all monthly charges from consolidated statement for both Cal Cards and Use-Tax.

5. Reviews accounting lines per transaction and notifies employee of inaccurate accounts and/or project codes.

6. Files and stores statements, receipts, etc.

7. Administers Use-Tax reporting process.

8. Participates in resolving billing disputes.

9. Coordinates program procedural issues.

10. Coordinates and maintains internal controls.

11. Participates in ongoing program reviews and recommended process improvements.

12. Maintains procedural and cardholder guides/manuals.

13. Conducts periodic operational and compliance audits.

14. Reviews transactions for possible misuse situations and reports to the Purchasing Division Manager.

15. Provides the Purchasing Division Manager with a list of possible cardholder violations.

Exhibit A
A.11.a
Packet Pg. 387 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
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CITY OF MORENO VALLEY

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ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023

16. Participates in ongoing program reviews and recommended process improvements.

J. Authorized Purchases

1. Cardholder must sign a Cardholder Agreement before being issued a procurement card.

2. The cardholder named on the City procurement card is the only authorized person to procure business-related items with his/her individual procurement card.

3. With prior approval, the procurement card may be used for travel related expenses including airfare, fuel, lodging, car rentals and other miscellaneous travel expenses.

4. When Per Diem is granted for approved travel, the procurement card shall not be used to pay for meals or incidentals that are to be covered under the Per Diem amount given.

5. Vendors who require payment through a PayPal or similar service account that is set-up with the procurement card must receive pre-approval from the Purchasing Division Manager before making the transaction.

K. Unauthorized Use of the City’s Procurement Card

1. No cardholder shall loan the procurement card or give out the procurement card number for use by any other individual

2. Transactions shall not be intentionally split to go beyond a cardholders’ transaction limit. Splitting an order with another card holder or in multiple transactions in order to go beyond a cardholder’stransaction limit is prohibited

3. Unauthorized and/or split purchases can result in the suspension of cardholder privileges and possible disciplinary action up to and including dismissal

4. The following types of items shall NOT BE purchased with a procurement card, regardless of the dollar amount unless preauthorized by Purchasing Division Manager:
a. Gasoline, fuel, or oil for personal vehicles
b. Gasoline fuel for Citywide vehicles unless gas pump at Corporate City Yard is unavailable (reason must be included on monthly statement) c. Cash advances
d. Any additional goods or services specifically restricted by their department/division or by the Purchasing Division furniture (unless furniture is a lesser value than a citywide contract and approved by Purchasing Division Manager, Chief Financial Officer, or City Manager)
e. Maintenance and service agreements
f. Transactions that must meet the City’s insurance requirements such as services performed on-site or hand delivered on-site (other than common courier delivery or approved by the Purchasing Division Manager, Chief Financial Officer, or designee)
g. Items purchased that DO NOT serve a public purpose (includes purchases of a personal nature)
L. Non-Compliance with Policy

1. Improper use and/or abuse of the procurement or credit card policy may result in disciplinary action including, but not limited to, removal from the procurement card program or, for proven fraud, termination from City employment

2. Failure on the part of cardholders to render a timely accounting can result in the suspension Exhibit A
A.11.a
Packet Pg. 388 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
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CITY OF MORENO VALLEY

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ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023
of their card use privilege

3. Inappropriate use or late submittal of reconciled statements may result in suspension or revocation of cardholder privileges

4. Failure to adhere to this policy may result in the following:
a. First violation: Written Memo – Notice of Violation to cardholder and notification to their Division Manager/Department Head
b. Second violation: Written Memo – Notice of Violation to cardholder and notification to their Division Manager/Department Head for temporary suspension of card privileges until cardholder completes Cal-Card re-training. c. Third violation: Written Memo – Notice of Violation to cardholder and notification to the Chief Financial Officer and the City Manager or designee, with possible permanent suspension of credit card privileges
All violation forms will be signed by Division Manager, Department Head, CFO and/or City Manager or designee, as applicable, and be returned to Purchasing Division Manager.

VIII Direct Pay
A. The Direct Pay signature authority shall follow the procurement signature authority table as outlined in Section II (A). The use of a Direct Pay shall be limited to the following areas:

1. Direct Pay requests are allowed for non-service items that are valued up to $10,000 a. Use of a procurement card or purchase order is encouraged as a first payment method

2. Employee reimbursement (in most cases the use of petty cash is the preferred payment method when the amount is under $100)

3. Benefit payments

4. Emergency purchases(see Chapter 3.12 of the Municipal Code)

5. Refunds, i.e. Business License, canceled classes, False Alarm, Planning Fees, etc.

6. Utility payments, e.g. Electricity, Gas, Water, Sewer, Communication expenses

7. Debt Service payments

8. Financial management activities, e.g. Investments, Payments to Bond Trustees, Paying Agents

9. The following items must be submitted to release Retention excluding escrow accounts a. Vendor’s original retention invoice, appropriately reviewed and signed by the project manager
b. Copy of the consent of surety for bonds
c. Copy of the Conditional Waiver and Release on Final Payment from the contractor and subcontractors
d. Copy of Contract Retainage and Reconciliation Report e. Copy of the recorded Notice of Completion, copies of all above mentioned documents must be attached to the direct pay request and submitted to Accounts Payable

10. Other direct payment needs, not described above, must be authorized by the Chief Financial Officer or designee. An e-mail explaining the circumstances and attaching all supporting documents will most likely be sufficient. Purchasing
Exhibit A
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Last Revised May 16, 2023
B. Direct Pay requests that do not meet the criteria listed above will be returned with a request to process a purchase order.

C. Direct Pay Forms submitted for any reason other than those listed in section VIII (A) of this Procurement Procedure shall be specifically approved by the Department Head or designee. The Department Head shall explain in writing to the Chief Financial Officer the circumstances regarding the need for payment without a City-issued purchase order.

IX Electronic FundTransfers
A. The use of an Electronic Fund Transfer shall be limited to the following areas:

1. Financial Management Services activities, e.g. Investments, Payments to Bond Trustees, and Paying Agent

2. Monthly Procurement Cardstatements

3. Debt Service payments

4. Homeowner Assistance loans

5. Payments for services under City agreements

6. Payroll benefits and deductions

7. Escrow Accounts (Release of Retention)
B. All Electronic Fund Transfers must be pre-approved by the Chief Financial Officer.

C. Payments must be submitted on the Electronic Funds Transfer form and may require the following supporting documentation, orsimilarsupport:

1. Vendor’s original invoice appropriately signed as needed

2. Copy of the staff report recommending action

3. Copy of the City Council Summary of Action

4. Copy of signed agreement

5. Executed Escrow Agreement

6. Wire Transfer Instructions

7. Additional supporting documents
D. City processing of the Electronic Fund Transfer will be coordinated and performed the Chief Financial Officer or designee
E. Confirmation will be provided back to the requesting department Note: Since Electronic Fund Transfers generally involve large dollar amounts, at least one day’s prior notice isrequired to ensure that funds are made available.

X Minor Purchase
A. Minor purchases do not require competitive quotes. The value of a minor purchase is $10,000 or less.

This value represents a one-time per fiscal year purchase or the total value of multiple purchases of the same item or group ofsimilar itemsthroughout the fiscal year.

Minor Purchase Example:

Exhibit A
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May 24, 2006
Last Revised May 16, 2023

1. One Air Compressor @ $8,200
a. A minor purchase may be a single item or a group of like items that relate to one another, e.g. sprinkler bodies and sprinkler heads, misc. promotional items, etc.

B. Agreements to purchase, on an annual basis, (annual purchase order or other form of agreement) of an item or group of itemsthat relate to one another, fall into two categories:

1. An annual fiscal year total value for the product or non-professional service of $10,000 or less will be considered a minor purchase.

2. An annual fiscal year total value for the product or non-professional service exceeding $10,000 will require competitive quotes for award and are not considered minor purchases.

XI RFQs, RFPs and Bids (Non-Public Works Projects)
A. Electronic bidding and vendor managementsystem

1. The City utilizes an electronic vendor and bid management system for the solicitation of bids and proposals. The electronic bid management system will be utilized for all solicitations in excess of $35,000 and may be used for lower amounts. Utilizing this bid management system standardizes bidding and evaluation procedures, achieves economy of scale benefits, provides consistency in dealing with vendors, and ensures an open, fair, and competitive procurement process.

2. To Process a RFP, RFQ or Bid by the Purchasing Division:
a. Submit a Purchasing Request form two (2) weeks prior to bid opening date:
i. The scope of work and/or specifications
ii. Requested duedate
iii. Advertisement (if applicable)
iv. Evaluator information
Please note process may change depending on assessment by Purchasing staff, B. Methods and Determination

1. The anticipated level of expenditure shall determine the method selected to secure the best value for the City. Approved budgeted capital expenditures and fixed assets typically will require a formal RFQ, RFP or BID. See the chart below in selecting the most appropriate method for nonpublic workspurchases.

Exhibit A
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Approved by: City Manager
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Last Revised May 16, 2023
Up to $10,000 >$10,000 - $35,000 >$35,000 - $75,000 >$75,000 No competitive
quotes required.

Informal Quotes* R.F.Q., R.F.P., or
Bid** RFQ., RFP, or Bid
(Awarded By Council)***
• No quotes required
• Use professional
judgment to
ensure best value
for the City
• Minimum ofthree
quotes
• May be verbal quotes
that are documented via
written
notes
• Submit quote notes
with purchase
paperwork
• If single or sole
source, attach letter.
(See Sole Source
requirements)
• To be solicited on
the City’s electronic
bid management
system.
• Minimum ofthree
vendors are to be
solicited/notified.
• If single or sole
source, attach letter.
(See Sole Source
requirements)
• Formal legal
advertising if >
$100,000.
• Award by CityCouncil.
• Staff report, proof
of Council award
and a valid
signed/agreements
are to be attached to
the PO.
*$10,000 - $35,000 – Services may be procured by obtaining three quotes for Supplies, Maintenance Work, and General Services or three proposals for Professional Service. Contracts for purchase at this award level must be signed upon the procurement signatory authority thresholds.
**$35,000 - $50,000 – Services may be procured by obtaining threw quotes for Supplies, Maintenance Work, and General Services or three proposals for Professional Services or by formal procurement process. Contracts for purchase at this award level must be signed upon the procurement signatory authority thresholds. ***Over $75,000 – Purchases at this level must be formally procured and approved by City Council. Copy of the approved staff report, City Council minutes, executed agreement (if applicable), bid solicitation evaluation results, certificate of insurance/waiver, and DIR registration (if applicable).

Exhibit A
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ADMINISTRATIVE PROCEDURE
Approved by: City Manager
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Last Revised May 16, 2023
C. Advertising requirements for formal bids

1. Materials, supplies and equipment shall be advertised pursuant to Chapter 3.12 of the MunicipalCode.

2. Professional Services (refer to Purchasing Procurement Thresholds) Professional services are services rendered by members of a recognized profession or possessing a special skill. Such services are generally acquired to obtain information, advice, training or direct assistance, including any type of professional service that may be lawfully rendered but does not include public projects.
a. A professional service is defined as: architectural, , , material testing, inspection services, appraising, ad campaigns, engineering, environmental, finance, fine arts, insurance, land surveying, landscape architectural, legal management consultants, management information consultants, right of way, grants, janitorial, medical, document processing services, municipal program implementation, performing arts, personnel, psychological, sports and underwriting or any other professional service as deemed appropriate by the Purchasing Division Manager.

D. Public projects shall be processed and awarded in accordance with all state and federal codes, acts and laws as described in Chapter 3.12 of the Municipal Code.

E. Exceptions

1. Legal Services

2. Library CirculationMaterials
a. Competitive quotations are not required to purchase library books, tapes, periodicals, and other information delivery formats (such as microfilm, CD-ROM, online information) in accordance with the budget approved by the City Council, as long as sufficient unencumbered funds exist to pay the expense.

XII RFQs, RFPs and Bids (Public Worksprojects)
A. Uniform Public Construction Cost Accounting Act (UPCCA)

1. The City utilizes the UPCCA which provides for alternative bidding procedures when an agency performs public project work by contract

2. Public projects of $60,000 or less may be performed by force account, negotiated contract, or by purchase order (PCC 22032(a)). This value may be adjusted from time-to-time by the State of California

3. Public projects of $200,000 or less may be let to contract by the informal bidding procedures set forth in the Act (PCC 22032(b)). This value may be adjusted from time-to-time by the State ofCalifornia

4. Public projects of more than $200,000 shall be let to contract by formal bidding procedures (PCC 22032(c)). This value may be adjusted from time to time by the State of California.

Copy of approved staff report, city council meeting minutes, executed agreement, approved certificate of insurance, DIR registration must be attached to the purchase order in order for Purchasing staff to review and approve.

Exhibit A
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Last Revised May 16, 2023
B. On-Call Professional Service Consultant

1. Pre-qualified on-call consultant lists are negotiated and established for citywide departments for a variety of professional and technical support services. A Request for Qualifications is solicited through the City’s electronic bid management system, The City staff will review qualifications and create a list of qualified on-call consultants for each discipline. As appropriate, the City may conduct an additional competitive process (e.g. solicit bids or issue Request for Proposal prior to awarding contracts. These services will be on an asneeded or on-call basis.

XIII Cooperative or “Piggybacking”Agreements
A. An optional method used to procure material or service that has been awarded by another public agency, either by competitive award, volume pricing or negotiated best value eliminates the full RFP/RFQ or Bid process when the below requirements are met.

B. Documentation Requirements:

1. Copy of the originating agency’s bid solicitation showing an award based on the above criteria.

2. Copy of the executed agreement on which the City is "piggybacking" must be valid/ awarded within the prior 36 months.

2. Copy of the executed cooperative agreement which references the binding agreement between the cooperative agency and vendor.

3. Bid solicitation documentation referencing the originating agency’s selected vendor.

C. Slight modifications to the product are permitted if they do not alter the major operation or intended use of the service(s) or item(s) purchased.

XIV Grant or Governmental Contract related Purchases
A. The City will comply with all special Purchasing requirements imposed by grants-in-aid (state, federal or otherwise) or state or federal contracts with special Purchasing requirements. However, if the City has discretion or if the grant or contract is silent the provisions of the City’s Purchasing Procedures will prevail in the event of any conflict or potential conflict among Purchasing provisions. The City will comply with all Federal and State Grant requirements where applicable in the following:

1. Debarment and Suspension: There will be no Purchase contracts related to federal grants awarded to any person debarred or suspended, or otherwise excluded from or ineligible for participation in Federal assistance programs under Executive Order 12549.

2. End users must verify if their proposed vendor is on the debarment and suspension list at:
https://sam.gov/content/home

3. Buy America: All steel, iron, and manufactured products used in projects requiring a Buy America provision must be manufactured in the U.S., as demonstrated by a Buy America certificate, or, in the case of rolling stock, the cost of components produced in the United States is more than 60 percent of the cost of all components and final assembly of the vehicle takes place in the U.S. (49 CFR part 661). Additionally, Appendix A to 49 CFR section 661.7 provides general waivers of the Buy America program.

4. Specify Federal Grant Amounts: Authorized Purchasers are to be aware of and comply with Exhibit A
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the requirement enacted in Section 623 of the Treasury, Postal Service and General Government Appropriations Act, 1993, and reenacted in Section 621 of the fiscal year 1994 Appropriations Act. This Section requires grantees to specify in any announcement of the awarding of contracts with an aggregate value of $500,000 or more, the amount of Federal funds that will be used to finance the acquisitions.

5. Accounting and Reporting. Finance and Project managers (for grant funded projects) will establish and maintain procedures to assure compliance with all grant requirements concerning Purchases accounting and recordkeeping, grant cash management, and reporting to the grantor.

B. The above list is not intended to be a complete listing; other requirements may apply.

XV Disabled VeteranPreference
A. It is the policy and practice to encourage the utilization of and participation in Disabled Veterans Business Enterprises (DVBE) in City procurements and to align the qualification of a DVBE with the State of California requirements and City Municipal Code 5.02.660. This Disabled Veterans policy shall not be utilized where restricted by law or funding source requirements. a. A “disabled veteran” is a veteran of the U.S. military, naval, or air service, the veteran must have a service-connected disability of at least 10 percent or more, and the veteran must reside in California.

B. This policy shall apply to agreements, contracts, acquisition leases, and purchase orders for materials, services, professional services, professional consultants or trainers from firms or individuals engaged in “for profit” business activities paid for in whole or in part out of funds administered by the City. To the extent of any conflict between this procedure and any requirements imposed by the federal and state government relating to participation in a contract by a DVBE as a condition of receipt of federal or state funds, the federal or state requirements shall prevail. a. The business must be at least 51 percent owned by one or more disabled veteran. b. Limited liability companies must by wholly owned by one or more disabled veteran. c. The daily business operations must be managed and controlled by one or more disabled veterans.

The disabled veteran who manages and controls the business is not required to be an owner of the business.
d. The home office must be located in the U.S. the home office cannot be a branch or subsidiary of a foreign corporation, foreign firm, or other foreign based business.

C. A 5% preference shall be given to DVBE’s for the purchase of professional and non- professional services, supplies, materials and equipment.

D. When a DVBE’s bid is within 5% of the non-local supplier's proposal on competitively bid solicitation, the DVBE will be provided the opportunity to price match the non-DVBE’s cost.

E. In the quantitative evaluation of proposals of professional and non-professional services, an additional 5 percentage points shall be provided in the total rating score for the DVBE.

XVI City Agreement and Insurance Requirements
A. A City agreement is typically required for most service needs. Assistance preparing City agreements can be sought from the Purchasing Division. Agreements are to be entered and maintained in the Contracts Module of the ERP system.

1. City agreement templates are found on the Intranet under the City Attorney’s section:
http://visage/forms/legal.shtml
Exhibit A
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2. Any revisions to the agreement template require City Attorney review and approval.

3. Agreement requires signature authority from the vendor, City Attorney, and manager approval (refer to signature authority thresholds).

4. Copy of approved certificate of insurance (COI), email referencing approved COI, and COI checklist must be attached to the contract.

5. Contact the Purchasing Division if verification is needed on COI requirements.

6. A copy of a waiver email shall be attached to the contract.

B. Non-Project related agreements may typically have a total term of five years. An agreement may be written with an annual not-to-exceed amount or the total term amount, i.e. Five-year contract valued at $75,000.
a. Annual amount with a not-to-exceed value of $15,000 per year; -ORb. $75,000 over the entire term of theagreement C. Multiple types of insurance are required to protect the City against loss. It is the responsibility of the requesting division to secure the proper insurance, regardless of the method chosen for procurement.

D. See the Risk Management Administrative Policy 6.12 through 6.15 here:
http://visage/policies/admin.shtml

1. Insurance coverage must be current and applicable to the service being performed.

2. The Purchasing Division, or designee, must approve all insurance documents.

3. Insurance must be approved and in place prior to the beginning of work.

4. City insurance and endorsement documents must be approved in order for a purchase order to be issued.

5. Waiving InsuranceRequirements:
a. Due to the variety of services provided to the City, and based on an evaluation of risk exposure involved, there is occasionally the need to waive insurance requirements.

The City Attorney, Assistant City Manager, City Manager or designee, may waive insurance requirements. Waiver documentation must be attached to the contract and/or purchase order.

XVII Local Small Business Vendor Preference
A. Local small business vendor is a firm, individual, partnership, association, corporation or other legal entity that meets the following requirements:

1. A business entity that has for at least the last twelve (12) months prior to submittal of its RFP response or quote: held a current city business license and maintained fixed offices or distribution points located within the City’s geographic boundaries; and that either employs fewer than one hundred (100) employees or has average annual gross receipts of ten million dollars ($10,000,000.00) or less over the previous three years as required per Municipal Code

3.12.010.

2. Occupies an actual business facility whose address is within the City of Moreno Valley.

3. Possesses and maintains a valid business license as issued within the City of Moreno Valley and the address matches that of their local facility.

4. Suppliers of materials and equipment must possess and maintain a valid resale license (where sales tax will be applied to the purchase) as issued from the State Franchise Tax Board and the Exhibit A
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Last Revised May 16, 2023
address matches that of their local facility.

B. A 5-percent preference shall be given to local small business vendors for the purchase of nonprofessional services, supplies, materials and equipment, per Municipal Code 3.12.

C. When a local vendor’s bid is within 5-percent of the non-local supplier's proposal on competitively bid solicitation, the local small business vendor will be provided the opportunity to price match the non-local supplier’s cost.

D. In the quantitative evaluation of proposals of non-professional services, an additional 5 percentage points shall be provided in the total rating score for local small business vendor.

XVIII Purchases of RecycledMaterial
A. Where all things are equal, the Purchasing of recycled material is encouraged.

B. City departments, and direct service providers to the City, as applicable, must comply with recovered organic waste products recycled-content paper per municipal code 6.03.150

1. Recordkeeping in accordance with the city’s recycled-content paper procurement policy(ies) must be maintained when the division or department is unable to purchased recycled paper for products.

XIX Emergency Purchases
A. In certain situations, it may be necessary to make emergency purchases which must bypass the preapprovals as outlined above. Per municipal code 3.12.140, an emergency purchase may be made when there is an immediate need to acquire particular materials, goods, supplies, equipment or services not already available to City staff to deal with an emergency.

B. For Purchasing purposes, an emergency situation is one in which there is an immediate threat to life or property or a substantial disruption of a vital public service or where the public health, welfare or safety may be at substantial risk. The emergency must be of such a nature that the Department Head, Assistant City Manager, City Manager or designee, would be contacted to advise them of the situation, regardless of when such emergency may occur. Such situations must be determined to be an emergency (subject to later justification for such determination) and such emergency purchases must be approved by a Department Head, Assistant City Manager, City Manager or designee.

XX Pre-Qualification
A. The City may maintain a list of pre-qualified contractors for particular types of work or may prequalify a list of contractors for a particular project requiring City-specified minimum levels of background, experience, training, and education to be able to satisfactorily perform a task or type of project. The specific processes and approvals for pre-qualification will be in accordance with the Uniform Public Construction Cost Accounting Act (PCC 22036). Formal Proposals and Requests for Qualifications will be solicited in any such process to give maximum exposure to all potential contractors of the opportunity to apply for inclusion on such a list.

XXI Capitalization
A. The City’s capitalization threshold, including tangible and intangible assets, is $10,000. Capital assets are capitalized if they have a cost in excess of $10,000 and have a useful life of at least two years. Capital assets that have a cost below $10,000 are deemed expended during the fiscal year they are acquired. Items that meet the capitalization threshold must be identified and communicated to the Finance Department through the capital asset accounting process established and overseen by the Finance Department. Please reference the Capital Asset Management Administrative Procedures Policy 3.15.

Exhibit A
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CITY OF MORENO VALLEY

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ADMINISTRATIVE PROCEDURE
Approved by: City Manager
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Last Revised May 16, 2023
XXII Value and PricePolicies
A. Departments are expected to make maximum use of standard products. The Purchasing Division will work with departments to achieve standardization of purchased materials, supplies, and services to the extent that such action serves the needs of the City.

B. When bids are solicited from responsible vendors/contractors which are qualified, capable, and willing to meet City requirements/specifications it is the City’s desire to achieve the lowest ultimate cost to theCity.

In order to assure that every reasonable effort is made to buy only those items which represent true value in relation to their necessary function, staff may be required to perform a full value analysis, when the potential benefits of the analysis outweigh the certainty of the coststo perform the analysis.

This analysis will be a comparison of offers based on total costs and value to the City which includes, but is not limited to, the following factors:
a. Actual cost
b. Delivery costs
c. Life expectancy
d. Maintenance costs
e. Parts availability
XXIII Surplus and Property Transfers
A. See the Surplus Supplies, Materials and Equipment Administrative Procedure 3.05.

DEFINITIONS
ANNUAL PURCHASE ORDER: A purchaser’s written document to a vendor allowing for the purchase of a variety of materials and supplies, by authorized personnel, during a specified period of time. Issued for a specific amount of consideration that is drawn from throughout the specified time frame for payment of invoices related to the annual purchaseorder.

AGREEMENT: A legal document between two or more parties. Used to convey terms, conditions, insurance,scope and other City requirements. Provides language as to indemnification of liability to the City if an accident or other legal issue arises. Also commonly known as a “contract.”
ARCHITECTURAL AND ENGINEERING SERVICES: Professional services within the scope of the practice of architecture and professional engineering, as defined by the jurisdiction, usually involving research, design, development, construction, alteration or repair of real property. Includes those professional services of an architectural, landscape architectural, engineering, environmental, geotechnical or land surveying nature as well as incidental services that members of these professions and those in their employ may logically or justifiably perform.

BEST AND FINAL OFFER: (BAFO). In competitive negotiation, the final proposal submitted after negotiations are completed, that contains the vendor’s most favorable terms for price and service of products to be delivered. Used in the Request for Proposal (RFP) and multi-step bidding process.

BID FOR PUBLIC PROJECT: (See Competitive Sealed Bidding and Competitive Sealed Proposal below). Any proposal submitted to the City of Moreno Valley, the Moreno Valley Community Services District, and the Moreno Valley Housing Authority in competitive bidding for the construction, alteration, demolition, repair, maintenance, or improvement of any structure, building, road, property, or other improvement of any kind.

BID SPLITTING: It is unlawful to split or separate procurement into smaller work orders or projectsfor any public work Exhibit A
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Last Revised May 16, 2023
project for the purpose of evading the provisions of Article 4, Division 2, Section 20163 of the Public Contract Code, requiring public work to be done by contract after competitive bidding. Every person who willfully violates this provision of this section is guilty of a misdemeanor.

BLANKET PURCHASE ORDER: A purchaser’s written document to a vendor formalizing all the terms, conditions, and fixed, firm pricing for a specific commodity. Fixed pricing is established first through an agreement and releases/deliveries are requested from the vendor asrequired by the Purchasing entity.

CAL-CARD: A Visa Procurement card sponsored by the State of California. Used by state and local governments to procure low value items. See Procurement Card definition below.

CAPITAL ASSET: An asset with a life of more than one year, either tangible or intangible, with a value above a certain minimum amount set by an agency.

CAPITAL EXPENDITURE: Money spent for the acquisition of an item, inclusive of all costs, relating to assetsthat add to long-term net worth. Can be used for the acquisition of hardware, equipment, real property, buildings, or permanent improvements to existing assets. Must meet certain level of criteria and/or expense set by Purchasing agency.

COMPETITIVE NEGOTIATION: A method for acquiring goods, services, and construction for public use. Discussions or negotiations may be conducted with responsible offerors who submit proposals in the competitive range. (See request for proposal, best and final offers, and award). Also called competitive sealed proposal. (Compare with competitive sealed bidding).

COMPETITIVE QUOTE: A statement of price, terms of sale and description of goods or services offered by a vendor to a prospective purchaser. Used by the purchaser to evaluate and compare quotesfromcompeting sources.

COMPETITIVE SEALED BID: Also referred to as a Formal Bid. An offer submitted by a prospective vendor in response to an invitation to bid issued by a Purchasing authority; becomes a contract upon acceptance by the buyer.

Differsfrom a Competitive Sealed Proposal asfollows.
a. Public opening (versus closing time and place). Disclose prices, items bid, discounts offered, delivery terms, etc. No discussion with bidders. Responses evaluated against specifications. Award made to lowest responsive and responsible bidder. Once the City has received a bid, no changes may be made. Entire record is public after award. (See Competitive Sealed Proposals).

COMPETITIVE SEALED BIDDING: Preferred method for acquiring goods, services, and construction for public use in which award is made to the lowest responsive and responsible bidder, based solely on the response to the criteria set forth in the invitation to bid. Does not include discussions or negotiations with bidders.

COMPETITIVE SEALED PROPOSAL: Also referred to as Request for Proposal (RFP). A method for acquiring goods, services and construction services for public use from responsible offerors who submit proposals in the competitive range. Differs from a Competitive Sealed Bidding as follows:
a. Public closing (versus opening). Set time and place. Disclose only vendors (proposer) contact information.

Discussion with proposers is permitted after evaluation, even encouraged. Evaluate responses against evaluation criteria and competing proposals. Proposal most advantageous to entity is awarded.

Negotiations on price, terms and other factors are allowed. Only awarded contract is public.

DESIGN-BUILD: Where a single source has absolute accountability for both design and construction. The design- build approach may be used, but is not limited to use, when it is anticipated that it will: reduce project cost, expedite project completion, or provide design features not achievable through the design-bid-build method. May award the project using best value. Specific local agencies must be granted authority by the state legislature to use the design-build method.

Exhibit A
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DIRECT PAY: A limited use payment method. Typically used for refunds, one-time payments for emergency orders and other payments as further outlined in this policy. Not for routine payment of goods and services.

FIXED ASSET: An economic resource that is physical in nature such as property, buildings and equipment. Must meet level of expense set by Purchasing agency. Fixed assets may be purchased as new or replacement items.

FUNDING OUT CLAUSE: An agreement whereby multi-year contracts may be continued each fiscal year only after funding appropriations and program approvals have been granted by the City Council. In the event that City Council does not grant necessary funding appropriation and/or program approval, then the affected multi-year contract becomes null and void, effective July 1st of the fiscal year for which such approvals have been denied.

LOCAL SMALL BUSINESS VENDOR: Per City of Moreno Valley Ordinance 3.12; A “Local small business vendor” means a business entity that hasfor at least the last twelve (12) months prior to submittal of its RFP response or quote: (1) held a current business license issued by the City; and (2) maintained fixed offices or distribution points located within the City’s geographic boundaries; and (3) that either employs fewer than one hundred (100) employees or has average annual grossreceipts of ten million dollars($10,000,000.00) or less over the previousthree years.

MULTI-STEP BIDDING: (Also referred to as Two-step Process). A source selection method involving at least two competitive steps, combining the elements of both competitive sealed bids (formal bids) and competitive sealed proposals. The first step requires the submission of un-priced, technical proposals. In the second step, bidders with acceptable technical proposals are asked to submit sealed bid prices. A percentage (weighted average) is typically assigned to each element of the proposal to help analyze and determine the award.

OPEN MARKET PURCHASE: The procurement of materials, supplies or equipment, usually of a limited monetary amount, from any available and reliable source. Open market purchases shall be made when feasible and in the best interest of the City utilizing the methods prescribed herein.

PIGGYBACK: A form of intergovernmental cooperative Purchasing in which an agency purchaser requests competitive sealed bids, enters into a contract and arranges, as part of the contract, for other public Purchasing agencies to purchase from the selected vendor under the same terms and conditions as itself.

ELECTRONIC BID MANAGEMENT SYSTEM: A subscription platform held in the Cloud for vendors to register and receive RFQ/RFP and Bid solicitations from the City.

PREVAILING WAGE: Wage determination based on job duties of a worker. Designated wage determinations are made by the state and change from time-to-time. Are geographical in nature and are assigned based on regions of the state.

Prevailing wages are generally required to be paid by the contractor to his/her workers on a public works project or maintenance on a publicly owned facility if the job value is over $1,000. See California Senate Bill 854.

PROCUREMENT: Purchasing, renting, leasing, or otherwise acquiring any supplies, services, or construction; includes all functions that pertain to the acquisition, including description or requirements, selection and solicitation or sources, preparation and award of contract, and all phases of contract administration. It also pertains to the combined functions of Purchasing, inventory control, traffic and transportation, receiving, receiving inspection, storekeeping, and salvage and disposal operations.

PROCUREMENT CARD: A purchase and payment method used to procure budgeted low value items, May be used for higher value purchases on an approved basis. Cardholder and manager are responsible for proper use of the procurement card. Cardholder’s manager to designate spending limits and types of authorized purchases. Differs from a “Credit Card” as the Procurement Card has built in transaction limitations. Controlled and audited by the PurchasingDivision.

PROFESSIONAL SERVICES: Services rendered by members of a recognized profession or possessing a special skill.

Such services are generally acquired to obtain information, advice, training or direct assistance. For purposes of this document, the following are, but not limited to, professional services:

Exhibit A
A.11.a
Packet Pg. 400 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
26 of 28

CITY OF MORENO VALLEY

PROCUREMENT

ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023
a. Architectural, construction management, construction surveys, material testing, inspection services, appraising, ad campaigns, engineering, environmental, land surveying, landscape architectural, legal management consultants. Providers of such services are hereinafter referred to individually as “consultant” or collectively as “consultants”.

PROPOSAL: In competitive negotiations, the document submitted by the offer or in response to the RFP to be used as the basisfor negotiationsto enter into a contract.

PUBLIC WORKS PROJECT: As pertains to bidding on public contracts and as defined in Section 22002 of the Public Contract Code, "public project" means any of the following:
a. Construction, reconstruction, erection, alteration, renovation, improvement, demolition, and repair work involving any publicly owned, leased, or operated facility. b. Painting orrepainting of any publicly owned,leased, or operated facility. c. In the case of a publicly owned utility system, "public project" shall include only the construction, erection, improvement, or repair of dams, reservoirs, power plants, and electrical transmission lines of 230,000 volts and higher.
d. "Public Work or Project" does not include maintenance work. For purposes of this section, "maintenance work" includes all of the following:

1. Routine, recurring, and usual work for the preservation or protection of any publicly owned or publicly operated facility for itsintended purposes.

2. Minor repainting.

3. Resurfacing ofstreets and highways at lessthan one inch.

4. Landscape maintenance, including mowing, watering, trimming, pruning, planting, replacement of plants, and servicing of irrigation and sprinkler systems.

5. Work performed to keep, operate, and maintain publicly owned water, power, or waste disposal systems, including, but not limited to, dams, reservoirs, power plants, and electrical transmission lines of 230,000 volts and higher.

Exceptions to “maintenance” projects for the purposes of payment of prevailing wage includes:

Exception #1: Janitorial or custodial services of a routine, recurring or usual nature is excluded.

Exception #2: Protection of the sort provided by guards, watchmen, or other security forces is excluded.

Exception #3: Landscape maintenance work by "sheltered workshops" is excluded. (For purposes of this section, "facility" means any plant, building, structure, ground facility, real property, streets and highways, utility system (subject to the limitation found in “c” above), or other public work improvement).

PURCHASE ORDER: The primary procurement method. Used to communicate to a vendor the City’s terms and conditions, authorizes an encumbrance of City funds and is a contractual agreement to pay for acceptable goods or servicesreceived. Used to process payment and track an expenditure in the financialsystem.

Exhibit A
A.11.a
Packet Pg. 401 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
27 of 28

CITY OF MORENO VALLEY

PROCUREMENT

ADMINISTRATIVE PROCEDURE
Approved by: City Manager
May 24, 2006
Last Revised May 16, 2023
REQUEST FOR PROPOSAL (RFP): A document that solicits a proposal, often made through a bidding process, by an agency or company interested in procurement of a commodity, service, or valuable asset, to potential suppliers to submit business proposals. (refer to competitive sealed bid) RETENTION: The withholding of a part of the payment due, until final acceptance of the project by the purchaser, in accordance with the contract terms.

REQUEST FOR QUOTE (FORMAL RFQ): Three competitive quotes required through a more formal process than competitive quotes as described above, following administrative policies and procedures for signature authority and approved level of expenditure. Process duplicates the formal bid process by requiring a written document with an RFQ number assigned, scope and/or specifications, issued to a list of potential bidders, has a final receiving date and time, but is received by the requestor, not the City clerk. Analyzed and awarded to the most responsive and responsible bidder meeting all requirements and criteria set forth in the RFQ. The names of the bidders involved may be announced, however the quotesreceived are confidential until after award. No negotiation is permitted.

SINGLE SOURCE: A contract for the purchase of goods or services entered into after soliciting and negotiating only with one source, usually because of the technology required or uniqueness of the product or service provided. (Compare to Sole Source). Single source procedures are not applicable to public works projects except as permitted by state law. (Ord. 844 § 2, 2012).

SOLE SOURCE: When only one vendor possesses the unique and singularly available capability to meet the requirement of the solicitation, such as technical qualifications, matching to currently owned equipment or supplies, the ability to deliver at a particular time, orservicesfrom a public utility. (Compare to Single Source). Sole source procedures are not applicable to public works projects except as permitted by state law. (Ord. 844 § 2, 2012).

UNIFORM PUBLIC CONSTRUCTION COST ACCOUNTING ACT: A program created in 1983 which allows local agencies to perform public project work up to $60,000 with its own work force if the agency elects to follow the cost accounting procedures set forth in the Cost Accounting Policies and Procedures Manual of the California Uniform Construction Cost Accounting Commission (Commission). The Act is enacted under Public Contracts Code Section 22000 through 22045 (hereafter abbreviated as PCC 22000-22045). In addition, the Act provides for alternative bidding procedures when an agency performs public project work by contract. (a) Public projects of $60,000 or less may be performed by negotiated contract or by purchase order (PCC 22032(a)). (b) Public projects of $200,000 or less may be let to contract by the informal procedures set forth in the Act (PCC 22032(b)). (c) Public projects of more than $200,000 shall be let to contract by formal bidding procedures (PCC 22032(c)).

Exhibit A
A.11.a
Packet Pg. 402 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE FISCAL
AP # 3.09
28 of 28

CITY OF MORENO VALLEY

PROCUREMENT

ADMINISTRATIVE PROCEDURE
ADDENDUM “A”

EXAMPLES OF WHEN TO USE THE FIVE PAYMENT METHODS
*Service order
** First choice would be the CAL-Card. If unacceptable, then use a purchase order.

Expense Item Purchase
Order
Procurement
Card (CAL-Card)
Direct Pay Petty Cash Wire Transfer
Cab Fare Reimbursement
($15) X
So. Cal. Edison Pole
Move Request X
Bond Payment X
Office Chair X
Desk Calculator X
Fee Refund of Cancelled
Event (>$100) X
Riding Lawn Mower X
Office Supplies X
Plan Copies from
outside agency* X X
Copies at PIP or Office
Depot X
Tree Trimming Service X
Purchase of Truck X
Hire of Temporary
Worker X
Professional
Memberships** X X
Exhibit A
A.11.a
Packet Pg. 403 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE

CITY OF MORENO VALLEY SECTION
AP # 3.15
Capital Asset Management Procedures 1 of 7
Approved by: City Manager
June 10, 2014
Last Revised 05/16/23

ADMINISTRATIVE PROCEDURE
PURPOSE:

DEFINITIONS:

CAPITALIZATION

THRESHOLD

CRITERIA AND

CAPITALIZATION
COST:

To establish procedures for documenting and recording all capital asset transactions. To ensure adequate control over the safeguarding and appropriate use of the City’s fixed assets. To collect and maintain complete and accurate capital asset information required for preparation of financial statements in accordance with GAAP (generally accepted accounting principles).

Capital Asset – An asset owned by the City which can include land, improvements to land, construction in progress (CIP), easements, buildings, building improvements, vehicles, machinery, equipment, works of art and historical treasures, infrastructure and all other tangible and intangible assets that are used in operations and that have initial useful lives extending beyond a single reportingperiod.

Infrastructure – Long-lived capital assets that are normally stationary in nature and normally can be preserved for a significantly greater number of years than most capital assets. Examples include roads, bridges, tunnels, drainage systems, water systems, sewer systems, and lighting systems.

CIP – Accumulated costs related to the construction or development of an asset before it is ready to be placed into service.

Depreciation – The recognition of the cost of a capital asset over the period in which it is of benefit to the City. It is the City’s policy to begin recording depreciation on the first day of the month, following the month of acquisition.

Useful Life – The number of years a capital asset can normally be used by the City.

Capitalization Threshold – The minimum dollar amount used to determine whether an asset is recorded as a capital asset rather than as an expense. The City’s capitalization threshold applies to all assets with an original purchase cost of at least $10,000, that can be used in normal operations for a period of greater than one year.

Repair and Maintenance – Repair and maintenance to an existing capital asset is to restore an asset to a previous operating condition which does not extend the useful life of the related capital asset or increase the service capacity of the asset; regardless of cost.

Improvements - Improvements to an existing fixed asset will be presumed to extend the useful life of the related fixed asset.

In general, all fixed assets, including land, building, furniture and equipment, vehicles and infrastructure with an acquisition cost of $10,000 or more and a life of greater than one year, will be subject to accounting and reporting (capitalization). All costs associated with the purchase or construction should be considered, including ancillary costs such as freight and transportation charges, site preparation expenditures, installation charges, professional fees, and legal costs directly attributable to asset acquisition. Specific capitalization requirements are described below.

Exhibit B
A.11.a
Packet Pg. 404 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE

CITY OF MORENO VALLEY SECTION
AP # 3.15
Capital Asset Management Procedures 2 of 7
Approved by: City Manager
June 10, 2014
Last Revised 05/16/23

ADMINISITRATIVE PROCEDURE
Land and Land Improvements – Land will be capitalized at actual cost. Improvements to land of $25,000 or more will be capitalized, while those less than $25,000 will be expensed in the current year. Capitalized cost generally includes such items as parking lots, fences, retaining walls, and landscaping.

CIP - Capital projects will be capitalized as "construction in progress" until completed.

Costs to be capitalized include direct costs, such as labor, materials, and transportation, indirect costs such as engineering and construction management, and ancillary costs such as construction period interest.

Buildings, and Improvements – Buildings, and improvements of $25,000 or more will be capitalized, while those less than $25,000 will be expensed in the current year. Capitalized cost generally includes such items as architectural fees, building construction, among others.

Furniture and Equipment – Furniture and Equipment, as well as vehicles, of $10,000 or more will be capitalized, while those less than $10,000 will be expensed in the current year. Capitalized cost generally includes purchase price, sales tax, transportation costs, and installation.

The capitalization threshold is applied to individual units of fixed assets. For example, ten desks purchased through a single purchase order each costing $2,000 will not qualify for capitalization even though the total cost of $20,000 exceeds the threshold of$10,000.

The capitalization threshold is applied to individual units of fixed assets. For example, a vehicle/equipment purchased with several attachments will not be evaluated individually against the capitalization threshold. The entire vehicle/equipment with components will be treated as a single fixed asset.

Software – Software programs acquired to benefit the City’s operation will be regarded as fixed assets subject to capitalization and the cost will be amortized over the shorter of the period of time that the City expects to use the software or the license term. (or a useful life of X years) The capitalized cost should include the amount paid to the vendor for the software and any material cost incurred by the City to implement the software and make it ready for use.

Costs incurred after implementation such as user training cost, software maintenance, customer support as well as the yearly license renewal fees are considered expenditures and will not be capitalized. All data conversion costs such as purging or cleansing of existing data, reconciliation or balancing of data and the creation of new/additional data incurred should be expensed.

The acquisition cost of significant enhancements to existing internal use software such as the acquisition of additional modules should be capitalized. The cost of minor enhancements resulting from ongoing systems maintenance should be expensed in the period incurred.

Cloud based software - Cloud based software programs costs will be evaluated on a case by case basis to determine what the cloud based software cost components include. If any of the costs cover multi-year period (i.e. upfront subscription cost), that cost can be capitalized. Any other cost that covers only short term period (less than a year) will be expensed.

Exhibit B
A.11.a
Packet Pg. 405 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE Approved by: City Manager
June 10, 2014
Last Revised 05/16/23

CITY OF MORENO VALLEY SECTION
AP # 3.15
Capital Asset Management Procedures 3 of 7

ADMINISTRATIVE PROCEDURE
Repair & Maintenance - is an expense that keeps the property in good working condition. The cost of the repair does not add to the value or prolong the life of the asset. All repair & maintenance expenditures are charged to the appropriate department fund.

Useful Life – Capital assets will be capitalized only if they have a useful life of at least two years following the date of acquisition. Assets not meeting these criteria shall be expensed regardless of cost.

The final decision on whether to capitalize, or how much to capitalize an asset, rests with the Chief Financial Officer, or his designee.

CLASSIFICATIONS: The following two tables identify the estimated useful lives of both Capital Assets and Infrastructure Assets types, asfollows:

Capital Asset Classes Estimated Useful Life
Land
CIP
n/a
n/a
Buildings 50 years
Improvements 5-25 years
Furniture and Equipment 3-15 years
Vehicles 3-10 years
Infrastructure 20-50 years
Infrastructure Asset Type Estimated Useful Life
Right-of-way n/a
Pavement 25 years
Alleys 25 years
Medians 25 years
Curbs and Gutters 50 years
Sidewalks 50 years
Traffic Signals 30-50 years
Bridges 50 years
Storm Drain Lines 50 years
Underground Utilities 20 years
MVU Distribution System 25-45 years
POLICY: CAPITAL ASSETS
I. Responsibility
A. Financial & Management Services

1. The, Chief Financial Officer and Financial Operations Division, shall have ultimate accounting authority for all capital assets. This authority shall include:
a. Determining which assets should be capitalized and whether an asset should be capitalized individually or collectively as a group ofassets.

Exhibit B
A.11.a
Packet Pg. 406 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE Approved by: City Manager
June 10, 2014
Last Revised 05/16/23

CITY OF MORENO VALLEY SECTION
AP # 3.15
Capital Asset Management Procedures 4 of 7

ADMINISTRATIVE PROCEDURE
a. Recording all assets in the City’sbooks.
b. Calculating depreciation on an annual basis.
c. Issuing asset tags, tracking and performing periodic inventories of all Citycapital assets.

B. Other Departments

1. Each department will assign an employee to serve as the capital asset liaison to the Financial & Management Services Department. This individual will serve as the single point of contact for all capital asset issues with thatdepartment.

2. The department acquiring or maintaining the asset is responsible for its security and maintenance.
a. The department is responsible to notify the Financial & Management Services Department of all changes to assets currently assigned to their department using the Capital Asset Disposal Request & Authorizationform.
b. The department is responsible for the annual physical inventory of all assets assigned to them and will assist the Financial & Management Services Department in matters of reconciliation to existing records.
c. Any and all thefts must be recorded on the Capital Asset Disposal Request & Authorization form and immediately reported to the Financial & Management Services Department. A Police report must be filed when circumstances warrant.

III. Tagging of Assets
A. Financial & Management Services

1. The Financial & Management Services Department will determine the type and method of tagging the capital assets. Most capital assets which are classified by the Financial & Management Services Department will have pre-numbered identification tags assigned to them.

The Financial & Management Services Department will issue the tags to the responsible department.

B. Other Departments

1. Departments will be responsible for affixing the tags to the capital assets in a manner that is easily identified and consistent. The tags must remain on the asset at all times. Tags should not be removed unless directed to do so by the Financial & Management Services Department.

Asset tags should not be transferred to new or replaced assets as the Financial & Management Services Department will assign new capital asset tags at the time of acquisition.

IV. Inventory Procedures
A. On an annual basis, the Financial & Management Services Department will provide a listing of capital assets maintained by each department, to the individual departments. The departments will review the listing and certify to the Financial & Management Services Department, as to the Exhibit B
A.11.a
Packet Pg. 407 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE Approved by: City Manager
June 10, 2014
Last Revised 05/16/23

CITY OF MORENO VALLEY SECTION
AP # 3.15
Capital Asset Management Procedures

ADMINISTRATIVE PROCEDURE
5 of 7
existence of their assets. Any discrepancies should be noted on the listing and submitted to the Financial & Management Services Department, along with an explanation for the discrepancy.

B. On an annual basis, the Financial & Management Services Department will select a department or multiple departments, on a rotating basis, and conduct independent physical inventories of the selected assets within the identified department. Any discrepancies identified will be presented to the department’s capital asset liaison forexplanation.

V. Asset Disposals
Any asset that is sold, traded, discarded or donated must be reported to the Financial & Management Services Department within ten days of disposition. All disposals must be recorded on the Capital Asset Disposal Request & Authorization, signed by the department head or their designee and submitted to the Financial & Management Services Department. Upon completion of the appropriate section, the form is then forwarded to the Purchasing Division. After the Purchasing Division completes their corresponding section the completed form is returned to Financial Operations. All assets will be disposed of in the financial system once a scheduled pick up from the auctioneer is confirmed by the Purchasing Division.

Additionally, for vehicle disposals, pink slips will only be released by Financial Operations to the Purchasing Division once scheduled pick up is confirmed. If any capital asset is lost or stolen, a police report must be filed and a copy of the police report must be attached to the disposal form. The Financial & Management Services Department will make the necessary adjustments to the accounting records for the disposed asset. If a lost or stolen asset is found or recovered, a memorandum is to be sent to the Financial & Management Services Department indicating the circumstance of the return of the item and requesting that the asset be added back to the current inventory of capital assets.

VI. Asset Transfers
Asset transfers between departments must be documented on the Capital Asset Disposal Request & Authorization form and forwarded to the Financial & Management Services Department. The originating department is responsible for the safekeeping of the asset until the appropriate documentation is received by the Financial & Management Services Department for the transfer. The capital asset tag number shall remain the same throughout the life of the asset.

POLICY: INFRASTRUCTURE ASSETS
VII. Responsibility
A. Financial & Management Services

1. The Chief Financial Officer and Financial Operations Division shall have ultimate accounting authority for all capital assets. This authority shallinclude:
a. Determining which assets should be capitalized and whether an asset should be capitalized individually or collectively as a group ofassets. b. Recording all assets in the City’sbooks.
c. Calculating depreciation on an annual basis.

Exhibit B
A.11.a
Packet Pg. 408 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE Approved by: City Manager
June 10, 2014
Last Revised 05/16/23

CITY OF MORENO VALLEY SECTION
AP # 3.15
6 of 7
Capital Asset Management Procedures

ADMINISTRATIVE PROCEDURE
B. Other Departments

1. The department overseeing the project is responsible for notifying Financial & Management Services Department upon completion of the project.
a. When purchases of additional land, easement, or public right-of-way are made, it is the responsibility of the department acquiring the property to report the acquisition to the Financial & Management ServicesDepartment.

Exhibit B
A.11.a
Packet Pg. 409 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE Approved by: City Manager
June 10, 2014
Last Revised 05/16/23

CITY OF MORENO VALLEY SECTION
AP # 3.15
Capital Asset Management Procedures

ADMINISTRATIVE PROCEDURE

CITY OF MORENO VALLEY

CAPITAL ASSET DISPOSAL REQUEST & TRANSFER AUTHORIZATION 7 of 7
Date Department Division Section
Complete All Columns:

Asset
No.

Condition
Code
Veh/Equip.

No.

Description
(include make/model, serial no.)
Date
Acquired
Condition Codes: 1 - Excellent 2 - Good 3 - Fair (minor repairs) 4 - Poor (major repairs) 5 - Condemnable Transfer to Surplus Property Warehouse
Cannibalize
Loss
Theft - Police Report Filed - Number
Trade-In
Transfer
Transfer within Section(change of location)
Transfer withinDepartment
Transfer to Another Department
Transfer Outside of City
Other (Explain)
Remarks:

Requested by: Department Director Authorization:

Signature Date Signature Date

FOR FINANCIAL & MANAGEMENT SERVICES USE ONLY
Capital Asset: Yes No Original Cost:

Fully Depreciated: Yes No Current Book Value:

Remarks:

Signature

FOR PURCHASING USE ONLY
Title Date
Final Disposition: Remarks:

Sold
Surplus-At Yard
Used for Parts
Signature Title Date
Exhibit B
A.11.a
Packet Pg. 410 Attachment: Procurement Resolution & Exhibits (6262 : ADOPT RESOLUTION 2023-XX AMENDING THE PROCUREMENT ADMINISTRATIVE Report to City Council
ID#6264 Page 1
TO: Mayor and City Council
FROM: Jesse Park, Fire Chief
AGENDA DATE: May 16, 2023
TITLE: RESOLUTION ADOPTING THE CITY OF MORENO

VALLEY LOCAL HAZARD MITIGATION PLAN

RECOMMENDED ACTION
Recommendation:

1. Staff recommends that the City Council adopt Resolution No. 2023-XX, adopting the City of Moreno Valley Local Hazard Mitigation Plan (LHMP) 2022.

SUMMARY
The 2022 City of Moreno Valley Local Hazard Mitigation Plan (LHMP) will replace the 2017 City of Moreno Valley Local Hazard Mitigation Plan once it is adopted by the City Council. The plan contains an update to the profile of the City, a detailed assessment of disasters that could occur in Moreno Valley, and the mitigation goals of the City to reduce long-term vulnerabilities. The disasters discussed in this plan include:

Civil Unrest Hazard Materials Power Outages
Dam Failure/Inundation Insect Infestation Severe Wind
Drought Landslide Terrorism
Earthquake Nuclear Transportation
Extreme Weather Pandemic Flu/Disease Wildland and Urban Fires Flooding Pipeline
Once the City Council approves the LHMP for adoption, the LHMP will be submitted to the state and FEMA for final approval.

DISCUSSION
A.12
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In 2000, the Federal Emergency Management Agency (FEMA) adopted revisions to the Code of Federal Regulations. This revision is known as the “Disaster Mitigation Act (DMA).” As a condition of receiving federal disaster mitigation funds, the DMA 2000, Section 322 (a-d) requires that local governments have a Local Hazard Mitigation Plan (LHMP) that describes the process for assessing hazards, risks, and vulnerabilities, identifying, and prioritizing mitigation actions, and engaging/soliciting input from the community (public), key stakeholders, and adjacent jurisdictions/agencies.

The LHMP is a “living document” that should be reviewed, monitored, and updated to reflect changing conditions and new information. As required by DMA, the LHMP must be updated every five (5) years to remain in compliance with regulations and Federal mitigation grant conditions. As such, the 2022 LHMP is an update of the City of Moreno Valley Hazard Mitigation Plan approved by FEMA in 2017. This LHMP presents updated information regarding potential hazards for the City of Moreno Valley, measures taken to help reduce consequences from hazards, and outreach/education efforts within the City’s boundaries.

FEMA requires local jurisdictions to develop an LHMP to assist with mitigating future disasters and reduce repetitive Federal and State claims for similar disasters in the same location. FEMA has indicated that jurisdictions without a FEMA-approved Local Hazard Mitigation Plan that has been adopted by the local governing body will be ineligible for future Federal Emergency Management pre and post-disaster funds.

The City of Moreno Valley Office of Emergency Management completed this update in partnership with City departments and the County of Riverside as part of the MultiJurisdiction Local Hazard Mitigation Plan. This LHMP was prepared in accordance with FEMA and State of California guidelines.

Upon adoption of the LHMP by the City of Moreno Valley, copies of the adopted resolution will be provided to the Governor’s Office of Emergency Services and FEMA within one calendar year.

ALTERNATIVES

1. Adopt proposed Resolution No. 2023-XX, thus adopting the City of Moreno Valley Local Hazard Mitigation Plan. (Recommended by Staff)

2. Do not adopt the proposed Resolution No. 2023-XX, thus rendering the City ineligible for FEMA funds to support hazard mitigation projects. (Not recommended by Staff)

FISCAL IMPACT
There is no fiscal impact associated with the recommended action; however, not adopting the LHMP will have an adverse economic impact in the event of a disaster if funds cannot be recovered.

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NOTIFICATION
Publication of Agenda.

PREPARATION OF STAFF REPORT
Prepared By: Department Head Approval:

Diana Rockot-Sykes Jesse Park
Emergency Management Division Manager Fire Chief

CITY COUNCIL GOALS
None

CITY COUNCIL STRATEGIC PRIORITIES

1. Economic Development

2. Public Safety

3. Library

4. Infrastructure

5. Beautification, Community Engagement, and Quality of Life

6. Youth Programs

ATTACHMENTS
To view large attachments, please click your “bookmarks” on the left hand side of this document for the necessary attachment.

1. CITY OF MORENO VALLEY LHMP_APRIL 19 2023_FINAL

2. RESOLUTION NO. 2023-XX_LHMP

APPROVALS
Budget Officer Approval ✓ Approved . 5/08/23 12:11 PM
City Attorney Approval ✓ Approved .

City Manager Approval ✓ Approved . 5/08/23 5:53 PM
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Moreno Valley Hazard Mitigation Plan
Revised: December 2022

Revised: 2022-23
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R E C O V E R Y
A.12.a
Packet Pg. 414 Attachment: CITY OF MORENO VALLEY LHMP_APRIL 19 2023_FINAL (6264 : RESOLUTION ADOPTING THE CITY OF MORENO VALLEY LOCAL Moreno Valley Hazard Mitigation Plan
Revised: December 2022

TABLE OF CONTENTS
Plan Adoption................................................................................................................ 10 Executive Summary ...................................................................................................... 12 Chapter 1: Community Profile ...................................................................................... 15

1.1 Planning Area Description.................................................................................... 15

1.2 Population/Demographics ................................................................................. 16 Table 1-2: Population.............................................................................................. 16 Table 1-2.1: Ethnic Breakdown............................................................................... 16

1.3 Climate............................................................................................................... 18 Table 1-3: Moreno Valley Climate by Month.......................................................... 18

1.4 Land Use............................................................................................................ 19 Figure 1-4 Land Use Map 2022 – Revised 8/1/22 .................................................. 20 Chapter 2: The Planning Process ................................................................................ 21

2.1 Planning/Coordination........................................................................................ 21

2.2 Public Participation ............................................................................................ 24

2.3 Plan Maintenance .............................................................................................. 26 Table 2.3-1 Examples Of Mitigation Strategy Supporting Documents .................... 28 Chapter 3: Risk Assessment Overview ........................................................................ 32

3.1 Introduction ...................................................................................................... 32

3.2 Inventory of Assets & Building Lifeline Inventory .............................................. 32 Table 3-2: Transportation System Lifeline Inventory.............................................. 33 Table 3-2.1: Utility System Lifeline Inventory......................................................... 33 Table 3-2.2: Other Critical Facilities....................................................................... 35 Figure 3-2: Critical Facilities Map – Revised August 1, 2022.................................. 36 Table 3-2.3: Moreno Valley Historical Sites ........................................................... 37

3.3 Summary of Hazards ....................................................................................... 38 Table 3-3: Moreno Valley Hazard Location, Severity and Probably........................ 39 A.12.a
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Table 3-3.1: Summary of Relationships of Hazards............................................... 41 Table 3-3.2: Major Declarations............................................................................. 42

3.4 Profiling Hazards............................................................................................. 44 Chapter 4: Earthquake ................................................................................................. 44

4.1 Earthquake Profile – Overview/Location ......................................................... 44 Figure 4-1: Right-Lateral Strike-Slip Fault............................................................... 45 Figure 4-1.1: city Geologic Faults and Liquefaction – Rev. August 31, 2022......... 46 Figure 4-1.2: Moreno Valley Area Ground Shaking Map ....................................... 47

4.1.1 Earthquake Profile – Previous Occurrences ................................................... 48 Table 4-1: History of Major So. California Earthquakes ......................................... 49

4.1.2 Earthquake Profile – Probability of Future Events........................................... 51 Table 4-1.1: Earthquake Probability near Moreno Valley:....................................... 51

4.2 Earthquake Vulnerability – Overview/Impact.................................................... 52

4.2.1 Earthquake Vulnerability – Potential Impact and Losses ................................. 52

4.2.2 Building Damage............................................................................................... 54 Table 4-2: Expected Building Damage by Occupancy............................................ 54 Table 4-2.1: Expected Damage to Essential Facilities............................................ 55 Table 4-2.2 Expected Damage to the Transportation Systems .............................. 55 Table 4-2.3: Expected Utility System Facility Damage ........................................... 56 Table 4-2.4: Expected Utility System Pipeline Damage (Site Specific)................... 56 4-2.3 Casualties ......................................................................................................... 57 Table 4-2.6: Causality Estimates ............................................................................ 57 4-2.4 Economic Loss ................................................................................................. 59 Table 4-2.7: Building-Related Economic Loss Estimates ....................................... 59 Table 4-2.8: Transportation System Economic Losses........................................... 61 Figure 4-2: Earthquake Scenario- Critical Facilities– Rev. August 16, 2022.......... 62 Figure 4-2.1: Earthquake Scenario - Transportation (Rail, Highway, Bridges) ...... 63 A.12.a
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Figure 4-2.2: Earthquake Scenario - Utility Damage.............................................. 64 Figure 4-2.3: Earthquake Scenario- Commercial Building Damage....................... 65 Figure 4-2.4: Earthquake Scenario - Residential Building Damage....................... 66 Chapter 5: Wildland and Urban Fires ........................................................................... 67

5.1 Wildland and Urban Fires Profile – Overview.................................................. 67

5.1.1 Wildland and Urban Fires Profile – Previous Occurrences ............................. 67 Table 5-1: History of Fire in Moreno Valley and Surrounding Areas ...................... 68

5.1.2 Wildland and Urban Fires Profile – Probability of Future Events..................... 69

5.2 Wildland and Urban Fires Vulnerability Overview/ Impact................................... 69

5.2.1 Wildfire Vulnerability – Potential Loss ............................................................. 70 Table 5-2: Potential Financial Loss Near High Fire Area by Type .......................... 70 Chapter 6: Flooding...................................................................................................... 72

6.1 Flooding Profile – Overview ............................................................................ 72 Table 6-1: City Maintained Open Channels ............................................................ 73 Figure 6-1: Moreno Valley Flood Zones 100- & 500-Year Zones – Revised July 18, 2022........................................................................................................................ 74

6.1.1 Flooding Profile – Previous Occurrences ........................................................ 75 Table 6-1.1: History of Flooding in Moreno Valley ................................................. 75

6.1.2 Flooding Profile – Probability of Future Events ............................................... 75

6.2 Flooding Vulnerability – Overview/Impact ....................................................... 76

6.2.1 Flooding Vulnerability – Repetitive Loss ......................................................... 77

6.2.2 Flooding Vulnerability – Potential Loss ........................................................... 77 Table 6-2: Potential Financial Loss in Flood Zones by Type .................................. 77 Chapter 7: Drought....................................................................................................... 77

7.1 Drought Profile – Overview ............................................................................. 77

7.1.1 Drought Profile – Previous Occurrences ......................................................... 78 Table 7-1: History of Droughts................................................................................ 78

7.1.2 Drought Profile – Probability of Future Events ................................................ 79 A.12.a
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7.2 Drought Vulnerability – Overview/ IMPACT/ Development Trends ...................... 79

7.2.1 Drought Vulnerability – Potential Loss ............................................................ 80 Chapter 8: Landslide .................................................................................................... 80

8.1 Landslide Profile – Overview........................................................................... 81 Figure 8-1: Moreno Valley Slope Analysis – Revised August 16, 2022 ................. 82

8.1.1 Landslide Profile – Previous Occurrences ...................................................... 83 Table 8-1: History of Landslides ............................................................................. 83

8.1.2 Landslide Profile – Probability of Future Events.............................................. 83

8.2 Landslide Vulnerability – Overview/Impact...................................................... 83

8.2.1 Landslide Vulnerability – Potential Loss.......................................................... 84 Chapter 9: Insect Infestation ........................................................................................ 84

9.1 Insect Infestation Profile – Overview............................................................... 84 Figure 9-1: Imported Fire Ant Quarantine .............................................................. 85

9.1.1 Insect Infestation Profile – Previous Occurrences............................................ 86 Table 9-1: History of Insect Infestation .................................................................. 86 Figure 9-2: West Nile Virus Activity in California 2022............................................ 89

9.1.2 Insect Infestation Profile – Probability of Future Events.................................. 90

9.2 Insect Infestation Vulnerability – Overview/Impact.......................................... 90

9.2.1 Insect Infestation Vulnerability – Potential Loss .............................................. 90 Chapter 10: Extreme Weather...................................................................................... 91

10.1 Extreme Weather Profile – Overview ............................................................ 91

10.1.1 Extreme Weather Profile – Previous Occurrences........................................ 91 Table 10-1: History of Extreme Weather................................................................. 92

10.1.2 Extreme Weather Profile – Probability of Future Events ............................... 93

10.2 Extreme Weather Vulnerability – Overview/Impact ....................................... 93 Table 10-2: National Weather Service Weather Advisories .................................... 94

10.2.1 Extreme Weather Vulnerability – Potential Loss ........................................... 96 A.12.a
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Chapter 11: Severe Wind ............................................................................................. 96

11.1 Severe Wind Profile – Overview ................................................................... 96 Table 11-1: National Weather Service Wind Advisories ......................................... 96

11.1.1 Severe Wind Profile – Previous Occurrences ............................................... 97 Table 11-2: History of Severe Wind/Tornadoes Near Moreno Valley .................... 98 Figure 11-1.1: Enhanced Fujita Scale..................................................................... 99

11.1.2 Severe Wind Profile – Probability of Future Events ...................................... 99

11.2 Severe Wind Vulnerability – Overview/Impact .............................................. 99

11.2.1 Severe Wind Vulnerability – Potential Loss................................................. 100 Chapter 12: Dam Failure/Inundation .......................................................................... 101

12.1 Dam Failure/Inundation Profile – Overview...................................................... 101 Table 12-1: Pigeon Pass and Perris Dam Information Summary.......................... 102

12.1.1 Dam Failure/Inundation Profile – Previous Occurrences............................... 103

12.1.2 Dam Failure/Inundation Profile – Probability of Future Events.................... 103

12.2 Dam Failure/Inundation Vulnerability – Overview/IMPACT.............................. 103

12.2.1 Dam Failure/Inundation Vulnerability – Potential Loss.................................. 104 Figure 12-2: City of Moreno Valley Evacuation Map – Revised September 6, 2022 .............................................................................................................................. 105 Chapter 13: Pipeline................................................................................................... 106

13.1 Pipeline Profile – Overview ......................................................................... 106

13.1.1 Pipeline Profile – Previous Occurrences ..................................................... 109 Table 13-1 Moreno Valley Area Natural Gas and Sewer Line Incidents ............... 109

13.1.2 Pipeline Profile – Probability of Future Events ............................................ 110

13.2 Pipeline Vulnerability – Overview/Impact .................................................... 110

13.2.1 Pipeline Vulnerability – Potential Loss ........................................................ 111 Chapter 14: Transportation ........................................................................................ 112

14.1 Transportation Profile – Overview.................................................................... 112 Figure 14-1: City of Moreno Valley Transportation Map ....................................... 114 A.12.a
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Figure 14-1.1: City of Moreno Valley Air Crash Hazard Area Map........................ 115

14.1.1 Transportation Profile – Previous Occurrences........................................... 116 Table 14-1: Moreno Valley Transportation History of Incidents ........................... 116

14.1.2 Transportation Profile – Probability of Future Events.................................. 117

14.2 Transportation Vulnerability – Overview/Impact.......................................... 117

14.2.1 Transportation Vulnerability – Potential Loss .............................................. 118 Chapter 15: Power Outage......................................................................................... 118

15.1 Power Outage Profile – Overview ............................................................... 118

15.1.1 Power Outage Profile – Previous Occurrences........................................... 118

15.1.2 Power Outage Profile – Probability of Future Events .................................. 121

15.2 Power Outage Vulnerability – Overview/Impact.......................................... 121

15.2.1 Power Outage Vulnerability – Potential Loss .............................................. 122 Chapter 16: Hazardous Materials Accident................................................................ 123

16.1 Hazardous Materials Profile – Overview ..................................................... 123 Figure 16-1: City of Moreno Valley Hazardous Materials Site Locations Map – Revised Sept. 26, 2022 ........................................................................................ 124 Figure 16-1: PART 2: City of Moreno Valley Hazardous Materials Site Locations Map – Rev. Sept. 26, 2022 ................................................................................... 124

16.1.1 Hazardous Materials Profile – Previous Occurrences................................. 126 Table 16-1: Moreno Valley Hazardous Materials Incident History ....................... 126

16.1.2 Hazardous Materials Profile – Probability of Future Events ........................ 127

16.2 Hazardous Materials Vulnerability – Overview/Impact ................................ 127

16.2.1 Hazardous Materials Vulnerability – Potential Loss .................................... 128 Chapter 17: Terrorist Attack ........................................................................................ 128

17.1 Terrorist Attack Profile – Overview.............................................................. 128

17.1.1 Terrorist Attack Profile – Previous Occurrences ......................................... 129 Table 17-1: History of Moreno Valley Terrorist Attack Incidents of Concern......... 130 A.12.a
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Table 17-1: History of Moreno Valley Terrorist Attack Incidents of Concern (cont’d) .............................................................................................................................. 131

17.1.2 Terrorist Attack Profile – Probability of Future Events................................. 131

17.2 Terrorist Attack Vulnerability – Overview/Impact......................................... 131

17.2.1 Terrorist Attack Vulnerability – Potential Loss............................................. 133

18.1 Civil Unrest Profile – Overview.................................................................... 133

18.1.1 Civil Unrest Profile – Previous Occurrences ............................................... 133 Table 18-1: History of Moreno Valley Civil Demonstrations................................. 133

18.1.2 Civil Unrest Profile – Probability of Future Events.................................... 134

18.2 Civil Unrest Vulnerability – Overview/Impact............................................... 134

18.2.1 Civil Unrest Vulnerability – Potential Loss.................................................... 134 Chapter 19: Pandemic Flu/Disease............................................................................ 135

19.1 Pandemic Flu/Disease Profile – Overview .................................................. 135

19.1.1 Pandemic Flu/Disease Profile – Previous Occurrences.............................. 136 Table 19-1: Disease Outbreaks in the Moreno Valley Area ................................. 137

19.1.2 Pandemic Flu/Disease Profile – Probability of Future Events ..................... 138

19.2 Pandemic Flu/Disease Vulnerability – Overview/Impact ............................. 138

19.2.1 Pandemic Flu/Disease Vulnerability – Potential Loss ................................. 138 Chapter 20: Mitigation Strategy.................................................................................. 140

20.1 Introduction .................................................................................................. 140

20.2 Capability Assessment................................................................................. 140 Table 20-1: Example of Regulatory Capabilities ................................................... 140 Table 20-1.1: Example of Administrative and Technical Capabilities................... 143 Table 20-1.2: Fiscal Mitigation Capabilities .......................................................... 144

20.3 Local Hazard Mitigation Strategies and Progress ......................................... 145

20.4 National Flood Insurance Program............................................................... 189 APPENDIX A ........................................................................................................ 192 ABBREVIATIONS, ACRONYMS, AND INITIALISMS........................................... 192 A.12.a
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APPENDIX B ........................................................................................................ 195 MEETING DOCUMENTATION............................................................................. 195 A.12.a
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PLAN ADOPTION
The City of Moreno Valley has submitted the revised plan to the Governor’s Office of Emergency Services (Cal OES) for pre-review. Having received only minor findings and no major deficiencies during the plan pre-review process, the Plan is being submitted to City Council for adoption and simultaneously, the plan will be provided to Federal Emergency Management Agency (FEMA) for final approval.

Upon adoption, the City of Moreno Valley will insert the City Council signed Resolution adopting this plan here.

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(insert resolution here)
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EXECUTIVE SUMMARY
The City of Moreno Valley’s Local Hazard Mitigation Plan (LHMP) is designed to identify the City’s hazards, estimate the probability of future occurrences, and set goals to mitigate potential risks to reduce or eliminate long-term natural or manmade hazard risks to human life and property for the City and its residents. The City of Moreno Valley LHMP is written so that all stakeholders can understand Moreno Valley’s hazard risks and the City’s corresponding mitigation strategy.

The City’s mitigation efforts are continuous with a goal to develop and maintain a viable plan. Hazard mitigation responsibility rests with everyone and the City of Moreno Valley encourages its citizens to do mitigation planning at every level – at home, in the workplace, and in their communities.

The 2022 LHMP is an update to Moreno Valley’s 2016-2017 LHMP which the Moreno Valley City council adopted on November 9, 2017 (resolution no. 2017- 55).

The City of Moreno Valley LHMP was prepared pursuant to the requirements of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act), as amended by Section 322 of the Disaster Mitigation Act of 2000 and the 44 Code of Federal Regulations (CFR) Part 201 – Mitigation Planning, to achieve eligibility and potentially secure mitigation funding through Federal Emergency Management Agency (FEMA) Flood Mitigation Assistance, Pre-Disaster Mitigation, and Hazard Mitigation Grant Programs.

The goals of the plan are to: 1) Protect life, property, and the environment; 2) Provide public awareness; 3) Protect the continuity of government; and 4) Improve emergency management, preparedness, collaboration, and outreach.

The mitigation plan is divided into 3 parts.
• Part 1 provides a profile of the City of Moreno Valley and describes the local planning process, as well as public participation. It also provides a process for monitoring, evaluating, and updating the plan.
• Part 2 provides a detailed assessment of the risks associated with each hazard and historical information on past occurrence. Part 2 also discusses vulnerabilities from each hazard, the impact to Moreno Valley and its citizens and when data is available, it provides information on the potential loss. • Part 3 provides information about the city’s mitigation goals to reduce or avoid long-term vulnerabilities to the hazards that may affect the City of Moreno Valley A.12.a
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and an action plan for those goals, with an emphasis on prioritization and implementation.

The plan will be implemented upon FEMA approval.

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PART 1

INTRODUCTION
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CHAPTER 1: COMMUNITY PROFILE

1.1 PLANNING AREA DESCRIPTION
The City of Moreno Valley officially incorporated on December 3, 1984, as a California general law municipality. Moreno Valley is comprised of three, once-rural communities (Sunnymead, Edgemont and Moreno Beach) and is located in the northwestern portion of Riverside County, approximately 66 miles east of Los Angeles, 42 miles west of Palm Springs, and 100 miles north of San Diego. Moreno Valley is situated in a crescent of land bounded by the Box Springs Mountains to the north, the hills of the Badlands to the east and the mountains of Lake Perris State Recreation Area to the southeast. The surrounding and adjacent jurisdictions include: the City of Riverside; the City of Perris; March Air Reserve Base; the San Jacinto Wildlife Area; and Lake Perris State Recreation Area.

Moreno Valley is approximately 51.56 square miles and is situated along two major transportation corridors: State Route 60 (SR-60) runs east-west and bisects the city and Interstate 215 (I-215), which runs north-south against the westerly city limits.

The elevation of Moreno Valley ranges from a low of approximately 1,550 feet to a high of 1,800 feet. Moreno Valley gradually slopes to the south and southwest with the higher elevations north of SR-60 and the lower elevations southerly near March Air Reserve Base. The City of Moreno Valley rests primarily on bedrock geology known as the Perris Block, a large mass of granitic rock generally bounded by the San Jacinto Fault, the Elsinore Fault, the Santa Ana River, and a non-defined southeast boundary.

There are a few small ponds and lakes scattered throughout the city. In addition, Lake Perris is located south of the City. Moreno Valley is located within the Santa Ana River and the San Jacinto River watersheds, with the majority of the city being within the watershed of the San Jacinto River.

The topography and climate combine to make the air basin an area of high air pollution potential. The basin fails to meet state and federal air quality standards for four of the six criteria pollutants including: ozone; nitrogen dioxide; carbon monoxide; and fine particulate matter.

The natural habitat is largely disturbed by urban development, weed abatement or agricultural activities. The city also supports other native, semi-native and non-native plants. Moreno Valley has a rich diversity of wildlife species located mostly in undeveloped portions of the city including mule deer; coyotes; bobcats; badgers; and gray fox. The city also includes a few species listed under the Endangered Species Act such as: Stephen’s kangaroo rat; the California gnatcatcher; the Least Bell’s Vireo; and the San Bernardino kangaroo rat. Potentially listed species include: the orange throated whiptail; the San Diego horned lizard; and the short-nosed pocket mouse.

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1.2 POPULATION/DEMOGRAPHICS
The City of Moreno Valley has a projected annual growth rate of 1.88 in 20221. Moreno Valley is the second most populous city in Riverside County and the 21st largest in the State of California. The 2022 population in Moreno Valley is reported at 225,5532, thus creating more community exposure to natural and man-made hazards.

TABLE 1-2: POPULATION
Population
219,640 2021
225,553 Projected in 2022
Source: The Nielsen Company
The 2010 United States Census reported the racial makeup of Moreno Valley was 80,969 White, 34,889 African American, 1,721 Alaska Native, 11,867 Asian, 1,117 Pacific Islander, 51,741 were from other races and 11,061 were from two or more races. Hispanic or Latino of any race was 105,169. The 2020 Census reports are:

TABLE 1-2.1: ETHNIC BREAKDOWN
2020 Population
Description Total Percent
White Alone 67,108 32.15%
African American 37,225 17.83%
Native American 920 0.44%
Asian Alone 11,517 5.52%
Pacific Islander 754 0.36%
1 The World Population Review, 2022
2 The Nielsen Company (2022), an industry leader in analyzing key population indicators, to provide a comprehensive view of the most relevant demographic trends and projections affecting the city A.12.a
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Some Other Race
Alone 79,184 37.93%
Two or More Races 12,043 5.77%
Source: The U.S. Census Bureau
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The median age in Moreno Valley is 30.9, 30.1 years for males, and 31.9 years for females. According to the 2020 Census, Moreno Valley had over 51,545 households.

Approximately 84.4% of Moreno Valley’s households are made up of families and 15.6% are non-families. The average household size is 4.32.

As part of ongoing business and as part of continual planning process, elements of current and future growth are considered in this and other plans within the City.

1.3 CLIMATE
Moreno Valley is in a semi-arid area of western Riverside County just east of the San Bernardino Mountains and south of the San Gabriel Mountains. Within the Köppen climate classification system, which is a widely used global climate classification system, Moreno Valley is located in the CSA (Mediterranean Climate) class.

The average annual mean temperature for January is 56 degrees. In July, the average mean temperature is 78 degrees. The highest recorded temperature was 117 degrees in September 2016. During the summer, the average high temperature ranges from 90 to 100 degrees Fahrenheit. According to the California Department of Water Resources, annual rainfall can vary greatly from year to year, but averages in the region are from 11 to 14 inches annually.

TABLE 1-3: MORENO VALLEY CLIMATE BY MONTH3
3 http://weathercurrents.com/morenovalley/Climate.do Retrieved June 2022 A.12.a
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1.4 LAND USE
Land use within Moreno Valley has been primarily residential, which includes approximately 60,000 homes/apartments. Other land uses include commercial and industrial. There are approximately 2,005 commercial businesses, with several planned developments on the horizon which will increase the amount of residential use and commercial business within the city. Current development trends as shown in Appendix C illustrate upcoming development projects which are distributed throughout the city and are situated in various hazard-prone areas. As development continues, it will follow established zoning and land use requirements in accordance with the city’s General Plan.

Ongoing development will increase the city’s vulnerability to identified hazards including, but not limited to earthquakes, landslides, subsidence/settlement, floods, inundation, and wildland fire.

Agricultural production land is concentrated in the eastern portion of the city. A joint civilian and military airport (March Air Reserve Base) is located at the southwestern boundary. The State of California owns and operates two regional recreation and open space areas: the San Jacinto Wildlife Area and the Lake Perris State Recreation Area at the southern boundary. (See Figure 1.4).

Neighboring land uses include the San Jacinto Wildlife Area, which is located near the southeastern boundary of the City of Moreno Valley and was created by the State of California as mitigation for the loss of wildlife habitat. Part of the San Jacinto Wildlife Area is within the historic floodplain of the San Jacinto River and is subject to periodic flooding.

The resulting floodwater, known as Mystic Lake, has been known to inundate the area for months or years at a time. The neighboring area of Lake Perris State Recreation Area is situated along the southern boundary of the City. Riverside County operates Box Springs Mountain Park along the northwest city boundary.

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FIGURE 1-4 LAND USE MAP 2022 – REVISED 8/1/22
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CHAPTER 2: THE PLANNING PROCESS

2.1 PLANNING/COORDINATION
The City of Moreno Valley Fire Department Office of Emergency Management (OEM) staff regularly coordinates and collaborates with city departments, local agencies, neighboring communities, businesses, and other stakeholders. OEM will be the lead division overseeing the plan. OEM will utilize participants on the City’s LHMP Planning Team to regularly consult and assist with the update and maintenance of the plan. Although there are documented formal meetings of the City Planning Team, it should be noted that during the update process, OEM regularly connects with and consults various members of the team as well as other departments and stakeholders.

The overall approach to the City of Moreno Valley Local Hazard Mitigation Plan during this update cycle was to develop a review and assess the natural and manmade hazards to the City of Moreno Valley and to determine ways to reduce those risks, and to prioritize and outline potential mitigation strategies. As part of this, each department, or divisions, through their participation, provided subject matter expertise about their discipline and any relative plans, procedures, processes, rules, reports, studies, or other regulations to ensure adherence and inclusion to all.

During the process, OEM staff voluntarily participated in Operational Area Planning Committee (OAPC), a quarterly meeting of all emergency managers and planners within the County. OEM also elected to participate on the Riverside County Operational Area Multi-Jurisdiction Local Hazard Mitigation Plan Subcommittee where participants regularly exchange ideas and plan details. OEM further demonstrated their commitment to the plan update by joining the OA MJLHMP Steering Committee which hosted regular meetings and workshops where the LHMP process was discussed with multiple agencies and non-profits throughout Riverside County.

The dates of these meetings and other planning activities can be seen in the list below and documentation of each of these events can be found in the Appendix C Supporting Documents section of the plan.
• June 2022 City update process started
• June 15, 2022 - Riv. Co. Operational Area Multi-Jurisdictional LHMP Steering Committee Meeting (OA MJLHMP)
• July 6, 2022 - City Executive Team LHMP Briefing & Kickoff Meeting A.12.a
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• July 28, 2022 - Riv. Co. Operational Area Planning Committee • July 28, 2022 - City LHMP Planning Team Kickoff Meeting • July – November 2022 - Department Plan Section updates • August 3, 2022 – OA MJLHMP Steering Committee meeting • August 8, 2022 – LHMP Process Review Meeting with County EMD • August 17, 2022 – OA MJLHMP Workshop
• August 25, 2022 – Non-Profit & Faith-Based Organizations Presentation • September 11-12, 2022 City Employee Community Emergency Response Team Training
• September 2022- Launched updated public-facing LHMP Review & Feedback Site (plan has always been on this site for public viewing and remains open for public comment year-round regardless of plan status) • October 5, 2022 – OA MJLHMP Steering Committee meeting • October 11, 2022 - Public Feedback Meeting #1
• October 13, 2022 - Public Feedback Meeting #2
• October 14-16, 2022 -City Community Emergency Response Team Trng. • January 4, 2023 – OA MJLHMP Steering Committee meeting • February 8, 2023 – Draft Plan posted on City LHMP Website for public review and comment
• February 8, 2023 – Flyers posted at City Facilities for Community Input and Feedback on the plan
• February 14, 2023 – Will present LHMP update and draft plan to Riv.

University Health Systems Medical Center Emergency Management Committee during Open Forum
• March 29, 2023 – Post Cal OES review and findings discussion via TEAMs The City’s LHMP was undertaken and prepared in accordance with FEMA standards and 44 CFR §201.6(d)(3).

In June of 2022, OEM began the process of the five-year update of the LHMP. Key subject-matter-experts (SMEs), department-level contacts, and personnel from city departments were identified for participation in the update process as part of the Citywide LHMP Planning Team. An in-depth review of the existing plan was undertaken to identify areas requiring update.

Further, each plan chapter and section were dissected, and a responsible and appropriate city department was assigned. Consideration was taken to assign the section to the appropriate SME and contact. The task list ultimately became the List of Duties by Department and was used for task assignments and tracking.

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On July 6, 2022 OEM presented the LHMP Plan Update Briefing and Kickoff meeting to Executive Leaders within the City to obtain their support of the plan revision process and membership of the City Planning Team. An Attendance Roster is included in Appendix B. Upon acceptance from the Executive Team, OEM then assembled a Citywide LHMP Planning Team which met July 28, 2022.

At this meeting OEM hosted the formal LHMP Planning Team Kick-off Meeting.

This meeting served to reintroduce the LHMP and outline the List of Duties by Department, expectations, and project deadlines. City Management lent support to OEM staff to help relay the criticality and importance of participation in the update process by all city departments. The Attendance Roster can be found in Appendix B. It should be noted that during the planning process, any internal or external stakeholders not identified on the City Planning Team, were consulted accordingly. The City Planning Team consisted of:
• Emergency Management – Diana Rockot, Division Manager • Building & Safety – James Verdugo, Division Manager
• Electric Utility – Jeannette Olko, Division Manager
• Fire Dept. (CAL FIRE/Riv. Co. Fire Dept.) – Jesse Park, Fire Chief • GIS – Janice Nollar-Conrad, GISP, GIS Administrator
• Maintenance & Operations – Joseph Mattox, Division Manager • Parks & Community Services – Jeremy Bubnick, Director • Police (Riv. Co. Sheriff’s Dept.)
• Planning – Sean Kelleher, Planning Official
• Media – Matthew Bramlett, Public Information Officer
Shortly after the LHMP Planning Kickoff Meeting, the List of Duties by Department was distributed via electronic mail (e-mail) which required team members to review/revise the sections, chapters, narratives, and supplemental information.

Revised metrics, timelines, updated maps and narratives were reviewed and implemented into the LHMP accordingly between June and December.

OEM and SMEs continued to collaborate to review hazards, identify and update mitigation strategies. Department updates included history of disasters, mitigation efforts and a ranking of local hazards. Fire Department and Planning reviewed and updated building codes as they relate to hazard mitigation.

Neighboring communities were invited to participate in the update of the city’s LHMP during the quarterly Operational Area Planning Committee (OAPC) meeting and the ongoing MJLHMP Steering Committee meetings. Most neighboring communities are in the process of updating their respective LHMP’s therefore jurisdictions often share and hear updates and efforts of surrounding partners A.12.a
Packet Pg. 436 Attachment: CITY OF MORENO VALLEY LHMP_APRIL 19 2023_FINAL (6264 : RESOLUTION ADOPTING THE CITY OF MORENO VALLEY LOCAL Moreno Valley Hazard Mitigation Plan
Revised: December 2022

which contributes to enhancement of efforts. Interjurisdictional connections were used to ask questions and seek guidance from other jurisdictions.

Public input and feedback were and continues to be sought throughout the planning process and beyond. During the planning process, the City updated its LHMP landing page on its website to make review and feedback of the plan easy for the whole community. The 2017 plan was available from 2017 until October of 2022. In October 2022, the public was again provided an opportunity at the beginning of this plan revision cycle to provide feedback on the current plan so those could be included in the new revision. In February 2023 the new draft plan was placed on this site for public comments. Once the plan is approval and adopted, the plan will remain on the website for public review and comment at all times.

2.2 PUBLIC PARTICIPATION
During the last update cycle of the City’s LHMP in 2016-17, the City began advertising the plan and allowing residents to provide feedback year-round on their website at: www.moval.org/oem.

In September 2022, this site was updated to create a City website landing page dedicated to the LHMP. The page is available at: www.moval.org/lhmp. This site will remain active on an ongoing basis to allow residents access to view and comment on the plan at any time. On the site, the community can access the plan and provide feedback via a brief online survey. To date, no public comments have been received on this website.

In addition to website access of the plan year-round for the public, OEM also has participated in a number of various meetings, trainings, and outreach activities to solicit input from the community. Below is a list of the highlights of these activities, however, a complete library of documents supporting attendance at these, and numerous other events is available in Appendix B of this plan.

During Community Emergency Response Team (CERT) trainings that were offered by the City on September 9-11, 2022 and October 14-16, 2022, significant time was spent during module 1: Preparedness, discussing the LHMP elements, the role in plays in the City, and the importance of community feedback. There were several slides dedicated to the City planning update efforts and class participants were provided the link to the online survey or a hard copy of the survey.

On September 12, 2022 OEM conducted a public presentation at the Moreno Valley Senior Center, in English and Spanish, where the LHMP was highlighted A.12.a
Packet Pg. 437 Attachment: CITY OF MORENO VALLEY LHMP_APRIL 19 2023_FINAL (6264 : RESOLUTION ADOPTING THE CITY OF MORENO VALLEY LOCAL Moreno Valley Hazard Mitigation Plan
Revised: December 2022

and discussed. Participants were provided information about the plan and were encouraged to visit the website at www.moval.org/lhmp to read the plan and complete the survey.

On September 14, 2022, OEM presented to the Moreno Valley Chamber of Commerce, Business in Action group. An overview of the LHMP was presented during this meeting. Businesses were encouraged to review the plan and to use the plan as an aide in developing business continuity and emergency plans. Once again, participants were encouraged to visit the City LHMP website at:
www.moval.org/lhmp to provide input and feedback on the plan.

September 21-22, 2022 City OEM hosted a Community Emergency Response Team (CERT) training for City employees, many of whom also reside in the City.

During this course, participants were given an overview of the LHMP, its role, and the importance of community feedback. Participants were provided the website and hard copy survey’s and were encouraged to review the plan and complete the survey.

On October 11th and 13th, 2022, Public meetings were conducted to allow residents and members of the community the opportunity to review the existing plan, ask questions of the City Emergency Manager, Planning Official, and the Capital Improvement Engineer. The meetings allowed subject matter experts to engage on various projects and topics as they relate to the LHMP. Documentation of each event is found in Appendix B of this plan. During these meeting, and in an ongoing effort to ensure whole community participation, OEM ensured that at each meeting, a certified American Sign Language interpreter and certified Spanish interpreter were present. During both meetings, the entire meeting was presented in English and American Sign Language. The October 13th meeting required use of the Spanish interpreter, in addition to the Sign Language and English presenters. At both meetings, members of the City Planning & Engineering Department and Capital Projects Team were present to answer questions.

Upon completing the draft of the 2022 LHMP, the updated draft plan was once again placed on the www.moval.org/lhmp website for community input on February 8, 2023. Additionally, flyers advertising the opportunity to provide feedback were provided at the following City facilities that are frequented by and visible to residents, visitors, and stakeholders:
• Public Safety Building (front door)
• City Hall (bulletin board and front desk)
• CRC (brochure/literature holder)
• Cottonwood Golf Center (brochure/literature holder)
• BERC (brochure/literature holder)
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Revised: December 2022

• Senior Center (concierge desk)
The flyer was also posted to City social media sites Facebook and Instagram on February 9, 2023. The post will be periodically re-posted until March 1, 2023 and encourages the community to review and provide feedback on the plan.

Any feedback received during the community input period of February 1, 2023 through March 1, 2023, will be reviewed for possible inclusion in the plan prior to submission to FEMA or the City Council for adoption. Then, upon approval of the 2022 LHMP, it will again be posted on the City website for all residents to view and provide feedback on an ongoing basis. Any comments or feedback collected from the website will be incorporated as appropriate during the next revision cycle.

On February 10, 2023, a status update of the draft plan status was provided to City LHMP Planning Team members. This update encouraged departments and divisions to review the plan again and provide any final changes by March 1, 2023.

On February 10, 2023 the draft 2022-23 plan was provided to Operational Area partners for submission to Cal OES Mitigation division for a pre-review. A complete FEMA crosswalk was completed and submitted to Cal OES for their review. On March 9, 2023, the draft plan with four minor findings was provided back to the City. On March 29, 2023, OEM organized a meeting with stakeholders to discuss the necessary steps to address the findings. The plan is expected to be final and ready for City Council adoption by mid-April.

2.3 PLAN MAINTENANCE
The City of Moreno Valley LHMP remains an important tool to reduce the effects of hazards within the city. According to 44 Code of Federal Regulations §201.6(c)(4), the plan must have a maintenance strategy that includes a method and schedule for monitoring, evaluating, and updating the plan; a process for incorporating into existing planning mechanisms; and a strategy for continuing public involvement.

Method/Schedule for Monitoring the Plan:

The LHMP includes mitigation strategies that look to reduce long-term vulnerabilities to the hazards identified. This provides a framework for activities that the city can choose to implement over the next five years. The effectiveness of the plan depends on the incorporation of the action items into existing city plans, policies, and programs.

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OEM staff, under direction of the Fire Chief, will assume the lead role of monitoring the mitigation plan and coordinating with City Planning Team members from within the appropriate departments, divisions, and programs to ensure that the identified mitigation goals and actions are incorporated into plans, policies, and existing city programs and that such monitoring includes ensuring positive movement towards accomplishing outlined mitigation strategies and projects.

OEM may confer with city staff to perform annual reviews of the LHMP and its implementation. The goal will be to discuss any hazard events that occurred during the prior year and their impact on the City of Moreno Valley; evaluate the mitigation goals and actions to determine if the timeline is appropriate; determine what plans, policies and procedures need to be updated as a result of the LHMP; and to determine if additional mitigation actions need to be added; and to discuss new mitigation grant funding opportunities.

Evaluating and Updating the Plan:

As required by the 44 Code of Federal Regulations §201.6(d)(3), the City of Moreno Valley will update the LHMP every five years. OEM staff is responsible for the update every five years and will follow the following process during the update:
➢ OEM will convene the LHMP Planning Team and stakeholders at minimum every five years to update the plan; however, ongoing evaluation will be performed by Planning Team members in the way of continually working on the identified projects and strategies. .
➢ Using the best available guidance, information and technology, regulatory policies and procedures, each chapter will be reviewed and updated to determine if changes are needed.
➢ The mitigation strategies will be reviewed and revised to account for any initiatives completed, discontinued and/or changed and to account for changes in the risk assessment or new city policies identified through other planning mechanisms, as appropriate (such as the general plan). ➢ The draft update will be sent to the hazard mitigation planning committee, SMEs, and other stakeholders for review and comment.
➢ The public will be given an opportunity to comment on the update prior to adoption. OEM will request the mitigation area of the city website be updated for ease of public review and comments of the draft plan. Other efforts, such as social media posting, etc. will be included to ensure notification to the public of hazard mitigation planning meetings held and inviting them to attend.

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Revised: December 2022

➢ After the public comments have been reviewed and implemented, OEM will forward the revised LHMP to CalOES for pre-review. Upon receiving feedback, OEM will implement required updates and finalize the plan. ➢ OEM will submit the plan back to Cal OES for final review. OEM will simultaneously submit for City Council adoption and the State will forward the plan to FEMA for approval.

Incorporation into existing planning mechanisms:

The City LHMP serves as a guiding document for many aspects of City planning efforts. Specifically, the LHMP serves as a foundational document for the Moreno Valley Utility (MVU) Wildfire Mitigation Plan. Many elements within this plan are integrated in the MVU plan given the enormous intersection of mitigation and utility services.

The hazard mitigation plan also provides the City of Moreno Valley with an opportunity to review and expand on policies, plans and existing city programs.

The LHMP will be provided to those involved in development of the General Plan; Environmental Impact Report; Emergency Operations Plan (EOP); Evacuation, Mass Care, and Terrorism EOP annexes; and city ordinances to insure that consistency is maintained.

Whenever there are substantive changes to the LHMP, those involved in planning mechanisms will be included in the review process. It is the intent of this plan and the personnel within the City LHMP Planning Team to identify local planning mechanisms where hazard mitigation actions can be incorporated. Examples of how these mechanisms are incorporated are demonstrated below:

TABLE 2.3-1 EXAMPLES OF MITIGATION STRATEGY SUPPORTING

DOCUMENTS
Regulatory Tool Comments
General plan
MoVal 2040: Comprehensive General Plan for
the City of Moreno Valley (June2021).

Utilized Safety Element to incorporate and
develop mitigation strategies.

Master Drainage Plan
Planning guide for the location and sizing of local
drainage facilities to be constructed by
developers and others within the area, updated
and adopted October 13, 2015. Utilized for
public outreach and educational awareness.

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Packet Pg. 441 Attachment: CITY OF MORENO VALLEY LHMP_APRIL 19 2023_FINAL (6264 : RESOLUTION ADOPTING THE CITY OF MORENO VALLEY LOCAL Moreno Valley Hazard Mitigation Plan
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Zoning ordinance Municipal Code Title 9 Planning and Zoning.

Utilized for development trends.

Subdivision ordinance Municipal Code Title 9, Chapter 9.14 (Land Divisions). Utilized for development trends.

Site plan review requirements
Municipal Code Title 9, Chapter 9.02.030
(Development review process). Utilized for
development trends
Floodplain ordinance
Municipal Code Title 8, Chapter 8.12 (Flood
damage prevention and implementation of
National Flood Insurance Program (NFIP))
includes flood damage prevention and
implementation of the national flood insurance
program (NFIP). Utilized for public outreach and
educational awareness.

Water conservation ordinance
Municipal Code Title 9, Chapter 9.17
(Landscape and Water efficiency requirements)
addresses water conservation. Utilized for public
outreach and educational awareness.

Stormwater ordinance
Municipal Code Title 8, Chapter 8.10(Storm
water/urban runoff management and discharge
controls). Utilized for public outreach and
educational awareness.

Regulatory Tool Comments
Wildfire ordinance
Municipal Code Title 6, Chapter 6.04
(Abatement of Public Nuisances). Utilized for
public outreach and educational awareness.

Building Standards Code
Utilize Approved 2019 California Building Codes;
Latest adoption expected late 2019 with effective
date of January 1, 2020.

Fire and Safety Standards
Utilize Approved 2019 Fire and Safety
Standards; Latest adoption expected late 2019
with effective date of January 1, 2020.

Fire department ISO rating Rating: class 4 urban/9 rural Erosion or sediment control
program
Municipal Code Title 8, Chapter 8.21.160
(Erosion Control) and Municipal Code Title 9,
Chapter 9.17.110 (Erosion Control/Slope
Planting). Utilized for public outreach and
educational awareness.

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Riverside County Flood Control
and Water Conservation
District
Master Drainage Plan
Three (3) master drainage plans (Sunnymead
Area, West End, Moreno). Utilized for public
outreach and educational awareness.

Regional Water Quality Control
Board Regulations
All proposed septic systems must comply;
prevents groundwater contamination.

Santa Ana Watershed Project
Authority Water Resources
Plan
Protects water quality in the Santa Ana
watershed. Eastern Municipal Water District
(which serves the City of Moreno Valley) is a part
of the Santa Ana Watershed.

National Pollutant Discharge
Elimination System
Protects water resources from pollutants in
runoff.

Capital Improvements Plan
The Capital Improvements Plan (CIP) is
updated annually. Utilized to develop project
budget, priorities, and develop mitigation
strategies.

Economic Development Plan 2-year plan; Utilized for community profile.

Emergency Operations Plan Emergency Operations Plan, March 2018 Strategy for Continuing Public Involvement:

The City of Moreno Valley continues its public involvement including making the most up to date LHMP available for review on the city website and at the public library; encouraging public comments; and involving the public in the update process. These strategies will include the use of traditional media and social media outlets, such as the city website. Information about the plan, the planning process, importance of resident involvement, are regularly communicated in public meetings, trainings, and other forums. All of these mechanisms will be facilitated by OEM and/or other departments as appropriate. The City website offers easy options for providing input about the plan; residents can call, email, or complete a brief survey.

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Packet Pg. 443 Attachment: CITY OF MORENO VALLEY LHMP_APRIL 19 2023_FINAL (6264 : RESOLUTION ADOPTING THE CITY OF MORENO VALLEY LOCAL Moreno Valley Hazard Mitigation Plan
Revised: December 2022

PART 2

RISK ASSESSMENT
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CHAPTER 3: RISK ASSESSMENT OVERVIEW

3.1 INTRODUCTION
A risk assessment provides the factual basis for determining strategies to reduce losses from identified hazards. Conducting a risk assessment can provide information on the location of hazards, the probability, the severity, and the risk to life, property, and the environment. This chapter will provide information about the impact of each hazard and the severity, probability, and potential losses.

3.2 INVENTORY OF ASSETS & BUILDING LIFELINE INVENTORY
To assist in assessing the risks of hazards that may affect the city of Moreno Valley, critical facilities, historical sites, and other assets are identified below. Where possible, HAZUS-MH was utilized. HAZUS-MH is a regional earthquake loss estimation model that was developed by the federal emergency management agency and the national institute of building sciences.

Critical/essential facilities: the impact to critical/essential facilities has the potential to be significant, not only for the financial loss, but also it would severely affect the city’s ability to respond to, and recover from, incidents.

Building Inventory
Hazus estimates that there are 56 thousand buildings in the region which have an aggregate total replacement value of 15,595 (millions of dollars).

Transportation and Utility Lifeline Inventory
Within Hazus, the lifeline inventory is divided between transportation and utility lifeline systems. There are seven (7) transportation systems that include highways, railways, light rail, bus, ports, ferry, and airports. There are six (6) utility systems that include potable water, wastewater, natural gas, crude & refined oil, electric power, and communications. The lifeline inventory data are provided in Tables 3-2 and 3-2.1.

The total value of the lifeline inventory is over 12,570.00 (millions of dollars). This inventory includes over 1,908 kilometers of highways, 71 bridges, 16,606 kilometers of pipes.

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TABLE 3-2: TRANSPORTATION SYSTEM LIFELINE INVENTORY
System Component # of
Locations/Segments
Replacement value
(millions of dollars)
Highway Bridges 71 111.60
Segments 658 11824.90
Tunnels 0 0.00
Subtotal 11936.50
Railways Bridges 0 0.00
Facilities 0 0.00
Segments 174 414.20
Tunnels 0 0.00
Subtotal 414.20
Light Rail Bridges 0 0.00
Facilities 0 0.00
Segments 8 53.70
Tunnels 0 0.00
Subtotal 53.70
Bus Facilities 0 0.00
Subtotal 0.00
Airport Facilities 1 10.70
Runways 1 38.00
Subtotal 48.60
Total 12453.00
Source: Hazus
TABLE 3-2.1: UTILITY SYSTEM LIFELINE INVENTORY
System Component # of
Locations
Replacement value
(millions of dollars)
Potable Water Distribution Lines N/A 166.10
Facilities 1 39.30
Pipelines 0 0.00
Subtotal 205.40
Wastewater Distribution Lines N/A 99.60
Facilities 1 78.60
Pipelines 0 0.00
Subtotal 178.20
Natural Gas Distribution Lines N/A 66.40
Facilities 0 0.00
Pipelines 0 0.00
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Subtotal 66.40
Electric Power Facilities 0 0.00
Subtotal 0.00
Communicatio
n
Facilities 5 0.60
Subtotal 0.60
Total 450.60
Source: Hazus
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TABLE 3-2.2: OTHER CRITICAL FACILITIES
Critical/Essential Facility Type Qty Value, if known *
City Hall 1 $19,635,865
Emergency Operations Center 1 $2,762,375
Public Safety Building 1 $13,606,557
Conference and Recreation Center (EOC
Family Care Center)
1 $12,252,110
Corporate Yard 1 $12,799,244
Animal Shelter 1 $3,324,417
Annex #1 1 $2,579,800
Fire Stations 7 $13,859,620
Electric Utility (MVU) 1 $21,097,778
City Library 1 $3,684,543
Hospitals/Urgent Care/Dialysis 8 N/A
Residential Care Facilities 134 N/A
College 1 N/A
Schools (5 high schools,9 middle schools,
28 elementary schools, 10 charter
schools)
61 N/A
Pharmacies 19 N/A
Total: 239 $105,602,309
* Note: Value estimates are based on insured values which were established through an appraisal conducted by the Public Employer Risk Management Association (PERMA).

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FIGURE 3-2: CRITICAL FACILITIES MAP – REVISED AUGUST 1, 2022 A.12.a
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TABLE 3-2.3: MORENO VALLEY HISTORICAL SITES
Historical
Site
Approx
. Year
Built
Description
Value of
Structure
(Assessor’s
data)
21730 Bay
Ave 1947 A bungalow style house, located on the north side of Bay Avenue, east of Edgemont Street. $ 32,611.00 21613
Cottonwoo
d Ave
1930
A vernacular wood frame style house that is
located on the south side of Cottonwood Avenue
and east of the Old I-215 Frontage Road. $ 15,277.00
21768
Cottonwoo
d Ave
1941
A Moorish style house located at the northeast
corner of Cottonwood Avenue and Edgemont
Street. This house appears eligible for listing in
the California Register of Historical Resources.
$ 128,626.00
13694
Edgemont
St
1920
A vernacular wood frame style house that is
located on the east side of Edgemont Street
between Brill Road and Bay Avenue. $ 33,282.00
24638 Fir
Ave 1915
A vernacular wood frame style house that is
located on the north side of Fir Avenue and east
of Indian Street next to the flood control channel. $ 84,290.00 23741
Hemlock
Ave
1910
A vernacular wood frame style house that is
located on the south side of Hemlock Avenue
and east of Graham Street. $ 384,927.00
24215 Fir
Ave 1891
The New English style First Congregational
Church thought to be built in 1891 and was
relocated to the current address. $ 178,737.00
28780
Alessandro
Blvd
1928
A Mission style structure with wood and stucco
siding and arched entry. The former Old Moreno
School may be eligible for the California
Register of Historical Resources. Renovation of
the structure to convert it for use as a private
residence was approved by the city in 2004.
$ 753,108.00
27476
Cottonwoo
d Ave
1928
Vernacular adobe style residence that is located
on the north side of Cottonwood Avenue, east of
Nason Street. $ 142,563.00
12130
Theodore
St. 1920
Vernacular wood frame style house located on
the east side of Theodore Street and south of
Ironwood Avenue. $ 32,161.00
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Historical Sites: The potential impact from natural or man-made hazards to historic buildings and structures could be significant. The most important historic structure in Moreno Valley is a Mission St. (Wilyle structure with wood and stucco siding and arched entry. The former Old Moreno School, located at 28780 Alessandro Boulevard, may be eligible for the California Register of Historical Resources. Renovation of the structure to convert it for use as a private residence was approved by the city in 2004. The historical sites in Moreno Valley are valued at a little over 2 million.

Commercial and Residential Properties: The City of Moreno Valley has approximately 43,913 residential homes and apartments, valued at approximately $8,248,802,141.

The Nielson Report projects the residential housing in Moreno Valley to increase to 60,191 in 2017. There are approximately 2,005 commercial businesses located in Moreno Valley.

3.3 SUMMARY OF HAZARDS
This section will provide a summary of the hazards that impact the City of Moreno Valley, along with information on the severity and probability of each hazard, as well as the relationships of each hazard to other hazards.

Severity and Probability Methodology
Collaboration between departments, divisions, programs, surrounding agencies, citizens and other stakeholders identified and ranked natural and man-made hazards that would likely affect the City of Moreno Valley (Table 3-3). To assist in ranking the identified hazards, the following scale for rating was utilized:

Severity Probability
0 – Does not apply 0 – Does not apply
1 – Negligible damage/injuries 1 – Unlikely to happen
2 – Limited damage/injuries 2 – Possible (1%-10% chance in next year) 3 – Critical damage/injuries 3 – Likely (10%-100% chance in next 10 years) 4 – Catastrophic dam. 4 – Highly likely (near 100% in next year) 12400
Theodore
St.
1915
There are three homes on the property that are
part of the Anco Ranch, which was built
sometime around 1915. $ 564,555.00
27913
Cottonwoo
d Ave
1885
1937
1940
There are three structures on the property which
include a wood frame residence built in 1885, an
adobe style block building that was moved to the
site in 1937 and a large concrete block building
dating from the 1940’s. This site was designated
as a city landmark by the City’s Environmental
and Historical Preservation Board on 09/12/11.

No value
identified, city
owned
property.

TOTAL: $564,555.00
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TABLE 3-3: MORENO VALLEY HAZARD LOCATION, SEVERITY AND

PROBABLY
Hazard Location Severity
(0-4)
Probability
(0-4)
Earthquake Citywide 4 3
Wildland and
Urban Fires
Citywide, especially at Box Springs
(northwest area), San Timoteo Canyon
(north end), Reche Canyon (northeast
area)
3 3
Flooding Citywide, especially on the east end of
the city 3 3
Drought Citywide 2 3
Landslide Mostly in the eastern portion of the city 2 2 Insect
Infestation Citywide 1 2
Extreme
Weather Citywide 2 3
Severe Wind Citywide 2 3
Dam
Failure/Inundati
on
Perris Dam inundation southeast
corner of Moreno Valley and Pigeon
Pass Dam (during periods of extensive
flooding along the downstream
watercourse)
2 2
Pipeline Citywide 2 2
Transportation
Citywide and SR-60 and I-215; San
Timoteo Canyon, north of city and
along I-215; west end, near March Air
Reserve Base
2 2
Power Outage Citywide 3 4
Hazardous
Materials Citywide 3 2
Terrorist Attack Citywide 4 2
Civil Unrest Citywide 2 2
Pandemic
Flu/Disease Citywide 3 2
Relationships of Hazards
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Table 3-3.1 shows a summary of the relationships between hazards, often called cascading hazards. For example, a flood may trigger other hazards, such as a landslide.

A civil disorder may cause fires or may be a cause of terrorism. Another example is earthquakes, which may cause fires, pipeline incidents, hazardous materials incidents, and power outages.

It is worth noting that climate change, although not itself recognized as a stand-alone hazard within this plan, it may be worthy of considering when discussing other hazards and their relationships. It can be difficult to scientifically say whether a hazard is occurring or worsened as a result of “Mother Nature” or climate change. Additionally, it can be difficult to measure whether or not it is or will in the future, affect the outcome of a specific hazard.

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TABLE 3-3.1: SUMMARY OF RELATIONSHIPS OF HAZARDS
Summary of Major Declarations
Table 3-3.2 shows a list of major declarations affecting the City of Moreno Valley and surrounding areas.

May Cause
Other Hazards
Hazard
Description
EarthquakeFireFloodingDroughtLandslideInsect InfestationExtreme WeatherDam FailurePipelineTransportationPower OutageHazardous MaterialsNuclearTerrorist AttackCivil UnrestPandemic/Disease Earthquake X X X X X X X X X X
Fire X X X X X X X X
Flooding X X X X X X X X X X
Drought X X X X X
Landslide X X X X X X
Insect Infestation X X
Extreme Weather X X X X X X
Dam Failure X X X X X X X
Pipeline X X X X X X
Transportation X X X X X
Power Outage X X X X
Hazardous
Materials X X X
Nuclear X X
Terrorist Attack X X X X X X X X X X X X
Civil Unrest X X X X X X X
Pandemic/Disease X X X
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TABLE 3-3.2: MAJOR DECLARATIONS4
Year Disaster
Type
Federal/State
Cost
Riverside
County
Cost
Moreno
Valley
Cost
Disaster
Programs
Given
Categories
2003 Wildfires
DR-1498 $133 million $240,568 N/A PA, IA & HMGP A & B
2005
Severe
Storms
DR-1577
$228 million $1,327,801 $23,164 PA, IA &

HMGP A-G
2005
Severe
Storms
DR-1585
$75 million $1,485,753 $16,275 PA &

HMGP A & G
2007
Severe
Freeze
DR-1689
$23 million N/A N/A HMGP
2007 Wildfires
DR-1731 $146 million $264,977 $7,220 PA, IA & HMGP A & B 2008 Wildfires
DR-1810 $59 million $20,377 N/A PA, IA & HMGP A & B
2010
Severe
Winter
Storms
DR-1884
N/A $452,105
Preliminary
Damage
Report
$195,000

PA, IA &

HMGP A-G
20115
Severe
Winter
Storms
DR-1952
$37 million $262,945 N/A PA &

HMGP A-G
4 https://www.fema.gov/locations/california#declared-disasters Retrieved July 2022 5 https://www.fema.gov/locations/california#declared-disasters Retrieved July 2022 A.12.a
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2020
COVID19
Pandemic

ONGOING ONGOING ONGOING
Coronavirus
State and
Local
Recovery
FUNDS
(SLFRF)
N/A
2021
Fawn Fire
(FM5417-CA)$25.6 million N/A N/A PA B & H
2022
Coastal
Fire
(FM5439-CA)
$12.07 billion N/A N/A PA & IA A-G
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3.4 PROFILING HAZARDS
Hazard profiles are designed to assist in evaluating the hazards that can impact the Moreno Valley area by comparing a number of hazard factors. Each type of hazard has unique characteristics and the impact associated with a specific hazard can vary depending on the severity and location of each event. Further, the probability of occurrence of a hazard in a given location impacts the priority assigned to that hazard.

Beginning in Chapter 4, each identified hazard will be profiled with an overview of the hazard that includes previous occurrences, probability of future events, its impact, and potential losses.

CHAPTER 4: EARTHQUAKE
Moreno Valley Rating: Severity = 4 Probability = 3

4.1 EARTHQUAKE PROFILE – OVERVIEW/LOCATION
There are three major faults/fault zones that directly affect Moreno Valley. They are the southern section of the San Andreas Fault, the San Jacinto Fault Zone, and the Elsinore Fault Zone. The San Jacinto Fault Zone is considered to be the most active fault in Southern California. It is the closest fault to Moreno Valley and runs through the eastern portion of the city, followed by the Elsinore Fault Zone which is located approximately 12- 18 miles south of Moreno Valley. The San Andreas Fault Zone is located approximately 15-20 miles north of Moreno Valley (see Figure 4-1.1). The largest earthquake to occur within 100 miles of Moreno Valley was the 7.4 magnitude Hector Mine earthquake in 1999.

San Andreas Fault
The San Andreas Fault Zone is a major geologic feature of North America and consists of several major and numerous minor, branches, especially in southern California. This fault zone runs approximately 4 to 10 miles under the Earth’s crust, making earthquakes from the San Andreas Fault Zone more destructive in nature.

The San Andreas Fault Zone enters the Inland Empire through the Cajon Pass, separating the San Gabriel Mountains from the San Bernardino Mountains. The fault becomes extremely complex in this area, dividing into several right-lateral elements that run somewhat parallel to each other. Principal among these, are two fault zones that have a significant impact on Moreno Valley. They are the San Jacinto Fault Zone and the Elsinore Fault Zone. The slip rate on the southern section of the San Andreas Fault Zone, which runs from the Mojave Desert south towards the Salton Sea before reaching the United States border with Mexico, is 24 millimeters per year. Earthquakes along this A.12.a
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section of the San Andreas Fault are typically above 6.0 in magnitude. Geologists estimate that this fault could produce an 8.2 magnitude earthquake.

The last significant earthquake that occurred over the section of the San Andreas Fault that runs south from Cajon Pass was on December 8, 1812. Geologists estimate that the earthquake was over 7.0 in magnitude with an epicenter near the City of Wrightwood.

Shortly after that earthquake, in 1857, an earthquake ruptured the San Andreas Fault from Monterey down to the Cajon Pass.

San Jacinto Fault Zone
The San Jacinto Fault Zone extends for 180 miles through the counties of San Bernardino, Riverside, San Diego, and Imperial and is comprised of the very active Imperial and Superstition Hill faults. The San Jacinto Fault Zone is a right lateral strikeslip fault (Figure 4-1) that branches westward from the San Andreas Fault and runs parallel to the Elsinore Fault. It is also considered one of the more seismically active fault zones in Southern California with a slip rate of 12 millimeters per year. Both the San Jacinto fault and Elsinore fault are classified as part of the San Andreas Fault system.

The San Jacinto Fault Zone does extend through the eastern part of Moreno Valley and has the potential to host a 7.2 magnitude earthquake.

Elsinore Fault Zone
The Elsinore Fault is a large right-lateral strike-slip fault (Figure 4-1) and is part of the trilateral split of the San Andreas Fault and runs parallel to that fault. Though its 111 miles in length makes it one of the larger faults in the area, it is extremely quiet. This fault zone forms a complex series of pull-apart basins, with the largest basin being known as La Laguna. The La Laguna basin is partially filled with water from Lake Elsinore and is the terminus for the San Jacinto River. The slip rate of this fault is 4 millimeters per year and is capable of producing a quake of 6.5 - 7.5 in magnitude. Geologists estimate that the interval between major rupture events on the Elsinore is 250 years. The last known major earthquake occurred northwest of the City of Lake Elsinore in 1910.

FIGURE 4-1: RIGHT-LATERAL STRIKE-SLIP FAULT6
6 US Geological Survey
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FIGURE 4-1.1: CITY GEOLOGIC FAULTS AND LIQUEFACTION – REV. AUGUST 31, 2022 A.12.a
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Earthquake Related Hazards
Ground shaking, landslides, liquefaction, and amplification are the specific hazards associated with earthquakes. The severity of these hazards depends on several factors, including soil and slope conditions, proximity to the fault, earthquake magnitude, and the type of earthquake.

Ground Shaking
Ground shaking is the motion felt on the earth's surface caused by seismic waves generated by the earthquake. It is the primary cause of earthquake damage. The strength of ground shaking depends on the magnitude of the earthquake, the type of fault, and distance from the epicenter. Buildings on poorly consolidated and thick soils will typically see more damage than buildings on consolidated soils and bedrock. Figure 4-1.2 shows the shaking intensity for the City of Moreno Valley. The darker shaded areas indicate greater potential for shaking.

FIGURE 4-1.2: MORENO VALLEY AREA GROUND SHAKING MAP7
7 California Department of Conservation Retrieved December 2022 A.12.a
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Earthquake-Induced Landslides
Earthquake-induced landslides are secondary earthquake hazards that occur from ground shaking. They can destroy roads, buildings, utilities, and other critical facilities necessary to respond and recover from an earthquake. Many communities in Southern California have a high likelihood of encountering such risks, especially in areas with steep slopes. The abundant shales and siltstones underlying the Badlands are highly porous in the Moreno Valley area and do not hold together well when wet, which can lead to slope instability and landslides.

Liquefaction
Liquefaction occurs when ground shaking causes surface soils, primarily sands and silts, to become saturated with water and temporarily lose strength, causing it to become sticky liquid. This results in the loss of soil strength and the soil's ability to support weight.

Buildings and their occupants are at risk when the ground can no longer support these buildings and structures. Many communities in Southern California are built on ancient river bottoms and have sandy soil. In some cases, this ground may be subject to liquefaction, depending on the depth of the water table.

Although the city has seen no evidence of liquefaction events occurring in the community nor has any geotechnical report recently submitted to the city identify liquefaction hazards, the Riverside County General Plan has identified a range of liquefaction susceptibility in Moreno Valley from very low with deep groundwater in the northern and eastern portions of the community to very high with shallow groundwater generally west of Perris Boulevard.

Amplification
Soils and soft sedimentary rocks near the earth's surface can modify ground shaking caused by earthquakes. One of these modifications is amplification. Amplification increases the magnitude of the seismic waves generated by the earthquake. The amount of amplification is influenced by the thickness of geologic materials and their physical properties. Buildings and structures built on soft and unconsolidated soils can face greater risk. Amplification can also occur in areas with deep sediment filled basins and on ridge tops.

4.1.1 EARTHQUAKE PROFILE – PREVIOUS OCCURRENCES
Table 4-1 shows some of the more notable earthquakes in the Southern California region, many of which were felt in the City of Moreno Valley.

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TABLE 4-1: HISTORY OF MAJOR SO. CALIFORNIA EARTHQUAKES8 Year
Richter
Scale
Magnitude
Description
1890 6.5 Occurred in the same region as the 1890 earthquake. 1899 6.4 San Jacinto earthquake destroys San Jacinto and Hemet and was strongly felt in Moreno Valley.
1910 5.0 Occurred on the Elsinore fault northwest of the City of Lake Elsinore.
1918 6.9 San Jacinto earthquake strikes the same area that was damaged by an earthquake 19 years earlier.
1923 6.3
North San Jacinto Fault earthquake damaged the San
Bernardino and Redlands area. This the last known time
that this fault, which runs under the I-215/I-10 interchange, ruptured in this area. The epicenter was located just
northeast of Moreno Valley in San Timoteo Canyon.
1937 6.0 Terwilliger Valley earthquake was in the same general area as the 1890 earthquake.
1942 6.3 Fish Creek Mountains earthquake was south of the Ocotillo airport.
1954 6.2 Arroyo Salada earthquake was west of the Salton Sea. 1968 6.5 Borrego Mountain Earthquake was northeast of Ocotillo Wells
1987 6.6 Superstition Hills earthquake near the Salton Sea 1992 7.2
Occurred near Landers, California and caused the rupture of five different faults. Those faults were: Johnson Valley, Landers, Homestead Valley, Emerson, and Camp Rock.
1992 7.3
Occurred 3 hours after the Landers Earthquake with an
epicenter near Big Bear, CA, just 34.4 miles from Moreno Valley.
1994 6.8
Northridge Earthquake occurs in a neighborhood of the
City of Los Angeles and is located 78.8 miles from Moreno Valley
1999 7.4 Hector Mine Earthquake, located 25 miles from the Landers Earthquake and just 61 miles from Moreno Valley 8 https://www.earthquakeauthority.com/California-Earthquake-Risk/California-Earthquake-HistoryTimeline Retrieved July 2022 A.12.a
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2010 5.4
Borrego Springs earthquake believed by seismologists to have been possibly triggered by the strong earthquake
which occurred near Calexico in 2010.
2016 4.3
Cal OES issued an earthquake advisory for all Southern
California counties following a series of small magnitude earthquakes that occurred in Bombay Beach (located in
Imperial County and south of where the San Andreas fault ends). This swarm included a 4.3 magnitude quake on
Sept. 26.
2020 5.8
After a foreshock with a magnitude of 4.6 two days earlier, on June 24, a magnitude 5.8 earthquake struck about 12
miles southeast of Lone Pine, in Inyo County. People felt the shaking as far away as 350 miles northwest in San
Francisco and 230 miles east in Las Vegas.
2021 6.0
The quakes were a result of normal faulting and strike slip faults near the Antelope Valley fault, which runs northsouth along the Sierra Nevada range front.

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4.1.2 EARTHQUAKE PROFILE – PROBABILITY OF FUTURE EVENTS The probably rating for this hazard is a 3, which means that there is a 10% to 100% chance that it will occur within the next year.

The City of Moreno Valley could be affected by large earthquakes occurring in many parts of the Southern California region. However, the degree to which the earthquakes are felt, and the damages associated with them may vary. At risk from earthquake damage are critical facilities, buildings, bridges, highways, and roads; hazardous materials facilities; sewer, water, and natural gas pipelines; earth dams; petroleum pipelines; and private property located in the city. The relative or secondary earthquake hazards, which are liquefaction, ground shaking, amplification, and earthquake-induced landslides, can be just as devastating as the earthquake.

The USGS estimates that there is a greater than 99% chance of a major earthquake occurring within 31 miles of Moreno Valley within the next 50 years (Figure 4-1-1).

TABLE 4-1.1: EARTHQUAKE PROBABILITY NEAR MORENO VALLEY9:

Richter Scale Magnitude Probability

5.0 99.501%

5.5 94.990%

6.0 87.448%

6.5 76.579%

7.0 54.907%

7.1 50.349%

7.2 45.852%

7.3 40.525%

7.4 34.995%

7.5 28.236%

7.6 20.881%

7.7 14.239%

7.8 9.058%

7.9 5.362%

8.0 2.562%
9 https://www.earthquakeauthority.com/California-Earthquake-Risk/Faults-By-County Retrieved July 2022 A.12.a
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4.2 EARTHQUAKE VULNERABILITY – OVERVIEW/IMPACT
The severity rating for this hazard is a 4, which means that there is a potential for catastrophic damage, causing multiple deaths, complete shutdown of critical facilities for 30 days or more and/or more than 50% of property has a potential to be damaged.

As shown in Figure 4-1.1, the probability of a major earthquake occurring near Moreno Valley within the next 50 years is close to 100%. Even if a major earthquake is located in the surrounding area, it will have a severe impact to the City of Moreno Valley. Seismic shaking and aftershocks associated with the earthquake can cause damage to a widespread area. The hazards associated with aftershocks are the same as the main shock and may cause significant damage or disruption as well.

4.2.1 EARTHQUAKE VULNERABILITY – POTENTIAL IMPACT AND LOSSES Earthquakes can cause devastating injuries and loss of life and damage to infrastructure, structures, personal belongings and more. Earthquakes and its aftershocks can cause other hazards such as pipeline ruptures, dam failures, landslides, soil liquefaction, flooding, fires, power outages, hazardous materials incidents, and civil unrest. There are no known repetitive loss properties.

HAZUS-MH Summary: For purposes of analyzing the impact and estimating potential loss HAZUS-MH was utilized.

The scenario for the HAZUS-MH earthquake risk assessment was an event measuring

6.5 on the Richter magnitude scale occurring on the San Jacinto Fault. The longitude of the scenario epicenter was 33°57'10.8"N 117°08'52.8"W (33.952999, -117.148003). The depth of the scenario event was 10.00 km (6.21 miles), with a rupture length of 18.20 km (11.3 miles).

Current residential count was found using the Riverside County Assessor Parcel Layer.

Parcels were overlaid onto the zoning layer. All of the parcels that fell within a residential zone were selected out. From that selection, another query was run to pull all the parcels out with a structure value over $10,000. The final query returned all records that fall within Residential Zoning and have a structure value over $10,000. The count on the residential buildings is 43,913. The structure value is derived from the Assessor Parcel table. The value total for the selected parcels is $8,248,802,141.

The commercial business licenses were found by querying out all records with a location of commercial (Location type = commercial). This resulted in a selection set of data that are identified by the Finance Department as a commercial business. The count of businesses in the city based on the 2022 economic data is 4,500.

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The Critical Facilities layer was comprised of the Business License layer and existing Moreno Valley GIS layers. Residential Care Facilities (134), Hospitals (2), Urgent Care (2), and Pharmacies (19) were created from the Business License database. The rest of the Critical Facilities were created from existing GIS layers resulting with a total of 259 facilities.

Four overcrossing bridges on SR-60 were built in 1964 and are outdated. They consist of: SR-60/Indian Street Overcrossing; SR-60/Moreno Beach Drive Overcrossing; SR60/Redlands Avenue Overcrossing; and SR-60/Theodore Street Overcrossing. All are two-lane bridges over the SR-60 freeway. With respect to federal inspection coding standards, SR-60/Indian and SR-60/Moreno Beach are considered to be structurally deficient, and SR-60/Redlands is considered to be functionally obsolete. The SR60/Moreno Beach overpass is currently under construction and is set for completion by the end of 2023. All of these structures could experience varying levels of damage in an earthquake event and could severely impact regional traffic. Three of the four structures (SR-60/Moreno, SR-60/Redlands, and SR-60/Theodore) are located in the “severe” area of ground shaking shown on Figure 4-2.1. All four structures have inadequate vertical clearance according to current standards and could severely impact transportation of goods and oversized loads.

Development Trends: Future development of buildings, residential structures, critical facilities, and infrastructure are expected to comply with the most recent Uniform Building Code seismic design standards. New development is shown in Appendix C.

This plan and all elements of it, include considerations for the ever-expanding economic and development expansion that is ongoing.

Potential Impact and Losses: On the next several pages, you will find information about the potential impact and losses that may be experienced in the City of Moreno Valley.

HAZUS-MH was utilized to analyze the impact and cost.

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4.2.2 BUILDING DAMAGE
Building Damage
Hazus estimates that about 8,797 buildings will be at least moderately damaged. This is over 16.00 % of the buildings in the region. There are an estimated 305 buildings that will be damaged beyond repair.

Table 4-2 below summarizes the expected damage by general occupancy for the buildings in the region.

TABLE 4-2: EXPECTED BUILDING DAMAGE BY OCCUPANCY
None Slight Moderate Extensive Complete
Count (%) Count (%) Cou
nt (%) Count (%) Count (%)
Agriculture 27 0.10 19 0.10 14 0.20 5 0.46 2 0.65
Commercial 729 2.59 425 2.16 385 5.27 141 11.7
3 34 11.2
3 Education 45 0.16 27 0.14 19 0.26 6 0.53 1 0.47
Government 19 0.07 9 0.05 7 0.10 3 0.24 1 0.27
Industrial 153 0.54 98 0.50 100 1.37 41 3.38 12 3.80
Other
Residential 821 2.91 746 3.79 939 12.89
614

51.1 0
156 51.2
3 Religion 72 0.25 41 0.21 32 0.44 12 1.01 3 1.07
Singly
Family
26,31
5 93.3
8 18,33
6 93.0
7 5,79
4 79.4
7 379 31.5
5 96 31.2
8 Total 28,18
1 19,70
0 7,29
0 1,20
2 305
Source: Hazus
Essential Facility Damage
Before the earthquake, the region had 419 hospital beds available for use. On the day of the earthquake, the model estimates that only 236 hospital beds (56.00%) are available for use by patients already in the hospital and those injured by the earthquake.

After one week, 93.00% of the beds will be back in service. By 30 days, 100.00% will be operational.

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TABLE 4-2.1: EXPECTED DAMAGE TO ESSENTIAL FACILITIES
Classification Total
# of Facilities
At Least
Moderate
Damage > 50%
Complete
Damage > 50%
With Functionality
> 50% on Day 1
Hospitals 2 0 0 2
Schools 68 0 0 41
EOCs 0 0 0 0
Police Stations 1 0 0 1
Fire Stations 2 0 0 2
Source: Hazus
Transportation and Utility Lifeline Damage
Table 4-2.2 provides damage estimates for the transportation system.

TABLE 4-2.2 EXPECTED DAMAGE TO THE TRANSPORTATION SYSTEMS System Component
Number of Locations
Locations
/Segment
With at
Least Mod.

Damage
With
Complete
Damage
With Functionality >
50%
After Day
1 After Day
7 Highway Segments 658 0 0 634 634
Bridges 71 5 0 66 68
Tunnels 0 0 0 0 0
Railways Segments 174 0 0 174 174
Bridges 0 0 0 0 0
Tunnels 0 0 0 0 0
Facilities 0 0 0 0 0
Light Rail Segments 8 0 0 0 0
Bridges 0 0 0 0 0
Tunnels 0 0 0 0 0
Facilities 0 0 0 0 0
Bus Facilities 0 0 0 0 0
Airport Facilities 1 0 0 1 1
Runways 1 0 0 1 1
Source: Hazus
Tables 4-2.3 through 4-2.5 provide information on the damage to the utility lifeline systems. Table 4-2.3 provides damage to the utility system facilities. Table 4-2.4 provides estimates on the number of leaks and breaks by the pipelines of the utility systems. For electric power and potable water, Hazus performs a simplified system A.12.a
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performance analysis. Table 4-2.5 provides a summary of the system performance information.

TABLE 4-2.3: EXPECTED UTILITY SYSTEM FACILITY DAMAGE
System
# of Locations
Total # W/
Moderate Damage
Complete
Damage
With Functionality > 50%
After Day 1 After Day 7
Potable Water 1 1 0 0 1
Wastewater 1 0 0 0 1
Natural Gas 0 0 0 0 0
Oil Systems 0 0 0 0 0
Electrical
Power
0 0 0 0 0
Communications 5 0 0 5 5
Source: Hazus
TABLE 4-2.4: EXPECTED UTILITY SYSTEM PIPELINE DAMAGE (SITE

SPECIFIC)
System
Total
Pipelines
Length
(kms)
Number of
Leaks
Number of
Breaks
Potable
Water
8,303 1296 324
Wastewater 4,982 929 232
Natural Gas 3,321 266 67
Oil 0 0 0
Source: Hazus
Table 4-2.5: Expected Potable Water and Electric Power System Performance Total # of
Households
Number of Households without Service
At Day
1 At Day
3 At Day
7 At Day 30 At Day 90
Potable
Water 58,002
6,661 4,545 1,261 0 0
Electric
Power
0 0 0
0 0
Source: Hazus
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4-2.3 CASUALTIES
Hazus estimates the number of people that will be injured and killed by the earthquake.

The casualties are broken down into four (4) severity levels that describe the extent of the injuries. The levels are described as follows:
· Severity Level 1: Injuries will require medical attention, but hospitalization is not needed.
· Severity Level 2: Injuries will require hospitalization but are not considered life-threatening
· Severity Level 3: Injuries will require hospitalization and can become life threatening if not promptly treated.
· Severity Level 4: Victims are killed by the earthquake.

The casualty estimates are provided for three (3) times of day: 2:00 AM, 2:00 PM and 5:00 PM. These times represent the periods of the day that different sectors of the community are at their peak occupancy loads. The 2:00 AM estimate considers that the residential occupancy load is maximum, the 2:00 PM estimate considers that the educational, commercial, and industrial sector loads are maximum and 5:00 PM represents peak commute time.

Table 4-2.6 provides a summary of the casualties estimated for this earthquake.

TABLE 4-2.6: CAUSALITY ESTIMATES
Level 1 Level 2 Level 3 Level 4
2 AM Commercial 4 1 0 0
Commuting 0 0 0 0
Educational 0 0 0 0
Hotels 0 0 0 0
Industrial 7 2 0 0
OtherResidential60 11 1 2
Single
Family
112 13 0 1
2 PM
Total
Commercial
184
248
26 58
2 8
3 16
Commuting 0 0 0 0
Educational 100 22 3 6
Hotels 0 0 0 0
Industrial 55 13 2 3
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OtherResidential13 2
0 0
Single
Family
24 3
0 0
5PM
Total
Commercial
439
178
98 42
14 6
26 12
Commuting 2 3 5 1
Educational 8 2 0 0
Hotels 0 0 0 0
Industrial 34 8 1 2
OtherResidential22 4
0 1
Single
Family
43 5
0 0
Total 287 63 12 16
Source: Hazus
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4-2.4 ECONOMIC LOSS
The total economic loss estimated for the earthquake is 1,073.70 (millions of dollars), which includes building and lifeline related losses based on the region's available inventory. The following three sections provide more detailed information about these losses.

Building-Related Losses
The building losses are broken into two categories: direct building losses and business interruption losses. The direct building losses are the estimated costs to repair or replace the damage caused to the building and its contents. The business interruption losses are the losses associated with inability to operate a business because of the damage sustained during the earthquake. Business interruption losses also include the temporary living expenses for those people displaced from their homes because of the earthquake.

The total building-related losses were 1,040.08 (millions of dollars); 13 % of the estimated losses were related to the business interruption of the region. By far, the largest loss was sustained by the residential occupancies which made up over 75 % of the total loss. Table 4-2.7 below provides a summary of the losses associated with the building damage.

TABLE 4-2.7: BUILDING-RELATED ECONOMIC LOSS ESTIMATES
(Millions of Dollars)
Category Area
Single
Family
Other
Residen
tial
Commerci
al
Industri
al Others Total
Income Loss
Wage 0.00 2.21 17.33 1.03 1.14 21.70
CapitalRelated0.00 0.94 14.58 0.62 0.30 16.44
Rental 12.75 4.72 7.98 0.31 0.56 26.33
Relocatio
n

44.86 6.31 12.66 1.35 4.85 70.03
Subtotal 57.61 14.18 52.56 3.30 6.84 134.5
0 Capital Stock Losses
Structural 70.96 13.01 20.99 5.19 5.77 115.9
2 NonStructural397.99 71.01 65.54 18.58 18.88 572.0
0 Content 141.12 17.37 33.40 12.56 9.62 214.0
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Inventory 0.00 0.00 0.93 2.54 0.11 3.58
Subtotal 610.07 101.40 120.86 38.87 34.39 905.5
8 Total 667.68 115.58 173.41 42.17 41.24 1,040.
08 Source: Hazus
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Transportation and Utility Lifeline Losses
For the transportation and utility lifeline systems, Hazus computes the direct repair cost for each component only. There are no losses computed by Hazus for business interruption due to lifeline outages. Table 4-2.8 provide a detailed breakdown in the expected lifeline losses.

Hazus estimates the long-term economic impacts to the region for 15 years after the earthquake. The model quantifies this information in terms of income and employment changes within the region.

TABLE 4-2.8: TRANSPORTATION SYSTEM ECONOMIC LOSSES
(Millions of Dollars)
System Component Inventory
Value
Economic
Loss
Loss Ratio
(%)
Highway Segments 11,824.90 $0.00 0.00
Bridges 111.58 $5.37 4.81
Tunnels 0.00 $0.00 0.00
Subtotal 11936.50 5.40
Railways Segments 414.23 $0.00 0.00
Bridges 0.00 $0.00 0.00
Tunnels 0.00 $0.00 0.00
Facilities 0.00 $0.00 0.00
Subtotal 414.20 0.00
Light Rail Segments 53.67 $0.00 0.00
Bridges 0.00 $0.00 0.00
Tunnels 0.00 $0.00 0.00
Facilities 0.00 $0.00 0.00
Subtotal 53.70 0.00
Bus Facilities 0.00 $0.00 0.00
Subtotal 0.00 0.00
Airport Facilities 10.65 $2.33 21.83
Runways 37.96 $0.00 0.00
Subtotal 48.60 2.30
Total 12453.00 7.70
Source: Hazus
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FIGURE 4-2: EARTHQUAKE SCENARIO- CRITICAL FACILITIES– REV. AUGUST 16, 2022 A.12.a
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FIGURE 4-2.1: EARTHQUAKE SCENARIO - TRANSPORTATION (RAIL, HIGHWAY, BRIDGES) A.12.a
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FIGURE 4-2.2: EARTHQUAKE SCENARIO - UTILITY DAMAGE
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FIGURE 4-2.3: EARTHQUAKE SCENARIO- COMMERCIAL BUILDING DAMAGE A.12.a
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FIGURE 4-2.4: EARTHQUAKE SCENARIO - RESIDENTIAL BUILDING DAMAGE A.12.a
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CHAPTER 5: WILDLAND AND URBAN FIRES
Moreno Valley Rating: Severity = 2 Probability = 3

5.1 WILDLAND AND URBAN FIRES PROFILE – OVERVIEW
The City of Moreno Valley is subject to both wildland and urban fires. The natural vegetation in the area is highly prone to fire, as well as the urbanized portions of the city are subject to structural fires. The vegetation and geographical landscape consist of rolling hills covered in annual grasses with sage brush with no tree top canopy. The vegetation typically comes on an annual basis from annual rains which occur between the months of January and March.

A wildland fire is an uncontrolled fire in combustible vegetation that is typically found in a rural or wilderness area. Also known as a vegetation fire, brush fire, forest fire or grass fire, a wildland fire differs from other fires by its extensive size and the speed by which it can spread. These types of fires have a great potential to change direction unexpectedly and can frequently jump roads and fire breaks, making them difficult to control. Wildland fires pose a great danger to urban areas where lives and property can be severely affected.

Within the City of Moreno Valley, wildfire poses a threat to the northern and eastern portions of the city, as those areas are within the high fire hazard area.

Also, the southeast area contains the largest potential for state land threat, Lake Perris, which is a California State Park that falls under the direct protection of the City of Moreno Valley for structure and wildland protection. This area also includes a wildlife refuge area which has a ‘no fire retardant dropping area.’ Other areas of concern include Box Springs (northwest area), San Timoteo Canyon (north end) and Reche Canyon (northeast area).

5.1.1 WILDLAND AND URBAN FIRES PROFILE – PREVIOUS

OCCURRENCES
Between 2003 and today, there were 8 wildland fires located within the City of Moreno Valley varying in size and impact. Of those, there were 11 that were over 50 acres in size.10 The table below outlines fires exceeding 50 acres in size that impacted Moreno Valley. Since 2011, the total incident costs for fires over 50 acres is $1,178,679.17.
10 Riverside County Fire
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TABLE 5-1: HISTORY OF FIRE IN MORENO VALLEY AND

SURROUNDING AREAS
Year Description
2011
June 27, 2011 – A wildfire at Camino Real x Oliver burned 52 acres near the North entrance of Lake Perris State Recreational Area. No damage information was available.
2011
July 20, 2011 – A wildfire at San Timoteo Canyon Road east of Redlands Boulevard burned 71.13 acres. No damage to structure, personal property or city infrastructure. Incident cost: $253,274.89. 2011
August 6, 2011 – A wildfire at SR-60 at Gilman Springs Road burned 1,026 acres. No damage to structures, personal property or city infrastructure Incident cost: $391,725.84.
2013
May 25, 2013 – A wildfire at Gilman Hot Springs Road east of Alessandro Boulevard burned 126.64 acres. There was no damage to structures, personal property or city infrastructure. Incident cost:
$97,626.58.
2013
July 16, 2013 – A fire near Redlands Boulevard east of San Timoteo Canyon Road burned 168.09 acres. There was damage to two outbuildings and personal property with unknown dollar damage.

Mandatory evacuations ordered. No damage to city infrastructure.

Incident cost: $99,218.15.
2015
July 1, 2015 – A wildfire at Merwin Road east of Alessandro Boulevard burned 181.43 acres. A mandatory evacuation was ordered to a residential community and a fire threat was issued to a natural animal preserve. There was city damage sustained to a City of Moreno Valley water tower and property fence. There was no residential structure damage. Incident cost: $336,833.71. 2019
August 15, 2019 – A grass fire burned 3 acres at the intersection of Phyllis Avenue and Ella Avenue. The fire caused damage to several homes and outbuildings on the nearby properties. The incident cost is estimated at $250,000.
2021
May 5, 2021 – A fatality traffic collision resulted in a brush fire on Gilman Springs Road south of Alessandro Avenue. The fire burned 226 acres. There was no residential structure damage or damage to city infrastructure.
2021
May 18, 2021 - A brush fire at Alessandro Boulevard near Theodore Street burned 301 acres and threatened the San Diego Gas and Electric Power Station as well as infrastructure in the area. An evacuation order was issued for the Power Station.
2022 July 10, 2022 – A brush fire at Shetland Lane near Foxtrot Lane burned 25 acres and threatened approximately 50 homes before A.12.a
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being contained. There was no damage to structures, personal property or city infrastructure.

5.1.2 WILDLAND AND URBAN FIRES PROFILE – PROBABILITY OF

FUTURE EVENTS
The probably rating for this hazard is a 3, which means that there is a 10% to 100% chance that it will occur within the next year.

Due to the natural topography, terrain, volatile fuel types and climate conditions, wildfire in Moreno Valley will continue to be an ongoing threat. Fuel, like weather, is an ever-changing variable in the fire environment and must be addressed in any fire behavior forecast. Fuel type, loading, horizontal continuity, vertical arrangement, size and shape, moisture content, chemical content, fuel bed depth and live-fuel-to-dead-fuel ratio have a profound effect on fire behavior.

The potential for large and damaging fires to Moreno Valley is present throughout much of the year. In autumn and winter, when the Santa Ana winds typically blow, the potential for a large and damaging wildfire fire is increased significantly.

As the southern region of California continues to stay in a record drought conditions due to lower than expected rain fall totals, the potential for large vegetation fires in or near the City of Moreno Valley is highly predictable for major fires. With the population size and dense residential housing in the city, the threat for larger financial loss is also highly predictable.

5.2 WILDLAND AND URBAN FIRES VULNERABILITY OVERVIEW/
IMPACT
The severity rating for this hazard is a 3, which means that there is a potential for critical damage, causing injuries and/or illnesses resulting in permanent disability, complete shutdown of critical facilities for two weeks and/or 25% to 49% of property is severely damaged.

Impact to Population and Structures: Injuries and/or deaths may occur during fires. In addition, portions of the population could be affected by smoke inhalation and heat from the fire, as well as poisonous gases that cause disorientation and drowsiness. Those affected could be requested to evacuate their homes and businesses, causing both emotional and financial hardship. Seniors and individuals with access and functional needs may need special assistance to evacuate. Structures, vehicles, and personal belongings could be damaged or destroyed by fire. This may cause civilians to take independent action which raises the threat level and situational awareness for firefighters and other public safety entities.

Impact to Essential Facilities/Historical Sites: Damage to essential facilities would impact the ability to appropriately respond to emergencies. Damage to historical sites would be particularly devastating as they would be difficult to replace.

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Impact to Infrastructure: Firefighting can cause an increased demand to the water supply. Infrastructure could be affected by fires and/or evacuations.

Internal Emergency Operations Centers are activated under the auspices of the Fire Department supervision. They would coordinate evacuation centers and assist with civilian evacuations and repopulation of an area once the threat of fire has been mitigated.

Future Development Trends: With the current and expected development of commercial and residential construction, the potential and expected threat will rise. New development is shown in Appendix C.

5.2.1 WILDFIRE VULNERABILITY – POTENTIAL LOSS
As shown on Figure 5-2 (map), there is vulnerability to residential property, businesses and essential facilities that are located in or near high fire areas within the City of Moreno Valley. Utilizing Moreno Valley and Riverside County Assessor Data, potential loss was calculated (no contents) and the results are:

TABLE 5-2: POTENTIAL FINANCIAL LOSS NEAR HIGH FIRE AREA

BY TYPE
Building Type High Fire Area (#, Value)
Residential 1,395 - $ 323,762,617
Commercial 4 - $ 36,330,426
Critical Facilities 22 - $ 993,486
Historic Sites 0 - $ 0
If a wildfire siege such as the one that occurred in California from October to November 1993 were to occur and damage occurred to 50% of the structures located in the wildfire area, the potential loss would be $571 million. There are no known repetitive loss properties.

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Figure 5-2: Moreno Valley High Fire Area Map – Revised August 1. 2022 A.12.a
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CHAPTER 6: FLOODING
Moreno Valley Rating: Severity = 3 Probability = 3

6.1 FLOODING PROFILE – OVERVIEW
There are four types flooding conditions that exist within the Moreno Valley area:
flooding in defined watercourses; ponding; sheet flow; and dam inundation.

Flooding within defined watercourses occurs within drainage channels and immediately adjacent floodplains. Ponding occurs when water flow is obstructed due to manmade obstacles such as the embankments of SR-60 and other roadways, where they cross-defined watercourses. Sheet flow occurs when capacities of defined watercourses are exceeded, and water flows over broad areas.

Known flood-prone areas as noted in the General Plan as well as recorded in city maintenance files, include:
• Along the Quincy Channel between Cottonwood Avenue and Cactus Avenue.
• An extensive floodplain that extends along the Oliver Street alignment from a point north of Alessandro Boulevard to John F. Kennedy Drive and extending in a southwesterly direction as far as the northeast corner of Morrison Street and Filaree Avenue and the northeast corner of Nason Street and Iris Avenue.
• Along Heacock Street and Lateral A of the Perris Valley Channel between Cactus Avenue and a point north of the intersection of Lateral A and Indian Street (next to March Air Reserve Base).
• Along Sunnymead Boulevard between Frederick Street and Graham Street. • Along Pigeon Pass Road, between Sunnymead Ranch Parkway and Lawless Road.
• Along Moreno Beach Boulevard, between Juniper Avenue and Locust Avenue.
• Along Highland Avenue, between Redlands Boulevard and Alessandro Boulevard.
• Along Locust Avenue, between Moreno Beach Boulevard and northerly city Limits.
• Along Heacock Street, between Lake Summit Drive and Reche Vista Drive. • Along Hubbard Street, between Skyland Drive and Ironwood Avenue. • Along Cottonwood Avenue, between Nason St and Martha Crawford Street. • Alessandro Boulevard, between Gilman Springs Road and Theodore Street.

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• Neighborhood bounded by Alessandro Boulevard, Brodiaea Avenue, Redlands Boulevard, and Merwin Street.
• Miramontes Court, north of Via Solana Court.
• Easterly side of neighborhood east of Perris Boulevard, between Covey Road and Manzanita Avenue.

The City maintains 18,420 linear feet of open channels as ahown in the chart below:

TABLE 6-1: CITY MAINTAINED OPEN CHANNELS
Area Street From To Linear
Feet
1 Old 215 Bay Ave. Alessandro Blvd. 95
2 Davis St. Ironwood Ave. Hemlock Ave. 1,070
3 Redlands
Blvd. Juniper Ave. SR-60 6,100
4 Redlands
Blvd.

Eucalyptus
Ave. Dracaea Ave. 1,260
5 Wilmont St. Bay Ave. Brodiaea Ave. 2,575
6 Redlands
Blvd. Bay Ave. Alessandro Blvd. 1,260
7 Theodore St. SR-60 Alessandro Blvd. 4,200
8 Quincy St. Brodiaea Ave.

Cactus Ave.
(S/s) 1,590
9 Cactus Ave.
(S/s)
Wilmont St.
(E/o)
Redlands Blvd.
(W/o) 270
Several portions of the Moreno Valley area are subject to a 100-year flood, meaning a flood with a one percent chance of occurring in any given year. 100 year and 500-year floods, as well as dam inundation, are shown on Figure 6-1.

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FIGURE 6-1: MORENO VALLEY FLOOD ZONES 100- & 500-YEAR ZONES – REVISED JULY 18, 2022 A.12.a
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6.1.1 FLOODING PROFILE – PREVIOUS OCCURRENCES
Moreno Valley has a long history of being affected by flooding. Notable flooding incidents since 2005 include:

TABLE 6-1.1: HISTORY OF FLOODING IN MORENO VALLEY
Year Description
2005
DR-1577, January 2005, 12 homes were damaged throughout the city from flooding. Asphalt and pavement were washed out at various sites throughout the city. Heacock and Cactus channel flooded and block public right of way. $23K public assistance.
2005
DR-1585, February 2005, flooding in the area of Reche Vista, Ironwood and Davis St., Heacock channel north of JFK Blvd; 15 homes throughout the city with minor flood damage. $16K public assistance. 2010
DR-1884 Jan 2010 – Flooding damage/road closures throughout the city.

Example of damage included: erosion of Heacock Channel (south of Iris north of Cactus) causing encroachment to the roadway. Slope and down drain repair at Reche vista; damage to retention basin/drainage swales on Redlands Blvd; and debris /road cleanup throughout city. Damage assessment for the Heacock Channel area resulted in an approximate cost of $58 million, which included damages to infrastructures (roadway and utilities), commercial and residential structures, and undevelopable industrial and commercial lands due to flood plain.
2010
DR-1952, December 2010, Flooding was citywide. Heacock channel, 10 city parks, several home were damaged from flooding. Damage to the Indian Basin while under construction for improvement; flooding of Sunnymead Boulevard and surrounding businesses between Frederick Street and Graham Street. Preliminary damage assessment $998K. 2012
Severe rain and flooding citywide resulted in numerous residential flooding east of Redlands Blvd. in the Campbell Ave., Gifford Ave., and Hotchkiss St. neighborhood areas. Numerous visual sightings of tornadoes were reported.
2015
Flash flood caused flooding damages citywide. Severe damage was reported for the residential areas located on Hubbard Street and Dunlavy Court, residential area on Kitching Street-Ivy Lane Neighborhood, on Lawless Road – Pigeon Pass Street, and Camino Del Coronado StreetSunnymead Ranch were also affected.

6.1.2 FLOODING PROFILE – PROBABILITY OF FUTURE EVENTS
The probably rating for this hazard is a 3, which means that there is a 10% to 100% chance that it will occur within the next year.

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Climate change is having a profound impact on California water resources, as evidenced by changes in snowpack, sea level, and river flows. These changes are expected to continue in the future. This potential change in weather patterns can also increase flood risks.11

6.2 FLOODING VULNERABILITY – OVERVIEW/IMPACT
The severity rating for this hazard is a 3, which means that there is a potential for critical damage, causing injuries and/or illnesses resulting in permanent disability, complete shutdown of critical facilities for two weeks and/or 25% to 49% of property is severely damaged. Flooding could cause cascading hazards such as landslides, dam failure, pipeline hazards, transportation incidents, power outages, hazardous materials incidents, civil unrest, diseases, and insect infestations.

Impact to Population and Structures: Flooding can cause a huge impact to both the population and structures. Injuries and/or deaths could occur from drowning or traffic collisions, as well as, from cascading hazards such as power lines down, landslides and other hazards. Communications could be impacted by flooding and people could be evacuated from dangerous areas. Seniors and individuals with access and functional needs may need special assistance to evacuate. Structures could be damaged, as well as property.

Impact to Essential Facilities/Historical Sites: Essential facilities fall within the 100 year and 500-year flood zones and therefore could suffer damage from flooding.

Historical sites could also suffer damage.

Impact to Infrastructure: Flooding could cause power outages, which would affect traffic lights and transportation. Damage to pipelines and communication infrastructure could occur. Mud and debris could affect infrastructure.

Future Development Trends: Future development will result in an increased demand for flood control and drainage services. Moreno Valley participates in the NFIP as well as the voluntary CRS, which is administered by FEMA. The NFIP program provides federal flood insurance and federally financed loans for property owners in flood prone areas. For more information about the city’s participation in NFIP and CRS, see Chapter 20.4 National Flood Insurance Program. To qualify for federal flood insurance, the city must identify flood hazard 11 https://water.ca.gov/Programs/All-Programs/Climate-Change-Program/Climate-Change-andWater Accessed July 2022 A.12.a
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areas and implement a system of protective controls. In addition, all development is required to comply with Riverside County Flood Control and Water Conservation District requirements for construction of master drainage plan facilities. New development is shown in Appendix C.

6.2.1 FLOODING VULNERABILITY – REPETITIVE LOSS
There are no repetitive loss properties.

6.2.2 FLOODING VULNERABILITY – POTENTIAL LOSS
The City was unable to utilize HAZUS-MH for flooding because the data only includes river overflows. Utilizing Moreno Valley and Riverside County Assessor Data, potential loss was calculated (no contents) and the results are:

TABLE 6-2: POTENTIAL FINANCIAL LOSS IN FLOOD ZONES BY
TYPE
Building Type 100 Year Flood
(#, Value) 500 Year Flood (#, Value)
Residential 115 – $27,418,423 2,607 – $640,584,254
Commercial 30 – $10,932,260 97 – $668,845,383
Critical Facilities 1 – N/A* 22 – $ 73,299,820
Historic Sites 0 3 – $ 852,675
* Note: Structure value not in assessor data
CHAPTER 7: DROUGHT
Moreno Valley Rating: Severity = 2 Probability = 3

7.1 DROUGHT PROFILE – OVERVIEW
Drought is an extremely dry climatic period where the available water falls below statistical average for a particular region. Drought is defined by factors including rainfall, vegetation conditions, agricultural productivity, soil moisture, water levels in reservoirs and lakes, and stream flow. The three forms of drought include:
meteorological drought; agricultural drought; and hydrologic drought.

A meteorological drought is defined as prolonged periods of less than average precipitation; an agricultural drought is defined as insufficient moisture for an average crop yield; a hydrologic drought is defined water levels falling below sustainable levels.

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7.1.1 DROUGHT PROFILE – PREVIOUS OCCURRENCES
The City of Moreno Valley has an early history of drought when, in 1887, Frank E.

Brown sought to provide water to the barren plain that is now Moreno Valley. Mr.

Brown built a dam at Bear Valley in the San Bernardino Mountains and formed the Bear Valley Land and Water Company. This company provided water to the City of Redlands, and communities of Alessandro and Moreno Valley.

Due to a drought affecting Southern California in 1899, Mr. Brown had to terminate the water supply to what would later become the City of Moreno Valley as the City of Redlands had first rights to the water supply. As a result of the loss of water delivery, the residents of Moreno Valley were forced to leave the area in search of a more livable environment. By 1901, few people resided in Moreno Valley, and those who remained turned primarily to the dry farming of hay, grain, and grapes.12 Table 7-1 shows a chronological list of dates of severe droughts that have occurred in California:

TABLE 7-1: HISTORY OF DROUGHTS
Year Description
1929-
1934 The most severe drought in California’s history at that time13 1943-
1951 The more severe in southern California14
1959-
1962 Was more severe in the Sierra Nevada15
1976-
1977 The single driest year on record for California16
1987-
1992
Caused 23 of California’s 58 counties to declare county-wide local states of emergency in 199117
12 https://www.morenovalleyhistoricalsociety.org/about-us Retrieved July 2022 13 https://water.ca.gov/water-basics/drought Retrieved July 2022 14 https://water.ca.gov/water-basics/drought Retrieved July 2022 15 https://water.ca.gov/water-basics/drought Retrieved July 2022 16 https://water.ca.gov/water-basics/drought Retrieved July 2022 17 http://www.water.ca.gov/drought/docs/CalDrought.pdf Retrieved July 2022 A.12.a
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2007-
2009
One of the more severe droughts in California’s history with 2007 setting records in the southern coastal region as one of the driest years on record.18
2012-
2014
Driest three-year period in the measured record of statewide precipitation.19
2020 -
2022 Extreme drought conditions are ongoing

7.1.2 DROUGHT PROFILE – PROBABILITY OF FUTURE EVENTS
The probably rating for this hazard is a 3, which means that there is a 10% to 100% chance that it will occur within the next year.

Based on the climate change impacts and predictors, it is highly probable that Moreno Valley will be impacted by additional periods of drought over the next 10- 20 years. By the end of this century, the Sierra snowpack is projected to experience a 48-65 percent loss from the historical April 1st average. This loss of snowpack means less water will be available for Californians to use.20 Climate change is having a profound impact on California water resources, as evidenced by changes in snowpack, sea level, and river flows. These changes are expected to continue in the future and could add additional challenges for water supply reliability.21

7.2 DROUGHT VULNERABILITY – OVERVIEW/ IMPACT/

DEVELOPMENT TRENDS
The severity rating for this hazard is a 2, which means that there is a potential for limited damage, causing injuries and/or illnesses, complete shutdown of critical facilities for more than one week and/or 10% of property that is severely damaged. Drought could cause cascading incidents such as fires, flooding, insect infestations and civil unrest.
18 http://www.water.ca.gov/drought/docs/timeline-present.pdf Retrieved July 2022 19 https://water.ca.gov/-/media/DWR-Website/Web-Pages/WaterBasics/Drought/Files/Publications-And-Reports/033021_2012-16-Drought-Report_v4_ay11.pdf Retrieved July 2022
20 https://water.ca.gov/water-basics/drought Retrieved July 2022 21 https://water.ca.gov/water-basics/drought Retrieved July 2022 A.12.a
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Impact to Population and Structures: Drought could impact the population by the imposition of water usage restrictions, thus impacting crops, livestock, land, vegetation, and urban water supplies. One of the most significant impacts could be its effect on wildfire protection. Dry vegetation has a potential to increase wildfires in and around the City of Moreno Valley. In addition, firefighting efforts may be hindered due to inadequate water supplies. Drought may also cause soil to compact and not absorb water well, thus making an area more susceptible to flooding.

Impact to Essential Facilities/Historical Sites: Essential facilities and historical sites could be impacted by inadequate water supplies and the potential for flooding in and around the site. Firefighting efforts may be hindered due to inadequate water supplies and damage to landscaping may occur.

Impact to Infrastructure: The impact of drought to infrastructure could be severe as the availability of water could be affected. Drought could affect the stream flow, snowpack, lakes, reservoirs, and groundwater levels.

Development Trends: Future development of buildings, structures, critical facilities, and infrastructure could be impacted by drought. A potential of inadequate water supply during periods of drought may need to be considered for future development. New development is shown in Appendix C.

7.2.1 DROUGHT VULNERABILITY – POTENTIAL LOSS
Drought’s characteristics along with its far-reaching impacts make its effects on society, economy, and environment difficult, though not impossible, to identify and quantify.22 Due to the limitation of data, it is not possible to analyze the potential loss for Moreno Valley. However, there would be a significant loss from its related impact to wildfires, and the significant costs incurred to replace landscaping. There are no known repetitive loss properties.

CHAPTER 8: LANDSLIDE
Moreno Valley Rating: Severity = 2 Probability = 2
22 Understanding the Drought Phenomenon: The Role of Definitions (Wilhite & Glantz, 1985) https://water.ca.gov/-/media/DWR-Website/Web-Pages/Water-Basics/Drought/Files/PublicationsAnd-Reports/033021_2012-16-Drought-Report_v4_ay11.pdf Retrieved July 2022 A.12.a
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8.1 LANDSLIDE PROFILE – OVERVIEW
The primary factors that determine an area’s susceptibility to slope instability are the underlying geologic and soils characteristics. The abundant shales and siltstones underlying the Badlands are highly porous and do not hold together well when wet, which can lead to slope instability and landslides. Cascading hazards contributing to the possibility of landslides include rainstorms and earthquakes. A “slow moving” landslide reportedly exists along Gilman Springs Road in the eastern portion of the Moreno Valley area.

A 2002 report prepared for the California Department of Transportation states that there have been over 8,500 landslides mapped within the corridor area between Gilman Springs Road and Jack Rabbit Trail. Of those, only 281 are the relatively deep, slower-moving types of landslides that typically cause damage to roadways.

The majority of the larger and deeper landslides that were mapped are dormantmature based on the landslide features and level of erosion. Dormant-mature in this area may only mean a low level of activity over several decades. The small number of historic rockslides that was mapped does suggest, however, that the deeper and slower moving slides are not a very frequent occurrence in this highway corridor.

In contrast, small, shallow, rapidly moving debris flows are very abundant in the San Timoteo Badlands. Thousands of individual flows were triggered by the storms of 1969, and hundreds of additional slides were triggered by the storms of 1998.

Overall, the debris flow process is probably the main erosional force on the slopes of the badlands.23
23 https://www.conservation.ca.gov/cgs/Documents/Landslides/Caltrans/SR_186/CT60riv.pdf Retrieved July 2022
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FIGURE 8-1: MORENO VALLEY SLOPE ANALYSIS – REVISED AUGUST 16, 2022 A.12.a
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8.1.1 LANDSLIDE PROFILE – PREVIOUS OCCURRENCES
TABLE 8-1: HISTORY OF LANDSLIDES
Year Description
2005 Slope failure in the Bonita Heights area of Moreno Valley. Amount of damage unknown.
2010
Slope failure due to winter storm impacting Duckbill and Mallow drive in Moreno Valley. Voluntary evacuations of 6 houses.

Amount of damage unknown.
2015
Mud flowing down Pigeon Pass Road and into homes on
Whitewater Circle in Moreno Valley. The mud ran off private property at the northeast corner of Pigeon Pass and Lawless roads24.

8.1.2 LANDSLIDE PROFILE – PROBABILITY OF FUTURE EVENTS
The probably rating for this hazard is a 2, which means that there is between a 1% and 10% chance that it will occur within the next year.

8.2 LANDSLIDE VULNERABILITY – OVERVIEW/IMPACT
The severity rating for this hazard is a 2, which means that there is a potential for limited damage, causing injuries and/or illnesses, complete shutdown of critical facilities for more than one week and/or 10% of property is severely damaged.

Landslides could cause cascading hazards such as hazardous materials incidents, transportation incidents, power outages and pipeline incidents.

Impact to Population and Structures: There could be injuries and/or deaths from landslides due to debris flow and/or flooding. Damage to structures and personal property could occur due to the debris flow and/or flooding. People could be asked to evacuate and/or detour. Seniors and individuals with access and functional needs may need special assistance to evacuate.

Impact to Essential Facilities/Historical Sites: Essential facilities and/or historical sites are not located near landslide areas; however, they could be impacted from failure of smaller slopes, debris flow and flooding.

Impact to Infrastructure: There could be plugging of culverts and related flooding and erosion of basin overflows. Transportation corridors could be impacted, causing traffic to be detoured. Evacuations could occur. 24 https://www.pe.com/2015/07/21/moreno-valley-mud-damage-not-preventable-city-says/ Retrieved July 2022
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Development Trends: Future development of buildings, structures, critical facilities, and infrastructure would not be impacted. New development is shown in Appendix C.

8.2.1 LANDSLIDE VULNERABILITY – POTENTIAL LOSS
If there was a landslide affecting the SR-60 San Timoteo Badlands area, the potential loss would be to people traveling on SR-60 and may not involve Moreno Valley residents. As a heavily travelled transportation corridor for products, goods and services, any prolonged impact to the highway could result in financial impacts to haulers, consumers, and impacted businesses. The California Department of Transportation (Caltrans) would be responsible for losses related to the highway.

There are no known repetitive loss properties.

CHAPTER 9: INSECT INFESTATION
Moreno Valley Rating: Severity = 1 Probability = 2

9.1 INSECT INFESTATION PROFILE – OVERVIEW
The City of Moreno Valley is vulnerable to insect infestation such as Africanized Honeybees, Red Imported Fire Ants, and mosquitoes which can cause vectorborne diseases. By 1998, the red imported fire ants were found in most of Orange County and in parts of Riverside County. These ants can become highly aggressive if their nests are disturbed There are reports indicating people who are allergic to their venom have died.25 In the past, Moreno Valley has been subject to quarantine limiting the movement of plants and soil (Figure 9-1). 25 https://www.ars.usda.gov/arsuserfiles/60360510/publications/Klotz_et_al-2003(M-3789).pdf Retrieved July 2022
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FIGURE 9-1: IMPORTED FIRE ANT QUARANTINE26
The Africanized Honeybee is virtually indistinguishable from the common honeybee, but the Africanized Honeybees are more aggressive in defending their home or when disturbed. These bees will swarm in the hundreds to thousands in order to sting anything perceived as a threat. These attacks can be deadly in nature due to the sheer number of bee stings that an animal or person receives, resulting in onset of anaphylactic shock. The only known Africanized Honeybee hive in Moreno Valley was located in 1998 at the Moreno Valley Unified School District; however, the Africanized Honeybee has been in California since 1994 and has completely colonized numerous counties, including Riverside County. 26 https://www.aphis.usda.gov/aphis/home Retrieved July 2022 A.12.a
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Vector-borne disease – Vector-borne diseases are among the most complex to prevent and control 27 . These bacterial and viral diseases are transmitted by mosquitoes, ticks, and fleas. Due to the difficulty in tracking vector behavior vectorborne diseases pose a major public health concern.

9.1.1 INSECT INFESTATION PROFILE – PREVIOUS OCCURRENCES TABLE 9-1: HISTORY OF INSECT INFESTATION
Year Description
1998 Red imported fire ant, Latin name Solenopsis invicta, caused 1 square mile of Moreno Valley to be quarantined.28
1998
An Africanized Honeybee, Latin name Apis mellifera scutellata Lepeletier, attack occurred in October at the Moreno Valley Unified School District located on Perris Boulevard.29
2000 A resident in Banning, CA is killed by swarm of bees. Banning is located 22 miles north of Moreno Valley.30
2006
Red imported fire ant hive found on the football field at Canyon Springs High School. Football field was out of service for approximately one month due to the infestation.31
2010 Two horses are killed by swarming bees in the City of Menifee which is located just 17.8 miles south of Moreno Valley.32
27 https://www.cdc.gov/ncezid/dvbd/about.html Retrieved July 2022 28 https://urban.ucr.edu/sites/default/files/2020-05/1999_greenberg_et_al_fire_ants_in_ca.pdf Retrieved July 2022
29 https://www.latimes.com/archives/la-xpm-1998-dec-17-me-54929-story.html Verified November 7, 2016, Retrieved July 2022
30 https://www.pe.com/2019/09/28/woman-in-banning-is-stung-by-bees-more-than-100-times/ Retrieved July 2022
31 https://www.9news.com/article/news/weird/high-schools-main-rivals-are-fire-ants/73- 342099441 Retrieved July 2022
32 http://www.sandiegouniontribune.com/sdut-menifee-horses-killed-by-swarming-bees2010jun24-story.html Retrieved July 2022 A.12.a
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2011 Bee attack in the Arlanza area of the City of Riverside kills a horse, owner is hospitalized. Riverside is a neighboring jurisdiction to Moreno Valley.33 2011 Swarm of bees in Wildomar neighborhood attack dog. Wildomar is located 35 miles south of Moreno Valley.34
2013 A total of 35 confirmed West Nile Virus human cases reported in Riverside County.
2014 A total of 15 confirmed West Nile Virus human cases reported in Riverside County.
2014 Bark beetle found as far south as San Diego, as far east as the City of Eastvale which is located approximately 18 miles west of Moreno Valley.35 2015 Two confirmed human cases of West Nile Virus in Riverside County. A 37- year-old man and 53-year-old woman.36
2016 First Zika virus case July of 2016 in Riverside County37 33 http://latimesblogs.latimes.com/lanow/2011/07/horse-killed-bees-riverside.html Verified November 8, 2016, Retrieved July 2022,
34 http://www.nbclosangeles.com/news/local/Bees-Sward-Riverside-Neighborhood125669843.html Retrieved July 2022 35 http://www.latimes.com/science/la-sci-beetle-trees-20140530-story.html Retrieved July 2022 36 https://www.rivcoph.org/Portals/0/LatestNews/West_Nile_Virus_8-22-12.pdf Retrieved July 2022
37 https://abc7.com/zika-virus-mosquito-disease-cdc/1414481/ Retrieved July 2022 A.12.a
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In Riverside County, mosquito-borne diseases, such as West Nile Virus and Zika Virus, have been of increased concern. The West Nile Virus is a seasonal epidemic that flares up in the summer and typically continues into fall. As of November 2016, the California Department of Public Health reported 5 human cases, 16 dead birds, and 32 mosquito samples that tested positive for West Nile in Riverside County; however, there are no active reported cases in 2022. 38 Figure 9-2 shows the West Nile Virus activity in California Counties as of November 2016.

Zika is spread through mosquito bites, during blood transfusions, during sex with a person infected with Zika, and from a pregnant woman to her fetus during pregnancy or around the time of birth. The Zika virus has been detected in several counties surrounding Moreno Valley. The first case in Riverside County was identified in July 2016 in a man who traveled outside the United States.39 In August 2016, the second case in Riverside County was identified when a woman became infected while traveling outside the country and is expected to completely recover, according to a press release from Riverside University Health System.40
On May 26, 2016, the California Department of Public Health issued a Health and Travel Advisory to Californians to avoid mosquito bites during travel to Latin American countries and the Caribbean where there has been increased reports of mosquito-borne disease, including Zika, chikungunya and dengue.41 38 http://westnile.ca.gov/ Retrieved July 2022
39 https://abc7.com/zika-virus-mosquito-disease-cdc/1414481/ Retrieved July 2022 40 http://www.pe.com/articles/county-810271-infected-zika.html Retrieved July 2022 41 https://www.cdph.ca.gov/Programs/OPA/Pages/NR16-033.aspx Retrieved July 2022 A.12.a
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FIGURE 9-2: WEST NILE VIRUS ACTIVITY IN CALIFORNIA 202242 42 https://westnile.ca.gov/download?download_id=4714 Retrieved July 2022 A.12.a
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9.1.2 INSECT INFESTATION PROFILE – PROBABILITY OF FUTURE EVENTS
The probably rating for this hazard is a 2, which means that there is between a 1% and 10% chance that it will occur within the next year.

9.2 INSECT INFESTATION VULNERABILITY – OVERVIEW/IMPACT
The severity rating for this hazard is a 1, which means that there is a potential for negligible damage, causing injuries and/or illnesses treatable with first aid, minor quality of life lost, shutdown of critical facilities and services for 24 hours or less and/or no more than 1% of property is severely damaged. Insect infestation could cause cascading hazards such as pandemic flu or disease.

Impact to Population and Structures: Injuries and/or deaths from insect infestations are likely. The amount of injuries and/or deaths is not expected to be high. Insects pose an impact to vegetation as well as structures. The bark beetle and gold spotted oak borer, for instance, devastate forests and trees and pose deadly fire and structure damage through falling into structures.

Common city trees, such as American sweetgum and maple, could become public branch-dropping hazards. Further, native trees such as the California sycamore and the coast live oak have started to succumb, creating a fire risk in the form of dead, dry tinder.43
Impact to Essential Facilities/Historical Sites: There could be an impact to essential facilities and historical sites, as well as landscaping.

Impact to Infrastructure: No impact is expected.

Development Trends: Future development of buildings, structures, critical facilities, and infrastructure could be impacted by insect infestations. Eradication costs may need to be considered. New development is shown in Appendix C.

9.2.1 INSECT INFESTATION VULNERABILITY – POTENTIAL LOSS Insect infestation and vector-borne diseases could impact the City of Moreno Valley. Due to the difficulty in tracking vector behavior, the risk for vector-borne diseases is high. The actual cost is not known. There are no known repetitive loss properties.
43 http://www.latimes.com/science/la-sci-beetle-trees-20140530-story.html Retrieved July 2022 A.12.a
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CHAPTER 10: EXTREME WEATHER
Moreno Valley Rating: Severity = 2 Probability = 3

10.1 EXTREME WEATHER PROFILE – OVERVIEW
For purposes of profiling the extreme weather hazard for this plan, extreme weather includes lightning, hail, freezing and heat. Flooding is profiled in chapter 6 and severe wind is profiled in chapter 11. Extreme weather could affect the entire City of Moreno Valley.

Lightning – Lightning is a discharge of electrical energy which creates a “bolt” when the buildup of positive and negative charges becomes strong enough.44 Lightning can strike anywhere and typically follows the shortest, easiest path to the earth, striking buildings, trees, or other objects such as poles and metal objects. Lightning can enter a building through a direct strike by striking a metal object that is attached to the building or by following a power line or unground wire fence that is attached to a building.

Hail/Freezing – Hail is a form of solid precipitation. It consists of balls or irregular lumps of ice, each of which is referred to as a hail stone. Hail formation requires environments of strong, upward motion of air with the parent thunderstorm (similar to tornadoes) and lowered heights of the freezing level (< 32 °Fahrenheit, 0 Celsius). Hail is most frequently formed in the interior of continents within the mid-latitudes of Earth, with hail generally confined to higher elevations within the tropics.45
Heat – As climate change continues to impact weather, the once summer-only heat continues to extend to other parts of the calendar year. Extreme heat may occur in the summer.

10.1.1 EXTREME WEATHER PROFILE – PREVIOUS

OCCURRENCES
Table 10-1 shows the history of extreme weather for the City of Moreno Valley and surrounding area.
44 Mitigation Ideas: A Resource for Reducing Risk to Natural Hazards https://www.ready.gov/severe-weather Retrieved July 2022 45 http://en.wikipedia.org/wiki/hail
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TABLE 10-1: HISTORY OF EXTREME WEATHER
Year Description
2005 February 24, Lightning struck a girl in Moreno Valley. 46 2008 March 23, Hail on Moreno Beach Drive in Moreno Valley. The nickel size hail damaged awnings and trees.
47 2008 May, 22, Heavy rain from thunderstorms. 28 residences were flooded and damaged in the northeast Moreno Valley. 48
2008 December 26, Freezing temperatures in Moreno Valley, (31°)49 2010 December 30, Freezing temperatures in Moreno Valley, (32°)50 2012 August 30 – Flooding and Heavy Rain in Moreno Valley. Rainfall of

1.53 inches fell in one hour at March AFB in Riverside.51 2012 September 28 – Extreme Heat in surrounding areas. Temperatures expected to range between 99 to 109 degrees Fahrenheit.52 2013
December 5 – Freezing weather in the surrounding area. A storm is delivering a quarter inch of rain and 4 to 8 inches of snow in the mountains.53
2015
July 21 – Flooding and Heavy Rain in Moreno Valley. Downpour dumped 1.5 inches of rain on the northwest portion of the city in 45 minutes.54
2016 June 20 – Extreme Heat Conditions with temp of 109 and low humidity made fire danger high.
46 http://www.wrh.noaa.gov/sgx/document/weatherhistory.pdf 47 http://weathercurrents.com/morenovalley/PhotoDisplay.do?Id=9&Story=main/22May2008Hail 48 http://www.wrh.noaa.gov/sgx/document/weatherhistory.pdf 49 http://weathercurrents.com/morenovalley/NewsItemDisplay.do?Id=527 50 http://weathercurrents.com/morenovalley/NewsItemDisplay.do?Id=704 51 http://www.pe.com/articles/valley-652399-storm-moreno.html Retrieved July 2022 52 https://www.ncdc.noaa.gov/stormevents/ Retrieved July 2022 53 http://www.pe.com/articles/cold-682944-plants-snow.html Retrieved July 2022 54 http://www.pe.com/articles/storm-774196-city-insurance.html Retrieved July 2022 A.12.a
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2017 Moreno Valley experienced 36 days with temperatures over 100 degrees; conditions were dry and created high fire danger55. 2018
Moreno Valley only received just over 4” of rain the entire winter, creating dry fuel conditions. There were 26 days of 100 degree or higher heat between May and August.57
2019 Moreno Valley received 19.12” of rain this year and 32 days were above 100 degrees57.
2020
September 6th Moreno Valley experienced its highest temperature of 115 degrees o on a day that averages 82 degrees; it also received its lowest recorded temperature for the year of 31 degrees on a day that averages 54 degrees57.
2021 Moreno Valley experienced 42 days with temperatures over 100 degrees and precipitation levels peaked at 11.76” 57.

10.1.2 EXTREME WEATHER PROFILE – PROBABILITY OF FUTURE
EVENTS
The probably rating for this hazard is a 3, which means that there is a 10% to 100% chance that it will occur within the next year.

10.2 EXTREME WEATHER VULNERABILITY – OVERVIEW/IMPACT
The severity rating for this hazard is a 2, which means that there is a potential for limited damage, causing injuries and/or illnesses, complete shutdown of critical facilities for more than one week and/or 10% of property is severely damaged.

Extreme weather can cause cascading hazards such as pipeline incidents, transportation incidents, power outages, hazardous materials incidents, and civil unrest.

The city will open Warm and Cool centers at the Senior Center and the Library to provide drop-in sites for vulnerable individuals, seniors, the disabled, and others in need of temporary relief from the extreme weather.

To ensure the safety of the population, the city follows guidelines to prepare and respond to the effects of extreme weather that exceed what is considered normal for the geographic locale. Riverside University Health System Public Health issues extreme weather advisories in partnership with National Weather Service (NWS) as outlined below.
55 https://weathercurrents.com/morenovalley/Archive2021.do Retrieved July 2022 A.12.a
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