CITY OF MORENO VALLEY
EMERGENCY
OPERATIONS
PLAN
OCTOBER 2024
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
1 PART 1: BASE PLAN
Contents
FOREWORD ................................................................................................................................................... 5 PREFACE ........................................................................................................................................................ 5 PROMULGATION ........................................................................................................................................... 7 MAINTENANCE & DISTRIBUTION OF THE PLAN .......................................................................................... 11 RECORD OF MAJOR REVISIONS ................................................................................................................... 12 PURPOSE & SCOPE ...................................................................................................................................... 14 SITUATION ................................................................................................................................................... 14 PLANNING ASSUMPTIONS .......................................................................................................................... 15 CONCEPT OF OPERATIONS .......................................................................................................................... 16 PREVENTION PHASE ....................................................................................................................... 16 PREPAREDNESS PHASE .................................................................................................................. 16 INCREASED READINESS ....................................................................................................................... 17 TRAINING & EXERCISES ....................................................................................................................... 17 PLANNING SCENARIOS ........................................................................................................................ 18 PUBLIC AWARENESS & EDUCATION ................................................................................................... 18 VOLUNTEER OPPORTUNITIES & PROGRAMS ...................................................................................... 19 MITIGATION PHASE ......................................................................................................................... 19 RESPONSE PHASE ........................................................................................................................... 20 INITIAL RESPONSE ............................................................................................................................... 20 EXTENDED RESPONSE ......................................................................................................................... 21 EMERGENCY PROCLAMATIONS & DECLARATIONS ............................................................................. 21 GOVERNMENT CODE....................................................................................................................... 23 MUNICIPAL CODE ............................................................................................................................ 23 RECOVERY PHASE ........................................................................................................................... 23 SHORT-TERM RECOVERY ..................................................................................................................... 24 LONG-TERM RECOVERY ...................................................................................................................... 24 DAMAGE ASSESSMENT ....................................................................................................................... 24 AFTER-ACTION REPORTING ................................................................................................................. 25 City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
2 DISASTER ASSISTANCE ........................................................................................................................ 25 LOCAL ASSISTANCE CENTER ................................................................................................................ 26 ACCESS & FUNCTIONAL NEEDS & CULTURAL COMPETENCY– ALL PHASES ................................ 26 CONTINUITY OF GOVERNMENT .................................................................................................................. 32 INTRODUCTION ............................................................................................................................... 32 CITY COUNCIL LINES OF SUCCESSION ........................................................................................... 32 LINES OF SUCCESSION .................................................................................................................... 32 VITAL RECORDS ............................................................................................................................... 34 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS) .......................................................... 34 INCIDENT COMMAND SYSTEM (ICS) ............................................................................................... 35 MUTUAL AID SYSTEM ...................................................................................................................... 36 MULTI-AGENCY COORDINATION SYSTEM (MACS) ........................................................................ 37 OPERATIONAL AREA (OA) CONCEPT .............................................................................................. 37 NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) ............................................................................... 38 NIMS COMPONENTS ....................................................................................................................... 38 NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) COMPLIANCE REQUIREMENTS ............... 38 EMERGENCY OPERATIONS CENTER (EOC) .................................................................................................. 39 SEMS EOC FUNCTIONS.................................................................................................................... 39 ACTIVATION CALL DOWN PROCESS ............................................................................................... 41 EOC ACTIVATION ............................................................................................................................. 42 EOC ACTIVATION LEVELS GUIDE ......................................................................................................... 42 EOC OPERATIONS OVERVIEW BY ACTIVATION LEVEL .................................................................. 43 OPERATIONAL PERIOD OPTIONS ........................................................................................................ 43 MUTUAL AID ............................................................................................................................................... 45 MUTUAL AID RESOURCE REQUESTING FLOW CHART ................................................................... 46 MUTUAL AID COORDINATION ............................................................................................................ 46 MUTUAL AID REGIONS ........................................................................................................................ 47 MUTUAL AID FACILITIES ...................................................................................................................... 48 MUTUAL AID TRACKING ...................................................................................................................... 48 EMERGENCY COMMUNICATIONS ............................................................................................................... 48 HAZARD MITIGATION .................................................................................................................................. 50 LOCAL HAZARD MITIGATION PLAN (LHMP) ................................................................................... 50 HAZARD MITIGATION GRANT PROGRAM (HMGP) ......................................................................... 50 City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
3 HAZARD ANALYSIS.......................................................................................................................... 51 THREAT ASSESSMENT OVERVIEW ................................................................................................. 52 THREAT ASSESSMENT: EARTHQUAKE ........................................................................................... 53 FAULT TYPES........................................................................................................................................ 54 DAMAGE IMPACT POTENTIAL ............................................................................................................. 57 UTILITY IMPACT POTENTIAL ................................................................................................................ 57 TRANSPORTATION IMPACT POTENTIAL .............................................................................................. 58 DAM IMPACT POTENTIAL .................................................................................................................... 58 LANDSLIDE IMPACT POTENTIAL .......................................................................................................... 59 AIR TRAFFIC IMPACT POTENTIAL ........................................................................................................ 59 HOSPITAL IMPACT POTENTIAL ............................................................................................................ 59 RESIDENTIAL STRUCTURE DAMAGE IMPACT POTENTIAL ................................................................... 59 THREAT ASSESSMENT: HAZARDOUS MATERIALS ........................................................................ 59 RIVERSIDE COUNTY HAZARDOUS WASTE PROGRAM ......................................................................... 60 TRANSPORTATION .............................................................................................................................. 60 ILLEGAL DUMPING .............................................................................................................................. 60 THREAT ASSESSMENT: WILDFIRE................................................................................................... 60 THREAT ASSESSMENT: FLOODING ................................................................................................ 61 TYPES OF FLOODING ........................................................................................................................... 61 FLOOD PRONE AREAS.......................................................................................................................... 62 THREAT ASSESSMENT: DAM FAILURE ........................................................................................... 62 DAM INUNDATION AREA .................................................................................................................... 62 THREAT ASSESSMENT: TRANSPORTATION EMERGENCIES .......................................................... 64 TRANSPORTATION: TRUCKING INDUSTRY .......................................................................................... 64 TRANSPORTATION: RAIL INDUSTRY .................................................................................................... 65 TRANSPORTATION: AIR ....................................................................................................................... 65 THREAT ASSESSMENT: CIVIL UNREST ............................................................................................ 65 THREAT ASSESSMENT: POWER OUTAGE ....................................................................................... 66 POWER UTILITIES IN THE CITY ............................................................................................................. 66 CALIFORNIA INDEPENDENT SYSTEM OPERATOR (CAL ISO) ................................................................ 66 THREAT ASSESSMENT: TERRORISM ............................................................................................... 68 DEPT. OF HOMELAND SECURITY THREAT ADVISORY .......................................................................... 68 THREAT ASSESSMENT: PUBLIC HEALTH EMERGENCY .................................................................. 68 City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
4 THREAT ASSESSMENT: NUCLEAR ATTACK .................................................................................... 69 NUCLEAR POWER PLANT INCIDENT .................................................................................................... 69 POWER PLANT EMERGENCY PLAN OVERVIEW ................................................................................... 70 POWER PLANT EMERGENCY NOTIFICATION ....................................................................................... 71 NUCLEAR INCIDENT – NUCLEAR WEAPON.......................................................................................... 71 NUCLEAR INCIDENT – DIRTY BOMB .................................................................................................... 72 NUCLEAR INCIDENT – NUCLEAR WASTE ............................................................................................. 72 AUTHORITIES AND REFERENCES ............................................................................................................ 74 AUTHORITIES ................................................................................................................................... 75 LOCAL AUTHORITIES ........................................................................................................................... 75 STATE AUTHORITIES ............................................................................................................................ 75 FEDERAL AUTHORITIES ....................................................................................................................... 75 REFERENCES .................................................................................................................................... 76 APPENDICES .............................................................................................................................................. 78 APPENDIX A - GLOSSARY OF TERMS .............................................................................................. 78 APPENDIX B - LIST OF ACRONYMS ................................................................................................. 80
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
5 FOREWORD
This Emergency Operations Plan (EOP) provides a framework for the City of Moreno Valley’s emergency management organization. The EOP outlines how the City may plan for and organize their response to large-scale emergencies or disasters. This plan does not address ordinary day-to-day emergencies, or the tactical procedures used to cope with such. The EOP is designed to be read, understood, and exercised prior to an emergency so that personnel are familiar with organizational concepts. The EOP has been developed in accordance with the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).
PREFACE
The City of Moreno Valley, in all phases of emergency management (mitigation, preparation, response, and recovery), prioritize the inclusion of the whole community. For this plan, whole community shall be used as a broad but inclusive term designed to represent all people including individuals with access and functional needs. Inclusion of all stakeholders during all phases is a top priority for the City. Stakeholder inclusion will include but not be limited to: people of color or those historically marginalized or underserved, people with disabilities and their legally recognized service animals, non-English speaking individuals or those for whom English is not their first language, those who require use of medical assistive devices, individuals who may be transportation dependent (traditional or paratransit), individuals experiencing homelessness, and individuals with a right to self-determination. It is the City’s intent to plan with, not just for, the whole community. Throughout this plan, significant effort has been made to include details about inclusivity for specific activities that can or may occur; however, it should be noted that in the event specific considerations may not be identified, that does not automatically infer that such considerations aren’t or haven’t been made or that they wouldn’t be included before, during, or after a real emergency or disaster.
The EOP is organized in a mostly functional fashion, showcasing the City and EOC emergency management organizational structure. There are three parts to the City of Moreno Valley Emergency Operations Plan. Part One is the basic plan which describes our emergency management organization and overview; continuity of government; utilization of the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS); emergency operations center; mutual aid; emergency declarations; emergency communications; hazard mitigation; hazard analysis; and threat assessments.
Part Two is published separately as tactical reference document and includes functional annexes for alert and warning; mass care and shelter; communications, donation management; volunteer management; evacuation & transportation; access & functional needs. Additional annexes may be added or revised at any time. The City Annex’s are based on the framework provided by FEMA within their 8 Emergency Support Function Annex’s.
Part Three is published separately and for internal use only (non-published) and includes emergency operations center Standardized Operating Procedures (SOPs) with supporting documents and checklists. These are intended to support the implementation of this plan and to provide greater tactical-level detail of activities or actions to be taken.
Additionally, several City departments create and maintain function-specific Standardized Operating Procedures (SOPs), resource lists, and/or checklists that detail how they will manage assigned City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
6 responsibilities. Such SOPs are intended to support the implementation of the EOP and like Part three of the EOP, these documents are published separately from this plan and are for internal use only due to their tactical nature. Under authority of the disaster council, the City may create, revise, implement, and maintain other emergency plans as necessary.
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
7 PROMULGATION
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
8 City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
9 City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
10 City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
11 MAINTENANCE & DISTRIBUTION OF THE PLAN
Plan
Maintenance
Distribution
The City’s Emergency Operations and Volunteer Services Office of Emergency Management (OEM) is responsible for regular review and maintenance of the City of Moreno Valley Emergency Operations Plan (EOP). Modifications may occur as a result of post-incident critiques and/or changes to responsibilities, procedures, laws, or regulations no less than every five years.
The approved and adopted Emergency Operations Plan will be distributed as follows:
- Moreno Valley City Council
- Moreno Valley Council Members
- Moreno Valley City Manager
- Moreno Valley Fire
- Moreno Valley Police
- Moreno Valley City Departments
- Moreno Valley Emergency Operations Center personnel
- Moreno Valley Hospitals
- Moreno Valley Library Reference Desk
- Moreno Valley Website
- Moreno Valley Unified School District
- Val Verde Unified School District
- Special Districts Servicing Moreno Valley
- County of Riverside Emergency Management Department
- American Red Cross Riverside Chapter
- California Office of Emergency Services
Plan
Availability &
Community
Input
The City is committed to transparency during the development and maintenance of the plan. As a result, the City makes the plan available to residents year-round on the website www.moval.org/eop. Individuals may view and provide feedback via a short survey that is available on the website, or they can contact the City to provide feedback. During regular community outreach events and special presentations, when the plan is referred to, residents are encouraged to view and submit feedback as well. The plan is reviewed at minimum every five years and during that time, specific outreach is done to solicit feedback and input on City websites, flyers are posted in areas of City facilities where residents and individuals go, such as the Libraries, City Hall, Senior Center, Golf Center, etc. and several social media posts are done asking for the public’s input on the plan. The City is in the process of establishing professional relationships with a local Community Access Center and other advocacy groups to enhance existing planning efforts for the whole community.
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
12 RECORD OF MAJOR REVISIONS
Below is a record of major revisions made to the plan during the most recent revision cycle. Other grammatical or content changes may have been made, however, those changes were not significant and did not directly affect or change the intent of the plan.
DATE
PAGE
TOPIC
CHANGE
REVISED
BY
6/2023 Pg. 5 Foreword Added integration of Access & Functional Needs & whole community D. Rockot
6/2023 Pg. 6 Promulgation Updated document to latest version D. Rockot 6/2023 Pg. 10 Plan Availability
Added detail about efforts to build
relationships with local access centers and
advocacy groups to enhance planning
efforts
D. Rockot
6/2023 Pg. 13 Situation Add language re: cultural competency D. Rockot 6/2023 Pg. 15 Exercises Added fourth exercise type D. Rockot 6/2023 Pg. 46 -
70 Threat
Assessments
Updated population demographics, threat
overview data points and narrative
descriptions
D. Rockot
9/2023 Pg. 23-
26 Access &
Functional Needs
Updated several elements within the
section to D. Rockot
11/2023 Pg. 23 Access &
Functional Needs
Add language of accessibility to
transportation D. Rockot
11/2022 Pg. 22 Cultural
Competency
Add language re: cultural competency and
historically underserved populations D. Rockot
11/2023 Pg. 22 Access &
Functional Needs
Add use of technology & ASL interpreters
to press conference capabilities D. Rockot
11/2023 Pg. 43 Emergency
Communications
Added pre-scripted message details,
translation capabilities, etc. D. Rockot
12/2023 Pg. 5 Preface &
Foreword
Added integration of Access & Functional
Needs & whole community D. Rockot
12/2023 Pg. 35 EOC Organization Updated EOC Org chart D. Rockot 12/2023 Pg. 42 Emergency
Communications
Added PSEC capability description and
Alert MoVal & Alert RivCo descriptions D. Rockot
1/2024 Pg. 5 Emergency
Support Annex’s
Added descriptions of the current Annex’s
and details of which additional Annex’s
may be developed in the future. Added
reference to newly added Annex H: Access
& Functional Needs
D. Rockot
1/2024 Pg. 16 Training &
Exercises Added outline of what D. Rockot
1/2024 Pg. 18 Public Awareness
& Education
Added outreach efforts for individuals
with access & functional needs D. Rockot
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
13 7/2024 Pg. 21-
22 Disaster Recovery
Added language to outline recovery
organization, documentation, and
damage assessment
D. Rockot
7/2024 Pg. 26 Access &
Functional Needs
Added language regarding recently
enacted Assembly Bill 781 re: sheltering of
pets
D. Rockot
8/2024 Pg. 28 Access &
Functional Needs
Added language re: AFN and referenced
“Integrating AFN within Emergency
Planning Process” document
D. Rockot
8/2024 Pg. 33
Incident
Command &
Control
Added language to describe field & EOC
relationship D. Rockot
8/2024 Pg. 37 Notification &
Mobilization
Added process outlines how activation
notifications are made D. Rockot
9/2024 Pg. 37-
39 EOC Organization Added details of section responsibilities and positions D. Rockot
9/2024 Pg.77 References Updated to include FEMA Support Functions document D. Rockot
9/2024 Pg. 78 References Updated to include Cal OES Integrating Access & Functional Needs Best Practices D. Rockot
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
14 PURPOSE & SCOPE
The purpose of City of Moreno Valley Emergency Operations Plan is to establish a comprehensive, all- hazards approach to natural, man-made and technological disasters. City Emergency Operations Center (EOC) responders are familiar with the plan, as well it is discussed in trainings and exercises. The plan serves as a foundational document outlining how the City operates its emergency management organization. The EOP is essentially always “activated” because through all phases of emergency management (mitigation, preparation, response, and recovery), the EOP plays a role and allows us to move smoothly between the levels of emergency management.
The plan establishes a system for coordinating the phases of emergency management in the city and with external stakeholders. It is intended to be an overview of emergency management and not a detailed tactical plan. Detailed Standard Operating Procedures (SOPs) and checklists are distributed to Emergency Operations staff separately and are for internal use only.
The Moreno Valley Emergency Operations Plan encompasses a broad range of emergencies and disasters that could potentially impact the City of Moreno Valley. They include:
• Major Earthquakes
• Hazardous Materials
• Wildfire
• Flooding
• Dam Failure
• Transportation Emergencies
• Civil Unrest
• Power Outage
• Terrorism
• Public Health Emergencies
• Nuclear Incidents
SITUATION
Moreno Valley is located in northwestern Riverside County, approximately 52 miles east of downtown Los Angeles, and 42 miles west of Palm Springs. It is surrounded by Riverside, Perris, March Air Reserve Base, Lake Perris, and the Badlands and encompasses 50 square miles with an elevation of 1,650.
The population of Moreno Valley is 208,289, according to the State Department of Finance as of May 1, 2023, Moreno Valley is the second largest city in Riverside County, fourth largest in the Inland Empire.
Fast growth is attributed to a range of housing options: affordable single-family homes, condominiums and executive homes, family-oriented lifestyle, good schools, and quality-of-life amenities.
The City is situated along two major freeways. The Moreno Valley Freeway (State Route 60) connects directly to downtown Los Angeles and the regional freeway system. State Route 60 connects to Orange County via the Riverside freeway (State Route 91). To the east, State Route 60 connects with Interstate 10, running to Palm Springs, Phoenix, and beyond. Interstate 215 runs by the westerly city limits and is an important north-south link from San Diego through western Riverside and San Bernardino counties and beyond.
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
15 Moreno Valley is vulnerable to effects of natural disasters such as earthquakes, floods, fires, and winter storms. The City is also vulnerable to a variety of man-made hazards such as hazardous materials accidents, terrorism, nuclear incidents, dam failures, transportation emergencies and public health emergencies.
As you will see in greater detail throughout this plan and within each phase, the City takes numerous ongoing steps to prepare City departments and personnel, residents, businesses, faith-based, non- profits, and other stakeholders for disasters, regardless of hazard type. From community outreach to trainings and exercises, and community meetings, fairs, and expos, to social media, the City strives for connection to be a prepared community for the whole community.
Moreno Valley is a culturally diverse city. The City leaders and staff strive tirelessly to provide culturally competent services every day, including in times of disaster. The City very much strives to be inclusive in the four phases of emergency management, giving a voice to those with different abilities and needs.
PLANNING ASSUMPTIONS
The following assumptions apply to this plan:
1. A major emergency or disaster may cause numerous injuries, property loss, disruption of normal life-support systems, and may have an impact on economic, physical, and social infrastructures.
2. A major emergency or disaster may overwhelm the capabilities of Moreno Valley to provide prompt and effective emergency response and recovery. Mutual aid will be requested when disaster relief requirements exceed the City’s ability to meet them.
3. Transportation infrastructure may be damaged or disrupted. Emergency responders may have difficulty reaching people and evacuation routes may cause traffic backups slowing egress from damaged areas. The movement of emergency supplies may be impeded.
4. Communication infrastructure may be damaged or disrupted, thus slowing dissemination of information, and reporting of people needing help.
5. Homes, businesses, public buildings, antenna sites, and other critical facilities may be damaged or destroyed. Public utilities may be damaged and either completely or partially inoperable.
6. Emergency medical services and transport ambulances may be in short supply. Medical and health care facilities that do remain open may be overwhelmed with medical care requests.
Additionally, medicines may be in short supply.
7. Damage to facilities that use hazardous or toxic chemicals could result in the release of these hazardous materials into the environment.
8. Businesses in Moreno Valley may not be able to supply the public with basic necessities such as food, water, blankets, etc. Additionally, businesses may have difficulty remaining open or providing paychecks to their employees.
9. Volunteers may come from other areas to help, causing problems with accountability.
10. Effective emergency operations require periodic training and exercising.
11. Moreno Valley emergency personnel and disaster service workers will utilize the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
16 CONCEPT OF OPERATIONS
The Emergency Operations Plan addresses major incidents as well as large-scale disasters, such as an earthquake. Some emergencies will be preceded by a warning period, providing sufficient time to warn the public and reduce the loss of life, property damage, and effects on the environment. Other emergencies occur with little or no warning, thus requiring immediate activation of the Emergency Operations Plan. All City departments and Emergency Operations staff must be prepared to promptly and effectively respond to any foreseeable emergency, taking all appropriate actions.
The process of emergency management involves five phases. They are:
• Prevention;
• Preparedness;
• Response;
• Recovery; and
• Mitigation.
PREVENTION PHASE
The prevention phase includes actions taken to avoid an incident or to intervene and stop an incident from occurring. This involves actions taken to protect lives and property. It also involves applying intelligence and other information to a range of activities that may include such countermeasures as:
• Deterrence operations;
• Heightened inspections;
• Improved surveillance; and
• Interconnections of heath and disease prevention among people, domestic animals, and wildlife.
PREPAREDNESS PHASE
The preparedness phase involves activities that are undertaken in advance of an emergency or disaster.
These activities develop the City of Moreno Valley’s capabilities and effective responses to a disaster.
Emphasis is on emergency planning, training, exercises, and public awareness programs. Emergency planning includes developing Standard Operating Procedures (SOP’s) detailing personnel assignments, policies, notification rosters, and resource lists. In the event of an emergency, SOP’s are designed to be used as a checklist by those who are trained to work a designated position as well as those who are not familiar with a particular emergency operations center (EOC) position. All emergency operations staff should become acquainted with SOPs, policies, notification rosters, and resource lists which are distributed to employees separately.
Training for EOC responders includes elements of the following topics:
• Incident Command System
• Standardized Emergency Management System
• National Incident Management System
• Multi-agency Coordination Systems
• Damage assessment
• Disaster recovery
• EOC Organization
• Section-specific training
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
17 • Exercise conduct & participation: drills, workshops, tabletop, functional, full-scale • Integration of Access & Functional Needs
INCREASED READINESS
Events that may trigger increased readiness activities include:
• Issuance of a credible long-term earthquake prediction • Receipt of a flood advisory or other special weather statement • Receipt of a potential dam failure advisory
• Conditions conducive to wildfires, such as the combination of high heat, strong winds, and low humidity
• An expansive hazardous materials incident
• A rapidly deteriorating International situation that could lead to an attack upon the United States
• Information or circumstances indicating the potential for acts of violence, terrorism, or civil disturbance
Examples of increased readiness activities may include, but are not limited to, the following:
• Briefing of City Manager and key officials or employees on the situation • Activate the Emergency Operations Center to a Level 3 / Management Watch • Reviewing the City of Moreno Valley’s Emergency Operations Plan & Standardized Operating Procedures
• Increasing public information and training efforts
• Inspecting critical facilities and equipment, including testing warning and communication system
• Recruiting additional staff and Disaster Service Workers • Warning threatened elements of the population
• Conducting precautionary evacuations in the potentially impacted area(s) • Mobilizing personnel and pre-positioning resources and equipment
TRAINING & EXERCISES
Training and exercising is essential at all levels of government to make emergency operations personnel operationally ready. Emergency operations personnel involved in emergency response and management functions will be provided ongoing training to include Standardized Emergency Management System (SEMS), National Incident Management System (NIMS), Incident Command System (ICS), Terrorism Awareness, Emergency Operations Plan orientation, Emergency Operations Center (EOC) section training, tabletop exercises, functional drills, and full-scale drills involving multi- agencies. Key management and emergency personnel will also receive additional specialized training, as available. Emergency Operations and Volunteer Services Program Manager is responsible for providing training and exercising.
The City of Moreno Valley conducts regular Emergency Operations Center (EOC) disaster exercises providing personnel with an opportunity to become thoroughly familiar with the procedures, equipment, and systems used during emergencies. Additionally, the City often participates in disaster exercises with the Operational Area (OA) and the March Air Reserve Base (MARB).
The four forms of disaster exercises most commonly used are as follows:
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
18 • Tabletop Exercise - provides a means to evaluate our policies, Standardized Operating Procedures (SOPs), emergency plans, resolve coordination and learn EOC position responsibilities. EOC staff simulates a response to a given disaster scenario. The EOC is not activated during tabletop exercises.
• Workshop – allows participants of specific disciplines or functions to discuss and develop documents, plans, or other deliverables with the intent of enhancing one of the emergency management phases.
• Functional Exercise – is designed to evaluate and test the capability of an individual function such as evacuation, care and shelter or communications. The EOC is fully activated during a functional exercise. Generally, some resources are activated in the field. • Full-Scale Exercise – is designed to simulate an actual emergency. Full-scale exercises involve emergency management staff, response personnel, and multi-agency coordination. The EOC is fully activated during a full-scale exercise as well as field staff and other resources.
PLANNING SCENARIOS
The White House Homeland Security Council (HSC) – in partnership with the Department of Homeland Security (DHS), the federal interagency, and state and local homeland security agencies – developed fifteen all-hazards planning scenarios for use in national, federal, state, and local homeland security preparedness activities. Moreno Valley will consider these planning scenarios when planning and exercising. They are:
1. Nuclear Detonation
2. Aerosol Anthrax
3. Pandemic Influenza
4. Plague
5. Food Contamination
6. Foreign Animal Disease (Foot and Mouth Disease)
7. Blister Agent
8. Toxic Industrial Chemicals
9. Nerve Agent
10. Chlorine Tank Explosion
11. Natural Disaster - Earthquake
12. Natural Disaster - Hurricane
13. Radiological Dispersal Devices
14. Bomb Using Improvised Bomb Device
15. Cyber Attack
PUBLIC AWARENESS & EDUCATION
The public’s response to any emergency is based on an understanding of the nature of the emergency, the potential hazards, the likely response of emergency services and knowledge of what individuals and groups should do to increase their chances of survival and recovery.
Pre-disaster awareness and education programs must be viewed as equal in importance to all other preparation activities for emergencies and must receive an adequate level of planning attention.
The City of Moreno Valley places a high priority in public disaster education by providing citizens emergency training such as Federal Emergency Manangement Agency (FEMA) Community Emergency Response Team (CERT) training, emergency preparedness workshops, disaster presentations for City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
19 schools, Cardiopulmonary resuscitation (CPR) and First Aid training, HAM radio classes, Terrorism Awareness training and many others. In addition to the public awareness and training programs offered, the City provides preparedness outreach at several safety fairs and events throughout the year.
At each public otureach event or engagement, City personnel incorporate discussion of specific planning considerations and possible resources that address the needs of individuals with access and functional needs.
Public education and awareness programs are given priority before any emergency occurs and are crucial to all emergency management phases. Therefore, the decision to initiate and support this function is made at the highest level. Our pre-disaster awareness and education programs are viewed as equal in importance to all other preparations for emergencies and receive an adequate level of planning.
VOLUNTEER OPPORTUNITIES & PROGRAMS
The City of Moreno Valley has several emergency volunteer programs in which the citizens of Moreno Valley may participate. A few examples are:
• Emergency Response Force (ERF) – ERF consists of professionally trained, multi-level volunteer emergency personnel. ERF volunteers are background checked, managed and trained by OEM. ERF members provide first aid during large public planned events and gatherings such as the 4th of July parade, etc. Members receive a wide array of emergency and disaster training including Care and Shelter Operations, Medical and Triage, Automated External Defibrillator (AED), CPR/First Aid, Traffic Control, Search and Rescue, and Evacuation techniques. ERF volunteers are trained and may, upon OEM request, respond to an incident to provide firefighter or other emergency personnel rehabilitation services, such as food, water, snacks, cooling, etc. ERF aslo includes an element of emergency communications by virtue of the HAM radio operators who are federally licensed under the FCC to provide radio communications in a disaster.
• Community Emergency Response Team (CERT) – CERT volunteers must attend the 20-hour course. Graduates are trained to help themselves, their families and their neighborhoods during a disaster. Examples of training provided in the 20-hour FEMA course are: disaster preparedness, triage and rapid treatment techniques, rescuer safety, search and rescue techniques, cribbing and leveraging, terrorism awareness, and disaster fire suppression.
Training is provided in English and Spanish and accessible to all community members.City of Moreno Valley is proud to offer annual TEEN CERT to students at three local high schools.
While not background checked or trained to the level of ERF, in case of major disaster, many CERT volunteers posses knoweldge, skills, abilities and a willingness to help. If avaialble, on the job training and general oversight could prove invaluable for using these individals as a resource.
MITIGATION PHASE
The mitigation phase occurs both before and after emergencies or disasters. Pre-disaster mitigation is an attempt to eliminate or reduce any possible negative impacts in the future, whereas post-disaster mitigation includes efforts to ensure that any negative impacts that occurred don’t occur again. Pre- City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
20 disaster mitigation is part of the preparedness phase while post-disaster mitigation is part of the recovery phase.
Mitigation efforts include, but are not limited to:
• Amending local ordinances and statutes, such as zoning ordinances, building codes, and other enforcement codes
• Initiating structural retrofitting measures
• Assessing tax levies or abatements
• Emphasizing public education and awareness
• Undertaking flood control project
• Removing fuel in areas having a high potential for wildfires • Assessing and altering land use planning
City departments engage in pre-disaster mitigation daily and these efforts are designed to protect critical infrastructure such as roadways, as well as property, and the environment.
RESPONSE PHASE
The response phase includes initial response and extended response activities. Upon receipt of a warning or the observation that an emergency is imminent or likely to occur, City of Moreno Valley will initiate actions to increase its readiness. During this phase, the priority is to save lives and to minimize the effects of emergencies or disaster. While the EOP will serve as a major foundation for the response, other emergency plans, procedures, or guidance documents may be activated and/or used in accordance with, or in lieu of this plan.
INITIAL RESPONSE
Initial response activities are performed at the field response level by fire, law enforcement, and emergency medical services personnel (first responders). Emphasis is placed on minimizing the effects of the emergency or disaster that can or are causing extreme peril to life or property. Field responders will use the Incident Command System (ICS), which includes unified command, action planning, and span of control.
Examples of initial response activities may include:
• Briefing of City Manager and key officials or employees on the situation • Dissemination of warnings, emergency public information, and instructions to the residents of Moreno Valley
• Conducting evacuations and/or rescue operations
• Caring for displaced people and treating the injured
• Assessing need for mutual aid assistance
• Restricting movement of traffic/people
• Establishing Unified Commands
• Coordinating with state and federal agencies working in the field • Developing and implementing incident Action Plans
Notification to City officials of an actual or pending emergency may come from a variety of sources, including but not limited to:
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Emergency Operations Plan: Part 1 – Base Plan 2024
21 • Residents notifying first responders via 9-1-1 who will notify other City officials through official channels
• First responders
• Utility or other service providers
• Anyone in the vicinity who may witness an actual or prospective emergency
EXTENDED RESPONSE
If and when the needs of the incident go beyond the capabilities or scope of first responder agencies, this is when the Emergency Operations Center (EOC) may be activated to support. Extended emergency operations involve the coordination and management of personnel and resources to mitigate an emergency and facilitate the transition to recovery operations.
Examples of extended response activities include:
• Preparing detailed damage assessments
• Operating mass care and shelter facilities for people and animals • Coordinating coroner operations
• Procuring required resources to sustain operations
• Documenting situation status
• Protecting, controlling, and allocating resources
• Restoring vital utility services
• Documenting expenditures
• Developing and implementing Action Plans for extended operations • Dissemination of emergency public information
• Proclaiming a local emergency
• Requesting a gubernatorial and federal declaration, if required • Prioritizing resource allocation; and
• Inter/multi-agency coordination.
EMERGENCY PROCLAMATIONS & DECLARATIONS
The Director of Emergency Services or his designated Assistant Director of Emergency Services, as described in City Municipal Code Title 2 Administration and Personnel, shall be empowered to control and direct the emergency management organization. In the event of a Local Proclamation of Emergency, the Director of Emergency Services, or designee, by authority of this or other plans, may enforce, suspend, or implement policies, procedures, or rules necessary to mitigate threats to life, property, or the environment.
There are four types of emergency proclamations/declarations possible. They are:
Local Proclamation - City Ordinance No. 325 authorizes the Director of Emergency Management to make a Local Proclamation of Emergency indicating that extreme peril to life or property exists. The City Council must formally ratify the declaration within seven days. The Proclamation of a Local Emergency provides the City of Moreno Valley with the legal authority to:
• Request that the Governor proclaim a State of Emergency; • Issue or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations such as imposing a curfew; City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
22 • Exercise full power to request mutual aid from state agencies and other jurisdictions; • Require the emergency services of any Moreno Valley official or employee as Disaster Service Workers (DSW)
• Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use;
• Impose penalties for violation of lawful orders; and
• Conduct emergency operations without incurring legal liability for performance, or failure of performance per Article 17 of the Emergency Services Act.
Per Government Code Section 8630. (a), any jursidiction Proclaming a Local Emergency, within ninety days (90) of the conclusion of that incident in where the Proclamation has been terminated, must conduct an After Action Report (AAR) and submit to the Governor’s Office of Emergency Services.
State of Emergency - A State of Emergency may be proclaimed by the Governor when a City or County proclaims a local emergency. The County may proclaim if the county unincorporated area is experiencing such conditions, however, they must proclaim if two or more cities within their County are experiencing conditions of extreme peril to life, property, and/or the environment. The Governor may also proclaim a State of Emergency when conditions of disaster or extreme peril exist, which threaten the safety of persons and property within the state. Whenever the Governor declares a State of Emergency the following will apply:
• Mutual aid shall be rendered as needed;
• The Governor shall have the right to exercise all police powers vested in the state by the Constitution and the laws of the State of California within the designated area; • The Governor may suspend orders, rules, or regulations of any state agency and any regulatory statute or statute prescribing the procedure for conducting state business; • The Governor may commandeer or make use of any private property or personnel (other than media) in carrying out the responsibilities of his office; and • The Governor may promulgate, issue and enforce orders and regulations deemed necessary.
State of War Emergency - When the Governor proclaims a State of War Emergency, or if a State of War Emergency exists, all provisions associated with a State of Emergency apply, plus:
• All state agencies and political subdivsions are required to comply with the lawful orders and regulations of the Governor which are made or given within the limits of his authority as provided for in the California Emergency Services Act.
Presidential Disaster Declaration - If an emergency is beyond the ability of local and state government to manage effectively, the Director of the Governor’s Office of Emergency Services (CAL OES) may recommend that the Governor request a Presidential Declaration of Major Disaster under the Robert T.
Stafford Disaster Relief and Emergency Assistance Act which provides the authority for the Federal government to respond to disasters and emergencies. Following a Presidential Declaration, federal assistance is availible to supplement the efforts and resources of state and local governments to alleviate public and the private sector damage and loss.
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23 GOVERNMENT CODE
Section 8630. (a) A local emergency may be proclaimed only by the governing body of a city, county, or city and county, or by an official designated by ordinance adopted by that governing body. (b) Whenever a local emergency is proclaimed by an official designated by ordinance, the local emergency shall not remain in effect for a period in excess of seven days unless it has been ratified by the governing body. (c) The governing body shall review the need for continuing the local emergency at least once every 60 days until the governing body terminates the local emergency. (d) The governing body shall proclaim the termination of the local emergency at the earliest possible date that conditions warrant. Failure to ratify the ongoing Proclamation, the Proclamation shall automatically expire as outlined in the lastly-ratified document.
MUNICIPAL CODE
The City of Moreno Valley Municpal Code Title 2. Administration and Personnel, outlines the emergency management organization and defines the City Disaster Council, its membersip, and its authorities. Per the Code, “Disaster Council membersip consists of the mayor, who shall be chairperson; the director of emergency services, who shall be vice-chairperson, as further defined in the Municipal Code as the City Manager; the assistant director of emergency services, as defined in the Municipal Code as the Assistant City Manager; and such principals and coordinators of emergency services as are provided for in a current emergency operations plan.” Per this EOP, Disaster Council principals and coordinators may be defined based on the type of emergency, although consideration for such may include but not be limited to: Fire chief, police chief, emergency management division manager, public works director, human resources director, or other position(s) as deemed necessary. Representative(s) from civic, business, labor, veterans, or other organizations having an official emergency response, may be appointed by the director with advice and consent of the city council.
As the official designated within this Code and as stated in Government Code Section 8630, the Director of Emergency Services may proclamin a local emergency if City Council is not in session. In this case, the city council must ratify the proclamation within seven days thereafter or the proclamation shall have no further force or effect. The city council may terminate the existence of a local emergency at any time.
RECOVERY PHASE
The recovery phase involves the restoration of services to the public and returning the affected area(s) to pre-emergency conditions. As the immediate threat to life, property, and the environment subsides, the rebuilding of Moreno Valley will begin through various recovery activities. Recovery activities may be both short-term and long-term, ranging from restoration of essential utilites such as water and power, to mitigation measures designed to prevent future occurrences of a given threat facing the City.
Examples of recovery activities include:
• Restoring utilities
• Applying for state and federal assistance programs
• Providing public assistance information for disaster assistance • Conducting hazard mitigation analyses
• Identifying residual hazards
• Determining and recovering costs associated with response and recovery
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24 Recovery occurs in two phases: short-term and long-term.
SHORT-TERM RECOVERY
Short-term recovery operations will begin during the response phase of the emergency. The major objectives of short-term recovery operations include rapid debris removal and clean-up, and orderly and coordinated restoration of essential services (electricity, water, and sanitary systems). Short-term recovery operations will include all the agencies participating in the City’s disaster response. Structures that present public safety threats will be demolished and abated during short-term recovery operations.
The City of Moreno Valley and special districts will record a detailed assessment of damage during the recovery phase. This detailed assessment provides the basis for determining the type and amount of state and/or federal financial assistance available for recovery.
Under federal disaster assistance programs, documentation must be obtained regarding damage sustained to:
• Roads
• Water control facilities
• Public buildings and related equipment
• Public utilities
• Facilities under construction
• Recreational and parks facilities
• Educational institutions
• Certain private non-profit facilities
LONG-TERM RECOVERY
During the long-term recovery phase, the City will continue to work with the Operational Area, special districts, local non-profits, faith-based organizations, businesses, and residents to share information, available resources, and other details about ways to fully recover from the emergency or disaster. In cases where financial assistance may be made available for local government, non-profits, businesses, or residents, the City will communicate that information through various channels as new information or updates become available. Communications of such information may be shared through any available means that connects the City to the community, such as social media, face-to-face, posters, flyers, television, radio, town halls, community meetings, etc. The City recognizes the need to potentially utilize translators or community ombudsman to connect to disadvantaged or remote communities.
Recovery Damage Assessment documentation process shall include providing all field-level documents, pictures, etc. obtained during the course of the assessment to the Documentation Unit Leader within the EOC. Documentation Unit Leader and the Finance Section Chief shall coordinate a document retention/storage plan, as required by the City, County, State, and/or FEMA.
DAMAGE ASSESSMENT
As part of the recovery process, damage assessment must be completed and may be started while the incident is ongoing. Documentation information should include the location and extent of damage, and estimates of costs for debris removal, emergency work, and repairing damaged facilities to pre-disaster condition. The cost of compliance with building codes for new construction, repair, and restoration will also be documented. The cost of improving facilities may be included under federal mitigation City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
25 programs. City Building and Safety, as Planning Technical Specialists within the Operations Section, is responsible for coordination of all damage assessment activities. If necessary, this position may be folded into the long-term recovery organizational structure as outlined in the Recovery Organization section of this plan. Other EOC positions may also be included in this structure as required.
AFTER-ACTION REPORTING
The After-Action/Corrective Action report will serve as a source for documenting the City’s response activities, identifying areas of success as well as areas of improvement. It will also be used as a work plan for implementing improvements. The EOC Manager will be responsible for completion of the report and will forward to CAL OES within the 90-day period following locally proclaimed emergencies.
DISASTER ASSISTANCE
Disaster assistance programs have been developed for the needs of four distinct groups:
• Individuals – may receive loans or grants for such things as real and personal property, dental, funeral, medical, transportation, unemployment, sheltering, and rental assistance, depending on the extent of damage.
• Businesses – loans for many types of businesses are often made available through the United States Small Business Administration, assisting with physical and economic losses because of a disaster or an emergency. Programs for agricultural needs include assistance for physical and economic losses because of a disaster or an emergency. • Governments – Funds and grants are available to government to repair damage because of a disaster or emergency and mitigate the risk of future damage. • Non-profit organizations – Funds and grants are also available to certain non-profit organizations.
In accordance with Federal Emergency Management Agency (FEMA) Recovery Framework, found here:
https://www.fema.gov/emergency-managers/national-preparedness/frameworks/recovery, the City will focus on how best to restore, redevelop and revitalize the health, social, economic, natural and environmental fabric of the community and build a more resilient nation.
City recovery organizations may include any personnel necessary to facilitate the physical restoration, financial recovery, or other aspects of recovery necessary to return to pre-disaster conditions as much as possible. The organizational structure of the Recovery team may be organized in this or a similar fashion, depending on the needs of the incident; this model is fashioned after the National Framework but provides a good foundation for elements that may need to be included. Positions may be added, or changed as required to accommodate the needs of the City. Not all disasters will be awarded state or federal recovery dollars so establishment and/or use of a short or long-term recovery organization will be dependent on the need of the City.
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26 LOCAL ASSISTANCE CENTER
The City of Moreno Valley may assist individuals affected by the disaster in various ways depending on the size, scope, and complexity of a disaster. This may include offering disaster assistance phone numbers or providing a physical location for a Local Assistance Center where affected citizens can access disaster assistance directly from various agencies. The City of Moreno Valley’s objective is to provide our citizens with disaster support related information and serve as a connection to resources so that they can help facilitate their personal disaster recovery. In such cases where it is necessary to facilitate disaster recovery for the community, whether short or long-term, the City is committed to ensuring a whole community effort to support residents, businesses, non-profits, and individuals.
ACCESS & FUNCTIONAL NEEDS & CULTURAL COMPETENCY– ALL PHASES Access to emergency services or facilities shall not be denied on the grounds of race, color, national origin, sex, age, or disability. Title II of the ADA requires State and local governments to make their programs and services accessible to people with disabilities. This requirement extends not only to physical access at government facilities, programs, and events but also to policy changes that governmental entities must make to ensure that all people with disabilities and others with access and functional needs can take part in, and benefit from, the programs and services of State and local governments.
The Americans with Disabilities Act of 1990 (ADA) signed into law on July 26, 1990, by President George H. W. Bush, is a broad civil rights law that prohibits discrimination against people with disabilities and others with access and functional needs, including but not limited to mobility, vision, hearing, cognitive disorders, mental illnesses, and language barriers. In 2008, President George W. Bush signed an updated version of the ADA, which is known as the ADA Amendments Act (ADAAA). The revised law broa dens the scope of the definition of what it means to have a disability. These changes went into effect January 1, 2009. These amendments make it easier for individuals whole require whole community support services to seek protection under the law.
The City will continue to prioritize serving the whole community as described in the Foreword. The City has numerous resources available to help meet the needs of all in our community, however, if there are unmet needs, the City may procure or lease services, equipment, etc.
According to a 2010 study, there are almost 11 million people who require access to Whole Community Support Services in California. The lessons documented from the years of assisting individuals who require whole community support services in disasters show three areas that are repeatedly identified as most important to these individuals: communications (alert & warning), evacuation (transportation), and sheltering.
Finance Section Chief
Policy Section
Infrastructure Systems
Economic Recovery
Resource Recovery
Community Recovery
Housing Recovery
Social Services Recovery
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Emergency Operations Plan: Part 1 – Base Plan 2024
27 California Assembly Bill 2311 (Brown, Chapter 520, Statutes of 2016) added California Government Code section 8593.3, which requires each county and city to integrate access and functional needs upon the next update to its emergency response plan. The new Government Code reads:
8593.3. (a) A county, including cities, shall, upon the next update to its emergency plan, integrate access and functional needs into its emergency plan by addressing, at a minimum, how the access and functional needs population is served by the following:
(1) Emergency communications, including the integration of interpreters, translators, and assistive technology.
• The City has numerous personnel on staff that are recognized as translators in various languages that could be recalled as a Disaster Service Worker during an emergency. Additionally, interpretation services may be secured through technology including use of a phone or cell phone, etc. There are also numerous applications for mobile devices that are approved for use. Additional assistance with translation or technology could be requested through existing Operational Area mutual aid channels, faith-based or other community groups such as Independent Living Centers. TTY or other relay services area also available options. • During City press conferences, every effort will be made to utilize an in -person American Sign Language (ASL) interpreter. For public presentations and meetings regarding emergency planning, flyers include language advising that anyone requiring accommodation can coordinate in advance with the City. • At emergency shelters, these services are made available upon identification of need. Regardless of the type of communication device or assistance needed, the City will also work diligently to accommodate and provide equal service levels. • Currently the City social media pages are predominantly English only; however, the City does have the means to send Spanish or other language communications if required. Use of technology for video posts may also be considered in various languages, including ASL.
• Currently there are no agreements in place for Video Response Interpreting.
However, as part of the mass care and shelter plan development in 2024 which will outline planning and response elements for all shelter wrap-around services, this will be evaluated as a possible addition to available services. • Different cultures may have different needs regarding communication. Whether a specific dialect requires in-person services versus the use of technology, no matter what the case or need, the City strives to meet the needs of our diverse population through all available means.
(2) Emergency evacuation, including the identification of transportation resources and resources that are compliant with the federal Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12101 et seq.) for individuals who are dependent on public transportation. • The City is actively pursuing agreements with transportation providers for the whole community, including those who are ADA compliant. If services were required before such agreements were in place, resources would be requested through local vendors/businesses, regional transportation partners, or mutual aid. • There are numerous factors that go into emergency evacuation so it is not realistic to say if it will be feasible for the City to tell people how to secure transportation City of Moreno Valley
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28 during a real -world emergency or if time would allow for that to transpire. These considerations would be made at the tactical or EOC level.
(3) Emergency sheltering, including ensuring that designated shelters are compliant with the federal Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12101 et seq.) or can be made compliant through modification and that showers and bathrooms are fully a ccessible to all occupants.
• The City is working to establish a mass care and shelter plan, and this plan will include whole community planning. City facilities that could be potentially used as a shelter were assessed in previous years for ADA accessibility and those identified continue to meet those standards as of the writing of this plan. New facilities will be assessed as part of the new mass care plan. It should be noted that most City facili ties do not have showers on -site; however, portable, and accessible shower units can be requested through regional vendors and/or as a mutual aid resource request. i. Locations of possible shelter sites is not available to the public in advance of an emergency for public safety reasons. Published locations may be compromised during an emergency and we do not want the public to go to a location that may be unsafe.
• Provision of durable medical equipment such as wheelchairs, ramps, handwashing stations, accessible cots, etc.) would be procured or leased at the time of need. While the City does maintain a cache of traditional military -style and some access and functional needs cots, these quantities are limited to the storage areas available and in a major event, additio nal quantities would likely be needed. In addition to procurement, requesting such resources from local Independent Living Centers, community-based organizations, etc. may be feasible.
• Securing and providing w rap-around services for all impact ed individuals will be a priority. Such services for individuals with disabilities may include but not be limited to durable medical equipment, medications, nutrition, personal care assistance, etc.
Such services would be secured through all available avenues from purchase to mutual aid, etc.
• It is recognized that individuals at a shelter may require transportation to appointments, work, medical care, etc. if their traditional means is negatively affected or unavailable . There are numerous options to help individuals in these scenarios such as private providers and public transportation agencies and needs would be coordinated accordingly. Transportation considerations are also available for non-emergency medical transportation such as paratransit. While the City cannot be responsible for the tra nsportation needs of every individual, efforts to support impacted individuals to high-priority events such as medical appointments and work would be prioritized.
• Extreme cold or heat-related events, the City does have the ability to stand up cool or warm centers at one of its three pre-identified locations. It is understood that any services or requests for accommodation at those locations would also be met using one or more of the previously identified channels of purchase or other acquisition.
The Senior Center is likely the only facility that could actually transition to a shelter if needed. If such a transition were necessary for the other locations, transportation would be provided if necessary.
i. Cool/warm Center location options:
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Emergency Operations Plan: Part 1 – Base Plan 2024
29 1. Cottonwood Golf Center
13671 Frederick St., Moreno Valley
Hours: Mon. - Sun., 7a.m. – 7p.m.
2. Senior Center
25075 Fir Ave., Moreno Valley
Hours: Mon. - Fri., 8a.m. – 5p.m.
3. Main Library
25480 Alessandro Blvd.
Hours: Mon. - Thur., 9 a.m. - 8 p.m., Fri., 9 a.m. - 6 p.m., Sat., 9 a.m. - 5 p.m., Sun., noon - 5 p.m.
4. Library – Iris Branch
16170 Perris Blvd.
(Iris Ave. and Perris Blvd.)
Hours: Mon. - Fri., 10 a.m. - 8 p.m., Sat., 10 a.m. - 6 p.m.
During a response, p riorities are focused on lifesaving operations, evacuations, and stabilization of the incident for the whole community . As the incident unfolds, there may be these or other areas of consideration required for which the City is ready to respond t o. Some considerations to ensure service to the whole community may include:
● TTD/TTY contact and captioned cable alert for the hearing-impaired ● Spanish/English outreach programs
● Contact roster of City employees for interpretation
● ADA compliant access to City facilities and mass care shelter facilities ● Alert MoVal emergency alert telephone, email, or text system ● Evacuation considerations for individuals who are disabled or require transportation ● Sheltering considerations for all individuals, families, AB290 offenders, and animals ● Accessibility to medications, refrigeration, and back-up power ● Accessibility for mobility devices or service animals while in transit or at shelters ● Accessibility of emergency information
● Use of AI or other technologies
Part of any successful planning effort is to understand the impacted population(s). The legal requirements are set forth in Government Code section 8593.3, and define access and functional needs as individuals who have:
● Developmental, intellectual, or physical disabilities ● Chronic conditions or injuries
● Limited English proficiency or non-English speaking
● Older adults, children, or pregnant
● Living in institutional settings
● Low-income, experiencing homelessness, and/or transportation disadvantaged ● From diverse cultures
Emergency communications
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30 Effective communication is especially critical. As such, information delivered at press conferences , and on radio or television and/or on social media during a disaster needs to be effective, understood, consumable, and actionable by the whole community. Effective communication considerations include:
● Sign Language interpreters for individuals who are deaf or hard of hearing; use of technological devices that can perform or aide in the delivery of these services ● Alternative formats for individuals who are blind/low vision ● Translation services for persons with limited English proficiency or for non -English speaking individuals
Emergency evacuation
When evacuations become necessary, considerations for the whole community include:
● Accessible transportation options
● Medical needs
● Keeping individuals connected with their families, personal care providers, essential equipment, technologies, and service animals
Proper planning may include agreements and partnerships with local public and private accessible transportation providers to ensure individuals with disabilities and persons with access and functional needs can evacuate safely during emergencies and have equal access to support services and resources.
Emergency evacuation plans should be viewed as living documents because communities change and integrating the needs of individuals with access and functional needs is a dynamic process. OEM may work and partner with local disability and whole community stakeholders to regularly practice, review, revise, and update plans to reflect changes in technology, personnel, and procedures.
Sheltering
Shelters can be stressful environments and may, without proper planning, exacerbate the physical and emotional impacts that survivors with access and functional needs experience during disasters.
Sheltering needs to be inclusive and integrated so as to be accessible by all. General population shelters need to be in physically accessible locations and equipped with accessible resources ( e.g., bathrooms, cots, showers, etc.) to meet the needs of individuals with access and functional needs in a manner that ensures they can remain with their support systems (e.g., personal care provider, service animal, etc.). If such services are not available on site at the time of an emergency or disaster, such shall be brought in as soon as feasible to ensure equal access. Assessing potential sheltering facilities before disasters occur is essential as designated shelters should comply with the requirements of the Americans with Disabilities Act (ADA). If a facility is non-ADA accessible, the City, as soon as possible, shall make alternate sheltering arrangements for individuals with disabilities, such as providing hotel vouchers , or arranging transportation to ADA accessible sheltering locations. If feasible, local governments providing shelter services may make alternations to such buildings if deemed appropriate in order to make the facility equally accessible. Use of temporary equipment such as portable showers, restrooms, etc. is acceptable if accessible equally.
Assembly Bill 781, Chaptered January 2024, requires local governments to provide shelter services during a disaster, to accommodate pets at human sh elters. Pets is defined as a domestic cat or dog. If a City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
31 jurisdiction opens only one shelter, that shelter must accommodate pets, however, if more than one shelter is open, only one shelter must make such accommodations.
Cal OES Office of Access and Functional Needs
The County Operational Area , including the City, may receive guidance from or consult the California Governor’s Office of Emergency Services (Cal OES), Office of Access and Functional Needs. The Cal OES Office of Access and Functional Needs have made resources available to assist communities as they integrate access and functional needs within their emergency planning. Two such tools are:
a. The Cal OES Access and Functional Needs Web Map
To empower emergency managers to identify the access and functional needs -related assets and resources needed to support the health and independence of survivors, the Cal OES Office of Access and Functional Needs partnered with the Cal OES’ GIS Division to create the California AFN Web Map – the first-ever searchable, comprehensive, statewide resource for locating AFN-related assets and resources in California.
Using data from the U.S. Census, the web map contains the following information for every county in the State of California:
● Disability - Total estimated number of individuals in each county with a disability, listed into four categories: hearing difficulty; vision difficulty; cognitive difficulty; and ambulatory difficulty. ● Culture - The ethnicity and primary language(s) spoken at home within each county. ● Age - The age (across the life spectrum) of individuals in every county.
The web map outlines where each of the following resources are located:
● Accessible Hygiene Resources - Showers, toileting, and hand washing stations that meet Americans with Disabilities Act (ADA) standards.
● Accessible Transportation - Organizations providing public transportation services to seniors and individuals with disabilities that meet Americans with Disabilities Act (ADA) standards. ● American Sign Language Interpreting Services - Organizations providing interpretation services for individuals who are deaf or hard of hearing.
● Assistive Technology - Organizations providing devices, equipment or technology systems, and services for individuals with disabilities.
● Community Emergency Response Teams (CERT) Programs - Local programs that educate individuals about disaster preparedness and train them in basic disaster response skills. ● Independent Living Centers - Community-based, non -profit organizations designed and operated by individuals with disabilities.
● Language Translation Services - Organizations providing written text or interpretation services in a language other than English.
● Regional Centers - Non-profit private corporations that contract with the Department of Developmental Services to provide or coordinate services and support for individuals with developmental disabilities.
b. The Cal OES Office of Access and Functional Needs Library In order to ensure that community leaders, state agencies, advocacy organizations, emergency managers and others have the best and most current access and functional needs -related planning resources available in an easy to access, one-stop-shop central repository, we created the OAFN Library.
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32 The OAFN Library is a comprehensive clearinghouse for access and functional needs -specific best practices, guidance documents, videos, and more. For additional questions regarding access and functional needs contact the Cal OES Office of Access and Functional needs at: [email protected]
During this plan revision, significant effort was made to review and include elements of the “Integrating Access & Functional Needs within the Emergency Planning Process: Best Practices for Stakeholder Inclusion” document, dated June 2020. The document can be found here: https://www.caloes.ca.gov/wp- content/uploads/AFN/Documents/AFN-Library/Cal-OES-Best-Practices-for-Stakeholder-Inclusion- June-2020.pdf
CONTINUITY OF GOVERNMENT
INTRODUCTION
A major disaster could destroy the ability of local government to carry out executive functions by causing death or injury to key government officials, destroying established seats of government, and/or cause the destruction of vital records. Government is responsible for providing continuity of effective leadership and authority, direction of emergency operations and management of recovery operations.
The California Government Code and the Constitution of California provide the authority for state and local government to reconstitute itself in the event incumbents are unable to serve. It is particularly essential that the City of Moreno Valley continue to function as a government entity.
CITY COUNCIL LINES OF SUCCESSION
To this end, the City Council has adopted Resolution No. 2009-99, designating up to three standby officers for each City Council Member. The standby Council Members shall have the same authority and powers as the regular Council Members. Pursuant to Section 8641 of the Government Code, each standby Council Member shall take the oath of office required for the office of City Council Member.
Individuals appointed as standby Council Members shall serve in their posts at the pleasure of the City Council appointing them and may be removed and replaced at any time with or without cause.
Standby Council Members serve only until the regular Council Member becomes available or until a new Council Member is either elected or appointed. In the event a standby office becomes vacant because of removal, death, resignation, or other cause, the City Council shall have the power to appoint another person to fill said office.
LINES OF SUCCESSION
Below is the continuity of government, lines of succession plan for department emergency functions.
Function/Department Title/Position
City Manager
1. Assistant City Manager
2. Assistant City Manager/Administration
3. Assistant City Manager/Development
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Emergency Operations Plan: Part 1 – Base Plan 2024
33 Police Chief
1. Police Lieutenant 1
2. Police Lieutenant 2
3. Police Lieutenant 3
Fire Chief
1. Fire Battalion Chief 1
2. Fire Battalion Chief 2
3. Duty Chief
Public Works Director/City Engineer
1. Deputy Public Works Director
2. Assistant City Engineer
3. Electric Utility Division Manager
Parks & Community Services Director 1. Recreation Services Division Manager
2. Park Maintenance Division Manager
Community Development Director 1. Planning Official
2. Building Official
Economic Development Director
1. Redevelopment Division Manager
2. Senior Management Analyst
Chief Financial Officer/City Treasurer 1. Deputy Finance Director
2. Financial Operations Division Manager
Human Resources Director
1. Human Resources Division Manager
2. Risk Coordinator
Financial & Admin. Services Director
1. Purchasing & Facilities Division Manager
2. Technology Services Division Manager
City Clerk
1. Assistant City Clerk
2. Deputy City Clerk
City Attorney 1. Assistant City Attorney
2. Deputy City Attorney 1
When government offices are not operable because of emergency conditions, the temporary seat of government will be selected from public buildings remaining that offer maximum security and safety.
The primary and alternate locations are listed below.
Primary Seat of Government:
City Council Chambers
14177 Frederick Street
Moreno Valley, CA 92553
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
34 Alternate Seat of Government
Conference and Recreation Center or Moreno Valley Library.
When the Emergency Operations Center is not operable because of emergency or other conditions, an alternate location will be selected from public buildings remaining that offer maximum security and safety. The primary and alternate locations of the Emergency Operations Center are listed below.
Primary Emergency Operations Center:
Moreno Valley Emergency Operations Center
22870 Calle San Juan de Los Lagos
Moreno Valley, CA 92553
Alternate Emergency Operations Center Locations:
Public Safety Building – 22850 Calle San Juan De Los Lagos, Moreno Valley, CA 92553 Fire Station 58 - 28040 Eucalyptus Ave, Moreno Valley, CA 92555 City Council Chambers - 14177 Frederick St, Moreno Valley, CA 92553 Conference and Recreation Center - 14177 Frederick Street, Moreno Valley, CA 92552
VITAL RECORDS
In the City of Moreno Valley, the City Clerk’s Office is responsible for the preservation and protection of the City’s vital records.
Vital records are defined as those records that are essential to:
• Protect and preserve the rights and interests of individuals, governments, corporations, and other entities. Records of this type would include authorizing legislation, land use, infrastructure engineering drawings, payroll, accounts receivable, and licenses. • Conduct emergency response and recovery operations. Records of this type would include utility system maps, locations of emergency supplies and equipment, emergency operations plans and procedures, and personnel rosters. • Reestablish normal governmental functions and protect the rights and interests of government. Records of this type would include the municipal code, minutes, ordinances, resolutions, official proceedings, and financial records of the City.
Vital records of the City of Moreno Valley are routinely stored in the City Clerk’s Office located on the second floor of City Hall. Archived records are stored offsite in a private contractor’s facility. Each department within the City will identify, maintain, and protect its own essential records.
STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)
The Standardized Emergency Management System (SEMS) was developed in 1991 after the devastating Oakland-East Bay Hills Fire. During the mutual aid responses to the fire, it was determined that many problems existed with communications, insufficient information flow and no set organizational structure. As a result, Senator Petris, who also lost his home during the fire, introduced Senate Bill 1841. This bill went into effect on January 1, 1993. It is intended to standardize response to emergencies involving multiple jurisdictions or multiple agencies.
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35 In order to receive response-related funding for personnel costs during a disaster, the City of Moreno Valley has adopted Resolution No. 95-34 approving participation in the Standarized Emergency Management System (SEMS) of the State of California.
SEMS requires emergency response agencies to adopt and implement the four basic components of emergency management, including:
- Incident Command System (ICS)
- Multi-Agency Coordination System (MACS)
- Operational Area (OA) concept
- Master Mutual Aid Systems (Mutual Aid)
INCIDENT COMMAND SYSTEM (ICS)
ICS is a nationally recognized on-scene emergency management system specifically designed to allow its user(s) adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries. ICS uses a common organizational structure to effectively accomplish management of the incident by objectives.
The five functions of the ICS organization are command, operations, planning, logistics and finance.
Command & Management is responsible for directing, ordering, and/or controlling resources by virtue of explicit legal, agency, or delegated authority. It includes the incident commander (IC) who is responsible for the overall management of the incident. The command function also includes the Information Officer, Liaison Officer, and Safety Officer.
Operations is responsible for the coordinated tactical response of all field operations directly applicable to or in support of the mission(s) in accordance with the Incident Action Plan. Operations develops the operations portion of the Incident Action Plan, requests resources to support tactical operations, maintains close communication with the Incident Commander, and ensures safe tactical operations.
The operations function includes branches, divisions, groups, and air operations personnel.
Planning is responsible for the collection, evaluation, documentation, and use of information about the development of the incident. The planning function includes the resource unit, situation unit, documentation unit, and demobilization unit.
Logistics is responsible for providing facilities, services, personnel, equipment, and tracking the status of resources and materials in support of the incident. The logistics function includes the supply unit, facilities unit, ground support unit, communications unit, food unit, and medical unit.
Finance is responsible for all financial and cost analysis aspects of the incident, and/or any administrative aspects not handled by the other functions. The finance function includes the time unit, procurement unit, compensation/claims unit, and the cost unit.
SAMPLE ICS STRUCTURE
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36 Principals of ICS - The system’s organizational structure adapts to any emergency or incident to which emergency response agencies would expect to respond.
Components of ICS are:
• Common terminology
• Unified command structure
• Manageable span-of-control
• Comprehensive resource management
Common titles for organizational functions, resources, and facilities within ICS are utilized.
The organizational structure is developed or scaled based upon the type and size of an incident. Staff builds from the top down as the incident grows, with responsibility and performance placed initially with the Incident Commander.
At all incidents there will be five functions: management; operations; planning; logistics; and finance.
Initially, the Incident Commander may be performing all five functions. Then, as the incident grows, each function may be established as a section with several units under each section.
Unified command structure is a unified team effort that allows all agencies with responsibility for the incident to manage an incident by establishing a common set of incident objectives and strategies.
The first responders commanding the incident in the field also utilize ICS. When an incident grows in size, scope, or complexity beyond the responsibilities of the commanding field agency, the EOC is typically activated to support such activities, such as mass care and shelter for humans and animals, providing temporary sustenance to those displaced, connected adversely affected individuals with local resources, etc. While the field Incident Commander remains in control of the (physical) incident response, the EOC and the Field, either directly through communication with the IC or an assigned liaison, work together to identify and address incident-related matters in hopes of restoring to pre- incident conditions as quickly as feasible. The IC and the EOC work in conjunction, with the EOC providing support to the incident. In some cases, the EOC may make decisions independent of the IC for matters not directly related to the IC’s purview of command, however, any decisions that may affect incident outcomes will be discussed with the IC.
MUTUAL AID SYSTEM
California’s emergency planning and response includes a statewide mutual aid system which is designed to ensure that adequate resources, facilities, and other support is provided to jurisdictions whenever their own resources prove to be inadequate to cope with a given situation(s). The basis for the system is the California Disaster and Civil Defense Master Mutual Aid Agreement, as provided for in Incident Commander
Command Staff
Command Staff
Operations Section
Planning Section
Logistics Section
Finance Section
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37 the California Emergency Services Act. This agreement is designed to ensure that adequate resources, facilities, and other support is provided to jurisdictions whenever their own resources prove to be inadequate to cope with an emergency.
MULTI-AGENCY COORDINATION SYSTEM (MACS)
The multi-agency coordination system (MACS) is the decision-making system used by member jurisdictions of the Riverside County Operational Area. Agencies and disciplines involved at any level of the Standardized Emergency Management System (SEMS) organization working together to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
OPERATIONAL AREA (OA) CONCEPT
SEMS regulations specify that all local governments within a county geographic area be organized into a single Operational Area. The County of Riverside is the lead agency for the Riverside County Operational Area in accordance with SEMS. The City of Moreno Valley is located within the Riverside County Operational Area.
There are five designated levels in the SEMS organization: Field Response, Local Government, Operational Area, Regional and State.
• Field Response Level – Under the command of an appropriate authority, emergency personnel and resources carry-out tactical decisions and activities in direct response to an incident or threat. SEMS regulations require the use of the Incident Command System (ICS) at the field response level. The ICS field functions to be used for emergency management are: command, operations, planning/intelligence, logistics, and finance/administration. • Local Government Level - Local governments manage and coordinate overall emergency response and recovery activities within their jurisdiction, which includes special districts. Local governments are requried to use SEMS when their EOC is activated or a local emergency is proclaimed in order to be eligible for state funding of response-related personnel costs. • Operational Area Level – Under SEMS, the Operational Area serves as an intermediate level of the state’s emergency services organization and encompasses the County, including special districts. The Operational Area manages and coordinates information, resources and priorities among local governments within the County and serves as the coordination and communication link between the local government level and the regional level.
In order to facilitate and coordinate at the operational area level Riverside County has two emergency operation center (EOCs) to serve Riverside County.
They are located at :
Riverside County Administrative Center
4080 Lemon Street
Riverside, CA 92502
East County Emergency Operations Center
82-695 Dr. Carreon Blvd
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38 Indio, CA 92201
• Regional Level – In Standardized Emergency Management System (SEMS), the regional level manages and coordinates information and resources among Operational Areas within the mutual aid region and also between the Operaional Areas and the state level. • State Level – The state level of SEMS manages state resources in response to the emergency needs of the other levels and coordinates mutual aid among the mutual aid regions and between the regional level and state level. The state level also serves as the coordination and communication link between the state and the federal disaster response system.
NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
NIMS is a system very simular to the State of California Standardized Emergency Management System (SEMS) and is mandated by Homeland Security Presidential Directive (HSPD-5). The purpose of NIMS is to enhance the ability to manage domestic incidents by establishing a uniform set of processes and procedures that emergency responders at all levels of government will use to conduct response operations.
NIMS COMPONENTS
1. Command and management utilizing the incident command system (ICS), multi-agency coordination and joint information systems (JIS)
2. Resource management
3. Communications and information management
4. Preparedness, which includes planning, training, exercising, personnel qualification and certification, equipment acquisition and certification, and publications
5. Supporting technologies
6. Ongoing management and maintenance
NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS) COMPLIANCE REQUIREMENTS
1. Adopt NIMS to receive federal preparedness assistance. On June 13, 2006, the City of Moreno Valley adopted NIMS.
2. Adopt the Incident Command System (ICS). The City of Moreno Valley meets this requirement since ICS is a foundational element of Standardized Emergency Management System (SEMS) and is practiced by emergency management on a day-to-day basis.
3. Develop Mutual Aid Agreements. Resolution No. 91-96, the California Disaster and Civil Defense Master Mutual Aid Agreement, was approved and adopted by the City of Moreno Valley City Council on June 25, 1991. The agreement enables the sharing of every type of emergency response resource (firefighting, law enforcement, medical, etc.) between all jurisdictions.
4. Equipment Certification and Resource Management. The State of California has designated a SEMS Resource Management Specialist Committee to address this through the development City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
39 of templates and/or guidelines consistent with NIMS. Once templates and/or guidelines are available, the City of Moreno Valley will implement them.
EMERGENCY OPERATIONS CENTER (EOC)
The City of Moreno Valley Emergency Operations Center (EOC) is a centralized location for decision making about our jurisdiction’s emergency response. The EOC is where our emergency response actions can be managed and resource allocations can be tracked and coordinated with the field, operational area. The City of Moreno Valley’s primary EOC and alternate EOC locations are identified on page 30 of this plan.
SEMS EOC FUNCTIONS
• Operations Section is responsible for coordinating all non-fire and law-related field operations in support of the emergency. The Operations Section includes the following positions:
Operations Section Chief; Public Works Director, Construction/Engineering, Maintenance/Ops, and Damage Assessment, and Utilities Unit Leaders as well as Planning & Technical Specialists.
It includes Community Services Branch Director, Care & Shelter and Animal Shelter Unit Leaders; Fire & Rescue Branch Director, Hazmat/Search & Rescue Unit Leaders; and Law Enforcement Branch Director as well as any Agency Representatives as may be required. Duties may include but are not limited to:
• Traffic direction and control
• Coordination with field commanders for Fire, Law Enforcement, and other agency representatives or liaisons
• Debris removal
• Evacuation coordination
• Mass care and shelter
• Animal sheltering
• Utility coordination
• Damage Assessment
• Emergency resource distribution
• Agency Representative coordination
• Planning/Intelligence Section is responsible for collecting, evaluating, and disseminating information, developing an Action Plan every 12-hour operational period during activation, and collecting and maintaining all incident documentation. The Planning/Intelligence Section includes the following positions: Planning/Intelligence Section Chief, Documentation Unit Leader, Situation Status Unit Leader and support, Mapping/GIS Unit Leader, Message Center Unit Leader, EOC Operators and Runners. Duties may include but are not limited to:
• Information display in the EOC
• Compilation & distribution of EOC Action Plans
• Collect and maintain incident documentation
• Advanced planning
• Demobilization
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40 • Logistics Section is responsible for coordinating non-fire or law resource requests, tracking resource status, and coordinating EOC staffing in support of the incident. The Logistics Section includes the following positions: Logistics Section Chief, Communications, Technical Services, Facilities, Personnel, Procurement, Transportation, and Donations Management Unit Leaders.
Duties may include but are not limited to:
• Procuring, renting, leasing, or otherwise acquiring non-fire and non-law enforcement- related resources to support the incident
• Ensuring utilization of existing city resources before purchase, lease, or rental • Coordinating staffing of EOC personnel and volunteers • Track all non-fire and non-law resources that are non-disposable • Coordinate EMMA requests, tracking, and all elements, including lodging, that may be necessary for response personnel from outside the City
• Coordinate with Documentation Unit Leader to ensure there is coordination for who is maintaining various types of procurement documents during the incident • Alert & Warning
• Donations Management coordination
• Finance Section is responsible for financial activities such as tracking emergency hours, compensation and claims, and overall emergency costs. Finance is responsible for all long-term recovery functions. The Finance Section includes the following positions: Finance Section Chief, Cost/Time, and Compensation and Claims Unit Leaders. Duties may include but are not limited to:
• Coordinating with all EOC sections to capture real-time costs of the incident • To handle any workers compensation claims as a result of the incident • Issue an incident code at the time of activation
• Monitor and ensure all City policies and procedures are adhered to regarding procurement
• Management is responsible for the management of the overall incident, including implementing emergency management policies necessary to mitigate impacts from the emergency or disaster. Positions include EOC Director, EOC Manager, Executive Assistant, Security Officer, Safety Officer, Liaison Officer, Technical & Infrastructure Security Officer, Risk Manager, Public Information Officer. Duties may include but are not limited to:
• Recall of employees and personnel assignments
• Drafting or implementing City Ordinance relating to Curfews • Drafting or implementing City Ordinance relating to Price gouging • Drafting or implementing any other City Ordinance relating to the emergency • Drafting and processing Emergency Proclamations including ratification • Public information messaging, rumor control, public inquiries, press conferences, joint information system implementation, including management of a joint information center.
• Facility safety
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41 Command/Policy members include the Director of Emergency Management and City Council. Advisory members are the City Attorney, EOC Manager, Section Chiefs and Branch Directors as needed and are responsible for overall policy development and direction. Policy is tasked with ensuring Continuity of Operations & Operations of Government (COOP/COG).
The EOC Policy Group and other EOC positions are shown in the EOC Organization Chart shown in Figure 3. It should be noted that the EOC Organization Chart is a living document that constantly changes due to personnel changes and needs of the emergency response organization.
ACTIVATION CALL DOWN PROCESS
In the event an activation is required, the following is the general process of notification; notifications are typically done via cell phone or face-to-face:
1) EOC Manager to notify Executive Team & Division Managers of activation and level. a. City Manager or designee to notify elected officials or other officials as appropriate. 2) EOC Manager to notify EOC responders, by position, that may be necessary for the response. a. Note: This process may be modified by requesting assistance from OEM or other staff to make these notifications.
3) EOC Manager or designee, as time permits, notify County Operational Area duty officer. 4) EOC Manager or designee, as time permits or needs are identified, notify non-profit or other community organizations and if necessary, request them to respond. 5) EOC Manager or designee will notify all City personnel via a City Manager or designee-approved email intended to make non-response personnel aware of the activation.
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Emergency Operations Plan: Part 1 – Base Plan 2024
42 The EOC Organizational Chart reflected above is a sample of the structure for the City EOC. The names and position titles have been removed due to numerous ongoing changes to personnel. The chart reflects the current ICS organization and for each position, there are two to three personnel identified, trained, and ready to respond.
EOC ACTIVATION
The Director of Emergency Services or designee has the authority to activate, increase or reduce activation level or deactivate the EOC completely. The EOC Manager is responsible for ensuring the readiness of the EOC. The EOC Manager manages the overall EOC operation before, during, and after an emergency or disaster.
Depending on the nature of the emergency, the Director of Emergency Services or designee may activate the EOC to one of three levels.
• Normal day-to-day operations
• Management Watch
• Level Three – Minor Activation
• Level Two – Moderate Activation
• Level One - Full Activation
The criteria utilized for activating our EOC is listed in Figure 4 (below). This tables serves as a guide only and the City reserves the right to activate for any reason, to support any activities or incidents it deems may have an actual or potential negative impact on the City, its residents, or businesses.
EOC ACTIVATION LEVELS GUIDE
EVENT / SITUATION ACTIVATION LEVELS MINIMUM STAFFING
• Normal Operations Normal Operations • OEM Staff
• Light Earthquakes 4.0-4.9 magnitude
• Fire Red Flag Conditions
• Weather Watches
• Community Events/Festivals
• Low Public Health Emergency
• DOC Activation
Management Watch • OEM Staff
• Others as required
• Moderate Earthquake 5.0 to 5.9 magnitude
with damage
• Flood or Wind Watch or Minor Flooding
occurring
• Citywide Utility Outage
• Moderate Transportation Incident
• Minor Hazardous Materials
• Conflagration in Urban Area or Wildland
Urban Interface Fire
• Law Enforcement Event
• Moderate Public Health Emergency
LEVEL THREE
(Minor)
• As determined by
Director of Emergency
Management based on
needs of incident
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Emergency Operations Plan: Part 1 – Base Plan 2024
43 • Strong Earthquake 6.0 to 6.9 magnitude
with damage
• Intense Wide-Spread flooding or Wind
Warnings
• Major Utility Outage
• Major Transportation Incident
• Moderate Hazardous Materials
• Conflagration in Urban Area
• Wildland Urban Interface Fire
• Multiple Law Enforcement Events
• Major Public Health Emergency
TWO LEVEL
(Moderate)
• Increased staffing as
determined by the
Director of Emergency
Management based on
needs of incident
• Major to Great Earthquake 7.0 or greater
magnitude
• Severe Flooding or Wind Event
• Regional Utility Outage or Communications
Failure
• Large-Scale Transportation Incident
• Major Hazardous Materials
• Major Conflagration in Urban Area/Wildland
Urban Interface Area
• Major Law Enforcement Event(s)
• Declared State of War Emergency
LEVEL ONE
(Full Activation) • All EOC Positions
EOC OPERATIONS OVERVIEW BY ACTIVATION LEVEL
The size, scope, and complexity of an incident will determine the activation level, if one is warranted.
While the EOC Activation Guide outlines when an activation may be necessary, there are also some general guidelines on what types of activities may be undertaken for each level. The required activities of a particular incident will also have a direct connection to the hours of operation, known as the operational period. The EOC Manager will set the operational period for the EOC based on such activities and staffing requirements. These operational periods may also be altered to the number of consecutive or staggered days as required.
OPERATIONAL PERIOD OPTIONS
One 12-hour shift (12-hour operation)
Two 12-hour shifts (24-hour operation)
Three 8-hour shifts (24-hour operation)
Examples of general activities by activation level:
Management Watch
• The initial stage of response activities for the City EOC. Management Watch requires OEM to monitor events and notify the Fire Chief to recommend/advise if Management Watch is warranted or next level.
• Hours of operations for Management Watch will be determined based on the needs of the actual or pending incident.
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44 • In this phase, communication about incident status will most likely be done via email as incident status evolves, however, phone calls, or other coordination methods may be used individually or in tandem.
Level Three
• Staff may be requested to monitor the situation from the EOC or from their regular workstations during normal or extended hours and periodically meet to discuss the situation status.
• Staff may be requested to monitor the situation from the EOC 24 hours a day, rotating shifts every 12 hours.
• In this phase, communication will be done primarily via face-to-face or cell phone with email being used to share occasional status updates with other stakeholders.
Level Two (Limited Activation)
• Staff may be requested to operate the EOC during normal or extended hours. • Staff may be requested to operate the EOC 24 hours a day, rotating shifts every 12 hours. • In this phase, communication will be done primarily via face-to-face or cell phone with email being used to share occasional status updates with other stakeholders.
Level One (Full Activation)
• Staff will be requested to operate the EOC 24 hours a day, rotating shifts every 12 hours. • In this phase, communication will be done primarily via face-to-face or cell phone with email being used to share occasional status updates with other stakeholders.
During EOC activations, coordination will occur at all levels. Field personnel within the ICS structure are trained to communicate with EOC personnel as required by the incident based on discipline or ICS function.
A Department Operation Center (DOC) is a designated area within a discipline-specific department utilized for coordinating response and recovery-related issues when a full EOC activation is not warranted. The City of Moreno Valley Public Works department operates a DOC.
When incidents are expected to or are actually negatively impacting the City, its businesses, or residents, the EOC, through existing pre-emergency relationships, may work with faith-based and non- profits and other community-based organizations to facilitate getting the resources these entities have to those in the City with unmet needs. This is a prime example of using relationships to meet the needs of the whole community.
Riverside County Operational Area EOC will coordinate with Moreno Valley EOC and other EOCs within the OA. Information from all EOCs within Riverside County will be filtered into the Riverside County OA EOC, who will then disseminate county-wide information back to EOCs within the County. If mutual aid is required, Moreno Valley EOC will request it through the OA EOC.
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45 Riverside County serves as the single point of contact for its jurisdiction to the State’s Regional Emergency Operating Center (REOC). The OA EOC reports county-wide information to REOC utilizing the state version of WebEOC called CALEOC.
Moreno Valley EOC may utilize an internal city-only instance of WebEOC, an online computer system to track messages, position logs, situation reports, damage reports, press releases, action plans, resource requests, and other incident documentation. This database system is networked, allowing users to easily share information. If the network system is not available, each EOC computer has the EOC Database System installed locally. In the event that computers are damaged, or the backup generator is not working, all EOC database forms are printed and available to utilize manually. In some cases, an incident may be progressing and changing faster than information can be entered into the system. In these instances, personnel may opt for hard-copy, face-to-face, or other communication tools to manage the incident.
To facilitate multi-agency public information communications and coordination, Moreno Valley Public Information Officer or designee may activate a Joint Information Center (JIC). A Joint Information Center is activated when multiple agencies need to collaborate to provide timely, useful, and accurate information to the whole community. Examples of serving the needs of the whole community may include but are not limited to use of translators, utilization of American Sign Language or other interpretive interactive services, printing items in braille or non-English, etc. Working with community partners such as Independent Living Centers is one way the needs of the whole community may be addressed. Press releases and other incident information will be shared in accessible ways to ensure inclusion of the whole community.
The City is working to identify and enhance relationships with faith-based, non-profits, and other community-based organizations. Partnering with these agencies in advance allows the City to develop relationships with them and understand what resources they can provide for those affected during a disaster. When adversely affected individuals and businesses have needs during or after a large incident, community-based organizations can often provide direct aid to those in need, either in terms of helping
MUTUAL AID
California participates in a statewide mutual aid system that is designed to ensure adequate support is provided to jurisdictions whenever their own resources are exhausted. The basis for the system is the California Disaster and Civil Defense Master Mutual Aid Agreement.
The California Disaster and Civil Defense Master Mutual Aid Agreement creates a formal structure wherein each jurisdiction retains control of its own facilities, personnel, and resources, but may also receive or render assistance to other jurisdictions within the state. State government is obligated to provide available resources to assist local jurisdictions in emergencies if that local jurisdiction has exhausted local resources. It is the responsibility of the local jurisdiction to negotiate, coordinate and prepare mutual aid agreements. Mutual aid agreements exist for law enforcement, fire, public works, medical services, and emergency managers. Mutual Aid assistance may be provided under one or more of the following:
• California Disaster and Civil Defense Master Mutual Aid Agreement • Emergency Management Assistance Compact (EMAC)
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46 • Law Enforcement Mutual Aid System
• Search and Rescue Mutual Aid System
• Fire Mutual Aid System
• Urban Search & Rescue
• Public Works Mutual Aid Agreement
• Emergency Managers Mutual Aid (EMMA)
• Coroner/Medical Examiner Mutual Aid
• Disaster Medical Mutual Aid System
• Riverside County Operational Area Agreement
• Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 100-705)
Mutual aid may also be obtained from other states. Interstate mutual aid may be obtained through direct state-to-state contacts, pursuant to interstate agreements and compacts, or may be coordinated through federal agencies. California is party to the Emergency Management Assistance Compact (EMAC) allowing states to share emergency response resources immediately during a disaster without having to use valuable time reaching aid agreements.
Our statewide mutual aid system, operating within the framework of the California Disaster and Civil Defense Master Mutual Aid Agreement, allows for the progressive mobilization of resources to and from emergency response agencies, local governments, operational areas, regions, and state with the intent to provide requesting agencies with adequate resources. The flow is depicted below:
MUTUAL AID RESOURCE REQUESTING FLOW CHART
Federal Emergency Management Agency (FEMA)
State Operations Center
Regional Emergency Operations Center (REOC)
County of Riverside Emergency Operations Center
City of Moreno Valley Emergency Operations Center
City of Moreno Valley Field Level Response
MUTUAL AID COORDINATION
Mutual aid coordination is essential to emergency operations. To help facilitate mutual aid requests, mutual aid coordinators are assigned at the State, Regional and OA levels. The role of a mutual aid coordinator is to receive and coordinate mutual aid requests. All unfilled requests will then move up to the next level. Some incidents do not require the activation of an Emergency Operations Center (EOC), therefore Mutual aid coordinators may function from either their normal departmental location or from an EOC.
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47 Discipline-specific mutual aid representatives may be located in various EOC sections, branches or units or may serve as an agency representative depending on how the EOC is organized and to the extent to which it is activated.
A significant component of our mutual aid system is volunteer and private agencies. These include agencies such as the American Red Cross and Salvation Army who mobilize to aid with mass care and shelter. During large-scale incidents that require mass care and sheltering, these agencies typically provide representatives to the Moreno Valley Emergency Operations Center (EOC).
Many private agencies, faith-based, non-profits, and other organizations offer to provide their assistance during emergencies. If needed, Moreno Valley EOC may request that the agency provide a liaison to the EOC to help facilitate and coordinate mutual aid.
MUTUAL AID REGIONS
To facilitate the coordination and flow of mutual aid, the State is divided into six Emergency Mutual Aid Regions by Cal OES numbered I-VI. They are further divided into Coastal Region (region II), Southern Region (regions I & VI) and Inland Region (regions III, IV & V). The City of Moreno Valley is located in Region VI, which is considered the Southern Region. Southern Region headquarters is located at: 4671 Liberty Avenue, Building 283, Los Alamitos, California. The mutual aid and administrative regions are depicted as follows:
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48 MUTUAL AID FACILITIES
Mutual aid resources may be received and processed at several types of facilities. They are:
• Marshalling Areas – An area used for the complete assemblage of personnel and other resources prior to their being sent directly to the disaster area. Marshalling areas may be established in other states for a catastrophic event in California. • Mobilization Center – An off-site location where emergency services personnel and equipment are temporarily located pending assignment, release or reassignment. • Staging Areas – A location established where resources can be placed while awaiting a tactical assignment.
MUTUAL AID TRACKING
Tracking of mutual aid resources occur at several levels. They are:
• Incident Level – Resources are tracked at the incident through the Resources Status Unit.
Leaders are assigned to track resources utilizing a check-in process and form ICS 203 (Organizational Assignment List) and form ICS 204 (Division/Group Assignment List). • EOC Level – During EOC activations, Moreno Valley EOC will process and track mutual aid resource requests ordered through their internal Logistics Section Personnel Unit Leader as well the OA EOC will also track at their level. When tracking at the local level, requests should be tracked by the Mission Task Number or other easily identifable data. • Fire Mutual Aid – Fire will track resources by using a resource ordering status sytem.
EMERGENCY COMMUNICATIONS
To ensure that necessary communications are not disrupted, the City of Moreno Valley has identified alternatives for emergency communications (identified below). These systems are tested regularly:
The City of Moreno Valley’s 800-Megahertz (MHz) system consists of radio repeaters, mobile units, base stations, and handheld transceivers (HT) that operate on the Public Safety band. Three 800 MHz repeater systems are utilized for citywide coverage within the City.
The City is licensed under Part 90 of the Federal Communication Commission (FCC) rules and regulations to operate on six radio channels. This includes three repeater channels and three simplex/talk -around channels in the 800 MHz Public Safety band.
Radio channels are assigned into three radio service groups:
• General Services
• City Tactical
• Public Safety
The City of Moreno Valley utilizes the low -band “Disaster Net” radio system to communicate with Riverside County’s OA Primary and Alternate EOC’s and neighboring jurisdictions within Riverside County during an emergency or incident. This system uses a low frequency band and has back -up frequencies in case of an outage on the primary channel.
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49 The City has a portable disaster case radio unit. This portable case holds several radios which allow communications with other agencies such as County Emergency Services, County Fire, County Police, Hospitals, cities within Riverside County, Moreno Valley Unified School District and Valley View Unified School District. These radios function on the Countywide Public Safety Enterprise Communication network which is managed by Riverside County Sheriff’s Dept.
Mobile radio communications is available utilizing the Moreno Valley Police Mobile Command Center (MCC). The command center has the capability of patching Sheriff, California Highway Patrol (CHP), Riverside Police, CALFIRE, March Air Reserve Base and Moreno Valley Park Rangers all on the same frequency at the same time. The command center also has the capability to use a Handheld Transceiver (HT) "pigtail" connector that takes any agency HT radio, attached to our radio system, and is able to communicate with that agency and the agencies listed above.
Mobile radio communications is also available using the Office of Emergency Management (OEM) city pickup truck. This vehicle is equiped with the City’s 800 MHz (mobile) radios and HAM radios. During an identified emergency or incident, emergency communications supersede day -to-day business communications.
Moreno Valley OEM has a cadre of trained volunteers that operates on HAM radio frequencies in support of governmental emergency communications. These emergency communications volunteers can augment existing systems and establish communication links with otherwise inaccessible areas. They play an important role in emergency communications for the City. Not only do they provide alternate communications in an emergency, they are capable of sending live video and audio from the incident site to our City’s Emergency Operations Center (EOC) vi a the ham radio freque ncies. During emergency incidents and special events, the MV emergency communications staff and /or volunteers may be activated by the OEM Division Manager or designee. During an Emergency Operations Center (EOC) activation, the group may be requested by the Logistics Section as a personnel resource.
OEM also has mobile radio communications capabilities utilizing the Mobile Emergency Communications trailer. It is capable of communicating on most HAM radio frequencies and the City’s 800 MHz Radio System.
The City subscribes to RAVE Alert & Warning Notification system titled “Alert MoVal” which enables them to issue emergency alert & warning emails, text, or phone calls to residents who have signed up to receive the alerts. Efforts to encourage city residents to sign up is ongoing year round and is a constant focus of community engagement. Messages are typically delivered in English and Spanish but with translation assistance, can also be translated into any language necessary during an incident. This system is specifically intended for individuals who reside, work, own a business , or attend regular religious or other services in the City. There are several individuals within the City who are trained to draft, send, and track messages. Some messages may be pre-scripted with only specific incident-details being revised for the incident but because incidents vary so much, it is not unusual to have to script a message based on incident needs. As a norm, messages are typically sent in English and Spanish as a standard practice.
Alert & Warning services are not available in ASL currently.
The Riverside County OA also has an alert & warning system “Alert RivCo.” All efforts within the City to encourage residents to register for Alert MoVal, also include efforts to have individals register for Alert City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
50 RivCo. This gives a broader scope of reach potentially to spread incident information. When an incident is occuring, the OA is often asked to duplicate messaging on their platform that mirrors the City’s.
HAZARD MITIGATION
Hazard mitigation is defined as any action taken to reduce or eliminate the long-term risk to human life and property from natural hazards. Section 409 of Public Law 93-288, requires, as a condition of receiving federal disaster aid that repairs, and construction be done in accordance with applicable codes, specifications, and standards. It also requires that the state or local government recipients of federal aid evaluate the natural hazards of the area in which the aid is to be used, and take action to mitigate them, including safe land use and construction practices.
To be effective, hazard mitigation actions must be taken in advance of a disaster. After disaster strikes, mitigation opportunities exist only during recovery and even those opportunities can be limited by the absence of advance planning. Nevertheless, the immediate post-disaster period does present special opportunities for mitigation. Section 409 deals with the opportunities presented in a current disaster to mitigate potential hardship and loss resulting from future disasters. Hazard mitigation is a continuing effort in which all-local communities and state agencies are encouraged to prepare hazard mitigation plans that identify ways to reduce damage caused by disasters.
The key responsibilities of local governments are to:
• Participate in the process of evaluating hazards and adopting appropriate hazard mitigation measures, including land use and construction standards. • Participate on Hazard Mitigation Survey Teams and Inter-agency Hazard Mitigation Teams, if appropriate.
• Participate in the development and implementation of section 409 plans or plan updates, as appropriate.
• Coordinate and monitor the implementation of local hazard mitigation measures
LOCAL HAZARD MITIGATION PLAN (LHMP)
The City of Moreno Valley, in coordination with Riverside County and its jurisdictions, worked together to complete a county-wide multi-hazard mitigation plan, called the Riverside Operational Area Multi- Jurisdictional Local Hazard Mitigation Plan. This plan is pursuant to the Disaster Mitigation Act of 2000 (Public Law 106-390), signed into law by the President of United States on October 30, 2000, to amend the Robert T. Stafford Disaster Relief Act of 1988. This new legislation reinforces the importance of pre-disaster infrastructure mitigation planning to reduce disaster losses nationwide.
Moreno Valley City Council approved the City Local Hazard Mitigation Plan on May 16, 2023, via Resolution 2023-33.
HAZARD MITIGATION GRANT PROGRAM (HMGP)
The Hazard Mitigation Grant Program (HMGP) provides grants to states and local governments for implementing long-term hazard mitigation measures. The purpose of the HMGP is to reduce the loss of life and property due to natural disasters and to enable mitigation measures to be implemented before City of Moreno Valley
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51 or immediately following a disaster. HMGP is authorized under Section 404 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act.
The HMGP is only available to applicants that reside within a Federally declared disaster area. Eligible applicants are:
• State and local governments
• Indian tribes or other tribal organizations
• Certain non-profit organizations
Although individuals may not apply directly to the state for assistance, local governments may sponsor an application on their behalf in some instances.
The amount of funding available for the HMGP under a particular disaster declaration is limited. The program may provide a state with up to 7.5 percent of the total disaster grants awarded by the Federal Emergency Management Agency (FEMA). States that meet higher mitigation planning criteria may qualify for a higher percentage under the Disaster Mitigation Act of 2000. FEMA can fund up to 75% of the eligible costs of each project. The grantee must provide a 25% match.
HAZARD ANALYSIS
The City of Moreno Valley has identified hazard risks to various natural, technological, and man-made emergencies and disasters. The matrix below identifies these hazards and their likelihood of occurring in our City. Specific threat assessments are located in the Threat Summary section (following the Hazard Analysis).
Figure 8: Hazard Matrix: Likelihood of Occurrence
Hazard Infrequent Sometimes Frequent
Impact on City
(Depending on Severity)
Low Moderate High
Earthquake < 5.0 X X
Earthquake
>5.0 and <7.0 X X X
Earthquake >7.0 X X
Hazardous
Material X X X X
Wildfire X X X X
Flooding X X X X
Dam Failure X X
Transportation X X X X
Civil Unrest X X X
Power Outage X X X
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52 Figure 8: Hazard Matrix: Likelihood of Occurrence - Continued
Hazard Infrequent Sometimes Frequent
Impact on
City
(Depending
on
Severity)
Terrorism X Low Moderate High
Public Health
Emergency X X X X
Nuclear Incident X X X X
THREAT ASSESSMENT OVERVIEW
This section of the Emergency Operations Plan consists of a series of threat assessments. The purpose is to describe the area at risk and the anticipated nature of the situation, which could result should the event occur.
The City of Moreno Valley encompasses over 50 square miles and is located in the western portion of Riverside County, surrounded by Riverside, Perris, March Air Reserve Base, Lake Perris, and the unincorporated area known as the Badlands, a mostly rural wildland interface area. Moreno Valley has the second largest population within Riverside County with a population of 208,634 (as of April 1, 2020, State Department of Finance). Moreno Valley is one of California’s fastest-growing cities. Moreno Valley is located within the Southern Administrative Region VI of the State Office of Emergency Services (CalOES).
The City of Moreno Valley is home to two public school districts: Moreno Valley Unified School District, with a total of 23 Elementary Schools, 6 Middle Schools, 4 Comprehensive High Schools, 1 Charter School, 1 Adult School, 1 Continuation School, 1 Community Day School, 1 Pre-School and 1 Academic Center with a total of 37,001 students enrolled; and Val Verde Unified School District (includes Perris, Mead Valley and Moreno Valley) has 12 Elementary Schools, 3 Middle Schools, 3 High Schools, 1 Continuation School and 1 Pre-school with a total of 17,624 students enrolled. Moreno Valley is also home to one of the Riverside Community College campuses with 7,000 students enrolled.
Moreno Valley has two acute care facilities within its boundaries: Riverside County University Health Systems – Medical Center and Kaiser Permanente Hospital. Additionally, there are numerous assisted living facilities (private and for-profit), dialysis centers, and urgent care centers.
The City of Moreno Valley is vulnerable to a wide range of threats. In the past, Moreno Valley has experienced emergencies such as earthquakes, floods, wildfires, and hazardous materials incidents.
These, and other emergency incidents, could occur at any time.
Consider the following:
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Emergency Operations Plan: Part 1 – Base Plan 2024
53 • A major earthquake occurring in Moreno Valley could have a catastrophic effect on the population given the City’s proximity to the San Andreas Fault and the very active San Jacinto Fault. Even a moderate quake could have near catastrophic results on infrastructure, transportation, and utility systems.
• Portions of Moreno Valley may be subject to flooding as a result of a catastrophic failure at either Perris Dam or Poorman’s Reservoir.
• A transportation incident could affect numerous areas within the City. Major highways such as Highway 215 and Highway 60 traverse Moreno Valley, as well as a railway. A major air crash from surrounding March Air Reserve Base or other nearby airports could also occur within Moreno Valley. • Moreno Valley has many industrial businesses that have hazardous materials on site posing a serious threat during an incident such as fire, earthquake, or terrorist incident. • Civil unrest of even moderate size could significantly disrupt transportation, utilities, businesses, and government operations posing not only safety concerns, but also economic ones as well.
Any single incident as well as a combination of events could require evacuation and/or sheltering of a large percentage of the population, including commuters who transverse the major highways around the City that could be stranded for extended periods. The police department is the legal entity charged with ordering evacuations. Generally, the decision to evacuate a community or area is a joint intel decision between first responder agencies, and in some cases, utility providers or other subject matter experts. While prepared to conduct shelter operations independently, the City also has a longstanding working relationship with American Red Cross. American Red Cross is a cadre of volunteer subject matter experts in this arena. If the American Red Cross is unable to staff shelters within the City, the City has a cache of trained personnel available to conduct the operations.
The following threat assessments identify and summarize some of the hazards that could affect the City of Moreno Valley:
Threat Assessment 1 - Earthquake
Threat Assessment 2 – Hazardous Materials
Threat Assessment 3 – Wildfires
Threat Assessment 4 – Flooding
Threat Assessment 5 – Dam Failure
Threat Assessment 6 – Transportation Emergencies
Threat Assessment 7 – Civil Unrest
Threat Assessment 8 – Power Outages
Threat Assessment 9 – Terrorism
Threat Assessment 10 – Public Health Emergency
Threat Assessment 11 – Nuclear Incident
THREAT ASSESSMENT: EARTHQUAKE
The City of Moreno Valley is located near several known active and potentially active earthquake faults including the San Jacinto fault, Elsinore fault, San Andreas fault and Casa Loma fault. One of the greatest potentials for earthquake damage to Moreno Valley comes from activity along the San Jacinto Fault Zone. The San Jacinto Fault Zone is considered to be the most active fault in Southern California.
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54 In the event of an earthquake, the location of the epicenter as well as the time of day could have a profound effect on the potential number of deaths and casualties.
An earthquake occurring in or near this area could result in property damage, environmental damage, and disruption of normal government services and activities. The effects could be aggravated by collateral damage such as fires, flooding, hazardous material spills, utility disruptions, landslides, transportation emergencies and possible dam failure.
Significant damage to buildings and infrastructure could occur due to severe ground shaking. The community needs could exceed the response capability of the City of Moreno Valley’s emergency management organization, requiring mutual aid from other areas. Response and disaster relief support could be required from the county, state, and federal governments. These systems and all fall within the previously discussed SEMS and NIMS organizational structures.
The primary consideration during an earthquake is saving lives. Emergency response will include providing shelter to displaced citizens and attempting to restore basic needs and services as quickly as possible. A major effort will be made to remove debris and clear roadways, demolish unsafe structures, assist in reestablishing public services and utilities, and provide continuing care for affected citizens.
Reestablishment of hospital services could take an extended period causing greater impacts. It should be noted that while the City supports the whole community in each of these endeavors, there are some restrictions to City abilities to assist residents on private property; proclamation of a local and/or state of emergency could provide some relief in this regard, however, the City must work closely with Policymakers to ensure adherence to all laws, ordinances, etc. A Federal Declaration could be used as well to augment traditional restrictions, laws, etc.
After any earthquake, there could be a loss of income. Individuals could lose wages due to business closure or damage to goods. Economic recovery is critical to our community. Federal, state, and local policymakers will work with the OA and City EOC to identify ways in which economic flow can be stimulated, provided, etc.
FAULT TYPES
A fault is a fracture in the earth's crust whereby two blocks of the crust have slipped with respect to each other. Faults are divided into three main groups, depending on how they move.
San Jacinto fault passes through the eastern portion of Moreno Valley and the San Andreas fault is located approximately 15 to 20 miles northeast of Moreno Valley. Both the San Jacinto and San Andreas faults are right-lateral strike-slip faults. Below is a map of California Faults:
Figure 10: California Earthquake Faults. Source California Conservation City of Moreno Valley
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55 The strength of an earthquake is generally expressed in two ways: magnitude (Richter Scale) and intensity (Modified Mercalli Intensity Scale). The magnitude is a measure that depends on the seismic energy radiated by the earthquake as recorded on seismographs. An earthquake’s magnitude is expressed in whole numbers and decimals (e.g., 6.8). The intensity at a specific location is a measure that depends on the effects of the earthquake on people or buildings. Intensity is expressed in Roman numerals or whole numbers (e.g., VI or 6). Although there is only one magnitude for a specific earthquake, there may be many values of intensity (damage) for that earthquake at different sites. A comparison of both the Richter scale and Modified Mercalli is as follows:
Figure 11: Comparison of Richter Magnitude and Modified Mercalli Intensity Richter
Magnitude
Expected Modified Mercalli
Maximum Intensity (at epicenter)
2 I - II Usually detected only by instruments
3 III Felt indoors
4 IV - V Felt by most people; slight damage
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56 5 VI - VII Felt by all; many potentially frightened and could run outdoors; damage minor to moderate
6 VII - VIII People running outdoors more frequently;
damage moderate to major
7 IX - X Major damage
8+ X - XII Total and major damage
California has many active earthquake faults. In 1996, California had an average of 1280 earthquakes per month. In 1997, there was an average of 899 earthquakes per month and in 1998, the average was 975 per month (according to US Geological Survey). Below is a map from the Southern California Earthquake Data Center showing earthquakes of 4.5 magnitude or greater since 1812. • Liquefaction - is a phenomenon involving the loss of shear strength of soil. It happens when loosely packed, waterlogged sediments lose their strength in response to strong shaking and can cause major damage during earthquakes. During the 1989 Loma Prieta earthquake, liquefaction of the soils and debris used to fill in a lagoon caused major subsidence, fracturing, and horizontal sliding of the ground surface in the Marina district in San Francisco.
Although Moreno Valley has not seen evidence of liquefaction events occurring in the community nor has geotechnical reports submitted to the City identified 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. See Figure 13.
Figure 13: City Liquefaction Map
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57 • Land settlement - may be a problem in that subsurface soils are similar to those in the Perris Valley to the south, where significant settlement has been reported. • Landslides – there is some potential for landslides in the Badlands because the slopes are steep, and the underlying geologic material is poorly consolidated.
Water displacement, sometimes referred to as seiching, may present a hazardous situation during an earthquake at Poorman’s Reservoir, Sunnymead Lake and Lake Perris if the seiching in conjunction with ground shaking resulted in dam failure. Water storage tanks located within Moreno Valley are also susceptible to seiching. However, water tanks are designed to safely detain and direct the flow of water in the event of failure or leakage.
DAMAGE IMPACT POTENTIAL
Damage to public services may include disruption of communications, water, sanitation, electrical power, natural gas, petroleum fuels; damage to highways and bridges, hospitals; and disruption of public safety operations.
UTILITY IMPACT POTENTIAL
Numerous fires due to disruption of power and natural gas networks can be expected. Electrical shorting, gas explosions, unsecured water heaters and chemical fires. Fires caused ninety percent of the damage during the 1906 San Francisco earthquake. Damage to water supply could reduce the effectiveness of conventional firefighting methods. Fire involving hazardous materials will require additional resources.
System failure, overloading and loss of electrical power will most likely affect local telephone systems.
The 911 system may be overloaded immediately following an earthquake. Radio systems are expected to operate at 40% effectiveness within the first 12 hours following an earthquake. Microwave systems will most likely be 30% or less effective following a major earthquake.
Transmission lines are the most vulnerable during an earthquake. They are subject to extensive earthquakes induced land sliding, particularly during the wet season. Transmission lines can be put out of service by conductors swinging together short circuiting them out of service, and also by broken lines due to increased tension from the surface fault movement. Damage to substations may cause outages.
Repairs of electrical equipment require physical clearing the roadways, and movement of special equipment. Restoration of local electrical power will be coordinated with regional and local utility representatives. Up to 60% of the system load may be interrupted immediately following the initial earthquake shock wave. Much of the affected area may have service disrupted for days and severely damaged areas could take longer to repair.
Damage to natural gas facilities may consist primarily of isolated breaks in major transmission lines.
Breaks in mains and individual service connections within the distribution system may be significant, particularly near the fault zones. Two 30-inch diameter lines cross the San Andreas in the San Gorgonio Pass and into Moreno Valley. These transmission lines, running the entire width of Riverside County and crossing all three major faults, provide 40% of the natural gas distributed throughout Southern California. There is a risk of fire at various rupturing sites.
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58 Water availability is a major concern to the City of Moreno Valley. Water would be used to support life, treat the sick and injured and fire suppression. If damage occurs to water reservoirs, potable water will have to come from surrounding areas. Water wells may not be functioning due to damage, loss of electricity and lack of backup power.
Overflow of sewage through manholes and ponds can be expected due to breakage in mains and loss of power. As a result, there could be a danger of excessive collection of explosive gas in sewer main and flow of untreated sewage in some street gutters. Many house sewer connections will break and plug, causing them to become inoperative.
Many major pipelines cross the San Andreas Fault and San Jacinto Fault. Pipeline breakage is expected and there is a possibility of fire and explosions where failures occur.
TRANSPORTATION IMPACT POTENTIAL
Moreno Valley has two freeways that run through the City. They are Interstate 215 (runs north and south) and Highway 60 (runs east and west). There is a possibility of bridge and overpass collapse that would isolate citizens and make it difficult to transport rescue equipment to affected areas. Significant damage is expected on surface streets. Debris, falling electrical wires and pavement damage will likely block many surface streets.
The Union Pacific Southern Pacific passes through the San Gorgonio Pass and San Timoteo Canyon west of Moreno Valley to Redlands. The rail lines parallel almost the entire length of the San Andreas Fault through the County. During an earthquake, train rails could be bent or destroyed which would overturn cars (possibly with hazardous materials on board) and damage could occur to supporting structures.
The Burlington Northern and Santa Fe Railway has lines running parallel along Interstate 215 then easterly through Winchester to downtown Hemet and San Jacinto. Due to its origination in the San Bernardino/Colton area, there could be major damage in those areas, possibly disrupting normal services.
Metro Link - June 6, 2016, along with the Perris Valley Line extension of the Metro link commuter rail system. Moreno Valley/March Field is a train station in unincorporated Riverside County, California, United States, near March Air Reserve Base and Moreno Valley.
DAM IMPACT POTENTIAL
Moreno Valley is located within the vicinity of four dams that could affect thousands of people. There is some potential for dam rupture during an earthquake. From the time of complete failure to inundation there could be as little as 5 to 10 minutes which will not be enough time to issue a warning to the public and initiate evacuations. Failure of the dam at Poorman’s Reservoir (Pigeon Pass Reservoir) could result in extensive flooding along the downstream watercourse. The risk of flooding due to dam failure is limited to the period during and immediately after major storms, as the reservoir does not retain water throughout the year. Failure of the Lake Perris Dam would only affect a small area south of Nandina Avenue along the Perris Valley Storm Drain and the Mystic Lake area in the southeast corner of Moreno Valley.
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59 LANDSLIDE IMPACT POTENTIAL
An earthquake could cause landslides, particularly in the Badlands area of Moreno Valley because the slopes are steep, and the underlying geologic material is poorly consolidated. Falling debris from steep slopes throughout Moreno Valley is considered a hazard during an earthquake.
AIR TRAFFIC IMPACT POTENTIAL
March Air Reserve Base airport is designated as a Regional Assistance Center and may be used to disseminate large amounts of material to outlying areas. The airport is situated on the Perris Block, which is a relatively stable granite base. Therefore, its runways are expected to remain viable.
However, there is a potential for the control tower to be damaged and the air traffic might have to be controlled by an alternate command center or mobile unit. No damage is expected to occur to the underground fuel storage units.
HOSPITAL IMPACT POTENTIAL
There are two hospitals located within the City of Moreno Valley. Kaiser Permanente Hospital and Riverside County Regional Medical Center are both located within the City. Both hospitals are located approximately two miles apart from each other south of the 60 freeway and east of the 215 freeway.
This could present a major problem depending on the type of damage and road blockages. Both hospitals are also located within 3 to 4 miles of the San Jacinto Fault. If the earthquake damaged our local hospitals, patients would be transported to nearby hospitals or field hospitals.
RESIDENTIAL STRUCTURE DAMAGE IMPACT POTENTIAL
Depending on the location of the earthquake, we can predict what types of damage might occur to certain types of structures.
• Single-family homes – might suffer some structural damage and loss of contents. Wood frame homes could sustain light to heavy damage depending on the intensity of the earthquake.
• Mobile homes – may be subject to shifting off their foundation support. Attached awnings, porches and skirting could be subject to separation along with utilities possibly being sheared off.
THREAT ASSESSMENT: HAZARDOUS MATERIALS
Hazardous materials are any substance or combination of substances that may pose a risk to human health and safety or the environment. Hazardous materials include toxic, corrosive, infectious, flammable, explosive and radioactive substances. Federal, state, and local governments have enacted a variety of laws and established programs to deal with the transport, use, storage, and disposal of hazardous materials to reduce the risks to public health and the environment.
Hazardous material incidents can happen anywhere, however there are certain areas that are at a higher risk. Roadways and railways that are used to transport hazardous materials have increasing potential as well as industrial facilities that use, store, and dispose of such materials. Releases of explosive, caustic and flammable materials can cause many injuries and deaths as well as large-scale evacuations or sheltering in place.
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60 RIVERSIDE COUNTY HAZARDOUS WASTE PROGRAM
The Riverside County Hazardous Materials Program and Response Plan outlines that hazardous materials response is provided to the City of Moreno Valley by Riverside County Fire Department Hazardous Materials Response Team via the long-term fire suppression contract. A hazardous situation in the City of Moreno Valley could stem from a number of ways including but not limited to railroad or truck transportation incidents, storage of hazardous materials at a business, illegal drug manufacturing, or illegal dumping of chemical waste.
TRANSPORTATION
Trucks heavily travel Interstate 215 and Highway 60. An accident involving hazardous materials could require evacuations of surrounding areas as well as major re-routing of traffic. Extensive decontamination of affected areas would occur. Several Water District trucks containing chlorine travel to and through the City each day.
Many hazardous materials travel near our city and throughout the county via the railways. Train cars can leave the tracks for various reasons such as debris on the tracks, a collision, or an earthquake.
Currently, there is one business located in Moreno Valley that exceeds the Federal and California threshold for storing chlorine gas and is required to file both Federal and California Response Plans.
The City of Moreno Valley has well over 293+ facilities that use smaller amounts of chemicals such as gas stations, retail stores, dry cleaners, auto repair shops, hospitals, school laboratories etc.
ILLEGAL DUMPING
Although many rules and regulations are in place about the disposal of hazardous waste, illegal dumping does occur. It is anticipated that as the costs and restrictions increase for legitimate hazardous waste disposal sites, illegal dumping will increase proportionately.
The Hazardous Materials Branch (HMB) of the Environmental Health Services Division of the Riverside County Health Department operates a hazardous waste program. The HMB inspects those involved in generating, hauling, storage, treating and disposing of these wastes. The HMB also operates mobile household hazardous waste (HHW) roundups and checks loads at local landfills for hazardous wastes.
The City offers at least four free HHW events a year to prevent illegal dumping. The City also has an app that anyone can download and anonymously report illegal dumping. Following a major disaster, illegal dumping can become overwhelming for local jurisdictions. In these times, the City will work diligently with residents and businesses to prevent it and or remove it if found. This can be a very costly element of disaster response for the City and one that would likely require additional private sector resources to be procured.
THREAT ASSESSMENT: WILDFIRE
The City of Moreno Valley contracts with the Riverside County Fire Department/CALFIRE for fire suppression and inspection services. CALFIRE is an all-risk fire protection agency with primary responsibility for protection of approximately 33 million acres from wildfires in the State of California.
Headquarters for the CALFIRE Riverside Unit is located in the City of Perris. Based on geographical makeup and climatic conditions, Riverside County is statistically one of the most active wildfire counties in the state.
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61 Typically, from June until October, cities and unincorporated areas face a serious threat of wildfire. Dry seasons and flammable brush contribute to this serious threat, as well as high temperatures, low humidity, and high winds. Below average rainfall concerns all fire agencies. CALFIRE actively requires homeowners to do their part by clearing vegetation between 30 to 100 feet around their homes.
While the City of Moreno Valley proper has a fairly low incident of major wildland-type fires, the surrounding areas cause great concern for wildfires and fires in these areas have and do often cause direct impacts to the City, such as transportation delays, the need for sheltering services, etc.
Surrounding the City, the areas of Box Springs Mountain, located in the western end of Moreno Valley and north of Highway 60; San Timoteo Canyon, which is located north of highway 60 off Redlands Blvd; and Reche Canyon, located north of Highway 60 and the hills north and south of highway 60 between the Gilman Springs and Jack Rabbit Trail exit all serve as areas of concern given their potential for wildfire.
In October of 2005, winds fanned a blaze, dubbed the Woodhouse Fire, which burned 6,442 acres and was centered in the Badlands area near Moreno Valley. This caused closure of portions of Highway 60 and San Timoteo Canyon Road. An evacuation center was established at Valley View High School in Moreno Valley. The Woodhouse Fire burned up to an area already blackened by a fire the week before that burned 1160 acres northeast of Moreno Valley at San Timoteo Road destroying three commercial chicken houses and over 90,000 chickens. In 2022 the Fairview Fire erupted in the City of Hemet causing major impacts to surrounding unincorporated areas and the City of Perris and Moreno Valley.
This fire was a stark reminder that although the City’s instances of fire may be lower, the hazards of surrounding areas shall not be discounted for their impact.
THREAT ASSESSMENT: FLOODING
Floods are normally classified as slow-rise floods or flash floods. In some cases, a warning may be issued for a slow-rise flood allowing time to conduct evacuations and/or sandbagging efforts. Flash floods happen very quickly, thus allowing very little, if any, time to warn the public. Flash flood warnings usually require immediate evacuations within the hour. These spontaneous, no-notice or little-notice events can be problematic for any community but pose significant threats in areas such as senior communities, or in communities where residents traditionally rely on public transportation.
Emergency coordination may be required to arrange for the transportation of residents, which may be extremely difficult if conditions are not safe for personnel to enter an impacted area.
Emergency response personnel may need to assist in rescue efforts, sandbagging flooded areas, evacuations and controlling traffic. These actions may require additional personnel and equipment resources from adjacent jurisdictions, which, if available, can be requested through existing mutual aid agreements.
TYPES OF FLOODING
Four types of actual and potential flooding conditions exist within Moreno Valley. They are 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 highway 60 and other roadways where they cross watercourses. Sheet flow occurs when capacities of defined water courses are exceeded, and water flows over broad areas.
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62 FLOOD PRONE AREAS
Currently, the City of Moreno Valley has three extensive flood prone areas. They are:
Along the Quincy Channel between Cottonwood Avenue and Cactus Avenue. Along the Oliver Street alignment from a point north of Alessandro Blvd. 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. East of 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. Several portions of Moreno Valley are subject to a 100-year flood, meaning that a flood of that intensity might occur once in one hundred years (1% chance of occurring in any given year).
THREAT ASSESSMENT: DAM FAILURE
Dam failure is a collapse or failure that causes significant downstream flooding. Dam failure may be caused by a severe storm, earthquakes, erosion of piping or foundation, or landslides flowing into the dam.
The main consequences of dam failure are injury, loss of life, and significant downstream property damage. Evacuations and extensive rescue efforts would likely be necessary to save lives of those in or around the downstream areas. A major dam failure would require mutual aid from other local, state, and federal governments and other organizations.
DAM INUNDATION AREA
Dam inundation is a potential flood hazard in a few portions of the City. There are two specific locations of concern in Moreno Valley as noted below:
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Emergency Operations Plan: Part 1 – Base Plan 2024
63 Pigeon Pass Dam (Poorman’s Reservoir) – Failure at this dam could result in extensive flooding along the downstream watercourse. Dam failure is limited to times during and immediately following major storms, as the reservoir does not retain water throughout the year. The Pigeon Pass Dam is 36 feet high and has a crest length of 2915 feet. The reservoir surface area is 86 acres with a storage capacity of 900 acre-ft (approx. 293,000 gallons) and a drainage area of 8.71 square miles (Berkeley, 2002).
Although there was no threat to life or property, in December 1978, transverse cracks were discovered in the embankment. The causes of the crack were determined to be a combination of embankment shrinkage and differential foundation settlement due to hydro compaction and possibly seismic shaking. Excavating and placing compacted embankment repaired the largest crack. The proximity of a nearby active San Jacinto fault at 4 miles away, dictated that repairs include more than treating identified cracks. Cracks could rapidly re-open or new ones could form in the rather brittle embankment during an earthquake. A chimney drain was placed in a trench in the downstream slope to act as a crack stopper. Gallery drains were provided as outfalls from the chimney (Department of Water Resources, 2003).
Perris Dam - Failure of the Perris Dam would only affect a very small area south of Nandina Avenue along the Perris Valley Storm Drain and the Mystic Lake area in the southeast corner of Moreno Valley.
The Lake Perris Dam is 128 feet high and has a crest length of 11,600 feet. The reservoir surface area is 2,340 acres with a storage capacity of 131,452 acre-ft (approx. 42,834,000 gallons) and a drainage area of 10 square miles (Berkeley, 2002). See figure 15: Perris Dam on next page.
The California Department of Water Resources (DWR), with support from expert consultants, has identified potential seismic safety risks in a section of the foundation of Perris Dam, suggesting that major damage and uncontrolled water releases could occur in a major earthquake. There is no imminent threat to life or property, however, DWR is taking steps to ensure maximum public safety while further analysis, feasibility studies, design work, environmental review and repairs are completed.
In response, the lake level as been reduced to 27 feet below the crest of the dam, reducing reservoir storage by about 42 percent and the surface area by about 18 percent. The lake will remain at a lower level for several years while work on the feasibility studies, design, environmental review, and repairs are performed. (Source: California Department of Water Resources/Perris Dam Fact Sheet).
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64 THREAT ASSESSMENT: TRANSPORTATION EMERGENCIES
Transportation systems in or near Moreno Valley include airways, roadways, and rail systems. All of these systems provide services on a national, regional, and local basis. A major accident is possible in any of these modes of transportation. Large accidents are investigated by The National Transportation Safety Board (NTSB), which is an independent Federal agency charged by Congress with investigating every civil aviation accident in the United States and significant accidents in the other modes of transportation -- railroad, highway, marine and pipeline -- and issuing safety recommendations aimed at preventing future accidents. The Safety Board determines the probable cause of:
• All U.S. civil aviation accidents and certain public-use aircraft accidents • Selected highway accidents
• Railroad accidents involving passenger trains or any train accident that results in at least one fatality or major property damage
• Major marine accidents and any marine accident involving a public and a nonpublic vessel • Pipeline accidents involving a fatality or substantial property damage • Releases of hazardous materials in all forms of transportation • Selected transportation accidents that involve problems of a recurring nature Since its inception in 1967, the NTSB has investigated over 150,000 aviation accidents and thousands of surface transportation accidents.
TRANSPORTATION: TRUCKING INDUSTRY
The trucking industry has consistently increased in size over the last century. Today, there are more trucks on the road than 20 years ago. “In 2000, one out of every eight fatal car accidents involved a large truck. This can be attributed not only to the size and weight of these trucks but also to significant blind spots in the field of view of truck drivers. According to the U.S. Department of Transportation National Highway Traffic Safety Administration (NHTSA), on average nationwide, large trucks made up
8.1 percent of all vehicles involved in fatal crashes. The NHTSA says that large trucks were much more likely to be involved in a fatal multiple-vehicle crash. As noted previously, when trucks transport hazardous materials, not only does the likely of a death during an accident increase, but the likelihood of extended amount of time for clean-up and re-opening of the road also significantly increases. The chart below demonstrated the fatality rate by quarter for 2022.
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65 The City of Moreno Valley is located within western Riverside County and is served by two major freeways, the Highway 60 and Interstate 215. Highway 60 runs east and west through Moreno Valley and serves as a major corridor from the Arizona border to Los Angeles. Interstate 215 runs north and south and is a major transportation corridor from the Mexico border through Utah.
TRANSPORTATION: RAIL INDUSTRY
A major train derailment can result in considerable loss of life and property. There is a potential hazardous materials incident or fire when a train derails. The City of Moreno Valley has two railroads operating close proximity. The Union Pacific line is the main line from the Pacific Coast to Texas and the Midwest. It runs through San Timoteo Canyon near Moreno Valley just north of the City. The City has seen derailments in the past, and whether caused by mother nature or human error, each occurrence caused significant traffic impacts to residents and commuters. When such impacts are realized, there may be a need for the City or other jurisdiction to provide temporary relief to affected commuters; this could be in the form of portable restrooms being placed on the freeway during extended closures, coordinating pre-hospital ambulance providers, using local radio stations to provide updates to stranded commuters, etc. Parallel to March Air Reserve Base and Interstate 215 South, BNSF and Metrolink trains operate daily. Metrolink trains carry commuting passengers daily from San Diego to Los Angeles and beyond. BNSF operates its rail line to move the country’s industrial goods and chemicals.
TRANSPORTATION: AIR
The concern for an airplane crash in the City of Moreno Valley is not only the potential for human casualties but also the potential for an extended disruption to transportation corridors, which could then affect overall commerce. A disabled aircraft striking the ground could result in explosions and fire.
The closest airfield to the City of Moreno Valley is operated by March Air Reserve Base and March Air Reserve Port Airport Authority, which is southwest of our city limits. The flight operations present a potential risk for air crashes. The risk is greatest immediately under the takeoff and landing zone located at either end of the runway(s). Departing aircraft turn to the west shortly after takeoff. Air crash hazard areas (safety zones) are shown below.
In 2019 there was a military aircraft that crashed near March Air Reserve Base, and miraculously, no death or major injury resulted for either the military pilot or civilians. The plan came to rest inside a privately-owned business that is situated within the March Joint Powers Authority area in the City of Riverside’s emergency response jurisdiction, but portions of the debris also landed within City of Moreno Valley boundaries. These circumstances created a very complex response network of first responders, military leaders from Washington and the Pentagon. Because of the proximity to the major freeway and debris landing on the freeway, evening commuters were stranded for hours and/or had to detour around the closed portion of the roadway. Because of complexities with the aircraft munitions, fuel that was on board, and other complexities, it was a startling reminder of the dangers and impacts such an incident could have on the City and surrounding jurisdictions.
THREAT ASSESSMENT: CIVIL UNREST
Civil unrest goes beyond peaceful protest and assembly. Nationwide over the last two decades there have been glaring examples of unrest going beyond Constitutional protections and because of this, civil unrest remains a threat to local jurisdictions. Protesting peacefully is often overshadowed when crowds City of Moreno Valley
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66 swell; it can quickly become civil unrest because massive amounts of people resort to violence and/or destruction against people and/or property. With social media so prevalent, the ability for news (confirmed or unconfirmed) to travel rapidly and spur anger and outrage is unstoppable. Unrest can and does occur in areas not directly affected by the incident.
Several factors, such as the nature of the incident or other activity that spurred the unrest, the numbers who gather, etc.that can all directly affect the impact to the local community. Recent examples of unrest resulted in transportation routes blocked, disruption of utilities, property damage, looting, injuries, and loss of life. These adverse results can affect the physcial community, disrupt businesses and schools, and they can also negatively affect innocent bystandars.
The City of Moreno Valley does not have a prior history of civil unrest,however, that does not mean the City of Moreno Valley is immune as no community is immune. A civil unrest event could have a major impact on transportation routes, residential and commercial properties, as well as the conduct of government business. Any civil unrest leaves the potential for loss to life, property, and the environment. In these cases, the City Police Department, provided by contract via the Riverside County Sheriff’s Dept., would be responsible for mitigating the incident. If needed, mutual aid could be requested through existing channels. The EOC would be avialable to support if requested but considerations for personnel safety would have to be considered when deciding on location.
THREAT ASSESSMENT: POWER OUTAGE
POWER UTILITIES IN THE CITY
Moreno Valley citizens are serviced by Southern California Edison and Moreno Valley Utilities.
CALIFORNIA INDEPENDENT SYSTEM OPERATOR (CAL ISO)
California Independent System Operator (Cal ISO) manages the flow of electricity along the long- distance, high-voltage power lines that make up the bulk of California’s transmission system. The not- for-profit public-benefit corporation assumed the responsibility in March 1998, when California opened its energy markets to competition and the state’s investor-owned utilities turned their private transmission power lines over to the Cal ISO to manage. The mission of Cal ISO is to safeguard the reliable delivery of electricity, facilitate markets and ensure equal access to a 12,500-circuit mile electron highway (Cal ISO, 2003). Below is a diagram of the current operational and regulatory interaction.
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67 When there is a problem such as a blackout, there are four factors, which can affect electricity— generation, transmission, distribution, and load. During normal conditions, there is enough generation to satisfy the load and enough transmission capacity to get the electricity from the generator to the load. In most cases, system deficiencies are caused by a combination of factors. That is, there may be insufficient generation (supply) combined with transmission congestion, which will cause more severe problems in some parts of the state than others will. This is the reason why northern California has been more affected by problems than southern California (Cal ISO, 2003).
The primary task of the Cal ISO is to maintain the integrity of the grid and keep the lights on. However, the situation is complex. The process of implementing firm load reduction (e.g., rolling blackouts) is a complex and dynamic, minute-to-minute decision making process. Cal ISO is in constant contact with all parties involved during this process. The flow chart below is a broad overview of the process:
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68 Moreno Valley Utility began servicing its first customers in February 2004. These customers are located in the Promontory Park subdivision built by Western Pacific Housing, located at Cactus Avenue and Moreno Beach Drive. Moreno Valley Utilities will service new commercial and residential developments, primarily on the east end of the City.
Moreno Valley Utility provides electrical service to Moreno Valley's "green fields" which are commercial and residential developments.
The City of Moreno Valley has been affected with power outages for various reasons such as high winds, storms, and damaged power poles. When a power outage occurs, every effort is made to contact affected residents and assure that those with special needs equipment (such as oxygen equipment) have a contingency plan. Since the great California Wildfires of 2018, So Cal Edison has and continues to partner with all Cities and residents to educate and reduce the impacts of such power outages. With the creation and rollout of their “Public Safety Power Outage Program,” Edison has had to preemptively turn off power to customers on hundreds of locations in high-risk fire areas because a downed transmission or utility line, can (and has) sparked disastrous fires throughout the State. So. Cal Edison has an ongoing public safety campaign with multiple outreach aspects, including to seniors, those who are non-English speaking, those with access and functional needs and persons with disabilities. Their state-of-the art website offers users education, up to date outage information, and tools for obtaining resources for those who require power during an emergency. Anyone seeking more information on this program can visit: https://www.sce.com/outage-center/outage-information/psps THREAT ASSESSMENT: TERRORISM
Terrorism, as defined by the FBI is "the unlawful use of force against persons or property to intimidate or coerce a government, the civilian population or any segment thereof, in the furtherance of political or social objectives". The act of terrorism could involve biological agents, nuclear technology, incendiary devices, chemicals, or explosives.
From the destruction of the Los Angeles Times building in the 1910s to the truck bombs in Beirut in the 1980s and the Oklahoma City bombing in 1995, the murder of innocent citizens is a real threat (Nash & Evans, 1998). According to DHS, there were 231 domestic terrorism incidents between 2010 and 2021.
Of these, about 35% (the largest category) were classified as racially-or ethnically motivated.
DEPT. OF HOMELAND SECURITY THREAT ADVISORY
The Department of Homeland Security shares updated intelligence via the National Terrorism Advisory System (NTAS) since 2011. Information is shared on the website and in the form of Bulletins. You can visit the page here: https://www.dhs.gov/national-terrorism-advisory-system THREAT ASSESSMENT: PUBLIC HEALTH EMERGENCY
In 1999 Congress charged the Department of Health and Human Services (HHS) and the Centers for Disease Control and Prevention (CDC) with the establishment of the National Pharmaceutical Stockpile (NPS). The mission was to provide a re-supply of large quantities of essential medical material to states and communities during an emergency within twelve hours of the federal decision to deploy.
The Homeland Security Act of 2002 tasked the Department of Homeland Security (DHS) with defining the goals and performance requirements of the Program as well as managing the actual deployment of City of Moreno Valley
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69 assets. Effective on March 1, 2003, the NPS became the Strategic National Stockpile (SNS) managed jointly by DHS and HHS. The SNS Program works with governmental and non-governmental partners to upgrade the nation’s public health capacity to respond to a national emergency. Critical to the success of this initiative is ensuring capacity is developed at federal, state, and local levels to receive, stage, and dispense SNS assets. (CDC, 2003).
Over the years, the County of Riverside has issued several public health alerts regarding Severe Acute Respiratory Syndrome (SARS), West Nile Virus, Multistate Monkeypox Outbreak, Mosquito Borne Encephalitis, and Influenza. Some of these have come and resurfaced more than once, such as Monkeypox.
In late February 2020, the world became aware of a rapidly spreading infectious disease that would later become known as Covid-19 (C19). This respiratory illness spread globally and affected nearly everyone with either direct illness/infection, knowing someone who was ill, or for millions, it resulted in death or death of loved ones. The World Health Organization estimates that nearly 3 million people died as a result of the pandemic, although some scientists argue that a portion of those were people who had underlying health issues, such as cancer, respiratory disease, etc. Regardless, C19 proved just how quickly resources can become not only scarce, but absolete, or even fraudulently presented in the marketplace. From face masks to toilet paper, everybody was clamoring for the same resources.
Additonally, there was a sense of uncertaintly and in some, utter panic in the not knowing what was next. The world experienced massive lockdowns – not just curfews, prohibiting or severly limiting movement within public spaces. The likelihood that millions will ever see such a pandemic again in their lifetime is unlikely. C19 reminded us that having stockpiles, similar to the SNS, is critical for the inittial phase of response. It was also a stark reminder that even a stockpile will run out when there is no vendor who can replace the cache for everyone at the same time. C19 impacted and changed how the world views the need to prepare and respond to disasters. Much has changed in government, business, and the world as a whole, inlcuding millions and millions of people who will never again return to the formerly known “office environment.” It has been said that in the case of a worldwide pandemic, there is no amount of planning one can do to prepare, but what we can do is have the relationships and capabilites to respond outlined and if nothing else, C19 gave a sneek peak at what that might entail next time.
THREAT ASSESSMENT: NUCLEAR ATTACK
Nuclear incidents can occur wherever radioactive materials are used, stored, or transported. In addition to nuclear power plants, hospitals, universities, research laboratories, industries, major highways, railroads, or shipping yards could be the site of a nuclear transportation incident. Nuclear incidents might involve a nuclear power generating plant, a nuclear weapon, a “dirty bomb”, or nuclear waste.
NUCLEAR POWER PLANT INCIDENT
In California, there are two nuclear power plants: Diablo Canyon, which is located in San Luis Obispo County and San Onofre, which is located in northwestern corner of San Diego County.
For purposes of this plan, San Onofre will be discussed. San Onofre Nuclear Generating Station is a three-unit site, 10 miles south of San Clemente. Unit 1, which operated for 25 years, was shut down in City of Moreno Valley
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70 1992. Units 2 and 3 are pressured water reactor designs and are capable of producing enough power to serve the needs of 2.75 million households (SCE.com).
SCE announced in June 2013 that it would retire San Onofre Units 2 and 3, and that it had begun the process to decommission the facility. SCE established core principles of safety, stewardship, and engagement to guide decommissioning.
Because of the potential health hazard associated with this type of fuel, power plants are built with multiple physical barriers to prevent the escape of radioactive material. Still, the possibility exists for an accidental release of radiation into the atmosphere. People could breathe contaminated air, and radioactive particles could be deposited on the ground, in water, on property and on agricultural crops.
Food and dairy animals could graze on contaminated pasture, passing on the contamination to consumers through milk and meat.
POWER PLANT EMERGENCY PLAN OVERVIEW
The Nuclear Power Plant Emergency Response Plan establishes the State of California’s emergency response organization and defines the roles of Office of Emergency Services as the coordinating agency for utility, local, state, federal and volunteer agency response to a nuclear power plant incident. A series of zones has been established around each plant to detail required activities in the event of an accident.
The basic Emergency Planning Zone is the inner zone and is approximately a 10-mile radius around the plant and is defined as the plume exposure pathway. Plans are in place to protect people, property, and the environment in that zone from the effects of radioactive contamination. Nearly three million Americans live within 10 miles of an operating nuclear power plant (FEMA, 2004).
The Public Education Zone is in the middle zone and is approximately a 35-mile radius around the plant.
In this zone, educational materials are distributed to inform the public about nuclear power plant operations, what to expect in the event of an accident, and what plans are in place for public protection.
The Ingestion Pathway Zone is the outer zone and is approximately a 50-mile radius around the plant and plans are in place to mitigate the effects on agriculture, and food processing and distribution.
People can be affected if they eat or drink contaminated food. Mitigation calls for removal of lactating dairy cows from contaminated pastures and substituting uncontaminated feed. For milk, a mitigation effort is to withhold contaminated milk from the market. For fruits and vegetables, washing, brushing, scrubbing, or peeling to remove surface contamination. For grains, mitigation includes milling and polishing. For drinking water, avoid use of surface water for human and animal consumption. Use bottled water and canned juices as water sources. For other food products, process to remove surface contamination. For meat and meat products, action is on a case-by-case basis. Mitigation efforts for fish and shellfish are to suspend fishing operations of commercial fish firms and charter fishing boats until resumption is recommended. The Department of Agriculture will isolate food containing radioactive material to prevent its introduction into commerce.
The City of Moreno Valley is located within the 50-mile Ingestion Pathway Zone (outer zone - see map below) for the San Onofre Nuclear Generating System (SONGS) which could mean that if there were a major emergency, the City could potentially be within the plume radius.
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71 POWER PLANT EMERGENCY NOTIFICATION
Following an incident at San Onofre Nuclear Generating System (SONGS), the public will be notified of precautions to take with food and water. Home grown or commercial fruits and vegetables should be washed, scrubbed, and peeled to avoid contamination. For drinking water, bottled water or juices should be consumed. Avoid drinking water from the surface of lakes, streams, and water wells.
As of May 2004, there are no known commercial dairy farms located in Moreno Valley. There is one commercial chicken ranch within City boundaries. In order to avoid contamination, livestock owners will be notified to take precautions. Lactating cows should be removed from pastures and fed substituted, uncontaminated feed.
NUCLEAR INCIDENT – NUCLEAR WEAPON
The danger of a nuclear attack on the United States has been significantly reduced with the end of the Cold War and the collapse of the Soviet Union.
The concern has now shifted to other parts of the world, such as India, Pakistan, Kashmir, Iran, Peoples Republic of China, and North Korea. As recent as January 10, 2003, North Korea withdrew from the Nuclear Non-Proliferation Treaty. In late April 2003, North Korea told US officials that it possessed nuclear weapons and signaled its intent to reprocess the 1994-canned spent fuel for more nuclear weapons. On June 9, 2003, North Korea openly threatened to build a nuclear deterrent force. An explosion from a nuclear weapon can cause deadly affects such as blinding light, intense heat (thermal radiation), initial nuclear radiation, blast, and firestorms with gale force winds.
Nuclear weapons emit thermal radiation in large amounts and can cause burns and eye injuries. On a clear day, these types of injuries can occur well beyond the blast ranges. The ultraviolet light from the thermal radiation is so powerful; it can start fires that spread rapidly in the debris left by a blast, such as what happened in Hiroshima where a tremendous firestorm developed within 20 minutes after detonation.
When the blast occurs, an electromagnetic pulse moves throughout the air. The pulse is so powerful that most long metal objects act as antennas, generating high voltages. These high voltages could
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72 destroy unshielded electronics and many wires. The ionized air also disrupts radio traffic. You can shield ordinary radios and car ignition parts by wrapping them completely in aluminum foil to protect them from damage; however, the radios cannot operate when shielded, because broadcast waves cannot reach them. Radiation from a nuclear blast consists of 15% as nuclear radiation. About 5% of that is in the form of neutron and gamma radiation. About 10% of that is residual nuclear radiation. Residual nuclear radiation is the hazard in fallout. Fallout may occur miles from the point of detonation. With larger weapons, blast and thermal effects are so much greater in importance that radiation effects can be ignored. Strategic nuclear weapons are large weapons that could be used to destroy large targets, such as cities. Tactical nuclear weapons are smaller weapons used to destroy specific targets such as military, communications and infrastructure. Basic methods of delivery are bombers, ballistic missiles, cruise missiles, artillery shells and hand-held devices. The chances of an attack from a nuclear weapon have significantly decreased due to the end of the cold war. However, one cannot discount the shifting concern from Russia to other countries such as Korea, who backed out of the proliferation treaty and admitted that they are producing nuclear weapons again. The City of Moreno Valley does not have sufficient fallout spaces for its residents. Therefore, residents will most likely be directed to shelter-in- place, and if necessary, evacuate and relocate to a safe area. The State of California no longer maintains a fallout shelter-identification program.
NUCLEAR INCIDENT – DIRTY BOMB
According to the Environmental Protection Agency (EPA), the term “dirty bomb” commonly refers to a device that spreads radioactive material by exploding a conventional (non-nuclear) explosive, such as dynamite. Dirty bombs are sometimes called radiological dispersal devices. Dirty bombs are not traditional nuclear weapons and cannot cause mass devastation like a nuclear weapon or device. The use of a dirty bomb is considered far more likely than a conventional nuclear weapon. These types of devices are appealing because they require little technical knowledge to build and deploy compared to conventional nuclear weapons.
Dirty bombs are usually constructed using radioactive materials from medicine, agriculture, industry, and research. These types of materials are readily available and easy to obtain compared to weapons grade uranium or plutonium. According to the U.S. Nuclear Regulatory Commission, there are over 21,000 organizations licensed to use such materials.
The chances of a dirty bomb being dispensed in the City of Moreno Valley is very small. However, Moreno Valley continues to train and prepare its employees and emergency responders for all hazards’reponse.
NUCLEAR INCIDENT – NUCLEAR WASTE
According to the U.S. Department of Energy, nuclear fuel is only good for about three or four years in a reactor. Therefore, the nuclear fuel is removed from the reactor and is now considered spent fuel. All nuclear reactors produce spent fuel. Currently, there are reactors at commercial power plants, at government research facilities, and on about 40 percent of the U.S. Navy’s submarines and ships.
With the end of the Cold War, the United States has been working to close and clean up obsolete weapons plants and dispose of the nuclear weapons materials. This has created a need to dispose of highly radioactive material associated with weapons production. This material is called high-level radioactive waste (U.S. Dept of Energy, 2004). Nuclear waste must be properly managed to minimize risk to the environment and to the health and safety of future generations. Spent nuclear fuel and high-level radioactive waste have accumulated throughout the country. Currently, they are stored in City of Moreno Valley
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73 temporary facilities at some 131 sites in 39 states. In the United States today, over 161 million people reside within 75 miles of temporarily stored nuclear waste (U.S. Dept of Energy, 2004).
Low-level radioactive waste is generated by facilities such as hospitals, labs, dental facilities, manufacturing plants, medical testing facilities, colleges, and universities. Low-level waste is shipped in containers designed to meet stringent Nuclear Regulatory Commission and Department of Transportation standards. Department of Transportation requires that these types of waste be transported using the safest routes and in Type A containers, which are able to withstand ordinary transportation conditions. To properly dispose of nuclear waste, Federal officials have selected a permanent storage site at Yucca Mountain in southern Nevada, which should begin accepting shipments in 2011. The Yucca Mountain facility estimates annual shipments of nuclear waste in the U.S. to be about 175. Transportation of waste will mostly be by rail, with some being transported by heavy-haul trucking. Department of Energy plans to provide 24 –hour armed escorts for all nuclear waste transportation to the facility. Federal officials will also track these shipments around the clock through a satellite-based tracking system and will require the 24-hour escort to report into a central transportation command facility every two hours (Yucca Mountain Environmental Impact Statement, 2004).
The City of Moreno Valley has several facilities, such as hospitals, labs, and dental offices that have on- site radiological materials. These facilities will require shipment of radiological materials and will generate radioactive waste. At this time, we have no low-level radiological waste storage facilities.
The transportation of spent fuel and highly radioactive nuclear waste to the permanent site at Yucca Mountain might have an effect on the City of Moreno Valley in that Union Pacific, which runs through San Timoteo Canyon and Santa Fe that runs adjacent to Highway 215, might be utilized to transport nuclear material to the Yucca Mountain site. All carriers of nuclear waste receive special training. In the event of a radiological emergency involving the transportation of nuclear waste, nuclear utilities have signed a nationwide agreement providing that the closest facility offer equipment and technical assistance regardless of who shipped the radioactive material. Fire Department responders within the City of Moreno Valley and surrounding areas are trained on a regular basis to respond to these types of emergencies.
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74 AUTHORITIES AND REFERENCES
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75 AUTHORITIES
LOCAL AUTHORITIES
Moreno Valley Municipal Code Title 2. Administration and Personnel Moreno Valley Ordinance
▪ No. 325 Emergency Management Organization and Functions Moreno Valley Resolution
▪ 91-96 California Master Mutual Aid Agreement
▪ 95-33 Participation in Operational Area Organization
▪ 95-34 Adoption of Standardized Emergency Management System ▪ 2006-69 Adoption of National Incident Management System ▪ 2007-96 Continuity of Government
▪ 2023-33 Adoption of Local Hazard Mitigation Plan (update)
STATE AUTHORITIES
California Government Code
▪ Section 8607 (a), Chapter 1 of Division 2 of Title 19 – SEMS Regulations ▪ Section 8630 Ch. 395, Sec. 1. (AB 2898)
▪ Chapter 7 of Division 1 of Title 2 - Emergency Services Act ▪ Chapter 7.5 of Division 1 of Title 2 - Natural Disaster Assistance Act California Civil Code
▪ Chapter 9, Section 1799.102 - Health and Safety Code
California Health and Safety Code
▪ Division 20, Chapter 6.5, Sections 25115 and 25117, Chapter 6, 95, Sections 25500 et seq., Chapter 7, Sections 25600 through 25610, dealing with hazardous materials California Disaster and Civil Defense Master Mutual Aid Agreement
FEDERAL AUTHORITIES
Federal Civil Defense Act of 1950 (Public Law 920), as amended Federal Communications Commission (FCC) Part 90, Rules, and Regulations NRT-1, Hazardous Materials Emergency Planning Guide and NRT-1A Plan Review Guide (Environmental Protection Agency’s National Response Team) Public Law 93-288 (as amended) Robert T. Stafford Disaster Relief and Emergency Assistance Act
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76 REFERENCES
▪ Federal Response Plan
▪ Disaster Assistance Procedure Manual
▪ California Emergency Resources Management Plan
▪ California Emergency Plan
▪ California Hazardous Materials Incident Contingency Plan ▪ California Law Enforcement Mutual Aid Plan
▪ California Fire and Rescue Master Mutual Aid Plan
▪ California Emergency Services Act
▪ Homeland Security Presidential Directive (HSPD-5)
▪ Standardized Emergency Management System (SEMS) Guidelines ▪ City of Moreno Valley General Plan, Public Health, and Safety ▪ Yucca Mountain Environmental Impact Statement, U.S. Department of Energy ▪ U.S. Nuclear Regulatory Commission
▪ Berkeley Digital Library. Information about the Pigeon Pass Dam. Retrieved from the World Wide Web on August 8, 2002: http://elib.cs.berkeley.edu/ ▪ California Department of Water Resources. Retrieved from the World Wide Web on February 21, 2006: http://perrisdam.water.ca.gov/maps/images/VicinityMap.pdf ▪ California Department of Water Resources. Perris Dam Fact Sheet. Retrieved from the World Wide Web on February 21, 2006: http://perrisdam.water.ca.gov/docs/FactSheet2.pdf ▪ California ISO. Power Central. Retrieved from the World Wide Web on September 10, 2003:
http://www.caiso.com/PowerCentral/
▪ California West Nile Virus Statistics. Retrieved from the World Wide Web on February 21, 2006: http://westnile.ca.gov/2005_summary.htm
▪ Dam safety. Improving Seismic Safety of Dams in California. Retrieved from the World Wide Web on September 11, 2003:
http://216.239.53.104/search?q=cache:i1ESzrTB5VYJ:damsafety.water.ca.gov/tech-ref/dhb- paper.pdf+Pigeon+Pass+Dam&hl=en&ie=UTF-8
▪ Nash, Jay Robert. & Evans, M. Publication Date: October 1998. Terrorism in the 20th Century: A Narrative Encyclopedia from the Anarchists, Through the Weathermen, to the Unabomber.
▪ NTSB. History and Mission. Retrieved from the World Wide Web on September 9, 2003:
http://www.ntsb.gov/Abt_NTSB/history.htm
▪ NuclearSite.com. What is a dirty bomb? Retrieved from the World Wide Web on November 18, 2003: http://www.nuclearsite.com/
▪ Rig plunges off overpass. Press-Enterprise Newspapers Archives. Retrieved from the World Wide Web on August 25, 2003: http://nl.newsbank.com
▪ Ritter, Malcolm, (2003, December 14). Experts warn of flu pandemic in future. Press- Enterprise, pp. A1.
▪ SCE.com. SONGS Fact Sheet. Retrieved from the World Wide Web on May 27, 2004, at:
http://www.sce.com
▪ Strategic National Stockpile. CDC. Retrieved on November 20, 2003, from the World Wide Web: http://www.bt.cdc.gov/stockpile/index.asp
▪ Terrorism Files.org. Terrorism History. Retrieved from the World Wide Web on November 18, 2003: http://www.terrorismfiles.org/encyclopaedia/history_of_terrorism.html City of Moreno Valley
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77 ▪ U.S. Department of Energy, Office of Civilian Radioactive Waste Management. What are Spent Nuclear Fuel and High-Level Radioactive Waste? Retrieved from the World Wide Web on June 1, 2004, at: http://ocrwm.doe.gov/factsheets/doeymp0338.shtml ▪ U.S. Department of Labor. Evacuation Plans and Procedures. Retrieved from the World Wide Web on July 21, 2004, at: http://www.osha.gov/SLTC/etools/evacuation ▪ Wikipedia; the Free Encyclopedia. Pandemic. Retrieved from the World Wide Web on December 16, 2003: http://en.wikipedia.org/wiki/Pandemic ▪ Gordon, Leslie C., USGS South Napa Earthquake – One Year Later Retrieved from June 9, 2017, from Web: https://www.usgs.gov/news/south-napa-earthquake-%E2%80%93-one- year-later
▪ Significant Earthquakes and Faults - Historical Earthquakes & Significant Faults in Southern CA. Retrieved June 9, 2017, Web http://scedc.caltech.edu/significant/ b ▪ Federal Emergency Management Agency (FEMA) Disaster Support Functions, October 4, 2023 https://www.fema.gov/emergency-managers/national-
preparedness/frameworks/recovery/recovery-support-functions ▪ California Governor’s Office of Emergency Services “Integrating Access & Functional Needs within the Emergency Planning Process Best Practices for Stakeholder Inclusion” dated June 2020 https://www.caloes.ca.gov/wp-content/uploads/AFN/Documents/AFN-Library/Cal- OES-Best-Practices-for-Stakeholder-Inclusion-June-2020.pdf
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Emergency Operations Plan: Part 1 – Base Plan 2024
78 APPENDICES
APPENDIX A - GLOSSARY OF TERMS
Action Plan A plan prepared for response and recovery to large emergencies that contains strategic objectives and goals to enable the jurisdiction(s) to work towards getting back to normal operations. Typically, an Action Plan is developed for each operational period (12 hours).
American Red
Cross
A federally chartered volunteer agency that provides relief to individuals and families. Responsibilities include providing lodging, food, clothing, and registration and inquiry service.
Care and Shelter A function that provides food, clothing, and housing needs for people on a mass care basis.
Concept of
Operations
Methods that agencies use to organize their response to disasters.
Contamination
Deposits of radioactive or other toxic materials that occur on the surfaces of structures, areas, objects, people, flora, and fauna.
Contingency Plan A supporting plan which deals with one specific type of emergency, its probable effect on the jurisdiction, and the actions necessary to offset these efforts.
Disaster Service
Worker
Any persons registered with a disaster council to provide disaster services without pay. Disaster service workers include public employees, registered volunteers, and people pressed into service during an emergency by persons authorized to command such services.
Egress The act of coming or going out from or of leaving a place.
Emergency
Operations Center
A centralized location from which emergency operations can be directed and coordinated.
Federal Assistance Aid disaster victims or state or local governments by federal agencies under the provisions of the Federal Disaster Relief Act and other statutory authorities of federal agencies.
Hazardous
Material
A substance or combination of substances which, because of quantity, concentration, physical, chemical, radiological, explosive, or infectious characteristics, poses a substantial present or potential danger to humans or the environment.
Generally, such materials are classified as explosives and blasting agents, flammable and nonflammable gases, combustible liquids, flammable liquids and solids, oxidizers, poisons, disease-causing agents, radioactive materials, corrosive materials, and other materials including hazardous wastes.
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
79 Hazardous
Materials Incident
Any release of material is capable of posing a risk to health, safety, and property. Areas at risk include facilities that produce, process, transport, or store hazardous material, as well as sites that treat, store, and dispose of hazardous material.
Incident Command
System (ICS)
The nationally used standardized on-scene emergency management concept specifically designed to allow its user(s) to adopt an integrated organizational structure equal to the complexity and demands of single or multiple incidents without being hindered by jurisdictional boundaries.
Joint Information
Center
A Joint Information Center is a center that is activated when multiple agencies need to collaborate to provide timely, useful, and accurate information to the public.
Local Emergency The duly proclaimed existence of conditions of disaster or of extreme peril to the safety of person and property within the territorial limits of a county, city and county, or city which are, or likely to be, beyond the control of the services, personnel, equipment, and facilities of that jurisdiction.
Mitigation Pre-event planning and other actions which lessen the effects of potential disasters.
Mutual Aid Region A subdivision of the State of California emergency services organization established to coordinate mutual aid and other emergency operations.
Operational Area An intermediate level of the State of California emergency services organization consisting of a county and all its political subdivisions.
Political
Subdivision
For California: Any city, city and county, county, district, or other local government agency or public agency authorized by law.
Public Information
Officer
An official responsible for releasing information to the public through news media.
Standard
Operating
Procedures
A set of instructions covering those features of operations which lend themselves to a definite or standardized procedure. Standard operating procedures support an annex by indicating in detail how a particular task will be carried out.
Unified Command A command structure which provides for all agencies or individuals who have jurisdictional responsibility (geographical or functional) to jointly manage an incident through a common set of objectives.
Whole Community The whole community is an inclusive approach to emergency preparedness and management that involves all individuals, including those with access and functional needs, businesses, community and faith-based groups, and local government.
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
80 APPENDIX B - LIST OF ACRONYMS
AED Automated External Defibrillator
Cal OES California Office of Emergency Services
Cal ISO California Independent System Operations
CALFIRE California Fire
CALVET California Veterans Affairs
CALTRANS California Transportation
CBO Community-Based Organization
CCC California Citizen Corp
CCR California Code of Regulations
CDC Center for Disease Control
CERT Community Emergency Response Team
CHP California Highway Patrol
CISD Critical Incident Stress Debriefing
CPR Cardiopulmonary Resuscitation
DHS Department of Homeland Security
DOC Department Operating Center
DOE Department of Energy
DOJ Department of Justice
DSW Disaster Service Worker
DWR Department of Water Resources
EAS Emergency Alert System
EMAC Emergency Management Assistance Compact
EMMA Emergency Managers Mutual Aid
EOC Emergency Operations Center
EOP Emergency Operations Plan
EPA Environmental Protection Agency
ERF Emergency Response Force
FBI Federal Bureau of Investigation
FCC Federal Communications Commission
FEMA Federal Emergency Management Agency
HHS Department of Human Health Services
HMGP Hazard Mitigation Grant Program
HMB Hazardous Materials Branch
HT Handy Talkie
IA Individual Assistance
City of Moreno Valley
Emergency Operations Plan: Part 1 – Base Plan 2024
81 IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
JIC Joint Information Center
JIS Joint Information System
MACS Multi-Agency Coordination System
MHz Megahertz
NDAA Natural Disaster Assistance Act
NHTSA National Highway Traffic Safety Administration
NIMS National Incident Management System
NRC U.S. Nuclear Regulatory Commission
NTSB National Transportation Safety Board
OA Operational Area
OASIS Operational Area Satellite Information System
PA Public Assistance
PDA Preliminary Damage Assessment
PIO Public Information Officer
RIMS Response Information Management System
SEMS Standardized Emergency Management System
SNS Strategic National Stockpile
SOC State Operations Center
SONGS San Onofre Nuclear Generating Station
VOAD Voluntary Organizations Active in Disaster