Agenda packet — Pico Rivera City Council, July 28, 2026 (part 1 of 3)

*Commissioners receive a $30.00 stipend per each meeting held and attended. .

Tuesday, July 28, 2026
Special Meeting 6:00 p.m.

Regular Meeting 6:00 p.m.

Council Chamber
6615 Passons Boulevard
Next Resolution No. 7501
Next Ordinance No. 1211
Next Agreement No. 26-2559
Housing Assistance Agency
Next Resolution No. HA-113
Next Ordinance No. HA-16
Water Authority
Next Resolution No. WA-26-37
Next Ordinance No. WA-26-01
Next Agreement No. WA-26-84
Public Financing Authority
Next Resolution No. PFA-26-13
ROLL CALL:

Mayor/Chairman/President:

Gustavo V. Camacho
Mayor Pro Tempore/Vice Chairman/Vice President:

Dr. Monica Sanchez
Councilmembers/Directors/Commissioners:

John R. Garcia
Andrew C. Lara
Erik Lutz

Remote Public Access
In accordance with the Brown Act, as amended by Senate Bill 707, the City provides live two-way audiovisual access to City Council meetings to promote transparency and public participation. Members of the public may observe the meeting remotely using the Zoom information provided below.

How to Participate
• In Person: Attend the meeting at the location mentioned above. • Remotely: Join the Zoom webinar using the link below to provide live public comment during the Public Comment Period.
https://us06web.zoom.us/meeting/register/1wQK5E4LSxqH5qUaCe2qDg

PLEASE TURN OFF OR SILENCE CELL PHONES WHILE MEETING IS IN SESSION

AND PLEASE REFRAIN FROM TEXTING DURING THE MEETING
**Any invocation that may be offered before the official start of the Council meeting shall be the voluntary offering of a private citizen, to and for the benefit of the Council. The views or beliefs expressed by the invocation speaker have not been previously reviewed or approved by the Council, and the Council does not endorse the religious beliefs or views of this, or any other invocation speaker.
**************************************************************************************************** In compliance with the Americans with Disabilities Act of 1990, the City of Pico Rivera is committed to providing reasonable accommodations for a person with a disability. Please call the City Clerk’s office at (562) 801-4389, if special accommodation is necessary and/or if information is needed in an alternative format. Special requests must be made in a reasonable amount of time in order that accommodation to be arranged (within 24 to 48 hours’ notice).

Meeting jointly and regularly with the Pico Rivera *Housing Assistance Agency (as needed); Pico Rivera Water Authority (as needed); and Public Financing Authority (as needed) 7-28-2026 Agenda City Council

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SPECIAL MEETING:

PUBLIC COMMENTS:

PUBLIC COMMENTS ON ITEMS LISTED ON THE SPECIAL MEETING AGENDA ONLY - IF YOU WOULD LIKE TO SPEAK ON THE LISTED AGENDA ITEM, PLEASE FILL

OUT A GREEN PUBLIC COMMENT REQUEST FORM AND PROVIDE IT TO THE STAFF MEMBER AT THE BACK TABLE BEFORE THE MEETING STARTS.

When you are called to speak, please come forward and state your name and city of residency for the record. You have three (3) minutes to make your remarks. In accordance with Government Code Section 54954.2, members of the City Council may only: 1) respond briefly to statements made or questions posed by the public; 2) ask a question for clarification; 3) provide a reference to staff or other resources for factual information; 4) request staff to report to the City Council at a subsequent meeting concerning any matter raised by the public; and 5) direct staff to place a matter of business on a future agenda.

City Council members cannot comment on items that are not listed on a posted agenda.

REGULAR AGENDA:

City Council:

1. Resolution Rescinding Resolution No. 6827 and Updating the July and August 2026 City Council Meeting Schedule. (100)
Recommendation:

1. Approve a resolution Rescinding Resolution No. 6827 and Updating the July and August 2026 City Council Meeting Schedule.

Resolution No. ____ A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PICO RIVERA, CALIFORNIA, RESCINDING RESOLUTION NO. 6827 AND ESTABLISHING AN UPDATED SCHEDULE FOR THE

CANCELLATION OF CERTAIN REGULAR CITY COUNCIL MEETINGS

DUE TO SUMMER VACATIONS AND HOLIDAY SCHEDULES
ADJOURNMENT:

REGULAR MEETING:

INVOCATION:

PLEDGE OF ALLEGIANCE:

COMMISSIONERS SCHEDULED TO BE PRESENT:

Justin Schmidt, Planning Commission
Bob Perez, Sister City Commission
SPECIAL PRESENTATION:
• Certificates of Recognition – Pico Fastpitch Silver Team 8U • Certificates of Recognition – Hitman Baseball Travel Team 10U 7-28-2026 Agenda City Council

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PUBLIC HEARING:

City Council:

1. Public Hearing – General Plan Amendment No. 66 – Update to the General Plan Safety Element, an Ordinance to Amend Title 2, Administration and Personnel, Chapter 2.52 Emergency Preparedness of the Pico Rivera Municipal Code. (1300)
a) Open public hearing
b) Memo from City Manager
c) Written Communications
d) Oral Communications
e) Close public hearing
f) Recommendation:

1. Conduct a public hearing;

2. Introduce and waive the first reading of an Ordinance to amend Title 2, Administration and Personnel, Chapter 2.52, Emergency Preparedness;

3. Approve a resolution to update the General Plan Safety Element;

4. Approve a resolution to update the Emergency Operations Plan; and

5. Find that the Ordinance and resolutions are exempt from the provisions of the California Environmental Quality Act (CEQA).

Ordinance No. _____ AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF PICO RIVERA, CALIFORNIA, AMENDING CHAPTER 2.52

EMERGENCY PREPAREDNESS OF THE PICO RIVERA MUNICIPAL

CODE (FIRST READING AND INTRODUCTION)
Resolution No. ____ A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PICO RIVERA, CALIFORNIA, ADOPTING THE UPDATED 2026

EMERGENCY OPERATIONS PLAN
Resolution No. ____ A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PICO RIVERA, CALIFORNIA, ADOPTING THE UPDATED 2026

GENERAL PLAN SAFETY ELEMENT
PUBLIC COMMENTS:

TO PROVIDE PUBLIC COMMENT ON ANY AGENDA OR NON-AGENDA ITEM, PLEASE

SUBMIT A PUBLIC COMMENT REQUEST OR WRITTEN COMMENT ONLINE PRIOR TO THE START OF THE MEETING BY CLICKING HERE OR VISITING THE CITY’S WEBSITE AT WWW.PICO-RIVERA.ORG.

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raised by the public; and 5) direct staff to place a matter of business on a future agenda.

City Council members cannot comment on items that are not listed on a posted agenda.

CONSENT CALENDAR ITEMS:

All items listed on the Consent Calendar may be acted on by a single motion without separate discussion. Any motion relating to a Resolution or Ordinance shall also waive the reading of the titles in full and include its adoption as appropriate. If discussion or separate vote on any item is desired by a Councilmember or staff, that item may be pulled from the Consent Calendar for separate consideration.

CONSENT CALENDAR:

City Council:

2. Minutes:
• City Council regular meeting July 14, 2026
Recommendation: Approve
• Sister City Commission regular meeting April 15, 2026 Recommendation: Receive and file
• Planning Commission regular meetings of February 24, 2025; March 3, 2025; March 24, 2025; May 5, 2025; June 30, 2025; August 18, 2025; September 15, 2025; October 6, 2025; December 15, 2025; May 4, 2026; and June 15, 2026 Recommendation: Receive and file

3. 2nd Warrant Register of the 2026-2027 Fiscal Year. (700) Check Numbers: 301138-301274
Special Check Numbers: 20861
Recommendation: Approve

4. Resolution Establishing a Job Description for a Full-Time Parks Maintenance Supervisor. (200)
Recommendation:

1. Approve a resolution establishing a job description for the Parks Maintenance Supervisor.

Resolution No. ____ A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF PICO RIVERA, CALIFORNIA, ESTABLISHING A JOB

CLASSIFICATION FOR A FULL-TIME PARKS MAINTENANCE

SUPERVISOR

5. Resolution Establishing a Job Description for a Full-Time Customer Service Representative/ Backflow Tester. (200)
Recommendation:

1. Approve a resolution establishing a job description for the Customer Service Representative/Backflow Tester.
7-28-2026 Agenda City Council

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Resolution No. ____ A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF PICO RIVERA, CALIFORNIA, ESTABLISHING A JOB

CLASSIFICATION FOR THE FULL-TIME CUSTOMER SERVICE

REPRESENTATIVE/BACKFLOW TESTER

6. Invitation from the City of Puerto Vallarta, Jalisco, Mexico, to Establish a Sister City Relationship. (300)
Recommendation:

1. Approve a resolution accepting the recommendation of the Pico Rivera Sister City Commission to establish a Sister City friendship with the City of Puerto Vallarta, Jalisco, Mexico; and

2. Authorize the City Manager, in coordination with the Sister City Commission, to prepare a preliminary Memorandum of Understanding (MOU) or Sister City Agreement outlining the shared goals, objectives, and areas of collaboration for consideration by both municipalities; and

3. Authorize the City Manager to take any necessary administrative actions to facilitate discussions and future ceremonial, cultural, educational, economic, and governmental exchanges between the two cities.

Resolution No. ____ A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF PICO RIVERA, CALIFORNIA, APPROVING THE

RECOMMENDATION OF THE PICO RIVERA SISTER CITY

COMMISSION TO INITIATE A SISTER CITY RELATIONSHIP WITH THE

MUNICIPALITY OF PUERTO VALLARTA, JALISCO, MEXICO

7. Fourth Quarter Treasurer’s Report and the Monthly Investment Transaction Report as of June 30, 2026 – Fiscal Year 2025-26. (700) Recommendation:

1. Receive and file the Treasurer’s Report for the quarter ending June 30, 2026, which represents balances and activities for the fourth quarter (April through June) of the 2025-26 fiscal year; and

2. Receive and file the Treasurer’s Monthly Investment Transaction Report as of June 30, 2026.

8. Memorandum Of Understanding (MOU) Between the City of Pico Rivera and Rio Hondo College. (500)
Recommendation:

1. Approve the Memorandum of Understanding (MOU) between the City of Pico Rivera and Rio Hondo College; and

2. Authorize the City Manager to execute the MOU and any related documents necessary to implement the agreement.

9. Tree Maintenance Services with West Coast Arborists, Inc. (500) Recommendation:

1. Rescind the previous motion made by City Council on June 9, 2026, and reconsider awarding a piggyback contract to West Coast Arborists Inc. (WCA) for tree maintenance services;
7-28-2026 Agenda City Council

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2. Approve a three (3) year contract with two (2) one-year renewal options with West Coast Arborist, for tree maintenance services in a not-to-exceed amount of $1,690,900; and

3. Authorize the City Manager to execute the contract in a form approved by the City Attorney.

Agreement No._______ G.C. § 84308 Regulations Apply: ___

10. Pico Rivera Catch Basin Retrofit Project, CIP No. 50049. (500) Recommendation:

1. Approve the plans and specifications for the Pico Rivera Catch Basin Retrofit Project, CIP No. 50049 (Project);

2. Award a construction contract for a not-to-exceed amount of $213,592.50 to G2 Construction, Inc., for the Project; and authorize the City Manager to execute the contract in a form approved by the City Attorney;

3. Authorize the City Manager or his designee to approve change orders, as needed, in an amount not-to-exceed $21,360 (approximately 10% of the total contract amount) for construction contingency; and

4. Approve the Notice of Exemption (NOE) for the subject project (Enclosure 2) and authorize the City Clerk to file the NOE with the County Recorder, in accordance with the California Environmental Quality Act (CEQA).

Agreement No._______ G.C. § 84308 Regulations Apply: ___

11. Citywide Resurfacing and Reconstruction Project, CIP No. 50106. (500) Recommendation:

1. Approve the plans and specifications for the Citywide Resurfacing and Reconstruction Project, CIP No. 50106 (Project);

2. Find that Sequel Contractors, Inc., the apparent low bidder, is nonresponsible based on the contractor's failure to demonstrate the trustworthiness required under California Public Contract Code Section 1103, this includes the failure to disclose a prior bidding debarment/settlement by the cities of La Mirada and La Cañada Flintridge in the Contractor's Statement.

3. Reject the bid submitted by Sequel Contractors, Inc.;

4. Award a construction contract for a not-to-exceed amount of $8,025,049 to Onyx Paving Company, Inc., the lowest responsive and responsible bidder for the Project; and authorize the City Manager to execute the contract in a form approved by the City Attorney;

5. Authorize the City Manager, or his designee, to approve change orders, as needed, in an amount not-to-exceed $802,505 (approximately 10% of the total contract amount) for construction contingency; and

6. Approve the Notice of Exemption (NOE) for the subject project (Enclosure 2) and authorize the City Clerk to file the NOE with the County Recorder, in accordance with the California Environmental Quality Act (CEQA).

Agreement No._______ G.C. § 84308 Regulations Apply: ___ 7-28-2026 Agenda City Council

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12. Smith Park Aquatic Center Renovation Project, CIP No. 50043 – Audio Visual and Information Technology Integration Services. (500)
Recommendation:

1. Award a Professional Services Agreement to INA Display, to provide audio visual and information technology (AV/IT) integration services for the Smith Park Aquatic Center Renovation Project, CIP No. 50043, for an amount notto-exceed $234,228 and authorize the City Manager to execute the agreement in a form approved by the City Attorney; and

2. Authorize the City Manager, or his designee, to process change orders, asneeded, not exceeding a contingency amount of $25,000 (approximately 10% of the total contract amount).

Agreement No._______ G.C. § 84308 Regulations Apply: ___

13. Second Amendment to Employment Agreement No. 23-2208 Between Steven Carmona and the City of Pico Rivera. (500)
Recommendation:

1. Approve the Second Amendment to Employment Agreement No. 23-2208 between City Manager Steven Carmona and the City of Pico Rivera as City Manager for the City.

Agreement No.23-2208-2 G.C. § 84308 Regulations Apply: ___ Water Authority:

14. Minutes:
• Water Authority regular meeting of June 23, 2026
Recommendation: Receive and file

15. Purchase Of A 2026 John Deere 410 P-Tier Backhoe Loader. (700) Recommendation:

1. Authorize the purchase of a 2026 John Deere 410 P-Tier Backhoe Loader from John Deere, utilizing Cooperative Agreement Contract No. 011723- JDC through Sourcewell, in the amount not to exceed $208,000 and authorize the Executive Director to execute all documents related to the purchase of the equipment; and

2. Authorize the Executive Director, or his designee, to execute all the agreements necessary to facilitate the sale or disposal of Unit No. 386.

CONSENT CALENDAR ITEMS PULLED FOR FURTHER DISCUSSION
REGULAR AGENDA: None

CITY MANAGER/STAFF REPORTS
GOOD OF THE ORDER (INTERGOVERNMENTAL AGENCY MEETINGS, AB 1234

REPORTS, NEW BUSINESS, OLD BUSINESS)
ADJOURNMENT:
7-28-2026 Agenda City Council

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AFFIDAVIT OF POSTING
I, Cynthia Ayala, City Clerk, for the City of Pico Rivera, DO HEREBY CERTIFY, under penalty of perjury under the laws of the State of California, that the foregoing notice was posted at the Pico Rivera City Hall bulletin board, Pico Rivera website www.pico-rivera.org, Pico Rivera Post Office which are available for the public to view on this 23rd, day of July 2026.

Dated this 23rd of July 2026.

Cynthia Ayala, CMC
City Clerk
SB343 NOTICE
In compliance with and pursuant to the provisions of SB343 any public writing distributed by the City Clerk to at least a majority of the City Council Members regarding any item on this regular meeting agenda will be available on the City’s website.

STATEMENT REGARDING DECORUM AT CITY COUNCIL MEETINGS
If you wish to speak at the time set aside for public comments, the City Council has established the following standards and Rules of Decorum as allowed by State law. • Public comments are limited to those portions of the meeting referred to as Public Comments. These portions are intended for members of the public to address the City Council, Housing Assistance Agency or Water Authority on matters related to agendas or any other items under the subject matter jurisdiction of the City Council or Agencies. Please submit your electronic written comment or your request to speak prior to the start of the meeting at 6:00 p.m.

Once the meeting has begun, no further comments will be accepted. • Public Hearing Comment requests – are for those wishing to address the Council/Agency on a specific Public Hearing item only.
• All other Public Comment requests – are for those wishing to address the Council/Agency on agenda items or any other items under the subject jurisdiction of the City Council/Agency.
• Citizens may address the Council, Water Authority or Housing Assistance Agency once for a maximum of three minutes. After each speaker returns to his/her seat, the Mayor shall determine the time and manner of response, but typically if answers are available, they will be given after all speakers have had an opportunity to address the City Council. • Members of the audience are asked to refrain from clapping or otherwise speaking from their seats. Those not meeting the standards for decorum may be escorted from the meeting.

RULES OF DECORUM CAN BE FOUND IN THE PICO RIVERA MUNICIPAL CODE SECTION

2.08.050 AS ESTABLISHED BY ORDINANCE 783 ADOPTED ON AUGUST 20, 1990 AND AMENDED BY ORDINANCES 822 (SEPTEMBER 21, 1992) AND 1020 (MARCH 21, 2006).

To: Mayor and City Council
From: City Manager
Meeting Date: July 28, 2026
Subject: RESOLUTION RESCINDING RESOLUTION NO. 6827 AND
UPDATING THE JULY AND AUGUST 2026 CITY COUNCIL

MEETING SCHEDULE
Recommendation:

1. Approve a resolution Rescinding Resolution No. 6827 and Updating the July and August 2026 City Council Meeting Schedule.

Strategic Priority:
1 - Fiscal & Organizational Sustainability - Create a City government build to adapt to change
Strategy:

1.3 Improve organizational effectiveness to reduce costs and streamline efforts.

Fiscal Impact:

There is no fiscal impact on the General Fund.

Background:

On September 8, 2015, the City Council approved Resolution No. 6827 establishing an ongoing schedule to cancel the second regular City Council meetings in July, November, and December due to conference attendance and holiday schedules. The intent of the resolution was to provide a consistent meeting schedule, allow staff and the public to plan ahead, and eliminate the need for the City Council to approve meeting cancellations each year. The resolution also recognized that a special meeting or a regular City Council meeting could still be called if necessary to conduct City business. 1 Back to Agenda Outline
CITY COUNCIL AGENDA REPORT – SPECIAL MEETING OF JULY 28, 2026 RESOLUTION RESCINDING RESOLUTION NO. 6827 AND UPDATING THE JULY AND AUGUST 2026 CITY COUNCIL MEETING SCHEDULE

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Discussion:

Over the past three years, the City's meeting schedule has naturally shifted based on the needs of the organization. Although Resolution No. 6827 provides for cancellation of the second regular City Council meeting in July, the City has instead found it more practical to hold both regularly scheduled meetings in July and cancel both regularly scheduled meetings in August.

This adjustment has been necessary due to the lighter volume of City business during the month of August, as well as conference attendance by City management and elected officials. As a result, the City Council has approved cancelling both August meetings for the past three years.

Because there has been a full month between the last regular meeting in July and the first regular meeting in September, the City has also found it necessary to hold a special or regular City Council meetings near the end of July each year to address time-sensitive matters before the August recess. This year is no different, and the City will need to hold an additional Regular City Council meeting on July 28, 2026, to address matters requiring City Council consideration before the August recess. However, in order to conduct this meeting, the City Council must first rescind Resolution No. 6827.

Conclusion:

Since this has become the City's practice over the past three years, staff believe it is appropriate to update the City's standing meeting schedule to reflect how meetings are being conducted. Staff is recommending that Resolution No. 6827 be rescinded and replaced with a new resolution that eliminates the cancellation of the second regular City Council meeting in July and instead establishes the cancellation of both regularly scheduled City Council meetings in August. The cancellation of the second regular City Council meetings in November and December would remain unchanged.

Approving the proposed resolution will provide a clear and consistent annual meeting schedule for the City Council, staff, and the public. It will also allow departments to better plan projects, meeting schedules, and conference attendance without the need to return to the City Council each year to revise the meeting calendar.

Steve Carmona
SC:CA:gsm
Enclosure: 1) Resolution
RESOLUTION NO. ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PICO
RIVERA, CALIFORNIA, RESCINDING RESOLUTION NO. 6827 AND

ESTABLISHING AN UPDATED SCHEDULE FOR THE CANCELLATION

OF CERTAIN REGULAR CITY COUNCIL MEETINGS DUE TO SUMMER

VACATIONS AND HOLIDAY SCHEDULES
WHEREAS, on September 8, 2015, the City Council adopted Resolution No. 6827 establishing an ongoing schedule cancelling the second regular City Council meetings in July, November, and December due to summer vacations and holiday schedules; and WHEREAS, over the past three years, the City has consistently found it necessary to cancel both regularly scheduled City Council meetings in August due to reduced City business during the summer months, as well as conference attendance and planned vacations by City management and elected officials; and WHEREAS, because both August meetings have been cancelled, the City has also found it necessary to conduct its Regular City Council meeting on the fourth Tuesday of July 2026 to address time-sensitive City business prior to the August recess; and WHEREAS, the City Council desires to establish a meeting schedule that reflects the City's current practice, provides consistency for the City Council, staff, and the public, and allows departments to plan meetings, projects, vacations, and conference attendance more effectively.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Pico Rivera as follows:

SECTION 1. Resolution No. 6827 is hereby rescinded in its entirety.

SECTION 2. Effective upon adoption of this Resolution and continuing until amended, modified, or rescinded by the City Council, the following regular City Council meetings shall be cancelled each calendar year:
• Both regularly scheduled City Council meetings in the month of August; • The second regularly scheduled City Council meeting in the month of November; and
• The second regularly scheduled City Council meeting in the month of December.

SECTION 3. Nothing in this Resolution shall prohibit the City Council from calling a Special City Council meeting, in accordance with applicable law, when necessary to conduct City business.

SECTION 4. The City Clerk shall attest to the passage of this resolution and it shall thereupon be in full force and effect.

Enclosure 1
1a
Back to Agenda Outline
RESOLUTION NO. ____

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APPROVED AND PASSED this 28th day of July, 2026.
___________________________________
Gustavo V. Camacho, Mayor
ATTEST: APPROVED AS TO FORM:
____________________________ ____________________________________ Cynthia Ayala, CMC, City Clerk Arnold M. Alvarez-Glasman, City Attorney AYES:

NOES:

To: Mayor and City Council
From: City Manager
Meeting Date: July 28, 2026
Subject: PUBLIC HEARING – GENERAL PLAN AMENDMENT NO. 66 –

UPDATE TO THE GENERAL PLAN SAFETY ELEMENT, AN
ORDINANCE TO AMEND TITLE 2, ADMINISTRATION AND
PERSONNEL, CHAPTER 2.52 EMERGENCY PREPAREDNESS

OF THE PICO RIVERA MUNICIPAL CODE (FIRST READING AND

INTRODUCTION)
Recommendation:

1. Conduct a public hearing;

2. Introduce and waive the first reading of an Ordinance to amend Title 2, Administration and Personnel, Chapter 2.52, Emergency Preparedness;

3. Approve a resolution to update the General Plan Safety Element;

4. Approve a resolution to update the Emergency Operations Plan; and

5. Find that the Ordinance and resolutions are exempt from the provisions of the California Environmental Quality Act (CEQA).

Strategic Priority:
4 - Health, Wellness & Safety - Create a safe and thriving City with low crime and high standards for health and wellness.

Strategy:

4.5 Enhance Emergency Operations Center to ensure effective response in times of crisis.

Fiscal Impact:

There is no fiscal impact to the General Fund associated with the proposed resolutions and ordinance.
1 Back to Agenda Outline
CITY COUNCIL AGENDA REPORT – MEETING OF JULY 28, 2026
PUBLIC HEARING – GENERAL PLAN AMENDMENT NO. 66 – UPDATE TO THE GENERAL PLAN SAFETY ELEMENT, AN ORDINANCE TO AMEND TITLE 2, (ADMINISTRATION AND PERSONNEL), CHAPTER 2.52 (EMERGENCY

PREPAREDNESS) OF THE PICO RIVERA MUNICIPAL CODE
(FIRST READING AND INTRODUCTION)

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Background:

In late 2024, the Planning Division embarked on a phased program to update several critical emergency preparedness policy documents: the Local Hazard Mitigation Plan, the Emergency Operations Plan, and the General Plan Safety Element. Since the launch of this effort, the City Council has approved, and the Federal Emergency Management Agency (FEMA) has certified the Local Hazard Mitigation Plan as of October 2025.

This report covers the next and final phase of these emergency preparedness efforts, focusing on updates to the General Plan Safety Element and the Emergency Operations Plan. An amendment to Title 2 Administration and Personnel, Chapter 2.52 (Emergency Preparedness) of the Pico Rivera Municipal Code (PRMC) rounds out the comprehensive effort.

The proposed update ensures that the Safety Element remains current, internally consistent with other General Plan elements and reflects current best practices in hazard mitigation and climate resilience planning. On June 15, 2026, the Planning Commission approved a resolution (Enclosure 4) recommending City Council approval of the updated General Plan Safety Element (Enclosure 2).

Discussion:

General Plan Safety Element
The General Plan serves as the City’s long-term policy framework for growth, development, and conservation. The Safety Element is one of the State-mandated elements of the General Plan and addresses the protection of the community from unreasonable risks associated with natural and human-caused hazards. The General Plan Safety Element was last updated in 2014. The draft Safety Element includes the following updates:
• Consistency with the adopted Local Hazard Mitigation Plan. • Enhanced coordination with emergency response agencies. • New and revised goals, policies, and implementation measures. • Integration of climate change adaptation and resilience strategies. SB 1035 (2018) • Updated hazard mapping and risk assessments. SB 99 (2019) • Evacuation routes analysis under a range of emergency scenarios AB 747 (2022) • Extreme heat hazards assessment. SB 2684 (2024)
The revised goals and policies of the Draft Safety Element align with the City’s adopted Local Hazard Mitigation Plan and Emergency Operations Plan to ensure consistency CITY COUNCIL AGENDA REPORT – MEETING OF JULY 28, 2026
PUBLIC HEARING – GENERAL PLAN AMENDMENT NO. 66 – UPDATE TO THE GENERAL PLAN SAFETY ELEMENT, AN ORDINANCE TO AMEND TITLE 2, (ADMINISTRATION AND PERSONNEL), CHAPTER 2.52 (EMERGENCY

PREPAREDNESS) OF THE PICO RIVERA MUNICIPAL CODE
(FIRST READING AND INTRODUCTION)

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across all emergency planning documents. These updates provide clear policy direction to guide future land use decisions, infrastructure planning, and emergency preparedness efforts. It also strengthens the City’s eligibility for state and federal grant funding opportunities. The draft Safety Element enhances the City’s ability to protect public health, safety, and welfare by promoting a more resilient and well-coordinated approach to hazard mitigation and disaster response.

The updated Safety Element strengthens the City’s policy framework in several key areas:

1. Seismic and Geological Hazards - Policies address earthquake risks, fault zones, liquefaction, and soil stability, with updated mapping and development standards to reduce risk.

2. Flooding and Stormwater Management - The Element incorporates updated floodplain data and strategies to improve stormwater management, reduce flood risks, and enhance infrastructure resilience.

3. Fire Hazards - While the City is largely urbanized, the Element addresses urban fire risks, emergency access, and coordination with fire protection services.

4. Climate Change Adaptation - New policies address:
• Extreme heat
• Drought conditions
• Air quality impacts
• Long-term climate resilience planning

5. Emergency Preparedness - The update enhances policies related to emergency response, evacuation planning, interagency coordination, and public education.

Intergovernmental coordination/Public Outreach
The Safety Element update was developed with opportunities for public input including:
• California Geological Survey (CGS) – This State agency reviewed the City’s seismic hazards, fault zones, liquefaction, landslides, and other geologic hazards.

Comments were included in the Safety Element as recommended. • Planning Commission – Prior to the Planning Commission public hearing, the proposed Safety Element was made available for public review in accordance with noticing requirements.

CITY COUNCIL AGENDA REPORT – MEETING OF JULY 28, 2026
PUBLIC HEARING – GENERAL PLAN AMENDMENT NO. 66 – UPDATE TO THE GENERAL PLAN SAFETY ELEMENT, AN ORDINANCE TO AMEND TITLE 2, (ADMINISTRATION AND PERSONNEL), CHAPTER 2.52 (EMERGENCY

PREPAREDNESS) OF THE PICO RIVERA MUNICIPAL CODE
(FIRST READING AND INTRODUCTION)

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Title 2 Administration and Personnel, Chapter 2.52 Emergency Preparedness The proposed revisions to Chapter 2.52 include designating the City Manager and Assistant City Manager as the Chair and Vice Chair of the Disaster Council, respectively; clarifying the Council's powers and duties; and updating terminology and organizational references to ensure consistency with the City's newly updated Emergency Operations Plan (EOP). These amendments strengthen the City's emergency management framework and improve coordination during emergency preparedness, response, recovery, and mitigation activities. In addition, Chapter 2.52 designates the Assistant City Manager as the Assistant EOC Director in place of the Director of Public Works. This revision allows the Director of Public Works to focus on serving as the Operations Section Chief during emergency response operations. (Enclosure 3) These revisions enhance the City’s emergency preparedness while maintaining compliance with California Government Code Section 8630 that outlines the procedures for declaring, ratifying, and extending local emergencies.

Emergency Operations Plan/Basic Plan
The Emergency Operations Plan (EOP), Basic Plan, is the core document in emergency preparedness and defines City department roles, responsibilities, and procedures for managing incidents of any size. Updating the EOP helps staff keep a coordinated and current response framework for emergencies and disasters. Updates to the EOP (Enclosure 4) incorporate current regulatory requirements and best practices, including alignment with the California Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). In addition, the updated EOP reflects current hazard conditions, incorporates lessons learned from recent emergencies, and strengthens continuity of essential City services. Below are key updates to the 2026 EOP:
• An emergency organizational structure to manage emergency response operations.
• Policies and procedures for providing public information. • Preplanned response actions to mitigate the effects of emergencies. • Continuity of government operations; and
• Outlines the process for requesting and coordinating mutual aid.

An annex is a supplemental document to the EOP Basic Plan that provides guidance for managing specific emergency functions. Each of the City’s annexes outlines the roles and responsibilities of City departments and identifies operational procedures that support an effective and organized response to a disaster. The City’s EOP includes hazard-specific annexes that provide actionable guidance for both natural and human-caused threats not addressed in detail by the Basic Plan. These annexes deliver tailored response strategies CITY COUNCIL AGENDA REPORT – MEETING OF JULY 28, 2026
PUBLIC HEARING – GENERAL PLAN AMENDMENT NO. 66 – UPDATE TO THE GENERAL PLAN SAFETY ELEMENT, AN ORDINANCE TO AMEND TITLE 2, (ADMINISTRATION AND PERSONNEL), CHAPTER 2.52 (EMERGENCY

PREPAREDNESS) OF THE PICO RIVERA MUNICIPAL CODE
(FIRST READING AND INTRODUCTION)

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for each hazard type. Given the sensitive nature of their contents, the EOP annexes are classified as confidential to protect essential operational information. This confidentiality ensures critical details are not publicly disclosed, thereby preserving public safety, security, and the integrity of emergency response operations. The City’s EOP includes seven annexes developed to assist staff in implementing hazard-specific response procedures:
• Annex A: Emergency Management – Provides an overview of Emergency Operations Center (EOC) organization and operations
• Annex B: Mass Casualty Incident – Establishes procedures when a disaster produces more patients or fatalities than first responders can immediately handle • Annex C: Alert and Warning – Outlines procedures for public notification and emergency communications
• Annex D: Mass Evacuation and Transportation (ADA) – Addresses evacuation planning, including considerations for individuals with access and functional needs • Annex E: Earthquake – Details response actions for seismic events • Annex F: Flooding and Dam Failure – Provides guidance for flood-related emergencies and dam breach scenarios
• Annex G: Mass Care and Shelter (including pets and ADA) – Establishes procedures for sheltering displaced populations, including individuals with disabilities and household pets
Environmental Analysis
The proposed actions to approve a resolution to update the EOP and an ordinance to amend Title 2, Administration and Personnel, Chapter 2.52, Emergency Preparedness are categorically exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b)(5) and as this approval is not considered a "project" subject to CEQA but an administrative activity that will not approve a specific development project or result in direct or indirect physical changes in the environment. Pursuant to CEQA Guidelines Sections 15060(c)(2) and 15061(b)(3) (“general rule” or “common sense”) the proposed Safety Element update involves the adoption of policy documents to maintain consistency with state law and does not in and of itself propose or approve physical development. As such, the proposed project is not anticipated to result in any changes to the physical environment, nor will it result in potential environmental impacts.

PREPAREDNESS) OF THE PICO RIVERA MUNICIPAL CODE
(FIRST READING AND INTRODUCTION)

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Conclusion:

The proposed updates and amendments advance the City’s commitment to public safety, emergency preparedness, and long-term resilience. The updates ensure compliance with current State law, reflect contemporary hazard information and planning practices, and establish a framework for protecting the community from natural and human-caused hazards.

Staff recommends that the City Council adopt an ordinance amending Title 2, Administration and Personnel, Chapter 2.52 (Emergency Preparedness), approve a resolution to update the General Plan Safety Element and the Emergency Operations Plan and find that these actions exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to CEQA guidelines Section 15378(b)(5).

The ordinance will become effective 30 days after adoption.

Steve Carmona
SC:AB:HH:ca
Enclosure(s):1) Ordinance
2) Resolution – Updated 2026 General Plan Safety Element/Exhibit A (Safety Element)
3) Resolution – Updated 2026 Emergency Operations Plan/Exhibit A (Emergency Operations Plan)
4) Planning Commission Resolution No. 1338
5) Notice of Exemption
ORDINANCE NO. ____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF PICO RIVERA, CALIFORNIA, AMENDING CHAPTER 2.52 EMERGENCY

PREPAREDNESS OF THE PICO RIVERA MUNICIPAL CODE
WHEREAS, pursuant to California Government Code Section 8630, the legislative body of a city has the authority to adopt procedures for declaring, ratifying, and extending local emergencies; and
WHEREAS, Pico Rivera Municipal Code Section 2.52.040 empowers the City’s Disaster Council to develop and recommend for adoption by the City Council, emergency and mutual aid plans and agreements, and such ordinances and resolutions and rules and regulations as are necessary to implement such plans and agreements; and WHEREAS, the City of Pico Rivera is committed to protecting the public health, safety, and welfare of its residents, businesses, and visitors through effective emergency preparedness, response, recovery, and mitigation programs; and WHEREAS, The proposed revisions to Chapter 2.52 include designating the City Manager and Assistant City Manager as the Chair and Vice Chair of the Disaster Council, respectively; clarifying the Council's powers and duties; and updating terminology and organizational references to ensure consistency with the City's newly updated Emergency Operations Plan (EOP); and
WHEREAS, the City Council held a duly noticed public hearing on July 28, 2026, received public testimony, and reviewed all pertinent documents and materials; and WHEREAS, the City Council of the City of Pico Rivera desires to amend the Pico Rivera Municipal Code as set forth herein.

NOW THEREFORE, BE IT ORDAINED by the City Council of the City of Pico Rivera as follows:

SECTION 1. Incorporation of Recitals. The City Council for the City of Pico Rivera finds and declares the foregoing are true and correct and incorporates said recitals fully into this Ordinance as substantive findings.

SECTION 2. Title 2, Administration and Personnel Chapter 2.52 Emergency Preparedness, is hereby amended as set forth in accordance with Exhibit “A” herein attached to this Ordinance.

SECTION 3. The City Council hereby finds and determines that this Ordinance is not subject to the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b)(5), as this approval is not considered a "project" subject to CEQA but an administrative activity that will not approve a specific development project or Enclosure 1
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ORDINANCE NO. ____

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result in direct or indirect physical changes in the environment.

SECTION 4. If any section, subsection, subdivision, paragraph, sentence, clause or phrase of this article, or any part thereof, is for any reason held to be unconstitutional or invalid or ineffective by any court of competent jurisdiction, such decision shall not affect the validity or effectiveness of the remaining portions of this article or any part thereof. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause or phrase of this article irrespective of the fact that one or more sections, subsections, subdivisions, paragraphs, sentences, clauses or phrases be declared unconstitutional or invalid or ineffective. To this end, the provisions of this article are declared to be severable.

SECTION 5. The City Clerk shall certify the passage and adoption of this ordinance. The City Council hereby finds and determines that there are no newspapers of general circulation both published and circulated within the City and, in compliance with Section 36933 of the Government Code directs the City Clerk to cause said ordinance, within fifteen (15) days after its passage, to be posted in at least five (5) public places within the City. This ordinance shall take effect thirty (30) days after its adoption.

ADOPTED AND PASSED this ____ day of ______, 2026.

Gustavo V. Camacho, Mayor
ATTEST: APPROVED AS TO FORM:
_________________________
Cynthia Ayala, CMC, City Clerk Arnold M. Alvarez-Glasman, City Attorney

STATE OF CALIFORNIA )
) §

COUNTY OF LOS ANGELES )
I, Cynthia Ayala, City Clerk of the City of Pico Rivera, do hereby certify that the foregoing Ordinance No. ____ was adopted at a regular meeting of the City Council of the City of Pico Rivera, held on ___, with the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________________
Cynthia Ayala, CMC, City Clerk
ORDINANCE NO. ____

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Exhibit “A”
Chapter 2.52 EMERGENCY PREPAREDNESS
§ 2.52.010 Purpose of provisions.

The declared purposes of this chapter are to provide for the preparation and carrying out of plans for the protection of persons and property within this city in the event of an emergency, and to provide for the coordination of the public agencies and affected private persons, corporations and organizations.
(Prior code § 3600)
§ 2.52.020 Emergency defined.

As used in this chapter, "emergency" means the actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within the city caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, drought, cyberterrorism, sudden and severe energy shortage, deenergization event, plant or animal infestation or disease, the Governor’s warning of an or earthquake, or volcanic prediction, or an earthquake or other conditions, including conditions resulting from war or imminent threat of war, but other than conditions resulting from a labor controversy, which conditions that are or are likely to be beyond the control of the services, personnel, equipment and facilities of the city and, requireing the combined forces of other political subdivisions to combat. or with respect to regulated energy utilities, a sudden and severe energy shortage requires extraordinary measures beyond the authority vested in the Public Utilities Commission.

Prior code § 3601)
§ 2.52.030 Disaster council—Created—Membership.

The Pico Rivera disaster council is created, and shall consist of the following:

A. The Emergency Operations Center (EOC) Director (City Manager) mayor, who shall be chair;
B. The Assistant EOC Director (Assistant City Manager) director of emergency services, who shall be vice-chair;
C. The assistant director, appointed by the city manager with the advice and consent of the city council who, under the supervision of the director, shall develop emergency services plans and organize the emergency services program of the city, and shall have such other duties as may be assigned by the director;
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D. C. EOC Chiefs, or their designees, Such Chiefs of emergency services as are provided for in the current emergency plan of the city, adopted pursuant to the ordinance codified in this chapter.;
E. Such representatives of civic, business, labor, veterans, professional or other organizations having an official emergency responsibility as may be appointed by the director with the advice and consent of the city council. (Prior code § 3602)
§ 2.52.040 Disaster council—Powers and duties.

A. It shall be the duty of the disaster council, and it is hereby empowered to develop and recommend for adoption by the city council, emergency and mutual aid plans and agreements, and such ordinances and resolutions and rules and regulations as are necessary to implement such plans and agreements.

B. The disaster council shall meet upon call of the chair or, in his or her absence from the city or inability to call such meeting, upon the call of the vice-chair.

C. Ensure that department personnel are trained in emergency management/operations and that designated personnel participate in regular refresher training and emergency exercises.

D. Coordinate and provide for the dissemination of public information relating to emergency preparedness activities.
(Prior code § 3603)
§ 2.52.050 Director and assistant director—Created.

A. There is created the office of director of emergency services EOC Director. The city manager shall be the director of emergency services EOC Director.

B. There is created the office of assistant director of emergency services Assistant EOC Director, who shall be the Assistant City Managerdirector of public works. (Prior code § 3604)
§ 2.52.060 Director and assistant director—Powers and duties.

A. The director is empowered:

1. To request the city council to proclaim the existence or threatened existence of a "local emergency," if the city council is in session, or to issue such proclamation if the city council is not in session;

2. To request the Governor to proclaim a "state of emergency" when, in the opinion of the director, the locally available resources are inadequate to cope with the emergency;
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3. To control and direct the effort of the emergency organization of the city for the accomplishment of the purposes of this chapter;

4. To direct coordination and cooperation of services and staff of the emergency organization of the city, and to resolve questions of authority and responsibility that may arise between them;

5. To represent the city in all dealings with public or private agencies pertaining to emergencies, as defined in this chapter;

6. In the event of the proclamation of a "local emergency" as herein provided, or the proclamation of a "state of emergency" by the Governor or the Director of the State Office of Emergency Services, the director EOC Director is empowered:
a. To make and issue rules and regulations on matters reasonably related to the protection of life and property as affected by such emergency; provided, however, such rules and regulations must be confirmed at the earliest practicable time by the city council,
b. To obtain vital supplies, equipment, and such other properties found lacking and needed for the protection of the life and property of the people, and bind the city for the fair value thereof, and if required immediately, to commandeer the same for public use,
c. To require emergency services of any city officer or employee and, in the event of the proclamation of a "state of emergency" in the county in which this city is located, or the existence of a "state of war emergency," to command the aid of as many citizens of this community as he or she thinks necessary in the execution of his or her duties; such persons shall be entitled to all privileges, benefits and immunities as are provided by state law for registered emergency service volunteers,
d. To requisition necessary personnel or material of any city department or agency, e. To execute all of his or her ordinary powers as city manager, all of the special powers conferred upon him or her by this chapter or by resolution or emergency plan adopted pursuant hereto, all powers conferred upon him or her by any statute, agreement approved by the city council, or by any other lawful authority, and, in conformity with Section 38791 of the Government Code, to exercise complete authority over the city and to exercise all police power vested in the city by the Constitution and general laws.

B. The director of emergency services EOC Director shall designate the order of succession to that office, to take effect in the event the director EOC Director is unavailable to attend meetings and otherwise perform his or her duties during an emergency. Such order of succession shall be approved by the city council.

C. The assistant Assistant EOC director shall, under the supervision of the director EOC Director and with the assistance of the emergency service EOC Chiefs, develop ORDINANCE NO. ____

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emergency plans and manage the emergency programs of the city, and shall have such powers and duties as may be assigned by the director EOC Director. (Prior code § 3605)
§ 2.52.070 Emergency organization.

All officers and employees of the city, together with those volunteer forces enrolled to aid them during an emergency, and all groups, organizations and persons who may by agreement or operation of law, including persons pressed into service under the provisions of subsection (A)(6)(a) of Section 2.52.060 of this chapter, be charged with duties incident to the protection of life and property in the city during such disaster, shall constitute the emergency organization of the city.
(Prior code § 3606)
§ 2.52.080 Emergency operations plan.

The disaster council shall be responsible for the development of the city's emergency operations plan, which plan shall provide for the effective mobilization of all of the resources of the city, both public and private, to meet any condition constituting a local emergency, state of emergency, or state of war emergency, and shall provide for the organization, powers and duties, services and staff of the emergency organization. Such plan shall take effect upon adoption by resolution of the city council. (Prior code § 3607)
§ 2.52.090 Expenditures.

Any expenditures made in connection with emergency activities, including mutual aid activities, shall be deemed conclusively to be for the direct protection and benefit of the inhabitants and property of the city of Pico Rivera.
(Prior code § 3608)
§ 2.52.100 Unlawful acts during emergencies—Penalty.

It is a misdemeanor, punishable by a fine of not to exceed one thousand dollars, or by imprisonment for not to exceed six months, or both, for any person, during an emergency, to:

A. Willfully obstruct, hinder or delay any member of the emergency organization in the enforcement of any lawful rule or regulation issued pursuant to this chapter, or in the performance of any duty imposed upon him or her by virtue of this chapter; B. Do any act forbidden by any lawful rule or regulation issued pursuant to this chapter, if such act is of such a nature as to give or be likely to give assistance to the enemy, or to imperil the lives or property of inhabitants of the city, or to prevent, hinder or delay the defense or protection thereof;
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C. Wear, carry or display, without authority, any means of identification specified by the emergency agency of the state, the county, county district, or any city in the county; D. Violate any curfew or other emergency order or regulation established by any lawful rule, regulation, order or directive issued pursuant to this chapter. It shall be an affirmative defense to a violation of a curfew order that a person was traveling to or from work or school, was homeless, or was seeking medical treatment. (Ord. 837 § 1, 1993)
RESOLUTION NO. 7497

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PICO
RIVERA, CALIFORNIA, ADOPTING THE UPDATED 2026 GENERAL

PLAN SAFETY ELEMENT
WHEREAS, on July 29, 2024, the City Council approved a Professional Services Agreement with Atlas Planning Solutions, an emergency preparedness consultant, to assist staff in updating the City’s Safety Element in the General Plan; and WHEREAS, the Safety Element update focuses on identifying public safety risks and creating goals, policies, and implementation actions that address these risks; and WHEREAS, Senate Bill 1035 (2018) requires jurisdictions to review their Safety Element at least every eight years and revise it as necessary to address climate change and resiliency strategies; and
WHEREAS, Senate Bill 99 (2019) requires that cities and counties update their General Plan Safety Element to identify residential developments in hazard areas lacking at least two emergency evacuation routes; and
WHEREAS, Assembly Bill 747 (2022) requires jurisdictions to identify evacuation routes and their capacity, safety, and viability under a range of emergency scenarios; and WHEREAS, Assembly Bill 2684 (2024) requires jurisdictions to identify new information relating to extreme heat hazards applicable to the City that was not available during the previous revision of the Safety Element; and WHEREAS, the California Geological Survey of the Department of Conservation and California Office of Emergency Services were notified in accordance with Government Code Section 65302.5(a), at least 45 days prior to adoption or amendment of the Safety Element; and
WHEREAS, the California Native American Tribes on the contact list maintained by the Native American Heritage Commission were notified in accordance with Government Code Section 65352.3, at least 90 days prior to adoption or amendment of the Safety Element; and
WHEREAS, on June 15, 2026, the Planning Commission held a duly noticed public meeting and voted to recommend adoption of the Safety Element by the City Council.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Pico Rivera as follows:

SECTION 1. The City Council finds that the above recitals are true and correct.

Enclosure 2
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SECTION 2. The proposed Safety Element Update has been assessed in accordance with the authority and criteria contained in the California Environmental Quality Act (CEQA, Public Resources Code Section 21000) and the State CEQA Guidelines (California Code of Regulations, Title 14, Section 15000). Pursuant to CEQA Guidelines Sections 15060(c)(2) and 15061(b)(3) (“general rule” or “common sense”) the proposed project involves the adoption of policy documents to maintain consistency with state law and does not in and of itself propose or approve physical development. As such, the proposed project is not anticipated to result in any changes to the physical environment, nor will it result in potential environmental impacts. Therefore the City Council finds that this matter is not subject to the provisions of CEQA.

SECTION 3. The City Council has reviewed the Safety Element, herein attached to this Resolution as Exhibit “A”, and finds that it complies with the requirements set forth in Government Code 65302(g) in that the proposed Safety Element meets all requirements and standards of the State of California.

SECTION 4. The City Council, pursuant to the findings set forth above, does hereby adopt a resolution to adopt the updated Safety Element.

SECTION 5. In the event that any portion of this Resolution is deemed invalid or is unenforceable, such provision shall be severable from the remainder and that the remainder of the Resolution shall be given full force and effect.

SECTION 6. The City Clerk shall attest to the passage and approval of this resolution, and it shall thereupon be in full force and effect.

APPROVED AND PASSED this 28th day of July 2026
________________________________
Gustavo V. Camacho, Mayor
ATTEST: APPROVED AS TO FORM:

Cynthia Ayala, CMC City Clerk Arnold M. Alvarez-Glasman, City Attorney AYES: Garcia, Lara, Lutz, Sanchez, Camacho
NOES: None
City of Pico Rivera General Plan
Chapter 9: Safety Element
May 2026

City of Pico Rivera General Plan
Safety Element
Adopted by Pico Rivera City Council on
__________________________________________________
City of Pico Rivera General Plan
Safety Element
Revised 2026

CITY COUNCIL
Gustavo V. Camacho, Mayor
Dr. Monica Sanchez, Mayor Pro Tem
Andrew C. Lara, Council Member
Erik Lutz, Council Member
John R. Garcia, Council Member

PLANNING COMMISSION
Yarisma Rocha, Commissioner
Tommy Elisaldez, Commissioner
Justin Schmidt, Commissioner
Aric Martinez, Commissioner
Esther Celiz, Commissioner

COMMUNITY &ECONOMIC

DEVELOPMENT DEPARTMENT
Alvie Betancourt, Director
Julia Gonzalez, Deputy Director
Hector Hernandez, Senior Planner

LOS ANGELES COUNTY SHERIFF

DEPARTMENT
Jose L. Hernandez, Captain

LOS ANGELES COUNTY FIRE DEPARTMENT
John Stangl, Fire Captain
Khoi Dao, Assistant Fire Chief

CONSULTANTS
Atlas Planning Solutions
City of Pico Rivera Safety Element 2026
Table of Contents
Table of Contents
Safety Element Overview................................................................................... 1 Purpose ..........................................................................................................................1 Relationships ..................................................................................................................1 Consistency with the Other General Plan Elements............................................................................ 1 Integration with the Local Hazard Mitigation Plan ............................................................................... 3 Compliance with California Regulations............................................................................................ 3 Organization and Definitions............................................................................................6 Focus .............................................................................................................................7 Environment and Conditions of Pico Rivera ....................................................................................... 7 Safety Risk Analysis for Pico Rivera ................................................................................................... 7 Hazards of Concern .......................................................................................... 9 Emergency Preparedness ................................................................................................9 Emergency Operations Plan ............................................................................................................. 9 Hazard Prevention and Response Strategies.................................................................................... 10 Seismic and Geologic Hazards.......................................................................................13 Seismic Shaking ............................................................................................................................ 13 Liquefaction .................................................................................................................................. 13 Flood Hazards...............................................................................................................16 Flooding........................................................................................................................................ 16 Dam Failure................................................................................................................................... 16 Fire Hazards..................................................................................................................20 Wildland Fire ................................................................................................................................. 20 Urban Fire ..................................................................................................................................... 23 Human-Caused Hazards ...............................................................................................24 Hazardous Materials and Waste ..................................................................................................... 24 Climate Change Adaptation...........................................................................................25 Increased Temperatures and Amount of Extreme Heat Days ............................................................. 25 Changes in Precipitation Patterns ................................................................................................... 25 Susceptibility to Drought and Changes in Vegetation........................................................................ 26 Safety Goals and Policies .................................................................................27 Implementation Actions ...................................................................................32 City of Pico Rivera Safety Element 2026
Table of Contents

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City of Pico Rivera Safety Element 2026
Safety Element Overview – Purpose
1 Safety Element Overview
The City of Pico Rivera takes pride in its responsibility to safeguard the well-being of its community members. This Safety Element aims to provide the necessary context to understand and anticipate potential emergencies caused by both natural and human-caused hazards and to plan response strategies in case of emergency.

Purpose
Every city or county has a different vision for its future growth, one that reflects local priorities and values.

California law requires each City prepare a General Plan that outlines the planning process that guides community-based decisions. Additionally, every General Plan must contain seven mandatory elements— one of which is the Safety Element.

The ultimate goal of a Safety Element is to reduce the potential short and long-term risk of death, injuries, property damage, and economic and social dislocation resulting from fires, floods, droughts, earthquakes, landslides, climate change, and other hazards. Toward that goal, each Safety Element must geographically identify each safety risk's location and potential extent using maps, primarily for seismicity, flooding, and fire risks. Periodic updates of the Safety Element are necessary to ensure that goals and policies within are relevant and responsive to a community’s evolving needs.

This Safety Element, in conjunction with the City’s Local Hazard Mitigation Plan (LHMP), is the best avenue for understanding and addressing natural and human-caused hazard risks within this community.

Relationships
Consistency with the Other General Plan Elements
Integrating safety considerations throughout the General Plan creates an internally consistent framework that prioritizes the community's well-being. The Pico Rivera Safety Element is an essential component of the General Plan and works in tandem with the other elements to guide these efforts.

Land Use Element
The Land Use Element is considered the key element of any General Plan because of its broad scope. This element plays a central role in synthesizing all General Plan issues, constraints, and opportunities. It was prepared to ensure consistency with the information, policies, and programs contained in the Circulation and Infrastructure, Housing, Open Space and Recreation, Conservation, Safety, and Noise elements of the General Plan. This Land Use Element is particularly responsive to natural hazards. Understanding the natural and human-caused hazards that threaten a community can help reduce the possibility of disaster by avoiding the designation of sensitive land uses in hazard-prone areas.

City of Pico Rivera Safety Element 2026
Safety Element Overview – Relationships
2 Housing Element
The Housing Element is more closely associated with land use and incorporates many safety considerations into its goals and policies. Building practices and codes addressed in the Housing Element contribute to community safety by improving the built environment's resiliency to natural and humancaused hazards. Additionally, the Housing Element can help identify vulnerable populations and inform the Safety Element to ensure that proper protections are in place.

Circulation Element
The Circulation Element presents the City’s vision for achieving and maintaining safe, efficient, and reliable mobility for residents, visitors, goods, and services throughout the community. Integration with the Safety Element can influence public health and safety by addressing traffic congestion on roads designated as evacuation routes during emergencies and by redefining truck routes to avoid residential and other heavily populated areas.

Community Facilities Element
The Community Facilities Element guides the development and maintenance of Pico Rivera's infrastructure, from law enforcement and fire protection to water and energy systems. The goal is to foster a productive, fiscally sound community through efficient service delivery and proactive technological upgrades. Because critical utilities—such as stormwater and communications—are essential to daily life, the City can prioritize regular improvements to enhance system performance. Recognizing that various regional agencies own many of these assets, the City focuses on strong collaborative partnerships to align external capabilities with local priorities. Coordination with the Safety Element can influence public safety and health by ensuring efficient police and fire protection for the community and establishing protocols to maintain vital utilities both before and after hazard events.

Economic Prosperity Element
Economic prosperity is a prime indicator of the success and vitality of a community. The structure and strength of the local economy influences a community’s physical development and its ability to fund essential services. This element aims at enhancing Pico Rivera’s economic well-being and sustainability. It provides a strategic approach to economic development that reflects the community’s unique opportunities and challenges. The intent of this element of the General Plan is to further elevate Pico Rivera as a great place to live, work, and do business. Aligning policy development with the Safety Element can influence public safety and health by fostering a business-friendly community that can fiscally support new projects and infrastructure designed to make the City a more prepared, hazard-resilient community.

Environmental Resources Element
This element addresses the long-term management of Pico Rivera’s environmental resources including air quality, greenhouse gas emissions, water resources, biological resources, mineral resources, and cultural resources. Pico Rivera values and is committed to protecting and enhancing its environmental resources.

One of the community’s core values is to minimize the impacts of urban activities on natural environmental systems and functions. The Environmental Resources Element integrates with the Safety Element by utilizing green infrastructure—such as stormwater management, enhanced tree canopies, and City of Pico Rivera Safety Element 2026
Safety Element Overview – Relationships
3 sustainable, multi-modal "Green Streets"—to mitigate climate-related risks, reduce flood hazards, and improve air quality. This approach boosts public safety by reducing environmental vulnerabilities and improving resilience to natural hazards.

Healthy Community Element
The Healthy Community Element of the Pico Rivera General Plan serves as a policy roadmap to improve the social, physical, and mental well-being of its residents by linking public health to the city’s built and natural environments. This element integrates with the Safety Element and overall health of the community by reducing crime and setting high-standards for emergency medical services and protecting residents from environmental hazards by maintaining clean air, sustainable water supplies, and managing waste through increased recycling and diversion.

Noise Element
The purpose of the Noise Element is to guide comprehensive local programs to control and abate excessive noise and to protect residents from adverse noise impacts. This element provides information on the existing and projected noise environment and includes goals, policies, and implementation programs to ensure an acceptable noise environment. This element also identifies criteria for decision-makers to evaluate the noise implications of proposed projects. The Noise Element integrates with the Safety Element to ensure that noise-sensitive land uses (e.g., schools, hospitals) are not located near high-noise, high-risk areas like major traffic corridors.

Integration with the Local Hazard Mitigation Plan
This Safety Element contains general hazard and risk reduction strategies complementary with those of the City’s LHMP. The LHMP serves three primary purposes:
1) It provides a comprehensive analysis of the natural and human-caused hazards that threaten the City, with a focus on mitigation;
2) It keeps the City of Pico Rivera eligible to receive additional federal and state funding to assist with emergency response and recovery, as permitted by the federal Disaster Mitigation Act (DMA) of 2000 and California Government Code § 8685.9 and 65302.6; and 3) It complements the efforts undertaken by the Safety Element.

The LHMP complies with all requirements set forth under the federal Disaster Mitigation Act of 2000 and received approval from the Federal Emergency Management Agency (FEMA) in 2025. Sections of the Safety Element are supplemented by the LHMP, incorporated by reference in this element, as allowed by California Government Code § 65302.6.

Note: Pico Rivera adopted its current LHMP in 2025. To access Pico Rivera’s LHMP, visit the City’s Emergency Management website dedicated to emergency plans at https://www.pico-rivera.org/emergency/.

Compliance with California Regulations
The contents and processes surrounding the creation and maintenance of this Safety Element are sourced directly from the following California state law requirements.

City of Pico Rivera Safety Element 2026
Safety Element Overview – Relationships
4 California Government Code § 65302(g)(1)
California Government Code § 65302(g)(1) establishes the legislative framework for California's Safety Elements. This framework consolidates requirements from relevant federal and state agencies, ensuring that all cities comply with numerous statutory mandates. These mandates include:
• Protecting against significant risks related to earthquakes, tsunamis, seiches, dam failure, landslides, subsidence, flooding, and fires as applicable. • Including maps of known seismic and other geologic hazards. • Addressing evacuation routes, military installations, peak-load water supply requirements, and minimum road widths and clearances around structures as related to fire and geologic hazards, where applicable.
• Identifying areas subject to flooding and wildfires.
• Avoiding locating critical facilities within areas of high risk. • Assessing the community's vulnerability to climate change. • Including adaptation and resilience goals, policies, and implementation measures.

California Government Code § 8685.9 and 65302.6
California Government Code § 8685.9 (also known as Assembly Bill 2140, or AB 2140) limits California's share of disaster relief funds paid to local governments to 75 percent of the funds not covered by federal disaster relief efforts. However, if the jurisdiction has adopted a valid hazard mitigation plan consistent with DMA 2000 and has incorporated the Hazard Mitigation Plan into the jurisdiction's General Plan, the State may cover more than 75 percent of the remaining disaster relief costs. California Government Code § 65302.6 allows a community to adopt an LHMP into its Safety Element, provided the LHMP meets applicable state requirements. This enables communities to use the LHMP to meet state Safety Element requirements. As the General Plan is an overarching long-term plan for community growth and development, incorporating the LHMP into it creates a stronger mechanism for implementing the LHMP.

California Government Code § 65302(g)(2) adopted through AB 162 (2009) This Code requires that, upon the next revision of the Housing Element, the Safety Element is also reviewed and updated as necessary to identify information regarding flood hazards.

California Government Code § 65302(g)(3) adopted through SB 1241 (2012) California Government Code § 65302(g)(3) requires the Safety Element to identify and update mapping, information, and goals and policies to address wildfire hazards. As part of this requirement, any jurisdiction that includes State Responsibility Areas or Very High Fire Hazard Severity Zones in the Local Responsibility Areas (LRA), as defined by the California Board of Forestry and Fire Protection (Board), is required to transmit the updated element to the Board for review and approval.

Note: CAL FIRE has not identified any Very High Fire Hazard Severity Zones within Pico Rivera city limits. The lack of these zones means a review and approval of this Safety Element by the California Board of Forestry and Fire Protection is not required.

City of Pico Rivera Safety Element 2026
Safety Element Overview – Relationships
5 California Government Code § 65302(g)(4) adopted through SB 379 (2015) California Government Code § 65302(g)(4) requires the Safety Element to address potential impacts of climate change and develop potential strategies to adapt/mitigate these hazards. Analysis of these potential effects should rely on a jurisdiction's Local Hazard Mitigation Plan or an analysis that includes data and analysis from the State of California's Cal-Adapt website.

Note: Refer to the Pico Rivera Climate Vulnerability Assessment for additional detail. (insert in note box)California Government Code § 65302(g)(5) adopted through SB 99 (2019) California Government Code § 65302(g)(5) requires the Safety Element to identify evacuation constraints associated with residential developments, specifically focused on areas served by a single roadway.

Note: Refer to the Pico Rivera Safety Element Update SB 99 Evacuation Discussion memo for additional detail.

California Government Code 65302.15(a) adopted through AB 747 (2020) and AB 1409 (2021) California Government Code 65302.15(a) requires the Safety Element to be reviewed and updated as necessary to identify evacuation routes and their capacity, safety, and viability under a range of emergency scenarios. The bill authorizes a city or county that has adopted an LHMP, emergency operations plan, or other document that fulfills commensurate goals and policies to use that information in the Safety Element to comply with this requirement by summarizing and incorporating by reference that other plan or document in the Safety Element.

National Flood Insurance Program
The National Flood Insurance Program (NFIP) was created in 1968 to help communities adopt more effective floodplain management programs and regulations. The Federal Emergency Management Agency (FEMA) is responsible for implementing the NFIP and approves the floodplain management plans for participating cities and counties.

Note: Pico Rivera participates in the NFIP and uses Title 15, Chapter 15.50 of the Pico Rivera Municipal Code to administer flood management regulations throughout the City.

Alquist-Priolo Earthquake Fault Zoning Act
The Alquist-Priolo Earthquake Fault Zoning Act (California Public Resources Code [PRC], Chapter 7.5, § 2621-2699.6) was intended to reduce the risks associated with surface faults and requires the designated State Geologist to identify and map "Earthquake Fault Zones" around known active faults. Per PRC § 2623(a), cities and counties shall require a geologic report defining and delineating any hazard of surface fault rupture before the approval of a project. If the jurisdiction finds no undue hazard of that kind exists, the geologic report on the hazard may be waived, with the State Geologist's approval. For a list of project types, please refer to PRC § 2621.6.

City of Pico Rivera Safety Element 2026
Safety Element Overview – Organization and Definitions
6 Note: There are no Alquist-Priolo Earthquake Fault Zones within Pico Rivera; therefore, this topic is not addressed in this document. It should be noted, however, that there are several identified Alquist-Priolo Earthquake Fault Zones located within 5 miles of the City.

Seismic Hazards Mapping Act
The Seismic Hazards Mapping Act (California Public Resources Code, Chapter 7.8, § 2690-2699.6) created a statewide seismic hazard mapping and technical advisory program in 1990 to help cities and counties more effectively address the effects of geologic and seismic hazards caused by earthquakes. Under PRC § 2697, cities and counties shall require a geotechnical report that defines and delineates any seismic hazard before approving a project located in a seismic hazard zone. If the jurisdiction finds that no undue hazard of this kind exists based on information resulting from studies conducted on sites near the project and of similar soil composition to the project site, the geotechnical report may be waived. After a report has been approved or a waiver granted, subsequent geotechnical reports shall not be required, provided that no new geologic datum or data warranting further investigation is recorded. Each jurisdiction shall submit one copy of each approved geotechnical report, including the mitigation measures to be taken, if any, to the State Geologist within 30 days of its approval of the report. For a list of project types, please refer to PRC § 2693.

Note: The California Geological Survey has identified liquefaction as a potential hazard of concern requiring investigation in compliance with this Act.

Cortese List
Government Code § 65962.5 (typically referred to as the "Cortese List") identifies sites that require additional oversight during the local permitting process as well as compliance with the California Environmental Quality Act (CEQA). The list generally comprises properties and businesses that generate, store, or have been impacted by hazardous materials/wastes. Many properties identified on this list may be undergoing corrective action, cleanup, or abandoned and in need of these activities.

Note: The City of Pico Rivera regularly checks this list as part of their development review process.

Organization and Definitions
This element is organized to be consistent with the other General Plan Elements. The goals, policies, and implementation actions/programs provide declarative statements setting forth the City's approach to safety-related issues. A definition of these key terms is provided below:
• Goal: A general statement of the desired community outcome. It is denoted as Goal S-X in this element.
• Policy: Policies are actions that a community will undertake to meet the goals. They are denoted as Policy S-X.X in this element.
• Implementation Actions or Programs: A list of recommended programs and future actions necessary to achieve element goals and policies; implementation actions are defined as S-X.Xa in this element.

City of Pico Rivera Safety Element 2026
Safety Element Overview – Focus
7 Many of the previous Safety Element’s policies have been incorporated into this element either as a new policy or an implementation action. Modifications to the previous text language occurred to ensure new goals, policies, and implementation actions meet City needs and best practice standards.

Focus
Environment and Conditions of Pico Rivera
Pico Rivera is a general law municipality in Los Angeles County, California, approximately 13 miles southeast of downtown Los Angeles. The city is geographically defined by two major rivers: the Rio Hondo to the west and the San Gabriel River to the east. Pico Rivera sits in a relatively flat, low-lying coastal plain.

While the city itself is mostly level, it is bordered by the Whittier Narrows to the north and is in close proximity to the Puente Hills to the east. Pico Rivera’s total land area is 8.9 square miles. The region typically experiences a Mediterranean climate, characterized by warm, dry summers and mild, occasionally wet winters. The physical landscape is a mix of residential, commercial, and light industrial zones, interspersed with over 100 acres of parkland and recreational facilities.

The City's location and history with hazards make it likely that Pico Rivera will experience risks of seismic, flooding, and adverse weather events in the future, and the impact of a changing climate is likely to intensify many of these risks. Drier, hotter weather will likely increase drought conditions and potentially affect water supplies. Wetter and more intense winter storms could increase the possibility of infrastructure failure or inundate parts of Pico Rivera that have never experienced flooding in the past.

Safety Risk Analysis for Pico Rivera
California Government Code § 65302(g) identifies safety risks that should be examined and, if found applicable to the conditions surrounding Pico Rivera, provided for within the City’s Safety Element. While climate change is a hazard unto itself, state regulations require the discussion of how climate change may exacerbate the hazards and risks within a community.

Note: The City can choose to proactively address and prepare for hazards that fall outside of evaluated risk; these are also marked as “Applicable to Pico Rivera” in the table below. Any other safety issue deemed locally relevant may be included as well.

City of Pico Rivera
City of Pico Rivera Safety Element 2026
Safety Element Overview – Focus
8 Pico Rivera has been evaluated for the following hazards and safety risks:

Hazard / Safety Risk Applicable to Pico Rivera
Emergency Preparedness § 65302(g)(1), 65302(g)(5)
Emergency Operations Plan Yes
Hazard prevention and response strategies Yes
Seismic and Geologic Hazards § 65302(g)(1)
Seismically-induced surface rupture --
Seismic shaking Yes
Ground failure --
Tsunami --
Seiche --
Subsidence --
Liquefaction Yes
Slope instability
(Mudslide/Landslide)
--
Other seismic/geologic hazards* --
Flood Hazards § 65302(g)(2)
Flooding Yes
Dam failure Yes
Fire Hazards § 65302(g)(3)
Wildland fire Yes
Urban fire Yes
Climate Change Adaptation (Adverse Weather Hazards) § 65302(g)(4) Drought Yes
Extreme heat Yes
Severe wind Yes
Human-caused Hazards**
Hazardous materials and waste Yes
* This category includes any other seismic hazards identified pursuant to Chapter 7.8 (commencing with Section 2690) of Division 2 of the Public Resources Code, and other geologic hazards known to the legislative body. ** Evaluation for human-caused hazards is included optionally and is not required by the California Government Code § 65302(g).

City of Pico Rivera Safety Element 2026
Hazards of Concern – Emergency Preparedness
9 Hazards of Concern
Emergency Preparedness
The ability to anticipate, evaluate, and mitigate potential risks posed by both natural and human-caused hazards is paramount to a city's longevity. In many cases, hazard events may occur with little to no notice.

This Emergency Preparedness section consolidates and briefly describes the City of Pico Rivera's hazard prevention and response strategies.

Emergency Operations Plan
The Emergency Operations Plan (EOP) is primarily responsible for informing the City of Pico Rivera's emergency management strategies. This plan is managed by the Emergency Services Division, which is part of the Community and Economic Development Department. (The City Manager serves as the Emergency Operations Center [EOC] Director.)
The City has adopted a Standardized Emergency Management System/National Incident Management System (SEMS/NIMS) Emergency Operation Plan. This plan identifies responsibilities, common tactics, and a chain of command for federal, state, and City agencies in the event of an emergency. The intent is to provide a common methodology for agencies to request resources and equipment from each other, minimize duplicative efforts, and coordinate overall response. This methodology is typically organized under four categories: mitigation, preparedness, response, and recovery.

Mitigation
The EOP, in conjunction with the LHMP, identifies and assesses the natural and human-caused hazards that threaten the City and recommends proactive policy and procedural actions that reduce the risks associated with these hazards. This proactive planning is intended to decrease the probability of emergency situations and minimize the effects should one occur. Examples of hazard mitigation and prevention can be found in many city policies, but they are most prominently displayed in the numerous municipal codes regulating construction and development. For example, a key strategy for older communities is the relocation of overhead powerlines underground, which can reduce impacts (power loss) associated with wind and severe weather events.

Preparedness
Emergency preparedness focuses on activities that equip a community to respond to a disaster. These activities typically involve preparing plans addressing life safety, emergency response, and evacuation; purchasing and storing emergency supplies; and conducting training and exercises to practice response activities. As part of the City's preparedness initiatives, the City has coordinated with Los Angeles County on the appropriate evacuation routes and zones that would be used during an emergency incident. In addition, single ingress/egress locations have been mapped and locations within the City that have impaired access roadways have been identified, which may require earlier evacuation notifications during an emergency incident.

City of Pico Rivera Safety Element 2026
Hazards of Concern – Emergency Preparedness
10 Response
Emergency response activities typically focus on actions necessary to save lives and prevent further property damage during an emergency/disaster. These activities are conducted in coordination with the emergency response procedures of the Los Angeles County Sheriff’s Department and Los Angeles County Fire Department (contracted service providers). To guide response activities, the City relies on implementing the EOP and working closely with volunteer organizations such as the Community Emergency Response Team (CERT), which helps orchestrate internal and external communications, logistics, and assistance during large-scale emergencies. If City resources become overwhelmed, the City will request support through the Operational Area (which consists of a county and all political subdivisions within that county, including incorporated cities and special districts) using automatic aid and mutual aid agreements currently in place. However, the City recognizes that mutual aid resources are dependent on availability and may be limited during a large regional incident. Therefore, consideration for strengthening self-sufficiency should be a priority.

Recovery
Recovery activities typically occur after an emergency/disaster event. These activities focus on reestablishing services to impacted areas, repairing and/or reconstructing damaged buildings and infrastructure, and assisting residents and businesses with permitting and approvals of building plans.

Depending on the scale and type of incident, recovery could occur in specific community locations and/or require specialized expertise to address the issues created. Cleanup of hazardous wastes shall be considered part of the recovery from a major disaster event.

Hazard Prevention and Response Strategies
Conditions that can exacerbate or impact the City’s ability to respond to identified hazards must have prevention and response strategies in place, when applicable. The following conditions are addressed in compliance with California Government Code Section 65302(g)(1).

Evacuation Routes
As part of the City's preparedness initiatives, an Evacuation Analysis has been prepared that identifies the routes used for evacuation purposes. Figure S-1 depicts the roadways within the City. While these roadways are intended to meet evacuation needs, the City recognizes that some constraints may affect evacuation, namely narrow roadways, bridges, and railroad crossings. These locations may be vulnerable if failure or blockage occurs. Figure S-1 also identifies both constrained roadways (single ingress/egress conditions) and parcels that use these roadways (constrained parcels), consistent with CGC § 65302(g)(5).

The analysis can be viewed in greater detail in the Pico Rivera Safety Element Update SB 99 Evacuation Discussion memo.

City of Pico Rivera Safety Element 2026
Hazards of Concern – Emergency Preparedness
11 Figure S-1. SB 99 CAP and POC Locations, Single Ingress/Egress Roadways City of Pico Rivera Safety Element 2026
Hazards of Concern – Emergency Preparedness
12 Road Widths and Clearances Around Structures
In Pico Rivera, road width and clearance safety standards are set by the municipal code, to both keep traffic moving and ensure emergency vehicles can get through. These designs follow specific zoning and fire safety rules, aligning with the City’s General Plan and the Comprehensive Citywide Safety Action Plan (CSAP) currently under development (as of late 2025).

Military Installations
There are multiple military installations and reserve centers situated in the vicinity of Pico Rivera, offering essential support and training for the armed forces.
• El Monte U.S. Army Reserve Center (located in the City of El Monte; approx. 3 miles away) • Montebello Armory (located in the City of Montebello; approx. 5 miles away) Military facilities near a city hold significant importance for a Safety Element, acting primarily as critical infrastructure for emergency response, disaster resilience, and regional security while also posing unique planning challenges. Their presence necessitates careful integration into local planning efforts to balance national defense operations with community safety.

Peak-Load Water Supply Requirements
The Pico Water District (PWD) provides water service to its customers in central Pico Rivera through the use of five active wells ranging in water production from 700 to 2,800 gallons per minute, and one 1.25-milliongallon reinforced concrete reservoir. The District pumps all of its water from the Central Basin underground aquifer, which is an adjudicated water basin. The District delivers water to residential, commercial, industrial, and governmental customers. The San Gabriel Valley Water Company (SGVWC) serves the eastern and northern portions of the city. The company also has the ability to deliver imported water through a connection with the Metropolitan Water District of Southern California, as well as emergency interconnections with several surrounding water agencies to ensure the reliability of its water supply.

According to both Districts’ 2020 Urban Water Management Plans, adequate water supplies are available to meet customer demands within the City. PWD receives its water from Central Basin and recycled water supplies from Central Basin Municipal Water District a wholesale water agency. The SGVWC has a diverse mix of water supplies produced from groundwater from 31 wells located in the Main San Gabriel Groundwater Basin and from 4 wells located in the Central Groundwater Basin. This is especially important for ensuring adequate supplies are available for fire suppression needs within the City.

City of Pico Rivera Safety Element 2026
Hazards of Concern – Seismic and Geologic Hazards
13 Seismic and Geologic Hazards
Seismic and geologic hazards are traditionally addressed together because they both involve the movement of the Earth's surface. Although some geologic events (landslides, subsidence, erosion, etc.) can and do occur independently, the primary catalyst for their occurrence is often a seismic event, commonly called an earthquake. A key consideration for seismic hazards is the potential for cascading effects resulting from an event.

Seismic Shaking
Seismic shaking is the recognizable movement caused by the energy released from an earthquake.

The same mechanism that creates a surface rupture is also responsible for seismic shaking and can produce an equally devastating effect. Buildings and other structures may be destroyed because of violent shaking. Infrastructure such as roads, pipelines, and power lines are also susceptible to damage and poses additional safety concerns. Unlike surface rupture, the consequences of seismic shaking are not restricted to the area immediately surrounding the fault. Energy resonating through the ground can travel hundreds of miles and cause damage in many locations simultaneously. The closer to the earthquake's source (epicenter), the stronger the shaking will be.

Seismic shaking is of particular concern to the City of Pico Rivera due to its proximity to numerous active faults capable of generating significant earthquakes. The San Andreas Fault, California's longest and primary boundary between the Pacific and North American tectonic plates, lies approximately 23 miles northeast of the City and is capable of generating earthquakes of Magnitude 8 or higher. Other faults of concern include the Raymond fault, the Santa Monica fault, the Hollywood fault, the Newport-Inglewood fault, the Puente Hills fault, and the San Jacinto and Elsinore faults. According to the Pico Rivera LHMP, the likelihood of a powerful earthquake occurring along most of these faults within the next 25 years is generally very low (excluding the San Andreas). Figure S-2 depicts the Seismic Shaking anticipated from a strong earthquake in the City.

Liquefaction
Liquefaction is a phenomenon that occurs when intense earthquake vibrations cause saturated soil to lose stability and behave more like a liquid than a solid. This poses significant problems for buildings and other structures in areas where liquefaction can occur, as the ground may give way under the weight of the structure and its foundation. In addition, underground structures are vulnerable to liquefaction.

According to the California Geological Survey, Pico Rivera is underlain by geologic units that are susceptible to liquefaction. Figure S-3 depicts the susceptible areas of the City that require geotechnical analysis.

City of Pico Rivera Safety Element 2026
Hazards of Concern – Seismic and Geologic Hazards
14 Figure S-2. Anticipated Seismic Shaking in Pico Rivera City of Pico Rivera Safety Element 2026
Hazards of Concern – Seismic and Geologic Hazards
15 Figure S-3. Liquefaction Susceptibility Locations in Pico Rivera City of Pico Rivera Safety Element 2026
Hazards of Concern – Flood Hazards
16 Flood Hazards
Flooding
Flooding occurs when heavy rainfall or a failure in water delivery infrastructure causes the accumulation of water on the ground surface. The effects of flooding may be intensified by climate change-driven droughts, as parched ground becomes less permeable. Flooding presents significant hazards to both individuals and property. Risks range from drowning in deep standing water to extensive property damage caused by shallow water. Fast-moving water is particularly perilous, capable of sweeping away people and causing severe structural damage.

To protect the public from flood hazards and fulfill federal requirements, the Federal Emergency Management Agency (FEMA) publishes Flood Insurance Rate Maps (FIRMs) that delineate the boundaries of areas susceptible to potential flooding. These maps identify the 1% annual chance floodplain (historically called the 100-year flood) and the 0.2% annual chance floodplain (historically called the 500-year flood).

Historically, Pico Rivera was designated as an “AR” Flood Zone, which is an area with a temporarily increased flood risk due to the building or restoration of a flood control system (such as a levee or a dam).

This designation was used due to the risks from the San Gabriel and Rio Hondo rivers bordering the City to the east and west (respectively). Following significant upstream control measures and regional dam improvements, the City—excluding the river channels—is now classified as an “X” Flood Zone (a low-tomoderate risk area outside of the 100-year floodplain), removing federal flood insurance mandates for property owners. The riverbeds remain in Zone “A” as they are subject to a 1% annual chance of flood event.

Flood protection is a coordinated effort between the U.S. Army Corps of Engineers, the Los Angeles County Flood Control District (LACFCD), and the City. While regional infrastructure is maintained by federal and county agencies, the City identifies local drainage deficiencies and prioritizes infrastructure upgrades to mitigate localized flooding. Figure S-4 identifies the FEMA Flood Hazard Zones in the City.

Dam Failure
Dam Failure, or damage to dam infrastructure, can be caused by natural hazards, human-caused threats, or the age and condition of a dam’s structural components. When a dam breaks, the amount and force of the water behind it can cause downstream areas to become catastrophically inundated, as stormwater drainage infrastructure would not likely be able to contain it. While the effects of a dam failure can be significant, the probability of failure is generally considered low.

Regional flood control structures along the two major surface water bodies in Pico Rivera—the Rio Hondo River along the western boundary, and the San Gabriel River along the eastern boundary—include the Whittier Narrows Dam to the north (near Montebello) and the spreading grounds of the two rivers. The Whittier Narrows Dam, completed in 1957, captures regional stormwater flows for flood control and groundwater replenishment purposes. The dam effectively removed the City from the natural flood plain of the San Gabriel and Rio Hondo rivers. The Rio Hondo River is contained within a lined channel, while the San Gabriel River remains in its natural state for several miles below the dam.

City of Pico Rivera Safety Element 2026
Hazards of Concern – Flood Hazards
17 Figure S-4. FEMA Flood Zones in Pico Rivera
City of Pico Rivera Safety Element 2026
Hazards of Concern – Flood Hazards
18 The entire City is situated within the Whittier Narrows Dam flood inundation area (see Figure S-5). Both the U.S. Army Corps of Engineers (USACE) and FEMA’s HAZUS program classify the dam’s flood risk as “high”.

Specifically, the USACE assigned a Dam Safety Action Classification (DSAC) 1 rating, signifying "extremely high" risk and a high probability of failure during rare flood events, a scenario that could impact over one million people. To mitigate this, a Safety Modification Study was finalized in June 2019, leading to an improvement plan that included overtopping protection, seepage features, and the relocation of utilities and major roads (Rosemead Boulevard and Lincoln Avenue). While minor construction began in 2021, major modification contracts are expected to be awarded in 2025, with completion anticipated within four to five years on contract award.

Pico Rivera Whittier Narrows Dam Project
City of Pico Rivera Safety Element 2026
Hazards of Concern – Flood Hazards
19 Figure S-5. Dam Inundation Zones in Pico Rivera
City of Pico Rivera Safety Element 2026
Hazards of Concern – Fire Hazards
20 Fire Hazards
Wildland Fire
Wildland fire, or wildfire, is the most common type of natural hazard in California, where large areas of undeveloped or natural land can burn quickly. While they can start from natural causes like lightning, nearly 85% of wildfires in the U.S. are caused by human activity, such as abandoned campfires, downed power lines, or burning debris.

High-hazard wildfire conditions arise from a combination of high temperatures, topography, high winds, accumulation of vegetation, and a low moisture content in the air or its fuel.1 The recent climate trend toward more prolonged periods of drought also increases the likelihood of a wildfire.

Typically, wildfires have posed minimal threat to people and buildings in urban areas, but increasing human encroachment and development into natural areas increases the likelihood that bodily harm or structural damage will occur. Areas of this type of encroachment are called wildland-urban interfaces (WUI). WUI are a contributor to an area’s Fire Hazard Severity Zone designation, which is dictated by the California Department of Forestry and Fire Protection (CAL FIRE).

Throughout California, communities are increasingly concerned about wildfire safety. Increased development (and subsequent fire suppression practices) in areas adjacent to wildlands, as well as frequent wildfire activity, have affected the natural cycle of the ecosystem and made it more susceptible to wildfire activity. The state’s combination of complex terrain, Mediterranean climate, and ample natural ignition sources from productive natural plant communities make portions of California especially prone to wildfire.

Pico Rivera itself is generally considered a low-to-moderate wildfire risk area, with about 19% of its properties having some risk of being affected by wildfire over the next 30 years. However, the surrounding jurisdictions/areas, particularly to the east and north (Whittier and Montebello, respectively), contain significant wildfire risk based on CAL FIRE mapping. Zones mapped for risk within Whittier (east of the City) range from high to very high, while zones mapped in Montebello (north of the City) range from moderate to very high, particularly near the Montebello Hills area. Due to the proximity of these Fire Hazard Safety Zones (FHSZs), the City developed new policies and actions to mitigate the potential risks posed by wildfires in neighboring communities. Figure S-6 displays the FHSZs surrounding Pico Rivera, and Figure S-7 depicts the historic fire perimeters in and around the City.
1 2000–2017 data based on Wildland Fire Management Information (WFMI) and U.S. Forest Service Research Data Archive
City of Pico Rivera Safety Element 2026
Hazards of Concern – Fire Hazards
21 Figure S-6. Very High Fire Hazard Severity Zones and the Wildland-Urban Interface near Pico Rivera City of Pico Rivera Safety Element 2026
Hazards of Concern – Fire Hazards
22 Figure S-7. Historic Fire Perimeters around Pico Rivera City of Pico Rivera Safety Element 2026
Hazards of Concern – Fire Hazards
23 Urban Fire
An urban fire may begin as an isolated incident caused by a faulty electrical appliance, an absentminded cooking mishap, or an industrial malfunction, but can spread to other buildings if conditions permit. The possibility of an urban fire confronts every city. Many factors contribute to the severity and extent of urban fires, but modern building codes and practices have helped reduce their impact. Despite these improvements, it is essential to acknowledge the risks associated with fires in urban areas. No matter its size, any fire can cause severe harm to people and damage buildings and other structures.

Due to the age of construction of the majority of structures within the City, the major concern for the City is structure fires igniting additional structure fires. Most of the building stock within the City was constructed prior to current fire code requirements, which could increase exposure to fire hazards. To address this vulnerability, the City can work with property owners and project applicants to reduce fire vulnerability through structural enhancements and mitigation projects.

Massive apartment fire in Rico Rivera, injured 3 and displaced over 300 people City of Pico Rivera Safety Element 2026
Hazards of Concern – Human-Caused Hazards
24 Human-Caused Hazards
Natural hazards are not the only threat to a community's safety. Human-caused hazards are often found throughout a community and can pose significant risks.

Hazardous Materials and Waste
Generally, hazardous materials are identified as being toxic, flammable, explosive, corrosive, infectious, radioactive, or a combination of these characteristics. Although common household chemicals pose little threat to the community at large, hazardous materials and waste used by business and industry present a greater risk. Mechanical dealerships, repair shops, gasoline, diesel fuel stations, and dry cleaners are examples of businesses that regularly use and store chemicals or other hazardous materials. Pipelines and tanks within the City also transport and store chemicals that could pose a risk if failure occurs.

Hazardous waste is categorized similarly but is identified separately from materials because they no longer serve a meaningful use.

Significant risk to public health, safety, and the environment due to the release of toxic substances may occur when structures, vehicles, industrial sites, and household products are damaged following a major seismic event, large fire, or flood. Contaminants such as heavy metals, asbestos, hydrocarbons, and volatile organic compounds can infiltrate soil, air, and water systems, creating long-term cleanup and exposure challenges.

Regulation of the use, storage, and transportation of hazardous materials and wastes rests on state and federal agencies; however, cities play a significant role in minimizing the risks and impacts of exposure through careful planning and preparation. Effective recovery efforts require coordinated hazardous materials management, debris removal, and water quality protection consistent with state and federal regulations to safeguard community health and environmental quality.

Within Pico Rivera are stationary hazardous materials locations that store, use, or produce hazardous materials that are regulated by the state. While these facilities are fixed, hazardous substances and waste are frequently transported throughout the community via rail lines (BNSF and Union Pacific) and designated truck routes. These facilities and transit corridors are common sites for potential spills or releases. During development application review, the City coordinates with the Los Angeles County Fire Department as well as state and federal oversight agencies regarding both hazardous materials locations and the enforcement of regulations, to protect the community from accidental releases and exposure.

City of Pico Rivera Safety Element 2026
Hazards of Concern – Climate Change Adaptation
25 Climate Change Adaptation
Although climate change is not itself a hazard, variations in environmental conditions can impact some of the natural hazards affecting Pico Rivera. Future conditions are projected to include higher temperatures and more frequent extreme heat days, altered precipitation patterns, prolonged droughts, and changes in wildfire frequency and extent. Table S-1 identifies both the historic and projected measurements of these climate change-influenced conditions.

Table S-1. Potential Climate Change Effects on Pico Rivera Category
Historic–Current
1961–1990
Future–End of the Century
(2070–2099)
Annual Mean Temperature 78.3°F 83.7–90.1°F
Extreme Heat Days (> 100.4°F) 3 days / year 10–47 days / year Annual Mean Precipitation 15.5 inches 11.2–18.7 inches
Annual Average Area Burned 7.9 acres 4.0–5.2 acres
Source: https://cal-adapt.org/
Increased Temperatures and Amount of Extreme Heat Days
As seen in Table S-1, by the end of the century, annual mean temperatures are projected to increase between five and twelve degrees. The current amount of extreme heat experienced in Pico Rivera, which is currently around three days per year, is anticipated to more than triple, with estimates reaching between 10 and 47 extreme heat days each year. These potential temperature increases could more harshly impact residents living in poorly insulated structures or in structures that do not meet current code requirements.

With warmer temperatures and the potential for more frequent heat waves, the residents and workers in Pico Rivera may experience difficulty staying comfortable without air conditioning. Given the age of housing stock within the City, many structures may not meet current code requirements for insulation. During high heat events, both the structures and their occupants may experience stress, which can impact the health and well-being of residents, workers, and visitors.

A general increase in temperature can also act as a multiplier of risk when combined with other hazards, as demonstrated in the sections below.

Changes in Precipitation Patterns
Climate change projections suggest that, while temperatures increase in the coming decades, annual mean precipitation may slightly decrease. While total precipitation may decrease, projections suggest that future rainfall events are expected to become more intense and unpredictable. These rainfall events could intensify flood conditions (if more rainfall occurs in the same amount of time as usual) in the community while also extending into areas that have not experienced such events before. In addition, more intense City of Pico Rivera Safety Element 2026
Hazards of Concern – Climate Change Adaptation
26 precipitation could overwhelm stormwater infrastructure and drainage, which would threaten adjacent properties and structures.

These shifts in precipitation patterns may also lead to changes in local vegetation, which could impact drainage and/or cause a change in wildfire management needs.

Susceptibility to Drought and Changes in Vegetation
While the City has a relatively low wildfire risk today, factoring in future temperature increases and changing precipitation patterns, wildfire impacts are projected to decrease by the end of the century. Drought conditions can cause vegetation to experience fluctuating growth patterns, while reduced vegetation correlates to reduced wildfire vulnerability.

However, some jurisdictions that neighbor Pico Rivera have a much greater susceptibility to wildfire, which, by proximity, could increase the effects wildfires could have on the City. It should also be noted that a drought, while stunting vegetation growth in general, will result in drier and possibly diseased vegetation.

Both of these conditions can result in quicker wildfire spread, should one occur, and also cause increased tree mortality, which could impact city infrastructure or result in property damage due to fallen limbs or downed trees during severe weather events.

City of Pico Rivera Safety Element 2026
Safety Goals and Policies – Climate Change Adaptation
27 Safety Goals and Policies
Note: Policies in blue have associated actions in the Implementation Actions section.

Goal S-1: A community that fosters a culture of preparedness for its residents and businesses.

Policy S-1.1 Emergency Management Division. Continue to support the efforts of the City’s Emergency Management Division to prepare for, mitigate against, respond to, and recover from disasters and emergencies.

Policy S-1.2 Emergency Management Plans. Maintain a Standardized Emergency Management System (SEMS)-/National Incident Management System (NIMS)-compliant Emergency Operation Plan and Local Hazard Mitigation Plan in coordination with local, state, and federal agencies and organizations.

Policy S-1.3 Recovery Planning. Prioritize post-disaster recovery strategies that focus on community resilience, sustainability, and an evaluation for redevelopment potential following a major disaster.

Policy S-1.4 Mutual Aid. Maintain and expand mutual and automatic aid agreements for the provision of fire, law enforcement, medical response, public works, mass care, and other assistance.

Policy S-1.5 Critical Facilities. Require critical facilities (e.g., fire, police, mainline utilities, emergency operations center, and other essential facilities) to incorporate construction standards that resist damage and allow continued function following a major disaster.

Policy S-1.6 Emergency Response Facilities and Staffing. Expand public safety infrastructure and staff resources to keep pace with growth and changes in community needs.

Policy S-1.7 Education and Training. Promote public education and training efforts to prepare residents and businesses to effectively respond to disasters and emergencies.

Policy S-1.8 Exercises and Drills. Conduct regular emergency preparedness drills and training exercises for City staff and work with business groups to conduct workplace emergency preparedness drills.

Goal S-2: A community that can easily evacuate.

Policy S-2.1 Evacuation Planning. Distribute evacuation notices and information to support better evacuation traffic flows during an incident.

City of Pico Rivera Safety Element 2026
Safety Goals and Policies – Climate Change Adaptation
28 Policy S-2.2 Evacuation Routes. Coordinate with Caltrans, the county, and adjacent cities to both improve roadway capacity along evacuation routes and to designate additional routes.

Policy S-2.3 Sign Usage. Enhance signage (permanent or temporary) along major streets to better inform residents and visitors of emergency situations/conditions.

Policy S-2.4 Two Points of Ingress/Egress. For developments where evacuation concerns have been identified, require at least two points of ingress/egress for evacuation purposes.

Goal S-3: A community where risks posed by geologic and seismic hazards are effectively managed.

Policy S-3.1 Safety Standards. Enforce the latest seismic safety and structural design standards for new and retrofitted buildings.

Policy S-3.2 Geotechnical Studies. Require geotechnical study preparations for development in areas where geologic or seismic hazards may be present.

Policy S-3.3 Infrastructure Strengthening. Encourage property owners, Caltrans, railroads, and local utility companies to regularly inspect and strengthen (as needed) infrastructure susceptible to failure during an earthquake.

Policy S-3.4 Water Supply Redundancy. Coordinate with Pico Water District to establish interconnection(s) to ensure redundancy and continuity of operations during emergencies.

Goal S-4: A community protected from potential flood and dam inundation hazards.

Policy S-4.1 Sufficient Drainage Infrastructure. Coordinate with the Los Angeles County Flood Control District to ensure that the City’s storm drainage system is adequately sized, maintained, rehabilitated, and funded to accommodate stormwater runoff and prevent flooding.

Policy S-4.2 Deficient Areas. Prioritize the construction and upgrade of storm drainage infrastructure in areas where localized flooding and deficient storm drainage systems exist.

Policy S-4.3 Adequate Capacity for New Development. Require new development to demonstrate that available storm drainage systems have capacity to accommodate projected flows and will not exacerbate existing deficiencies.

City of Pico Rivera Safety Element 2026
Safety Goals and Policies – Climate Change Adaptation
29 Policy S-4.4 New Development Contribution. Require new development to include construction, dedication, and/or payment of fair share contribution to storm drainage system improvements that may be necessary to serve the demand created by the development.

Policy S-4.5 Coordination. Maintain up-to-date mapping of dam inundation areas within the City.

Policy S-4.6 Floodplain Ordinance Review. Ensure the City’s Floodplain Management ordinance is updated and maintained to meet federal and state requirements.

Goal S-5: A community better prepared for fire hazards.

Policy S-5.1 Fire Equipment Access & Resources. Ensure fire equipment access and fire suppression resources provided to the City meet or exceed best practices and requirements.

Policy S-5.2 Fire Mitigation. Coordinate fire risk reduction efforts (brush clearance, community outreach, etc.) with the Los Angeles County Fire Department to better inform and protect the community.

Policy S-5.3 Demand Management. Coordinate with utility providers to ensure infrastructure meets current and future daily demands and fire flow requirements.

Policy S-5.4 Water Supply Infrastructure. Coordinate with water providers to maintain and enhance water supply infrastructure to ensure supply is adequate for existing and future daily demands and for firefighting suppression requirements.

Policy S-5.5 Regional Water Supplies. Support regional and subregional efforts to enhance and expand water supplies to meet current and future demands for daily use and firefighting purposes.

Policy S-5.6 Fire Prevention Regulations. Coordinate with the Los Angeles County Fire Department on the need for additional fire prevention regulations for built-out, populated areas of the City.

Policy S-5.7 Preserving Infrastructure Capacity. Require new development to preserve and enhance water supply infrastructure and roadway capacity, to maintain adequate evacuation capability and emergency equipment access in existing development.

Policy S-5.8 Public Education & Fire Prevention. Support fire prevention, public education, early detection programs, and property inspections to identify and avoid fire hazards.

Policy S-5.9 Parks and Open-Space Maintenance. Require parks and open-space areas susceptible to fire risk to be maintained in accordance with City and Los Angeles County Fire Departments regulations.

City of Pico Rivera Safety Element 2026
Safety Goals and Policies – Climate Change Adaptation
30 Goal S-6: A community that effectively manages hazardous materials.

Policy S-6.1 Hazardous Materials Regulation. Coordinate with the county, state, and other applicable agencies to enforce pertinent laws, disclosures, and siting requirements that regulate the production, use, storage, disposal, and transport of hazardous materials.

Policy S-6.2 Hazardous Materials Uses. Require that land uses involved in the production, storage, transportation, handling, or disposal of hazardous materials are located and operated in a manner that minimizes risk to other land uses.

Policy S-6.3 Site Identification. Participate in efforts to identify sites previously used for hazardous materials handling, storage, or disposal.

Policy S-6.4 Known Areas of Contamination. Require new development in areas of known contamination to perform comprehensive soil and groundwater contamination assessments prior to development approval. If contamination exceeds regulatory levels, prior to any site disturbance, require remediation procedures that are consistent with applicable regulations for the proposed use.

Policy S-6.5 Best Practices. Encourage industries, businesses, and residents to use best practices and technologies that reduce the use of hazardous materials and generation of hazardous wastes.

Policy S-6.6 Education. Promote public education efforts regarding the proper use, storage, and disposal of hazardous waste, including common household items.

Policy S-6.7 Household Hazardous Waste Plan. Provide for the management of household hazardous waste through implementation and regular update of the City’s Household Hazardous Waste Plan.

Policy S-6.8 Household Hazardous Waste Disposal. Continue to partner with Los Angeles County to encourage homeowners to dispose of hazardous waste and E-waste at regular collection events.

Policy S-6.9 Pipelines. Require that new pipelines carrying hazardous materials avoid, to the greatest extent feasible, residential areas and other sensitive land uses.

Policy S-6.10 Truck Routes. Maintain a system of truck routes that minimizes truck travel adjacent to and through areas that are designated for residential use.

Policy S-6.11 Pesticides and Herbicides. Encourage integrated pest management principles to reduce or discontinue the use of pesticides and herbicides.

Goal S-7: A community ready to address future climate-related impacts.

Policy S-7.1 Future Water Supplies. Support regional and subregional efforts to adapt current water supply practices in anticipation of reduced water availability due to the effects of climate change.

City of Pico Rivera Safety Element 2026
Safety Goals and Policies – Climate Change Adaptation
31 Policy S-7.2 Regional Collaboration. Collaborate with local, regional, state, and/or federal jurisdictions and agencies on climate resiliency and adaptation strategies in the City.

Policy S-7.3 Monitoring Climate Change. Monitor climate change-related effects with local, regional, state, and/or federal partners to provide information about the effectiveness of existing infrastructure and programs within the City.

Policy S-7.4 Indicators of Change. Coordinate with regional, state, and federal agencies to monitor the indicators and impacts of climate change as they relate to the City.

Policy S-7.5 Extreme Heat Mitigation. Ensure new development and redevelopment accounts for and mitigate future extreme heat conditions.

City of Pico Rivera Safety Element 2026
Implementation Actions – Climate Change Adaptation
32 Implementation Actions
Emergency Preparedness
S-1.1 – Emergency Management Division.

S-1.1a Pursue available state, federal, and other funding sources to support emergency preparedness programs, staffing, plans, exercises, education, and training.

S-1.2 – Emergency Management Plans.

S-1.2a Regularly update the City’s SEMS/NIMS Emergency Response Plans, Local Hazard Mitigation Plan, and Emergency Operations Plan, as required, and in coordination with local, state, and federal agencies and organizations.

S-1.4 – Mutual Aid.

S-1.4a Participate with Los Angeles County and other applicable agencies in conducting disaster-preparedness exercises to periodically test and improve emergency response.

S-1.6 – Emergency Response Facilities and Staffing.

S-1.6a As part of contract renewals for sheriff and fire protection services, conduct periodic reviews of the ability of local sheriffs and fire personnel to respond to emergencies within the community.

S-1.6b Work with the Los Angeles County Fire Department to maintain active swift-water rescue response capability for the Rio Hondo and San Gabriel rivers.

S-1.6c Strategically cross-train Fire Department personnel as emergency medical technician defibrillators and paramedics, as well as provide training in both urban search and rescue and swift-water rescue.

S-1.6d Strategically cross-train Fire Department personnel to be ready to operate at the level of Hazardous Materials First Responder.

S-1.7 – Education and Training.

S-1.7a Promote and expand participation in the Pico Rivera Community Emergency Response Team (CERT) program.

S-1.7b Support the use and expansion of emergency response and mass notification technologies that a) support first responders during incidents and b) help notify and inform residents and businesses.

S-2.1 – Evacuation Planning.

S-2.1a Include provisions for community members who do not have access to private vehicles or are otherwise unable to drive within evacuation notices and related information.

S-2.2 – Evacuation Routes.

S-2.2a Work with Caltrans, the county, and adjacent cities to pursue funding to enhance roadway capacity along evacuation routes.

City of Pico Rivera Safety Element 2026
Implementation Actions – Climate Change Adaptation
33 S-2.2b Develop dam failure evacuation plans in cooperation with the Corps of Engineers, the Los Angeles County Flood Control District, and the County Fire and Sheriff’s departments.

S-2.2c Evaluate structural stability of all bridges within the City and obtain county, state, or federal grants to rehabilitate.

Seismic and Geologic Hazards
S-3.3 – Infrastructure Strengthening.

S-3.3a Work with Caltrans, the railroads, and local utility companies to pursue funding sources for the retrofit of infrastructure.

S-3.3b Develop a program to both assess feasibility and to conduct structural retrofitting of critical facilities deemed vulnerable by the City.

S-3.3c Assess soft-story buildings throughout the City and establish a retrofit program to strengthen homes and support retrofitting completed by building owners.

Flood Hazards
S-4.1 – Sufficient Drainage Infrastructure.

S-4.1a Pursue available state, federal, and other funding sources to support facilities, projects, and programs for storm drainage and flood control.

S-4.2 – Deficient Areas.

S.4.2a Identify required improvements and funding sources to eliminate deficient storm drainage systems and incorporate such improvements into the City’s Capital Improvement Program. Locations with deficient storm drainage may include but are not limited to:
• Washington Boulevard (north side) between Rosemead Boulevard and Paramount Boulevard
• Mines Avenue (south side) at Manzanar Avenue
• Olympic Boulevard off Acacia Avenue
• Beverley Road and Tobias Avenue
• Terradell Street and Pico Vista Road
• Greenvale Avenue and Masoncrest Drive
S-4.5 – Coordination.

S-4.5a Work with the Los Angeles County Flood Control District, the U.S. Army Corps of Engineers, and other agencies on the timely implementation of updated flood control measures and regular maintenance and monitoring of regional flood control facilities, such as the Whittier Narrows Dam.

City of Pico Rivera Safety Element 2026
Implementation Actions – Climate Change Adaptation
34 Fire Hazards
S-5.1 – Fire Equipment Access & Resources.

S-5.1a Assess current street naming and numbering practices throughout the City and update areas that do not adequately identify properties for emergency response vehicles.

S-5.1b Monitor future fire hazard mapping efforts by CAL FIRE for changes to Pico Rivera’s fire risk.

S-5.4 – Water Supply Infrastructure.

S-5.4a Increase water storage capacity by replacing undersized or old water reservoirs.

Human-Caused Hazards
Climate Change Hazards
S-6.2 – Hazardous Materials Uses.

S-6.2a When approving new development, require that the site be:
• Sufficiently surveyed for contamination and remediation, particularly for sensitive uses near existing or former toxic or industrial sites. • Adequately remediated to meet all applicable laws and regulations, if necessary. • Suitable for human habitation.
• Protected from known hazardous and toxic materials.
• Assessed to not pose higher-than-average health risks from exposure to hazardous materials.

S-6.2b Require businesses that store, generate, use, or transport hazardous materials to comply with the Los Angeles County Hazardous Waste Management Plan. Provide appropriate response and notification in the event of an emergency or violation.

S-6.10 – Truck Routes.

S-6.10a In conjunction with Caltrans, the county, and adjacent cities, periodically review and update designated truck routes in order to minimize the potential transport of hazardous materials through residential and other sensitive land use areas.

S-6.11 – Pesticides and Herbicides.

S-6.11a Review landscaping procedures to determine the extent to which integrated pest management principles can be employed to reduce or discontinue the use of pesticides and herbicides at City-owned facilities.

S-6.11b Provide educational materials to multi-unit residential, commercial, and industrial users that outline alternatives to the use of pesticides and herbicides.

S-7.5 – Extreme Heat Mitigation.

City of Pico Rivera Safety Element 2026
Implementation Actions – Climate Change Adaptation
35 S-7.5a Map locations where extreme heat conditions may be a concern for existing and future residents.

S-7.5b Identify and pursue funding sources to support extreme heat retrofitting projects and programs.

S-7.5c Create a shade master plan that increases shaded areas within the City to reduce the effects of the urban heat island effect.

RESOLUTION NO. 7496

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PICO
RIVERA, CALIFORNIA, ADOPTING THE UPDATED 2026 EMERGENCY

OPERATIONS PLAN
WHEREAS, pursuant to California Government Code Section 8607, the legislative body of a city has the authority to establish Emergency Operations Plans (EOPs) that follow the Standardized Emergency Management System (SEMS) structure, terminology, and coordination mechanisms; and
WHEREAS, the City Council finds that updating the Emergency Operations Plan will enhance the City's ability to effectively coordinate emergency operations, utilize available resources, maintain continuity of government, and respond to natural and human-caused disasters in a manner that safeguards life, property, and critical infrastructure; and
WHEREAS, the City of Pico Rivera is committed to protecting the public health, safety, and welfare of its residents, businesses, and visitors through effective emergency preparedness, response, recovery, and mitigation programs; and WHEREAS, the City Council held a duly noticed public hearing on July 28, 2026, received public testimony, and reviewed all pertinent documents and materials; and WHEREAS, the City Council finds that the proposed Emergency Operations Plan is consistent with the General Plan, complying with applicable state laws, and serves the public health, safety and welfare.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Pico Rivera as follows:

SECTION 1. The City Council finds that the above recitals are true and correct and incorporated herein as part of the findings.

SECTION 2. The City Council finds that the approval of the Emergency Operations Plan is not subject to the provisions of the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b)(5) as this approval is not considered a "project" subject to CEQA but an administrative activity that will not approve a specific development project or result in direct or indirect physical changes in the environment.

SECTION 3. The City Council has reviewed the Emergency Operations Plan, herein attached to this Resolution as Exhibit “A”, and finds that it complies with the requirements set forth in Government Code 8607 in that the proposed Emergency Operations Plan meets all requirements and standards of the State of California.

Enclosure 3
1c
Back to Agenda Outline
RESOLUTION NO. 7496

Page 2 of 3 ends

SECTION 4. The City Council, pursuant to the findings set forth above, does hereby adopt a resolution to adopt the updated Emergency Operations Plan.

SECTION 6. The City Clerk shall attest to the passage and approval of this resolution, and it shall thereupon be in full force and effect.

APPROVED AND PASSED this 28th day of July 2026
Gustavo V. Camacho, Mayor
ATTEST: APPROVED AS TO FORM:
_________________________
Cynthia Ayala, CMC, City Clerk Arnold M. Alvarez-Glasman, City Attorney AYES: Garica, Lara, Lutz, Sanchez, Camacho
NOES: None
City of Pico Rivera
Emergency Operations Plan

PAGE INTENTIONALLY LEFT BLANK

LETTER OF PROMULGATION
To: Officials, Employees, Contract Staff, and the Whole Community of the City of Pico Rivera The preservation of life and property is an inherent responsibility of local, state, and federal government. The City of Pico Rivera has prepared this Emergency Operations Plan (EOP) to ensure the most effective and economical allocation of resources, providing the maximum benefit and protection to the population in times of emergency.

While no plan can prevent death and destruction, well-executed plans carried out by knowledgeable, well-trained people can and will minimize losses. This Plan establishes the emergency organization, assigns tasks, specifies policies and general procedures, and provides for coordination of planning efforts of the various emergency staff and service elements using the Standardized Emergency Management System and the National Incident Management System.

This Plan’s goal is to incorporate and coordinate all the City’s facilities and employees into an efficient organization capable of responding to any emergency.

This Emergency Operations Plan is an extension of the California State Emergency Plan and the Los Angeles County Emergency Operations Plan. It will be reviewed and exercised periodically and revised as necessary to meet changing conditions.

The City Council gives its full support to this plan and urges all officials, employees, and residents, individually and collectively, to do their part in the City of Pico Rivera's total emergency effort.

Concurrence of this promulgation letter constitutes the City of Pico Rivera’s adoption of the Standardized Emergency Management System, the National Incident Management System, and the EOP. This EOP will become effective on approval by the City Council.

Gustavo V. Camacho, Mayor
City of Pico Rivera

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2026 EMERGENCY OPERATIONS PLAN SIGNATURE LIST
City Departments
Date Signature
Mayor/City Council
Administration
City Clerk’s Office
Administrative Services
Community and Economic Development
Public Works
Parks and Recreation
External
Agencies
Los Angeles County Fire Department
Los Angeles County Sheriff’s Department

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City of Pico Rivera | Emergency Operations Plan | 2026

TABLE OF CONTENTS
1 INTRODUCTION ....................................................................................................................1

1.1 Emergency Management Goals ........................................................................................................ 1

1.2 Approval and Promulgation .............................................................................................................. 1

1.3 Distribution ..................................................................................................................................... 1

1.3.1 Primary Distribution..............................................................................................................................1

1.3.2 Additional Copies .................................................................................................................................1

1.3.3 Disclosure Exemptions .........................................................................................................................2

1.4 Plan Maintenance and Record of Revisions ....................................................................................... 3

1.5 Plan Approval Resolution ................................................................................................................. 4 2 EMERGENCY OPERATIONS PLAN INTRODUCTION ...................................................................5

2.1 Purpose .......................................................................................................................................... 5

2.2 Scope ............................................................................................................................................. 5

2.3 Relationship to Other Plans/References............................................................................................ 5

2.4 Organization of the Emergency Operations Plan................................................................................. 6

2.4.1 Basic Plan............................................................................................................................................6

2.4.2 Attachments ........................................................................................................................................6

2.4.3 Annexes...............................................................................................................................................6

2.5 Whole Community Strategy and Inclusion ......................................................................................... 6

2.6 Planning Assumptions ..................................................................................................................... 7 3 SITUATION............................................................................................................................9

3.1 City Overview .................................................................................................................................. 9

3.2 Hazard Identification........................................................................................................................ 9 4 CONCEPT OF OPERATIONS (CONOPS) ..................................................................................11

4.1 The Four Phases of Emergency Management................................................................................... 11

4.1.1 Mitigation...........................................................................................................................................11

4.1.2 Preparedness.....................................................................................................................................11

4.1.3 Response ..........................................................................................................................................12

4.1.4 Recovery ...........................................................................................................................................13

4.2 Standardized Emergency Management System (SEMS) .................................................................... 13

4.2.1 The Five SEMS Levels..........................................................................................................................14

4.3 National Incident Management System (NIMS) ................................................................................ 16

4.3.1 The Six NIMS Components ..................................................................................................................16

4.3.2 NIMS Compliance ..............................................................................................................................18 City of Pico Rivera | Emergency Operations Plan | 2026

4.4 Incident Command System (ICS) .................................................................................................... 18

4.4.1 Principles of ICS.................................................................................................................................19

4.4.2 Unified Command (UC).......................................................................................................................19

4.5 Mutual Aid..................................................................................................................................... 19

4.6 Requesting County, State, or Federal Aid ......................................................................................... 20

4.7 Emergency Proclamations.............................................................................................................. 20

4.7.1 City Proclamations .............................................................................................................................20

4.7.2 County Proclamations ........................................................................................................................21

4.7.3 State of Emergency.............................................................................................................................21

4.7.4 State of War Emergency ......................................................................................................................21

4.8 Populations with Disabilities and Other Access and Functional Needs.............................................. 22

4.8.1 Access and Functional Needs Populations ...........................................................................................22

4.8.2 Non-Discrimination ............................................................................................................................22

4.9 Animal Considerations................................................................................................................... 22

4.10 Private Industry, Special Districts, and Non-government Organizations............................................. 23 5 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES .....................................................25

5.1 Emergency Organization ................................................................................................................ 25

5.2 Assignment of Responsibilities....................................................................................................... 25

5.3 Response Levels............................................................................................................................ 26

5.4 Recovery Operations Framework .................................................................................................... 26

5.5 Continuity of Government .............................................................................................................. 26

5.5.1 Preservation of Local Government .......................................................................................................27

5.5.2 Standby Officers.................................................................................................................................27

5.5.3 Seat of Government............................................................................................................................28

5.5.4 Preservation of Vital Records ...............................................................................................................29

5.5.5 City Department Director Line of Succession ........................................................................................29 6 DIRECTION, CONTROL, AND COORDINATION........................................................................31

6.1 On-Scene Command and Management .......................................................................................... 31

6.2 Emergency Operations Center (EOC) .............................................................................................. 31

6.2.1 Purpose and Functions of the EOC.......................................................................................................31

6.2.2 EOC Activation and Deactivation .........................................................................................................32

6.2.3 Activation Levels ................................................................................................................................33

6.2.4 EOC Organization ...............................................................................................................................33 7 INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION...............................................37 City of Pico Rivera | Emergency Operations Plan | 2026

7.1 Information Collection ................................................................................................................... 37

7.2 Information Analysis and Dissemination ......................................................................................... 37

7.3 Public Information ......................................................................................................................... 38

7.3.1 Community Outreach .........................................................................................................................38

7.4 Alert and Warning .......................................................................................................................... 38

7.5 Emergency Communications ......................................................................................................... 38 8 ADMINISTRATION, FINANCE, AND LOGISTICS .......................................................................39

8.1 Financial Management................................................................................................................... 39

8.2 Logistics ....................................................................................................................................... 39

8.3 Staff Augmentation/Disaster Service Workers ................................................................................. 40

8.4 After-Action/Corrective Action Reporting......................................................................................... 40 9 PLAN DEVELOPMENT, MAINTENANCE, AND TRAINING...........................................................43

9.1 Plan Updates................................................................................................................................. 43

9.2 Exercises....................................................................................................................................... 44 10 ANNEXES............................................................................................................................45 11 AUTHORITIES AND REFERENCES..........................................................................................47

11.1 City of Pico Rivera .......................................................................................................................... 47

11.2 County of Los Angeles.................................................................................................................... 47

11.3 State of California, Office of Emergency Services............................................................................. 47

11.4 Federal.......................................................................................................................................... 48 ATTACHMENT A – ACRONYMS AND GLOSSARY OF TERMS............................................................51 A.1. Acronyms...................................................................................................................................... 51 A.2. Glossary........................................................................................................................................ 52 ATTACHMENT B – HAZARDS.......................................................................................................59 B.1. Adverse Weather ........................................................................................................................... 59 B.2. Seismic Hazards............................................................................................................................ 60 B.3. Epidemic....................................................................................................................................... 61 B.4. Flood ............................................................................................................................................ 61 B.5. Human-Caused Hazards................................................................................................................ 62 ATTACHMENT C – MUTUAL AID...................................................................................................65 City of Pico Rivera | Emergency Operations Plan | 2026
C.1. Mutual Aid System ......................................................................................................................... 65 C.2. Responsibilities............................................................................................................................. 68 C.3. Policies and Procedures................................................................................................................. 69 C.4. References.................................................................................................................................... 70 ATTACHMENT D – RECOVERY FRAMEWORK ................................................................................71 D.1. SEMS Disaster Recovery Organization............................................................................................. 71 D.2. Damage Assessments and Incident Impacts ................................................................................... 72 D.3. Recovery Reporting and Documentation ......................................................................................... 74 ATTACHMENT E – EOC ACTION PLANNING AND REPORTING ........................................................75 E.1. Development of the Action Plan...................................................................................................... 75 E.2. General Responsibilities of the Planning & Intelligence Section ........................................................ 75 E.3. The Planning Cycle......................................................................................................................... 76 E.4. Planning Cycle Meeting Templates.................................................................................................. 81 City of Pico Rivera | Emergency Operations Plan | 2026

FOR OFFICIAL USE ONLY
1 1 INTRODUCTION
This Emergency Operations Plan (“EOP,” “the Plan”) is a flexible, multi-hazard document that outlines the City of Pico Rivera’s planned response to and short-term recovery from extraordinary emergencies arising from natural or humancaused disasters, technological incidents, and national security emergencies. The Plan doesn’t address normal dayto-day emergencies or the well-established, routine procedures used to cope with them. Instead, the operational concepts reflected in this Plan focus on potentially large-scale disasters that can generate unique situations requiring unusual responses.

This Plan is a preparedness document, designed to be read, understood, and exercised before an emergency or disaster. It’s designed to include the City of Pico Rivera as part of the Los Angeles County Operational Area (LAC OA), California Standardized Emergency Management System (SEMS), and National Incident Management System (NIMS).

This Plan provides basic planning information. City departments must prepare standard operating procedures and, in most cases, more detailed checklists that will describe their internal operations under emergency conditions.

1.1 EMERGENCY MANAGEMENT GOALS
• Provide effective life safety measures, reduce property loss, and protect the environment. • Provide for the rapid resumption of impacted businesses and community services. • Provide accurate documentation and records required for cost recovery efforts.

1.2 APPROVAL AND PROMULGATION
This EOP will be reviewed by all departments/agencies assigned a primary function in Table 5: Department EOC Roles by Section. Upon completion of review and written concurrence by these departments/agencies, the EOP will be submitted to the City Council for review and approval. Upon the City Council's concurrence, the Plan will be officially adopted and promulgated.

1.3 DISTRIBUTION

1.3.1 Primary Distribution
The public can read or download the EOP Basic Plan and its attachments on the City’s website.

The complete EOP, including the Basic Plan, attachments, and annexes, is available to City employees in electronic format on a shared City network drive (T:\Planning\Public\Emergency\2026 Emergency Operations Plan).

1.3.2 Additional Copies
A limited number of printed copies are available in the following locations:
• City Manager’s Office
• Pico Rivera Sheriff’s Station
• Primary EOC (2 copies)
• Alternate EOC
• Los Angeles County Office of Emergency Management
City of Pico Rivera | Emergency Operations Plan | 2026

FOR OFFICIAL USE ONLY
2 These copies may be stored as standalone documents or with other plans and related documents, such as the Emergency Operations Guide.

The Los Angeles County Fire Department also holds an electronic copy of the complete EOP (including annexes).

Individual departments should print and store any parts of the EOP required for the performance of their Plan-related duties.

Refer any requests for additional copies or alternate formats of this document to the Emergency Management Division (EMD).

1.3.3 Disclosure Exemptions
Although much of this plan is available for public review, certain sensitive portions are secluded to annexes that are exempt from public disclosure under the provisions of the California Public Records Act §7929.200. This sensitive information includes details of the City government’s deployment, mobilization, and tactical operations in response to emergencies, personal privacy information, and information involving City, state, or national security.

City of Pico Rivera | Emergency Operations Plan | 2026

FOR OFFICIAL USE ONLY
3 1.4 PLAN MAINTENANCE AND RECORD OF REVISIONS
Record corrections and updates on this page as provided by the EMD. The EMD will maintain the official copy of the Emergency Operations Plan.

TABLE 1: RECORD OF REVISIONS
Date Section Pages Description
City of Pico Rivera | Emergency Operations Plan | 2026

FOR OFFICIAL USE ONLY
4 1.5 PLAN APPROVAL RESOLUTION
(To be inserted upon adoption)
City of Pico Rivera | Emergency Operations Plan | 2026

FOR OFFICIAL USE ONLY
5 2 EMERGENCY OPERATIONS PLAN INTRODUCTION
This section provides general information on the content and use of the Emergency Operations Plan (EOP).

2.1 PURPOSE
The Basic Plan outlines the City's planned response and recovery to emergencies arising from natural and humancaused disasters and technological incidents. It provides an overview of operational concepts, identifies components of the City‘s emergency management organization within the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS), and describes the overall responsibilities of the federal, state, and county entities and the City for protecting life and property and assuring the overall well-being of the population.

2.2 SCOPE
This EOP:
• Defines the scope of preparedness and incident management activities. • Describes the organizational structures, roles and responsibilities, policies, and protocols for providing emergency support.
• Facilitates response and short-term recovery activities. It is flexible enough to be used in all emergencies/disasters.
• Describes the EOP’s purpose, situation, assumptions, concept of operations, organization, and assignment of responsibilities, administration and logistics, plan development and maintenance, and authorities and references.
• Pre-designates jurisdictional and/or functional area representatives to the Incident Command (IC) or Unified Command (UC) whenever possible to facilitate responsive and collaborative incident management. • Includes pre-incident and post-incident public awareness, education, and communications plans and protocols.

2.3 RELATIONSHIP TO OTHER PLANS/REFERENCES
The EOP is the primary document the City uses to describe the conduct of emergency management activities. The EOP provides the strategy and policy for conducting emergency response and recovery operations and for requesting and coordinating resource support.

The EOP isn’t a standalone document. Its purpose is to coordinate emergency operations while supporting the emergency plans and procedures of all City departments. The EOP is designed to be flexible enough to adapt to a changing response environment while meeting the needs of supporting and requesting organizations. Other plans and guidelines the EOP may support/complement include:
• City of Pico Rivera General Plan
• City of Pico Rivera Local Hazard Mitigation Plan
• City of Pico Rivera Climate Action and Adaptation Plan • Other City Department Emergency Operations Plans and Standard Operating Procedures • County of Los Angeles Operational Area Emergency Operations Plan City of Pico Rivera | Emergency Operations Plan | 2026

FOR OFFICIAL USE ONLY
6 • County of Los Angeles All-Hazards Mitigation Plan
• California State Emergency Plan
• California Emergency Management Mutual Aid Plan
• California Law Enforcement Mutual Aid Plan
• California Fire Service and Rescue Emergency Mutual Aid Plan • California Public Health and Medical Emergency Operations Manual • Southern California Catastrophic Earthquake Plan

2.4 ORGANIZATION OF THE EMERGENCY OPERATIONS PLAN
The EOP consists of a base plan and supporting appendices and annexes.

2.4.1 Basic Plan
The EOP provides an overview of the City’s strategies, policies, organization, and approach to all phases of emergency preparedness. It’s the foundation document for the City’s emergency management program. The EOP identifies the functions and responsibilities for the emergency response organization and EOC staff and guides plan maintenance.

It describes internal processes that address emergency response and coordination.

2.4.2 Attachments
The EOP’s attachments provide more in-depth information about topics germane to the Basic Plan but not necessary to understand the overall strategies and policies presented in the Basic Plan.

2.4.3 Annexes
Several annexes support this Plan, including:
• Mission-specific or functional annexes (e.g., emergency management, alert and warning, evacuation) • Hazard-specific annexes (e.g., earthquake, flood)
• Site-specific annexes (e.g., the Whittier Narrows Reservoir) Collectively, these annexes describe the operational actions, roles, and responsibilities of departments, agencies, and supporting organizations for a particular function, response, or site. Section 10. Annexes (page 45) lists completed and planned annexes and their descriptions.

2.5 WHOLE COMMUNITY STRATEGY AND INCLUSION
The “whole community” concept is a process by which residents, emergency management representatives, organizational and community leaders, and government officials can understand and assess the needs of their respective communities to determine the best ways to organize and strengthen their resources, capacities, and interests. Engaging in whole-community emergency management planning builds a more effective path to societal security and resilience. This Plan seeks to support the following whole-community principles:
• Understand and meet the needs of the entire community, including people with disabilities and those with other access and functional needs.
• Engage and empower all parts of the community to assist in all phases of the disaster cycle. • Strengthen what works well in communities daily.

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7 • The effectiveness of the emergency response largely depends on the preparedness and resiliency of the community as a whole.

Community Resiliency consists of three key factors:
1) The ability of first-responder agencies (e.g., fire, law, and Emergency Medical Services) to effectively and efficiently divert from their day-to-day operations to the emergency. 2) The strength and inclusivity of the City's emergency management system and organizations, including the City EOC and emergency public information systems and tools (e.g., mass notification and communication systems).
3) The preparedness of the City’s residents, businesses, and community organizations.

Consistently focusing on enhancing all three of these components advances the City’s overall resiliency.

As part of the City’s “whole community” approach, the City may establish subcommittees or advisory/working groups for its Disaster Council. These groups and/or committees will provide input, guidance, and recommendations to represent the collective community of Pico Rivera in all phases.

The EMD section of the City’s website provides public emergency preparedness information. It includes hazard and risk information as well as links to tools and resources to support individual and collective readiness and resiliency.

The City recognizes and understands that the Pico Rivera community is only as strong as its most vulnerable members. It strives to provide equal access to emergency systems and resources to all persons to the greatest extent legal and possible during a disaster.

Given the City's diverse needs, however, it’s understood that government alone can’t accomplish this. Therefore, the City calls upon all its members (residents, businesses, organizations, and the like) to engage, participate, and take ownership of the City's collective preparedness and resiliency.

2.6 PLANNING ASSUMPTIONS
• The City of Pico Rivera is primarily responsible for emergency/disaster actions and will commit all available resources to save lives, minimize injury to persons, and minimize property damage. • The City will use SEMS and NIMS in emergency/disaster response operations. • The EOC Director (the City Manager) will coordinate the City’s disaster response in conformance with Chapter 2.52 of the Pico Rivera Municipal Code.
• The City will participate in the Los Angeles County Operational Area. • City resources will be made available to local agencies and citizens to cope with disasters affecting the area.
• The City will commit its resources to a reasonable degree before requesting mutual aid assistance. The City will request mutual aid assistance when disaster response requirements exceed the City’s ability to meet them.

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9 3 SITUATION
The following section provides basic information about the City and identifies potential hazards that may pose risks to the City’s communities.

3.1 CITY OVERVIEW
The City of Pico Rivera is located within the Los Angeles County Disaster Management Area E and the California Office of Emergency Services (Cal OES) Southern Administrative Region I. It has a residential population of 60,821 (Source:
2023 U.S. Census Bureau American Community Survey 5-Year Estimate). It is situated approximately 11 miles southeast of downtown Los Angeles, on the eastern edge of the Los Angeles basin and the southern edge of the San Gabriel Valley. It is strategically located near major highways—Interstate 605 (San Gabriel Freeway), Interstate 5 (Santa Ana Freeway), and Interstate 60 (Pomona Freeway). The City is bordered on the east by the San Gabriel River, on the north by the Whittier Narrows Dam, on the south by Telegraph Road, and on the west by the Rio Hondo River.

3.2 HAZARD IDENTIFICATION
The City recognizes that the planning process must address each hazard that threatens the City. Pico Rivera is vulnerable to a wide range of threats. There are three broad categories of hazards: natural, technological, and humancaused, as well as national security.

Below is a non-exhaustive list of threats and hazards that may affect the City at any time. For further details, refer to the Safety Element of the City‘s General Plan and the City of Pico Rivera Local Hazard Mitigation Plan. • Adverse Weather: Drought, Extreme Heat, Severe Wind, Severe Winter Storm, Tornado • Seismic Hazards: Seismic Shaking, Liquefaction
• Epidemic
• Flooding: Dam/Levee Failure
• Human-Caused Hazards: Urban Fire, Infrastructure Failure, Hazardous Materials Release, Power Outage, Transportation Accidents, Terrorism, Malicious Cyber Attacks A single incident or a combination of events could require evacuating or sheltering the population. Depending on the event, there may be a requirement to shelter in place or to evacuate to a designated reception center or shelter within or outside the jurisdiction’s boundaries.

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11 4 CONCEPT OF OPERATIONS (CONOPS)
Operations during peacetime and national security emergencies encompass a full spectrum of situations, ranging from minor incidents to major earthquakes to nuclear detonations. There are several similarities in operational concepts for peacetime and national security emergencies. Some emergencies will be preceded by a build-up or warning period, providing sufficient time to warn the population and implement mitigation measures designed to reduce loss of life and property damage. Other emergencies occur with little or no advance warning, thus requiring immediate activation of the EOP and commitment of resources. All agencies must be prepared to respond promptly and effectively to any foreseeable emergency, including providing and using mutual aid.

Emergency management activities during peacetime and national security emergencies are often associated with the four phases outlined below. However, not every disaster necessarily includes all indicated phases.

4.1 THE FOUR PHASES OF EMERGENCY MANAGEMENT
The four phases of every disaster cycle are mitigation, preparedness, response, and recovery.

4.1.1 Mitigation
Mitigation means avoiding or lessening the impact of a disaster and providing public value by creating safer communities. It includes activities aimed at reducing the loss of life and property from natural or human-caused disasters. Mitigation seeks to break the cycle of disaster damage, reconstruction, and repeated damage.

Mitigation efforts occur both before and after disaster events. Post-disaster mitigation is part of the recovery process.

Mitigation tools include, but are not limited to:
• Local ordinances and statutes (zoning ordinance, building codes, and enforcement, etc.) • Structural measures
• Tax levy or abatements
• Public information and community relations
• Land use planning
• Professional training

4.1.2 Preparedness
Preparedness involves activities taken in advance of an emergency. These activities develop operational capabilities and effective disaster response. These actions might include mitigation activities, emergency/disaster planning, training and exercises, and public education. Organizations identified in this Plan as having either a primary or support response or recovery mission should prepare Standard Operating Procedures (SOPs) or checklists detailing personnel assignments, policies, notification rosters, and resource lists. City employees should be acquainted with these SOPs/EOPs and checklists through periodic training in the activation and execution procedures.

Increased Readiness
Increased readiness actions begin when the City Emergency Management Organization receives a warning or observes that an emergency situation is likely to occur soon. Actions to be accomplished include, but aren’t necessarily limited to:
• Review and update of emergency plans, SOPs/EOPs, and resource listings • Dissemination of accurate and timely emergency public information City of Pico Rivera | Emergency Operations Plan | 2026

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12 • Accelerated training of permanent and auxiliary staff • Inspection of critical facilities
• Recruitment of additional staff and Disaster Service Workers • Mobilization of resources
• Testing warning and communications systems

4.1.3 Response
Pre-Emergency
When a disaster is inevitable, actions are precautionary and emphasize protecting life. Typical responses might be:
• Evacuation of threatened populations to safe areas
• Advising threatened populations of the emergency and apprising them of safety measures to be implemented
• Advising the LAC OA of the emergency
• Identifying the need for mutual aid and requesting such through the appropriate channels • Proclamation of a Local Emergency by requesting that the city council proclaim the existence or threatened existence of a "local emergency," if the city council is in session, or the Director of Emergency Services shall issue such proclamation if the city council is not in session. (2.52.060 of PRMC) Emergency Response
During this phase, emphasis is placed on saving lives and property, controlling the situation, and minimizing the disaster's impact. Immediate response is accomplished within the affected area by local government agencies and segments of the private sector, such as utility companies.

One of the following conditions will apply to the City during this phase:
• The City is either minimally impacted or not impacted at all and is requested to provide mutual aid to other jurisdictions.
• The situation can be controlled without mutual aid assistance from outside the City, or mutual aid from outside the City is required.
• Evacuations of portions of the City are required due to immediate and ongoing threats that are beyond the City's control.

The Emergency Management Organization will give priority to the following operations:
• Dissemination of accurate and timely emergency public information and warning to the public • Situation analysis
• Resource allocation and control. Evacuation and rescue operations • Medical care operations
• Coroner operations
• Care and shelter operations
• Access and perimeter control
• Public health operations
• Restoration of vital services and utilities
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13 When local resources are committed to the maximum and additional resources are required, requests for mutual aid will be initiated through the LAC OA. Fire and law enforcement agencies will request or render mutual aid directly through established channels. The EOC Director must authorize any action that involves City financial outlay or a request for military assistance.

Depending on the severity of the emergency, a Local Emergency may be proclaimed, the local Emergency Operating Center (EOC) may be activated, and the LAC OA will be advised via WebEOC, phone, or by two-way radio over the County Wide Integrated Radio System (CWIRS). The City will proclaim an emergency proclamation regardless of whether the County declares an emergency. The Cal OES Director may request a gubernatorial proclamation of a State of Emergency. Should a State of Emergency be proclaimed, state agencies will respond to requests for assistance to the extent possible. These activities will be coordinated with the Cal OES Director.

Cal OES may also activate the State Operations Center (SOC) in Rancho Cordova to support Cal OES Administrative Regions, state agencies, and other entities in the affected areas and to ensure the effectiveness of the state's SEMS.

If the Governor requests and receives a Presidential Declaration of an Emergency or a Major Disaster under Public Law 93-288, he will appoint a State Coordinating Officer (SCO). The SCO and an appointed Federal Coordinating Officer (FCO) will coordinate and control state and federal recovery efforts in supporting local operations.

Sustained Response
In addition to ongoing life and property protection operations, the City will continue mass care, relocation, displacedpersons registration, and damage assessment operations.

4.1.4 Recovery
As soon as possible, Cal OES (operating through the SCO) will bring together representatives of federal, state, county, and city agencies, as well as the American Red Cross and other non-governmental organizations (NGOs), to coordinate the implementation of assistance programs and the establishment of support priorities. Local Assistance Centers (LACs) or telephonic centers may also be established, providing a "one-stop" service to initiate the process of receiving federal, state, and local recovery assistance. The level of coordination and agency response is relative to the size and significance of the incident that requires or demands these types of resources. Higher-level recovery coordination occurs only when a threshold is met.

The recovery period has major objectives that may overlap, including:
• Reinstatement of family autonomy
• Provision of essential public services
• Permanent restoration of private and public property
• Identification of residual hazards
• Plans to mitigate future hazards
• Recovery of costs associated with response and recovery efforts

4.2 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS)
In an emergency, governmental response is an extraordinary extension of responsibility and action coupled with normal day-to-day activity. Normal governmental duties will be maintained, with emergency operations carried out by those agencies assigned specific emergency functions. The City of Pico Rivera uses SEMS to manage responses to multi-agency, multi-jurisdictional emergencies and to facilitate communication and coordination among all levels of the system and among all responding agencies. California Code of Regulations, Chapter 1 of Division 2 of Title 19, establishes the standard response structure and basic protocols for emergency response and recovery.

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14 SEMS incorporates four overarching principles:
1) The Incident Command System (ICS)
2) The Master Mutual Aid Agreement and existing mutual aid systems 3) The Operational Area Concept
4) Multiagency and inter-agency coordination
Local governments must use SEMS to be eligible for funding of their personnel-related costs under state disaster assistance programs.

SEMS evolved from lessons learned from the 1991 Oakland Hills fire. In 2005, the State of California adopted the National Incident Management System (NIMS)— modeled on SEMS—and integrated it into the existing SEMS.

4.2.1 The Five SEMS Levels
SEMS consists of five levels: field response, local government, operational areas (countywide), CAL OES Mutual Aid Regions, and state government.

Field Response Level
The field response level is where emergency response personnel and resources, under the command of an appropriate authority, make tactical decisions and carry out activities in direct response to an incident or threat. SEMS regulations require the use of ICS at the field response level of an incident. The ICS field functions used for emergency management are command, operations, planning/intelligence, logistics, and finance/administration.

Local Government Level
Local governments include cities, counties, and special districts. Local governments manage and coordinate the overall emergency response and recovery activities within their jurisdictions. Local governments must use SEMS when their emergency operations center (EOC) is activated, or a local emergency is proclaimed to be eligible for state reimbursement of response-related personnel costs. Local governmental levels use a similar set of ICS functions:
management, operations, planning/intelligence, logistics, and finance/administration.

Local jurisdictions are responsible for the overall direction of personnel and equipment provided for emergency operations through mutual aid (California Government Code Section 8618). Cities are responsible for disaster/emergency response within their boundaries, although some cities contract some municipal services from other agencies. Special districts are primarily responsible, in emergencies, for restoring the services they normally provide. They may also be responsible for the safety of people at their facilities or on their property and for warning surrounding populations of hazards originating from their facilities or operations. Some special districts may assist other local governments in the disaster/emergency response.

All local governments are responsible for coordinating with other local governments, the field response level, and the operational area. Local governments are also responsible for providing mutual aid within their capabilities.

Operational Area
The California Emergency Services Act (CESA) (California Government Code Title 2, Division 1, Chapter 7) defines the SEMS operational area (OA) as an intermediate level of the state's emergency services organization, consisting of a county and all political subdivisions within the county. Political subdivisions include cities, city and county governments, counties, special districts, other local governmental agencies, and public agencies authorized by law.

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15 The OA is responsible for:
• Coordinating information, resources, and priorities among local governments within the operational area • Coordinating information, resources, and priorities between the regional level and the local government level
• Using multiagency or inter-agency coordination to facilitate decisions for overall operational area-level emergency response activities.

SEMS regulations require that all local governments within a county's geographic area be organized into a single OA and that the county board of supervisors establish it. On July 5, 1995, the Los Angeles County Board of Supervisors adopted a formal resolution establishing the LAC OA, which includes the City of Pico Rivera. An Operational Area Advisory Board meets quarterly. Disaster Management Area Coordinators (DMACs) represent Los Angeles County cities on this Board. Pico Rivera is within Disaster Management Area E of the LAC OA. The Los Angeles County Office of Emergency Management (OEM) is the coordinating agency for the LAC OA.

When the Los Angeles County/OA EOC is activated, the Los Angeles County Sheriff serves as the OA Coordinator, as designated by county ordinance, and has overall responsibility for coordinating and supporting emergency/disaster operations within the County. The OA serves as the focal point for information sharing and support requests from cities within the County.

The Operational Area Coordinator and supporting staff constitute the OA Emergency Management Staff. The OA Staff submits all requests for support that can’t be obtained within the County, and other relevant information, to Cal OES Southern Region, Mutual Aid Region I.

The County/OA EOC fulfills the role of the OA EOC. Activation of the OA EOC during a State of Emergency or a Local Emergency is required by SEMS regulations under the following conditions:
• A local government within the operational area has activated its EOC and requested activation of the OA EOC to support its emergency operations.
• Two or more cities within the OA have proclaimed a local emergency. • The county and one or more cities have proclaimed a local emergency. • A city or the county has requested a governor's proclamation of a state of emergency, as defined in the Government Code Section 8558(b).
• A state of emergency is proclaimed by the governor for the county or two or more cities within the OA. • The OA is requesting resources from outside its boundaries. This does not include resources used in normal day-to-day operations that are obtained through existing mutual aid agreements. • The OA has received resource requests from outside its boundaries. This does not include resources used in normal day-to-day operations that are obtained through existing mutual aid agreements.

Regional
Because of its size and geography, the state is divided into six mutual aid regions. Mutual aid regions provide for the more effective application and coordination of mutual aid and other emergency-related activities.

Cal OES has also established three Administrative Regions (Coastal, Inland, and Southern). These Administrative Regions help Cal OES maintain day-to-day contact with emergency services organizations at the local, county, and private-sector levels.

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16 The SEMS regional level manages and coordinates information and resources among OAs within the mutual aid region and between the OAs and the state level. The regional level also coordinates overall state agency support for emergency response activities within the region.

The City of Pico Rivera is within Cal OES‘s Southern Administrative Region and Region 1 mutual aid region (Region 1A for law enforcement mutual aid).

State
The state-level SEMS manages state resources in response to the emergency needs of other levels and coordinates mutual aid among mutual aid regions and between the regional and state levels. The state level also serves as the coordination and communication link between the state and the federal disaster response system.

4.3 NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
NIMS integrates existing best practices into a consistent, nationwide approach to domestic incident management that’s applicable at all jurisdictional levels and across functional disciplines in an all-hazards context. Homeland Security Presidential Directive-5 (HSPD-5) mandated NIMS in 2003. NIMS provides a consistent, nationwide approach for federal, state, local, and tribal governments, the private sector, and NGOs to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. To provide for interoperability and compatibility among federal, state, local, and tribal capabilities, NIMS includes a core set of concepts, principles, and terminology. HSPD-5 identifies these as:
• The Incident Command System (ICS)
• Multi-agency coordination systems
• Training
• Identification and management of resources
• Qualification and certification
• The collection, tracking, and reporting of incident information and incident resources

4.3.1 The Six NIMS Components
Six major components make up this system's approach.

Command and Management
NIMS standard incident command structures are based on three key organizational systems:
1) The Incident Command System (ICS) (see Section 4.4 Incident Command System (ICS), page 18) uses a standardized, on-scene, all-hazard incident management concept. Its organizational structure enables users to address the complexities and demands of single or multiple incidents without being hindered by jurisdictional boundaries.
2) Multi-Agency Coordination Systems (MACs) provide coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. These systems include facilities, equipment, emergency operation centers (EOCs), personnel, procedures, and communications.
3) Public Information Systems refer to processes, procedures, and systems for communicating timely and accurate information to the public during crisis or emergency situations.

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17 Preparedness
Effective incident management begins with a host of preparedness activities conducted on a "steady-state" basis, well in advance of any potential incident. Preparedness involves an integrated combination of planning, training, exercises, personnel qualification and certification standards, equipment acquisition and certification standards, and publication management processes and activities.
• Planning. Plans describe how personnel, equipment, and other resources are used to support incident management and emergency response activities. Plans provide mechanisms and systems for setting priorities, integrating multiple entities and functions, and ensuring that communications and other systems are available and integrated in support of a full spectrum of incident management requirements. • Training. Training includes standard courses on multiagency incident command and management, organizational structure, and operational procedures; discipline- and agency-specific incident management courses; and courses on the integration and use of supporting technologies. • Exercises. Incident management organizations and personnel must participate in realistic exercises— including multidisciplinary, multi-jurisdictional, and multisector interactions—to improve integration and interoperability and optimize resource use during incident operations. • Personnel Qualification and Certification. Qualification and certification activities identify and publish national-level standards, and measure performance against them. This increases the probability that incident management and emergency responder personnel are appropriately qualified and officially certified to perform NIMS-related functions.
• Equipment Acquisition and Certification. Incident management organizations and emergency responders at all levels rely on a range of equipment to perform mission-critical tasks. A critical component of operational preparedness is the acquisition of equipment that will perform to certain standards, including the capability to interoperate with similar equipment used by other jurisdictions. • Mutual Aid. Mutual aid agreements are the means by which one jurisdiction provides resources, facilities, services, and other support to another jurisdiction during an incident. Each jurisdiction should be party to a mutual-aid agreement with appropriate jurisdictions from which they expect to receive or to which they expect to provide assistance during an incident.
• Publications Management. Publications management includes form standardization, developing publication materials, administering publications—including establishing naming and numbering conventions, managing the publication and promulgation of documents, and exercising control over sensitive documents—and revising publications when necessary.

Resource Management
NIMS defines standardized mechanisms and establishes requirements for processes to describe, inventory, mobilize, dispatch, track, and recover resources over the life cycle of an incident.

Communications and Information Management
NIMS identifies the requirement for a standardized framework for communication, information management (collection, analysis, and dissemination), and information sharing at all levels of incident management. • Incident Management Communications. Incident management organizations must ensure that effective, interoperable communication processes, procedures, and systems are in place to support a wide range of incident management activities across agencies and jurisdictions.

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18 • Information Management. Information management processes, procedures, and systems help information (including communications and data) flow efficiently through a commonly accepted architecture. This system supports numerous agencies and jurisdictions responsible for managing or directing domestic incidents, those impacted by the incident, and those contributing resources to the incident management effort. Effective information management enhances incident management and response and helps facilitate better-informed crisis decision-making.

Supporting Technologies
Technology and technological systems provide supporting capabilities essential to implementing and continuously refining NIMS. These include voice and data communications systems, information management systems (such as recordkeeping and resource tracking), and data display systems. Also included are specialized technologies that facilitate ongoing operations and incident management in situations that require unique technology-based capabilities.

Ongoing Management and Maintenance
This component establishes an activity to provide strategic direction and oversight of NIMS, supporting both routine review and the long-term continuous refinement of the system and its components.

4.3.2 NIMS Compliance
The State of California officially adopted NIMS through Executive Order S-2-05 on February 8, 2005. The NIMS Advisory Committee issued “California Implementation Guidelines for the National Incident Management System” in 2006 to assist state agencies, local governments, tribes, and special districts in incorporating NIMS into existing programs, plans, training, and exercises. The City of Pico Rivera follows this document, along with the NIMS Implementation and Compliance Guidance issued by FEMA, to ensure NIMS compliance.

4.4 INCIDENT COMMAND SYSTEM (ICS)
The Incident Command System (ICS) is a nationally recognized on-scene emergency management system 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. ICS uses a common organizational structure to effectively manage the incident by objectives.

The five functions of the ICS organization are command, planning, operations, logistics, and finance:
1) Command is responsible for directing, ordering, and controlling resources by virtue of explicit legal, agency, or delegated authority. It includes the incident commander (IC), who is responsible for overall incident management. The management function typically includes the Public Information Officer, Liaison Officer, and Safety Officer. In an EOC, “command” is called “management.” 2) Planning is responsible for collecting, evaluating, documenting, and using information about the development of the incident. It’s also responsible for drafting the Incident Action Plan (IAP), which outlines the IC’s directives for a designated period. The planning function typically includes the Resource Unit, Situation Analysis Unit, Documentation Unit, and Demobilization Unit. 3) Operations is responsible for the coordinated tactical response of all field operations directly applicable to or in support of the mission(s) per the IAP. Operations develops the IAP's operations portion, requests resources to support tactical operations, maintains close communication with the IC, and promotes safer tactical operations. The operations function includes branches, divisions, groups, and air operations personnel.

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19 4) 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 typically includes the supply unit, facilities unit, ground support unit, communications unit, food unit, and medical unit. 5) Finance is responsible for all financial and cost analysis aspects of the incident, as well as any administrative aspects not handled by the other functions. The finance function typically includes the Time Keeping Unit, Procurement Unit, Compensation/Claims Unit, and the Cost Unit.

4.4.1 Principles of ICS
The system’s organizational structure adapts to any emergency or incident that emergency response agencies would expect to respond to. Components of ICS are:
• Common terminology
• Modular organization
• Unified command structure
• Consolidated action plans
• Manageable span-of-control
• Pre-designed incident facilities
• Comprehensive resource management
• Integrated communications
ICS calls for common names for organizational functions, resources, and facilities. The type and size of an incident determine the organizational structure. Staff build from the top down as the incident grows, with responsibility and performance initially placed with the IC.

Initially, the IC may perform all five ICS functions. As the incident grows, the IC may spin off each function into a section with several units under it.

4.4.2 Unified Command (UC)
A unified command structure is a team effort that allows all agencies with responsibility for the incident to manage it by establishing a common set of incident objectives and strategies.

4.5 MUTUAL AID
The City has only so many resources. Emergencies tend to use up resources very quickly. When this happens, the City may be able to get help from other local jurisdictions, higher levels of government, and other agencies. Mutual aid agreements and understandings (negotiated in advance or on an emergency basis) govern this practice of “borrowing from neighbors.” Mutual aid assistance may take the form of equipment, supplies, people, or other available capabilities.

The California Disaster and Civil Defense Master Mutual Aid Agreement provides the framework for providing mutual aid in this state. Other mutual aid systems, such as Public Works and Law Enforcement, follow the strictures of the Master Mutual Aid Agreement. The City belongs to many of these mutual aid systems.

The City Manager (acting as the Emergency Operations Center Director) and the City Council may authorize the City to enter into any additional mutual aid agreements and understandings during a disaster. These agreements will be formalized in writing whenever possible.

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20 Attachment C – Mutual Aid (page 65) contains details regarding California’s mutual aid system. This attachment also provides an overview of the City's role in the larger mutual aid system, along with specific policies and procedures.

Individual annexes also include more specific mutual aid information, as appropriate.

4.6 REQUESTING COUNTY, STATE, OR FEDERAL AID
When an emergency exceeds the City's capacity to respond, the City can request assistance from the County of Los Angeles and the State of California. The City’s request takes the form of a Local Emergency proclamation. The proclamation includes a formal request submitted to Cal OES, asking the Governor to proclaim a State of Emergency or a Major Disaster. The federal government assists the state as required by the nature and scale of the emergency.

The City may proclaim an emergency to:
• Provide extraordinary police powers
• Gain immunity for emergency actions
• Authorize issuance of emergency orders and regulations • Activate pre-established emergency provisions
• Activate certain mutual aid systems (such as public works or the Emergency Managers Mutual Aid) • Enable a request for state or federal assistance

4.7 EMERGENCY PROCLAMATIONS

4.7.1 City Proclamations
The City Council or the City Manager may proclaim a local emergency as specified by Pico Rivera Municipal Code Chapter § 2.52.060. If the City Manager issues the proclamation, the City Council must ratify the Local Emergency within seven days.

The local emergency must be terminated by resolution as soon as conditions warrant. Proclamations are typically issued when an actual incident or a threat of disaster or extreme peril to the safety of people and property within the City is caused by natural or human factors.

The proclamation of a Local Emergency provides the governing body with the legal authority to:
• If necessary, request that the Governor proclaim a State of Emergency. • Promulgate or suspend orders and regulations necessary to protect life and property, including issuing orders or regulations imposing a curfew within designated boundaries. • Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements.
• Request state agencies and other jurisdictions to provide mutual aid. • Require emergency services of any local official or employee. • Requisition necessary personnel and materials from any local department or agency. • Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use. • Impose penalties for violation of lawful orders.

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21 • Conduct emergency operations without incurring legal liability for performance or failure of performance. (Note: Article 17 of the Emergency Services Act provides for certain privileges and immunities.) • Request financial assistance through the California Disaster Assistance Act by order of a Director’s Concurrence or Governor’s Proclamation. This request can be included in the local emergency proclamation or in a separate letterhead once the Council has identified and certified that local resources are insufficient.
• Increase spending authorities.

4.7.2 County Proclamations
The Los Angeles County Code of Ordinances § 2.68 grants the Board of Supervisors the authority to proclaim a Local Emergency. If the Board isn’t in session, the ordinance authorizes the following, in priority order, to proclaim: the Chair of the Board, the Chief Executive Officer, and the Sheriff. The County Public Health Officer may proclaim a public health emergency. Under the SEMS, cities must send their local proclamations to Cal OES through their county operational area coordinator. However, a city doesn't need to proclaim an emergency if the County proclaims an emergency for the entire geographic county area or a specific area that includes the impacted city or cities. The City will proclaim an emergency independent of the County in the event its proclamation is denied.

4.7.3 State of Emergency
Under CESA Article 3, the Governor may proclaim a State of Emergency when:
• Disaster or extreme peril conditions exist that threaten the safety of persons and property within the state, caused by natural or human-caused incidents.
• The Governor is requested to do so by local authorities. • The Governor finds that the local authority is inadequate to cope with the emergency.

Whenever the Governor proclaims a State of Emergency:
• Mutual aid shall be rendered, per approved emergency plans, when needed, to any county or city seeking outside assistance.
• To the extent deemed necessary, the Governor shall have the right to exercise all police power vested in the state by the Constitution and the laws of the State of California within the designated area. • Jurisdictions may command the aid of citizens as deemed necessary to cope with an emergency. • The Governor may suspend the provisions of orders, rules, or regulations of any state agency, 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 the media) in carrying out the responsibilities of the office.
• The Governor may promulgate rules and regulations and enforce orders deemed necessary.

4.7.4 State of War Emergency
Whenever the Governor proclaims a State of War Emergency, or if a State of War Emergency exists, all provisions associated with a State of Emergency apply, plus:

All state agencies and political subdivisions are required to comply with the lawful orders and regulations of the Governor issued within the limits of authority provided for in the California Emergency Services Act.

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22 4.8 POPULATIONS WITH DISABILITIES AND OTHER ACCESS AND FUNCTIONAL NEEDS

4.8.1 Access and Functional Needs Populations
Functional needs populations are community members who may have additional needs in functional areas before, during, and after an incident. This includes, but is not limited to, maintaining independence, communication, transportation, supervision, and medical care. Individuals in need of additional response assistance may consist of those who have disabilities, those in institutionalized settings, older adults, children, those from diverse cultures, those with limited or no English proficiency, or those who are transportation disadvantaged.

According to the Centers for Disease Control and Prevention, 21.9% of people in California identify as having a disability. Lessons documented in recent disasters concerning the integration of people with disabilities into community living and the growing aging population have shown that the existing paradigm of emergency planning and implementation must change. These lessons learned show three areas that are repeatedly identified as most important to people with disabilities and older adults:
• Communications (alert, warning, and notification)
• Evacuation (transportation)
• Sheltering

4.8.2 Non-Discrimination
There will be no discrimination on grounds of regardless of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, military and veteran status, socioeconomic status, citizenship, language, or residence status in the execution of emergency management functions. This policy applies to all levels of government, contractors, and labor unions.

Further, the City will comply with the Americans with Disabilities Act (ADA). Therefore, all communications will seek to provide appropriate aids and services to promote effective communication with individuals with disabilities.

Individuals with disabilities will not be separated from their service animals and assistive devices, and disabilityrelated assistance will be available to anyone who needs it during emergencies to the extent possible.

4.9 ANIMAL CONSIDERATIONS
The PETS Act (Pets Evacuation and Transportation Standards Act of 2006) requires state and local emergency preparedness plans to address the needs of people with pets and service animals before, during, and after a major disaster.

For many people, animals are helpers (as in the case of service animals) or companions; for others, animals are family members. People involved in past major disasters have refused to evacuate dangerous areas if they can’t take their animals with them. Mass care plans must consider the needs of Pico Rivera’s domestic animals.

The Americans with Disabilities Act requires that trained service animals be allowed to remain with their handlers in all situations, including during evacuations and sheltering. This mandate doesn’t extend to “emotional support animals,” which are legally no more privileged than pets.

Pets aren’t allowed inside Red Cross-operated shelters; however, an animal shelter may be located near one. The City will request assistance from the Southeast Area Animal Control Agency (SEAACA), its contracted animal control provider, to open and run evacuation pet shelters as needed during an emergency. If SEAACA is unable to meet the City of Pico Rivera | Emergency Operations Plan | 2026

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23 City’s needs, the City may also need to ask the L.A. County OA EOC for support from other agencies, such as the L.A.

County Animal Care & Control Department.

4.10 PRIVATE INDUSTRY, SPECIAL DISTRICTS, AND NON-GOVERNMENT

ORGANIZATIONS
The City recognizes the importance of the private and non-profit sectors in the emergency organization. Business and industry own or have access to substantial response and support resources. Additionally, Community-Based Organizations and other NGOs provide valuable resources and services before, during, and after a disaster. These resources can be effective assets at any level. The City will continue outreach and communication efforts with the greater Pico Rivera community, as outlined in the Whole Community Strategy and Inclusion (page 13). It will also support L.A. OA-level organizations, such as the Emergency Network Los Angeles (ENLA).

Volunteer and private agencies may participate in the mutual aid system alongside governmental agencies. For example, the disaster medical mutual aid system relies heavily on private sector involvement for medical/health resources. Some volunteer agencies, such as the American Red Cross (ARC) and the Salvation Army, are essential elements of the statewide emergency response to meet the needs of disaster victims. Volunteer agencies mobilize volunteers and other resources through their own systems. They may also identify resource needs within their own systems that aren't met and request them through the mutual aid system. Volunteer agencies with extensive involvement in emergency response should be represented in EOCs.

Some private agencies have established mutual aid arrangements to assist other private agencies within their functional area. For example, electric, gas, and telecommunications utilities have mutual aid agreements within their industries and have established procedures for coordinating with governmental EOCs. In some functional areas, a mix of special districts, municipal agencies, and private agencies jointly provide services.

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25 5 ORGANIZATION AND ASSIGNMENT OF

RESPONSIBILITIES
The City’s emergency management organization covers all phases of emergency management: mitigation, preparedness, response, and recovery.

These emergency management systems provide not only for on-scene incident management but also for coordinating response activities between the City and other jurisdictions (such as neighboring cities, the L.A. OA EOC, supporting agencies, etc.).

5.1 EMERGENCY ORGANIZATION
The City of Pico Rivera operates under SEMS and NIMS, as described earlier. The City’s emergency management organization (including emergency/disaster response and recovery) will be directed by the City Manager, who serves as the EOC Director. The EOC Director is responsible to the City Council and Disaster Council per Chapter 2.52 of Pico Rivera‘s Municipal Code. The EOC Director is also responsible for implementing the Emergency Operations Plan (EOP). While serving as the EOC Director during an actual emergency/disaster, this position will serve as part of the Management Section.

5.2 ASSIGNMENT OF RESPONSIBILITIES
The Emergency Management Organization supports the Director of Emergency Services/EOC Director and has overall responsibility for:
• Setting EOC objectives and priorities, and making EOC policy decisions • Organizing, staffing, and operating the EOC
• Operating communications and warning systems
• Providing information and guidance to the public
• Maintaining information on the status of resources, services, and operations • Directing overall operations
• Obtaining support for the City and providing support to other jurisdictions as required • Identifying and analyzing potential hazards and recommending appropriate countermeasures • Collecting, evaluating, and disseminating damage assessment and other essential information • Providing status and other reports to the LAC OA via WebEOC The Director of Emergency Services/EOC Director does not dictate field operations.

The Assistant Director of Emergency Services (ADES) is the Assistant City Manager per Municipal Code § 2.52.050.

The ADES develops emergency plans and manages the City’s emergency programs under the supervision of the director and with the assistance of the emergency service chiefs. The DES may assign other powers and duties to the ADES.

The Disaster Council develops and recommends to the City Council for adoption emergency and mutual aid plans and agreements, and such ordinances, resolutions, rules, and regulations as are necessary to implement such plans and agreements.

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26 Other City departments and supporting agencies have emergency responsibilities, as shown in Table 5:

Department EOC Roles by Section. These agencies and departments are also responsible for developing and maintaining relevant standard operating procedures.

5.3 RESPONSE LEVELS
The State of California and the L.A. Operational Area EOP identify three emergency response levels. The City also uses this system. These levels, shown in Figure 1, are common to all annexes in this plan.

Figure 1. Emergency Response Levels
PICO RIVERA | LOS ANGELES COUNTY| STATE OF CALIFORNIA
LEVEL 3 (Minimum Staffing): A minor to moderate incident in which local resources are adequate and available. A LOCAL EMERGENCY usually isn’t proclaimed.

LEVEL 2 (Partial Activation): A moderate-to-severe emergency in which local resources aren’t adequate and mutual aid may be required on a regional or even statewide basis. A LOCAL EMERGENCY may be proclaimed, and a STATE OF EMERGENCY may be proclaimed.

LEVEL 1 (Full Activation): A major disaster in which resources in or near the impacted area are overwhelmed, and extensive state and/or federal resources are required. A LOCAL EMERGENCY and a STATE OF EMERGENCY will be proclaimed, and the governor may request a PRESIDENTIAL DECLARATION OF EMERGENCY or MAJOR DISASTER.

5.4 RECOVERY OPERATIONS FRAMEWORK
The Recovery Phase officially begins simultaneously with the Response Phase, though recovery typically begins in earnest after the disaster passes its acute phase. It’s possible that one part of the city may begin recovery while another part is still grappling with the disaster.

Recovering from a disaster takes coordination among city, county, state, and federal governments, nonprofit organizations, and the private sector. The City requests reimbursement for response costs from the state and federal governments while also seeking grants and loans to help finance cleanup and rebuilding.

If the disaster has caused widespread damage and disruption, the City will engage with residents and businesses to not just restore what was lost, but to seize the opportunity to rebuild stronger, smarter, and more resilient.

Attachment D – Recovery Framework (page 71) provides more detail on the City’s recovery concept of operations, organization, and planning.

5.5 CONTINUITY OF GOVERNMENT
A major disaster or national security emergency could result in the deaths or injuries of key government officials, as well as the partial or complete destruction of established government seats and public records essential to the continued operations of government. California Government Code Section 8643(b) and the Constitution of California provide authority for state and local governments to reconstitute themselves if incumbents are unable to serve.

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27 Government at all levels is responsible for providing continuity of effective leadership, authority, and adequate direction of emergency and recovery operations (preparedness, response, recovery, and mitigation). Under California's concept of mutual aid, local officials retain control of their jurisdiction's emergency operations, while other jurisdictions may provide additional resources upon request. A key aspect of this control is the ability to communicate official requests, situation reports, and emergency information during any disaster a community might face.

5.5.1 Preservation of Local Government
CESA Article 15 and the Constitution of California provide the authority for state and local government to reconstitute itself in the event incumbents are unable to serve.

CESA Article 15:
• Provides the authority, as well as the procedures to be employed, to ensure the continued functioning of political subdivisions within the State of California.
• Permits the appointment of up to three standby officers for each member of the governing body, and up to three standby officers for the chief executive, if not a member of the governing body. • Provides for the succession of officers who head departments responsible for maintaining law and order, or in furnishing public services relating to health and safety. • Outlines procedures to assure the continued functioning of political subdivisions in the event the governing body, including standby officers, is unavailable to serve. • Provides for the preservation of city government in the event of a peacetime or national security emergency.

5.5.2 Standby Officers
The first step in assuring the continuity of government is to have personnel authorized and prepared to carry out emergency actions for the government during a natural, technological, or national security disaster.

CESA Article 15, § 8638 authorizes governing bodies to designate and appoint three standby officers for each member of the governing body and for the chief executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision other than that to which they are appointed. Standby officers take the same oath as regular officers and are designated Number 1, 2, or 3, as the case may be. Table 2 shows the line of succession for the City’s mayor.

TABLE 2: LINE OF SUCCESSION FOR CITY MAYOR
Order of Succession Title
Mayor Mayor
First Alternate Mayor Pro Tempore
Second Alternate Council Member, highest seniority
Third Alternate Council Member, next-highest seniority
CESA Article 15, § 8644 establishes a method for reconstituting the governing body. It authorizes that, should all members—including all standbys—be unavailable, temporary officers shall be appointed as follows:
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28 • By the chairman of the board of any other county within 150 miles (nearest and most populated down to farthest and least populated), or
• By the mayor of any city within 150 miles (nearest and most populated down to farthest and least populated).

The City Council appoints a successor to the EOC Director position. The succession occurs:
• Should the director be unavailable or unable to serve, the positions listed below, in the order listed, shall act as the Director of Emergency Services.
o First Alternate: Assistant City Manager
o Second Alternate: Director of Public Works
o Third Alternate: Deputy Director of Public Works
• Should these positions be unavailable or unable to serve, the individuals who hold permanent appointments to the following positions in the City will automatically serve as acting director in the order shown. The individual serving as acting director shall have the authority and powers of the Director and will serve until the Director is once again able to serve or until the City Council appoints a successor.

Notification of any successor changes shall be made through the established chain of command.

CESA Article 15, § 8637 authorizes political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety (see ).

CESA Article 15, § 8642 authorizes local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency, or Local Emergency exists, and at a place not necessarily within the political subdivision.

CESA Article 15, § 8643 describes the duties of a governing body during emergencies as follows:
• Ascertain the damage to the jurisdiction and its personnel and property. • Reconstitute itself and any subdivisions.
• Perform functions in preserving law and order and furnishing local services.

5.5.3 Seat of Government
CESA § 8642 authorizes the City Council to meet at a place not necessarily within the City in the event of a State of War Emergency, State of Emergency, or Local Emergency.

Section 54954 of the Brown Act provides that if a fire, flood, earthquake, or other emergency makes it unsafe to meet in the place designated for holding regular City Council meetings, the presiding officer of the City Council or his or her designee can designate the place where regular meetings will be held for the duration of the emergency. The presiding officer‘s designation of a meeting place under those circumstances must be:
• Made in a notice to the local media that have requested notice pursuant to Section 54956 of the Government Code, and
• By the most rapid means of communication available at the time. (Section 54954(e)) If the City Hall isn’t usable because of emergency conditions, the temporary office of the City government will be determined based on the emergency.

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29 5.5.4 Preservation of Vital Records
The City Clerk is responsible for the preservation of the City’s vital records. If the City Clerk is unavailable, the Deputy City Clerk will be responsible for preserving 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.

Examples include statistics, land and tax records, license registers, and articles of incorporation. • Conduct emergency response and recovery operations. Records of this type include utility system maps, locations of emergency supplies and equipment, emergency operations plans and procedures, personnel rosters, etc.
• Reestablish normal government functions and protect the government's rights and interests. Constitutions and charters, statutes and ordinances, court records, official proceedings, and financial records would be included here.

5.5.5 City Department Director Line of Succession
TABLE 3: LINES OF SUCCESSION FOR DEPARTMENT HEADS
Service or Department Title or Position
City Manager
(EOC Director)

1. City Manager

2. Assistant City Manager

3. Director of Public Works
City Clerk 1. City Clerk

2. Deputy City Clerk

3. Junior Deputy City Clerk
Administrative Services 1. Director of Finance

2. Deputy Director of Finance

3. Senior Accounting Manager
Community and Economic Development 1. Director of Community & Economic Dev.

2. Deputy Dir. of Community & Economic Dev.

3. Building Official
Parks and Recreation 1. Director of Parks and Recreation

2. Senior Manager

3. Manager
Public Works 1. Director of Public Works

2. Deputy Director of Public Works

3. Senior Manager, Yard Superintendent
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31 6 DIRECTION, CONTROL, AND COORDINATION
All incidents should be managed at the lowest possible level. The City Council, the City Manager (as the designated DES), and this Plan provide the structure (based on SEMS and NIMS) for implementing City-level policy and operational coordination for emergency response. The City can partially or fully implement this structure in response to a potential or actual threat or in anticipation of a significant event. Selective implementation enables a scaled response, the delivery of needed resources, and an appropriate level of coordination.

6.1 ON-SCENE COMMAND AND MANAGEMENT
The on-scene Incident Commander has overall authority and responsibility for all response activities at the incident site, including developing strategies and tactics and ordering and releasing resources.

A unified command may lead the response when multiple command authorities are involved. Unified command includes officials who have jurisdictional authority or functional responsibility for the incident under an appropriate law, ordinance, or agreement. The unified command provides direct, on-scene control of tactical operations.

At the tactical level, on-scene incident command and management occur at an Incident Command Post (ICP), which typically includes representatives from local and mutual aid agencies.

6.2 EMERGENCY OPERATIONS CENTER (EOC)
Day-to-day operations are conducted by departments and agencies that are widely dispersed throughout the City. An EOC is a location from which centralized disaster/emergency management can be performed during a major emergency or disaster. This facilitates a coordinated response by the Director of Emergency Services, Emergency Management Staff, and representatives of organizations assigned emergency management responsibilities. The level of EOC staffing will vary with the specific disaster/emergency situation.

6.2.1 Purpose and Functions of the EOC
The EOC provides a central location for authority and information and enables face-to-face coordination among personnel who must make emergency decisions. The City’s EOC performs the following functions:
• Manage and coordinate disaster/emergency operations.
• Receive and disseminate warning information.
• Develop emergency policies and procedures.
• Collect intelligence from, and disseminate information to, the various EOC representatives, and, as appropriate, to county and state agencies, military, and federal agencies. • Prepare intelligence/information summaries, situation reports, operational reports, and other reports as required.
• Maintain general and specific maps, information display boards, and other data pertaining to disaster/emergency operations.
• Continue analyzing and evaluating all data pertaining to disaster/emergency operations. • Control and coordinate, within established policy, the operational and logistical support of departmental resources committed to the disaster/emergency.

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32 • Maintain contact and coordination with field units, support DOCs, other local government EOCs, and the L.A. County Operational Area.
• Provide emergency information and instructions to the public, make official releases to the news media, and schedule media conferences as necessary.

The EOC activates and staffs to the level necessary for the response to accomplish these functions.

The EOC organization should include representatives from special districts, volunteer agencies, and private agencies with significant response roles, as appropriate.

6.2.2 EOC Activation and Deactivation
The EOC is activated when field response agencies need support, a citywide perspective is needed, or multiple departments need to coordinate. Activated EOCs may be partially or fully staffed to meet the demands of the situation.

When Pico Rivera’s EOC is activated, the City will transmit to the L.A. County OA a City Status Report indicating that the EOC is activated via WebEOC. The Pico Rivera Sheriff‘s Station Watch Commander will be contacted to confirm the WebOEC report. If WebEOC is not available, then the City Status Report is to be sent to the Pico Rivera Sheriff‘s Station by means coordinated with and agreed to by the Watch Commander and City staff. The Pico Rivera Sheriff‘s Station will then be responsible for entering the data into WebEOC.

When to Activate
• An emergency situation that has occurred or might occur of such a magnitude that it will require a large commitment of resources from two or more City departments over an extended period of time. Examples include: an earthquake, bombing, flooding, major hazardous-material incident, violent civil disturbance, aircraft disaster, large, complex structure fire, severe weather conditions, act of terrorism, large-scale school incident, and special events.
• On the order of the City Manager or designee, provided that the existence or threatened existence of a Local Emergency has been proclaimed.
• When the Governor has proclaimed a State of Emergency in an area that includes the City of Pico Rivera. • Automatically upon the proclamation of a State of War Emergency as defined by the California Emergency Services Act.
• By a Presidential Declaration of a National Emergency. • Automatically upon receipt of an attack warning or the observation of a nuclear detonation.

Who Can Activate
The following individuals, either acting as the EOC Director or on behalf of the EOC Director, or their appointed representatives, are authorized to activate the EOC:
• City Manager (EOC Director/Director of Emergency Services) • Assistant City Manager (Alternate Director of Emergency Services) • Director of Public Works
• Deputy Director of Public Works
• Director of Parks and Recreation
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33 Deactivation
Section Chiefs and the EOC Director will authorize EOC deactivation by position and function.

6.2.3 Activation Levels
The activation authorities mentioned above will also determine the initial EOC activation level based on the situation and the scale of the response that may be required. Table 4 outlines the three activation levels the City EOC typically uses.

TABLE 4: EOC ACTIVATION LEVELS
Activation Level Definition/Conditions
Level 3 (Minimal EOC
Staffing)
Lowest level of formal EOC activation. Small-to-moderate emergencies or pre-planned events that require a slightly more enhanced coordination capability than the Watch Commander can provide, but do not require a majority of the EOC positions to be staffed.

Level 2 (Intermediate
EOC Staffing)
Mid-level EOC activation. This activation level is used for emergencies or planned events that may require more than a minimum staff but would not call for a full activation of all organizational elements of the EOC.

Level 1 (Full EOC Staffing)
Highest level of EOC Activation with most/all EOC Sections staffed and actively supporting.

Level 1 activation is used to support major emergency/disaster incidents with widespread impacts, requiring significant response coordination with other jurisdictions and the County/OA EOC.

6.2.4 EOC Organization
SEMS regulations require local governments to provide for five functions: management, operations, planning/intelligence, logistics, and finance/administration. These functions are the basis for structuring the EOC organization.

The EOC consists of five sections, each responsible for carrying out different aspects of the response. 1) Management Staff
• Exercises overall management of the emergency.
• Provides policy and guidance for the emergency response. • Coordinates the overall prioritization, decision-making, coordination, tasking, and conflict resolution for the response and early recovery effort.
• Reports to the City Council.
2) Planning & Intelligence Section
• Prepares the EOC Action Plan.
• Maintains resource status.
• Collects, analyzes, and displays incident-related information to provide the overall common operating picture.

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34 • Sets the “operational tempo” of the EOC by scheduling and moderating all EOC briefings to facilitate EOC staff members’ awareness of the current response effort and objectives. 3) Operations Section
• Coordinates all incident-related tactical operations as directed by the Management Staff and in accordance with incident objectives.
• Coordinates priority missions with branch directors and monitors whether resource deployment aligns with City objectives.
4) Logistics Section. The Logistics Section procures equipment, supplies, personnel, transportation, food, facilities, and communications services (including information technology, phones, radios, and other devices) needed to support the response.
5) Finance & Administration Section. The Finance & Administration Section maintains all financial records and tracks all incident-associated costs, including personnel time, equipment use, and claims.

Figure 2 shows the EOC Organization Chart. The City of Pico Rivera‘s EOC Organizational Responsibility Matrix is shown in Table 5.

Figure 2. EOC Organizational Chart
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35 TABLE 5: DEPARTMENT EOC ROLES BY SECTION
Department
EOC Function
Management Operations Planning Logistics
Finance &
Admin
City Manager X X
City Attorney X
City Clerk X X
Administrative Services
Department X X
Accounting Division X
Budgeting and Purchasing
Division X X
Information Systems
Division X
Community & Economic
Development Department X X
Economic Development
Division X
Planning Division X
Building & Safety Division X X
Housing Services X
Human Resources Division X
Public Works Division X X X
Engineering X
LA County Fire Department X X
LA County Sheriff’s
Department X X
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37 7 INFORMATION COLLECTION, ANALYSIS, AND

DISSEMINATION

7.1 INFORMATION COLLECTION
The EOC serves as the hub for collecting, analyzing, and disseminating information about an incident or event.

Effective emergency management relies on establishing a common operating picture and maintaining situational awareness. Information may come from any number of sources, such as:
• Incident Command Posts
• Field responders
• Field observers
• L.A. County Sheriff’s Department Communications Center calls • Interagency coordination meetings/calls
• 2-1-1 L.A. County
• Law enforcement monitoring networks (such as NCRIC)
• Institutional news media reports
• Social media
The EOC Planning & Intelligence Section’s Situation Unit is responsible for seeking out and compiling this information throughout the term of the disaster.

7.2 INFORMATION ANALYSIS AND DISSEMINATION
The Planning Section is responsible for vetting and analyzing incoming information to produce intelligence. Actionable intelligence supports decision-making to achieve established operational priorities. The EOC Management Staff and Operations Section will inform the Planning Section of their priority information requirements. The Planning Section will help them determine the essential elements of information required to make timely decisions and prioritize key tasks and information requests.

Processed intelligence can be disseminated in various ways, including briefings, maps, reports, fact sheets, infographics, charts, and graphs. The output format depends on the nature of the intelligence, consumer needs, and available time and resources.

Periodic EOC briefings update the response organization on the incident's status. These briefings take place at the discretion of the EOC Director or as mandated by the action planning process. Briefings should occur at least once per shift, or whenever conditions change materially (such as an aftershock or secondary explosion). The briefing schedule can and will be adjusted to suit the situation.

The EOC will share necessary information with other levels of government, other agencies and departments outside the City, and the private sector, as appropriate. This practice enhances public safety, economic integrity, and effective resource management for response and recovery.

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38 7.3 PUBLIC INFORMATION
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.

Before any emergency, public awareness is crucial to successful public information efforts during and after the emergency. Pre-disaster awareness programs must be viewed as equally important as other emergency preparations and receive adequate planning. These programs must be coordinated among local, state, and federal officials to ensure their contribution to emergency preparedness and response operations.

7.3.1 Community Outreach
Throughout the year, the departments with emergency responsibilities are involved in a wide range of community outreach activities, including presentations, neighborhood meetings, community events, and fairs.

Effective community outreach creates opportunities to inform residents and business owners of the City’s emergency procedures and to provide personal preparedness information, plans, and techniques.

The City’s website link is https://www.pico-rivera.org/. During a major emergency, a webpage on the City’s website will provide City residents and outside agencies with real-time access to information on disasters and emergencies in or around Pico Rivera. Real-time information will also be provided via the City’s social media outlets when appropriate.

7.4 ALERT AND WARNING
Warning is the process of alerting government agencies and the general public to the threat of imminent danger.

Depending on the nature of the threat and the population groups at risk, warnings can originate at any level of government.

Success in saving lives and property depends on the timely dissemination of warning and emergency information to persons in threatened areas. Local government is responsible for warning its citizens. The City will use various modes to alert and warn the community.

7.5 EMERGENCY COMMUNICATIONS
The EOC communicates with the rest of the City and the other agencies/organizations through several channels, including telephones, cellular telephones, city radios, internet, satellite internet, and amateur radio. Communication facilities will be continuously staffed during emergencies, either by volunteers or City staff. The EOC Logistics Section is responsible for communications.

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39 8 ADMINISTRATION, FINANCE, AND LOGISTICS

8.1 FINANCIAL MANAGEMENT
State and local entities don’t normally integrate emergency expenditures into their budgeting process. However, events periodically occur that require substantial unanticipated obligations and expenditures.

The EOC Finance & Administration Section manages all financial, administrative, and cost analysis aspects of an emergency. This work may start in the EOC, but in later stages of the emergency, this function may be accomplished at alternate locations or concurrently within the bounds of normal operating procedures.

Several federal programs may reimburse state agencies, local jurisdictions, and some non-governmental organizations for their disaster-related expenditures. The federal government may authorize reimbursement of approved costs for emergency protective measures and for work performed in the restoration of certain public facilities after a presidential declaration of major disaster.

The EOC Finance & Administration Section documents:
• Expenditures
• Cost accounting
• Purchase authorizations
• Timekeeping records (force account labor)
• Equipment use (force account equipment)
• Assisting with leases and contracts
• Injury and property damage claims (accomplished in conjunction with Risk Management) The Finance & Administration Section works closely with the Logistics Section to execute proper documentation of human, equipment, and other resources, as well as procurement processes.

State and federal government authorities may conduct audits of local jurisdiction emergency expenditures. Projects funded by federal disaster assistance are audited to determine the eligibility of the costs claimed by the applicant.

The City recognizes that proper documentation in accordance with established codes and regulations is essential for state and/or federal reimbursement.

8.2 LOGISTICS
Logistics means locating, procuring, coordinating, and tracking resources. In this Plan’s context, logistics primarily addresses protocols, processes, and systems for requesting, using, tracking, and reporting the status of resources that fall outside the pre-existing, discipline-specific mutual aid agreements (such as law enforcement, public works, fire, and coroner).

For the purposes of this Plan and its annexes, resource means “personnel, equipment, facilities, services, or supplies needed to achieve an identified task.”
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40 The EOC Logistics Section is responsible for coordinating and managing citywide resources during an event. The section’s main functions include, but aren’t limited to:
• Tracking and processing resource requests
• Inventory of resources
• Requesting, ordering, mobilizing, or acquiring resources • Donations and volunteer management
• Certification and credentialing
• Resource recovery and demobilization
The Logistics Section works closely with the Finance & Administration Section to complete proper documentation and to maximize cost recovery.

8.3 STAFF AUGMENTATION/DISASTER SERVICE WORKERS
California Government Code §3100-3101 designates all paid (full- and part-time) public employees as Disaster Service Workers (DSWs). The term “public employees” includes all persons employed by the state, or any county, city, or special district. Furthermore, Pico Rivera Municipal Code, Chapter 8, §2.52.070, states that every employee and officer of the City is part of the City’s emergency organization.

Some City departments (such as Police and Public Works) have specific disaster response duties that employees are trained to fulfill. City employees who don’t have a specific disaster assignment or emergency-related training may be assigned to perform general duties under the DSW Program.

In an emergency, supervisors may release non-essential City employees (those not required for the continuity of operations) from their day-to-day duties, so they’re available to assist any agency or organization in carrying out its emergency response duties. Gaining agencies and organizations will assign DSWs to duties within the scope of their training, skills, and abilities.

If necessary, the City or county can quickly register volunteers as DSW Volunteers (DSWVs), as can ENLA groups.

DSWVs are eligible for Workers' Compensation and liability coverage. A list of pre-registered DSWVs affiliated with volunteer organizations is available from ENLA.

8.4 AFTER-ACTION/CORRECTIVE ACTION REPORTING
SEMS regulations require any jurisdiction proclaiming a Local Emergency for which the governor proclaims a State of Emergency to complete and transmit an After-Action Report (AAR) and Corrective Action Report (CAR) to Cal OES within ninety days of the incident period’s close.

The AAR documents the City’s response activities and identifies areas of concern and success. The CAR will set out a work plan to implement improvements to the response and recovery system.

The AAR is a composite of documents submitted by all functions and provides a broad perspective of the incident. It references more detailed documents and addresses all areas specified in the regulations. It includes information gathered from all documents generated during the response phase and interviews with emergency responders. It will coordinate with, but not encompass, hazard mitigation. Hazard mitigation efforts, however, may be included in the AAR’s “Recovery Actions to Date” section.

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41 At a minimum, the AAR must provide:
• Response actions taken
• Applications of SEMS/NIMS
• Suggested modifications to SEMS/NIMS
• Necessary mediation of plans and procedures
• Identified training needs
• Recovery activities to date
The EOC Planning & Intelligence Section develops the AAR and CAR. The EOC Coordinator will assist with the completion and distribution of the AAR. Within 90 days, the EOC Coordinator will send the AAR/CAR to the Cal OES Southern Region, with an information copy to the LA OA.

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43 9 PLAN DEVELOPMENT, MAINTENANCE, AND

TRAINING
In compliance with NIMS, city personnel with roles in incident management, whether in the field or at the EOC, will receive the appropriate NIMS training as outlined by the U.S. Department of Homeland Security. The EOC Coordinator is responsible for coordinating and scheduling training and exercises for this plan. The City of Pico Rivera’s Emergency Management Organization will conduct regular exercises of this plan to train all necessary City staff in the proper response to disaster situations.

9.1 PLAN UPDATES
The EOP will be reviewed annually to ensure that plan elements are valid and current. Each responsible organization or agency will review and, as required, upgrade its portion of the EOP and/or modify its SOPs/EOPs based on identified deficiencies during drills, exercises, or actual events. Changes in government structure and emergency response organizations will also be considered in the EOP revisions. The EOC Coordinator is responsible for making revisions to the EOP that will enhance the conduct of response and recovery operations. The EOC Coordinator will prepare, coordinate, publish, and distribute any necessary changes to the plan to all City departments and other agencies as shown on the distribution list in Section 1.3 Distribution (page 1) of this EOP.

The EOC Coordinator will also review documents that provide the legal basis for emergency planning to ensure compliance with SEMS/NIMS requirements and will modify them as necessary.

EOC Responder Training
The City's emergency management organization will conduct regular training and exercises for City staff on the use of this plan and other specific training as required for compliance with both SEMS and NIMS. The EOC Coordinator is responsible for coordinating, scheduling, and documenting the training and exercises.

The objective is to train and educate public officials, emergency/disaster response employees, and volunteers. Both training and exercises are important components in preparing employees to manage disaster operations. Table 6 specifies recommended training for various members of the City’s emergency management organization.

TABLE 6: RECOMMENDED EMERGENCY MANAGEMENT TRAINING SEMS Intro G606ICS 100ICS 200ICS 300ICS 400ICS 402NIMSIS 700NRFIS 800EOC G611 City Elected Officials X X X X
EOC Director and Section
Chiefs X X X X X X X
Command Staff (PIO,
Laison Officer, etc.) X X X
General Staff (EOC
Sections) X X X
Field Responders X X X X
Volunteers/Admin Support X X X
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44 Training includes classroom instruction and drills. All staff who may participate in emergency response in the EOC must receive appropriate SEMS/NIMS/ICS training. Refer to Cal OES’s Training Matrix for specific SEMS/NIMS/ICS classes and target audiences.

9.2 EXERCISES
Regular exercises are necessary to maintain operational readiness. Exercises provide emergency responders with an opportunity to become thoroughly familiar with the procedures, facilities, and systems that will be used in a disaster.

Annual exercises are required by both SEMS and NIMS. There are several forms of exercises:
• Tabletop exercises provide a convenient and low-cost method for evaluating policies, plans, and procedures and resolving coordination and responsibility issues. Such exercises are a good way to determine whether policies and procedures exist to address specific issues. • Functional exercises usually take place in the EOC and simulate an emergency in the most realistic manner possible, without field activities. They are used to test or evaluate the capabilities of one or more functions, such as evacuation, communications, public information, or overall city response. • Full-scale exercises simulate an actual emergency, typically involving personnel at both field and EOC levels, and are designed to evaluate operational capabilities.

The City uses the Homeland Security Exercise Evaluation Program's building-block concept in developing its exercise program. Exercises are planned in a cycle that increases in complexity to train and strengthen the EOC staff to specific target capabilities.

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45 10 ANNEXES
While the Basic Plan covers general emergency policy and doctrine, many functions require more specific guidance.

Also, various types of emergencies require more detailed guidelines and policy discussions. The City of Pico Rivera’s EOP annexes fill these needs.

Typically, there are three kinds of annexes: functional, hazard-specific, and site-specific. • Functional annexes discuss certain functions or operations that cut across most or all emergencies, such as emergency management and public information.
• Hazard-specific annexes address the unique characteristics of certain types of emergencies and how the City may need to modify the general policies and doctrines in the Basic Plan. • Site-specific annexes provide emergency coordination details for properties within the City's boundaries that, if impacted, could have major ramifications and require additional coordination with external groups.

All existing EOP annexes are available on the City’s network. Due to the sensitivity of the information contained in the annexes, the City withholds them from public view in accordance with Section 1.3.3 Disclosure Exemptions (page 2).

Table 7 provides a list of the City’s annexes.

TABLE 7: CITY OF PICO RIVERA EOP ANNEXES
Annex Title Last Update Description
Functional Annexes
Emergency Management This Annex describes how the City manages emergencies. It provides a basis for centralized control, coordination, and direction of emergency operations.

Emergency Public Information
(Alert and Warning)
This Annex provides guidance on the conduct and
coordination of public information activities, as well as the processes needed to provide alerts and warnings to the
population impacted by or at risk from an emergency.

Mass Evacuation and Transportation
(ADA)
This Annex outlines strategies, procedures,
recommendations, and organizational structures for
implementing a coordinated citywide evacuation effort.

Mass Care & Shelter This Annex describes care and shelter operations within the City of Pico Rivera and defines the collective and individual responsibilities of City and non-governmental agencies
responding to or supporting such operations.

Hazard- or Threat-Specific Annexes
Mass Casualty Incident (MCI)/Mass
Fatality Incident (MFI)
This Annex provides specific, hazard-focused plans for the City's response to a mass casualty and/or mass fatality incident.

Cyber Threat This annex provides a framework for managing cyber attacks.

It defines types of cyber incidents and identifies roles and responsibilities for the response to a cyber incident.

Earthquake This Annex provides specific, hazard-focused plans for the City's earthquake response.

Flooding/Dam failure This Annex provides specific, hazard-focused plans for how the City will respond to a flood/dam failure event.

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47 11 AUTHORITIES AND REFERENCES
The following references provide authorities for conducting or supporting emergency operations.

All authorities and references listed apply to the Basic Plan and all corresponding annexes. Many County of Los Angeles, state, and federal references are available electronically via links embedded in the references below.

Agreements with voluntary organizations and other governmental and private organizations are also on file, as appropriate.

11.1 CITY OF PICO RIVERA
• City of Pico Rivera Emergency Operations Plan – Basic Plan, 2026 • City of Pico Rivera Municipal Code, Chapter 2.52 – Emergency Preparedness • City of Pico Rivera Local Hazard Mitigation Plan (2025)

11.2 COUNTY OF LOS ANGELES
• County of Los Angeles Resolution adopting the California Master Mutual Aid Agreement • County of Los Angeles Operational Area Emergency Operations Plan (November 2023) • Los Angeles County-Orange County Public Works Master Mutual Aid Agreement (1989). All cities within Los Angeles County are signatories.

11.3 STATE OF CALIFORNIA, OFFICE OF EMERGENCY SERVICES
• California Emergency Services Act (California Government Code, Title 2, Division 1, Chapter 7) • California State Emergency Plan (2024) and sub-plans/annexes • Operational Areas (California Government Code, Title 2, Chapter 7, Article 9, Section 8605) • California Disaster and Civil Defense Master Mutual Aid Agreement (November 1950) • California Emergency Management Mutual Aid Plan (March 2022) • California Law Enforcement Mutual Aid Plan (July 2019) • California Fire Service and Rescue Emergency Mutual Aid Plan (February 2023) • Standardized Emergency Management System Guidelines (September 2006) • California Disaster Assistance Act (California Government Code, Title 2, Division 1, Chapter 7.5) • California Office of Emergency Services, Emergency Proclamations Guide Quick Reference Guide for Local Government (October 2022)
• California Public Records Act (California Government Code, Title 1, Division 10) • Continuity of Government in California (Article IV, Section 21 of the State Constitution) • Preservation of Local Government (Article 15 of the California Emergency Services Act) City of Pico Rivera | Emergency Operations Plan | 2026

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48 • Temporary Seat of State Government (Section 450, Title 1, Division 3, Chapter 1 of the California Government Code)
• Temporary County Seats (Section 23600, Title 3, Division 1, Chapter 4, Article 1 of the Government Code) • Member of the Legislature (Section 9004, Title 2, Division 2, Part 1, Chapter 1.5, Article 1 of the Government Code)
• Legislative Session after War or Enemy-Caused Disaster (Sections 9035-9038, Title 2, Division 2, Part 1, Chapter 1.5, Article 2.5 of the Government Code)
• Succession to the Office of Governor (Article V, Section 10 of the State Constitution) • Succession to the Office of Governor (Sections 12058-12063, Title 2, Division 3, Part 2, Chapter 1, Articles

5.5 and 6 of the Government Code)
• Succession to Constitutional Offices (Sections 12700-12704, Title 2, Division 3, Part 2, Chapter 7 of the Government Code)
• Preservation of State Records (Sections 14745-14750, Title 2, Division 3, Part 5.5, Chapter 5, Articles 1 and 2 of the Government Code)

11.4 FEDERAL
• Developing and Maintaining Emergency Operations Plans, Comprehensive Preparedness Guide (CPG) 101, Version 2.0 (November 2010)
• Federal Emergency Management Agency, Guidance on Planning for Integration of Functional Needs Support Services in General Population Shelter (November 2010)
• Federal Emergency Management Agency, A Whole Community Approach to Emergency Management:

Principles, Themes and Pathways for Action (December 2011) • Americans with Disabilities Act (1990)
• ADA Amendments Act (P.L. 110-325, 2008), and those associated with them • Rehabilitation Act (P.L. 93-112, 1973), Sections 501, 503, 504 and 508 • Older Americans Act (P.L. 89-73, 1965), Title III
• Emergency Management Assistance Compact (EMAC) (2005) • Executive Order 13407, Public Alert and Warning System (June 2006) • Presidential Memorandum “Emergency Alert System Statement of Requirements” (September 15, 1995) • Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, 42 U.S.C. 5121, et seq., as amended
• Homeland Security Presidential Directive 5, Management of Domestic Incidents (February 2003) • Homeland Security Presidential Directive 8, National Preparedness (December 2003) • Code of Federal Regulations, Title 44, Chapter 1, Federal Emergency Management Agency (October 2007) • Post-Katrina Emergency Management Reform Act of 2006, 6 U.S.C. 701 • National Response Framework (October 2019)
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49 • National Incident Management System (NIMS) (October 2017) • Presidential Decision Directive (PDD) 39 (U.S. Policy on Counterterrorism) and PDD 62 (Protection Against Unconventional Threats to the Homeland and Americans Overseas) City of Pico Rivera | Emergency Operations Plan | 2026

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51 ATTACHMENT A – ACRONYMS AND GLOSSARY OF TERMS
A.1. ACRONYMS
A
AAR After-Action Report
ADA Americans with Disabilities Act
ADES Assistant Director of Emergency Services
AFN Access and Functional Needs
C
Cal OES California Office of Emergency Services
CAR Corrective Action Report
CESA California Emergency Services Act
D
DES Director of Emergency Services
DMAC Disaster Management Area Coordinator
DSW Disaster Service Worker
DSWV Disaster Service Worker Volunteer
E
EAP EOC Action Plan
EMAC Emergency Management Assistance Compact
ENLA Emergency Network Los Angeles
EOC Emergency Operations Center
EOP Emergency Operations Plan
ESC Emergency Services Coordinator
F
FEMA Federal Emergency Management Agency
I
ICP Incident Command Post
ICS Incident Command System
J
JIC Joint Information Center
L
LAC OA Los Angeles County Operational Area
LASD Los Angeles County Sheriff’s Department
LHMP Local Hazard Mitigation Plan
M
MACS Multi-Agency Coordination System
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52 N
NGO Non-Governmental Organization
NIMS National Incident Management System
O
OA Operational Area
OEM Office of Emergency Management
P
PIO Public Information Officer
S
SEMS Standardized Emergency Management System
A.2. GLOSSARY
Activation: (1) The notification and recall of jurisdiction staff to respond to an emergency. (2) Bringing a facility or resource into operation.

Access and Functional Needs: Refers to individuals with physical, developmental, or intellectual disabilities, chronic conditions, limited English proficiency, or the elderly, who require additional support during emergencies.

After-Action Report (AAR): A post-incident report covering response actions, application of SEMS, modifications to plans and procedures, training needs, and recovery activities. AARs are required under SEMS after any event that requires a governor’s emergency proclamation. Reports are required within 90 days of the emergency’s end.

Agency: An agency is an organization or business established to provide a particular service, typically one that involves organizing transactions between two other parties. Agencies may be public (governmental) or private. In ICS, agencies are defined as jurisdictional (having statutory responsibility for incident mitigation) or assisting and/or cooperating (providing resources and/or assistance). (See Assisting Agency, Cooperating Agency, and Multi-agency.) Agency Representative: An individual assigned to an incident or EOC by an assisting or cooperating agency. The agency representative has been delegated authority to make decisions regarding that agency's participation at the incident or EOC. They report to the Liaison Officer at the SEMS Field and EOC levels.

Area Command: An organization established to 1) oversee the management of multiple incidents that are each assigned to an Incident Command System organization; or, 2) oversee the management of a very large incident that has multiple Incident Management Teams assigned to it. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources based on priorities, manage incidents properly, and monitor whether objectives are met and strategies followed.

Branch: The organizational level at the SEMS Field and EOC levels having functional or geographic responsibility for major parts of incident operations. A branch falls organizationally between the section and the division/group in the Operations Section, and between the section and the unit in the Logistics Section. Branches are identified by Roman numerals or by functional name (e.g., medical, security, etc.).

Branch Director: The ICS title for individuals responsible for supervision of a branch at the Field Level. At the SEMS EOC level, the preferred title is Branch Coordinator.

Chain of Command: A series of management positions in order of authority.

Command Post: (See Incident Command Post)
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53 Command Staff: The Command Staff at the SEMS Field level consists of the Information Officer, Safety Officer, Legal Officer, and Liaison Officer. They report directly to the Incident Commander. They may have assistants, as needed.

The SEMS EOC level may also include these functions. At the EOC, they report to the EOC Director but may be designated as coordinators. At EOCs, the functions may also be established as sections or branches to accommodate subsequent expansion.

Common Operating Picture: A continuously updated, shared, and interactive display of relevant information that provides a unified, real-time, situational awareness to all personnel involved in an incident, operation, or mission.

Compacts: Formal working agreements among agencies to obtain mutual aid.

Continuity of Operations Planning: Documents how an organization can sustain vital operations, including administrative and business components, immediately following a crisis or disaster situation.

Cooperating Agency: An agency supplying assistance other than direct tactical or support functions or resources to an incident response (e.g., American Red Cross, telephone company, etc.).

Coordination: The process of systematically analyzing a situation, developing relevant information, and informing appropriate command authority of viable alternatives for selection of the most effective combination of available resources to meet specific objectives. The coordination process (which can be either intra- or inter-agency) does not involve dispatch actions. However, personnel responsible for coordination may perform command or dispatch functions within the limits established by specific agency delegations, procedures, legal authority, etc. Multi-agency or Inter-agency coordination is found at all SEMS levels.

Deputy: A fully qualified individual who, in the absence of a superior, could be delegated the authority to manage a functional operation or perform a specific task. In some cases, a deputy may serve as relief for a superior and must therefore be fully qualified for the position. Deputies may exist at all SEMS EOC levels.

Disaster Management Area Coordinator: Plans, coordinates, and implements emergency preparedness, response, and recovery activities for specific geographic areas or jurisdictions.

Division: Divisions divide an incident into operational areas. Divisions are identified by alphabetic characters for horizontal applications and, often, by numbers when used in buildings. Divisions may be organized into branches and units at SEMS EOC levels.

Emergency: As used in the municipal code, "emergency" means the actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within the city caused by such conditions as air pollution, fire, flood, storm, epidemic, riot or earthquake, or other conditions, including conditions resulting from war or imminent threat of war, but other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, equipment and facilities of the city, requiring the combined forces of other political subdivisions to combat.

Emergency Operations Center (EOC): A location in which an organization may perform centralized emergency management. Agencies and jurisdictions establish EOC facilities to coordinate the overall agency or jurisdictional response and support to an emergency.

Emergency Operations Plan (EOP): The plan that each jurisdiction has and maintains for responding to appropriate hazards.

EOC Action Plan: The plan developed at the SEMS EOC level that contains objectives, planned actions, assignments, and supporting information for the next operational period.

EOC Director: The individual within each political subdivision who has overall responsibility for jurisdiction emergency management. For cities and counties, local ordinances commonly assign this responsibility.

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54 Finance Section: One of the five primary functions found at all SEMS levels. It’s responsible for all costs and financial considerations. At the SEMS EOC level, the Section can include the Time Unit, Procurement Unit, Compensation/Claims Unit, and Cost Unit.

Function: In ICS, it refers to the five major activities: Command, Operations, Planning, Logistics, and Finance. The same five functions are also found at all SEMS EOC levels. At the EOC, the term “Management” replaces “Command.” Function also describes the activity involved, e.g., "the planning function." General Staff: The group of management personnel reporting to the Incident Commander or to the EOC Director.

They may each have a deputy, as needed. At the SEMS Field level, the General Staff consists of:
• Operations Section Chief
• Planning/Intelligence Section Chief
• Logistics Section Chief
• Finance/Administrative Section Chief
At some SEMS EOC levels, the positions are titled Section Chiefs.

Group: Groups divide the incident into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division (see Division). Groups are located between branches (when activated) and resources in the Operations Section.

Incident: An occurrence or event, either human-caused or by natural phenomena, that requires action by emergency response personnel to prevent or minimize loss of life or damage to property and/or natural resources.

Incident Action Plan (IAP): The plan developed at the field response level that contains objectives reflecting the overall incident strategy, specific tactical actions, and supporting information for the next operational period. The plan may be oral or written.

Incident Commander (IC): The individual responsible for the command of all functions at the field response level.

Incident Command Post (ICP): The location at which the Incident Commander executes primary command functions. The ICP may be collocated with the incident base or other incident facilities.

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. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, with responsibility for managing resources to effectively accomplish the stated objectives pertinent to an incident.

Incident Objectives: Statements of guidance and direction necessary for the selection of appropriate strategy(s) and the tactical direction of resources. Incident objectives are based on realistic expectations of what can be accomplished when all allocated resources have been effectively deployed. Incident objectives must be achievable and measurable, yet flexible enough to allow for strategic and tactical alternatives.

Joint Information Center (JIC): A facility established to coordinate all incident-related public information activities.

It’s the central point of contact for all news media at the incident scene. Public information officials from all participating agencies should collocate at the JIC.

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55 Joint Information System (JIS): Integrates incident information and public affairs into a cohesive organization that provides consistent, coordinated, timely information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the Incident Commander; advising the Incident Commander concerning public affairs issues that could affect a response effort; and managing rumors and inaccurate information that could undermine public confidence in the emergency response effort.

Jurisdiction: The range or sphere of authority. Public agencies have jurisdiction over an incident related to their legal responsibilities and authority for incident mitigation. Jurisdictional authority at an incident can be political/geographical (e.g., special district city, county, state, or federal boundary lines), or functional (e.g., police department, health department, etc.). (See Multi-jurisdiction) Liaison Officer: A member of the Command Staff at the SEMS Field and EOC levels responsible for coordinating with representatives from cooperating and assisting agencies.

Local Government: Means local agencies per Article 3 of the SEMS regulations. California Government Code 8680.2 defines local agencies as any city, city and county, county, school district, or special district.

Local Hazard Mitigation Plan: A document that identifies, assesses, and provides mitigation actions to reduce longterm risks to life and property from natural or human-caused hazards.

Logistics Section: One of the five primary functions found at all SEMS levels. The section responsible for providing facilities, services, and materials for the incident or at an EOC.

Master Mutual Aid Agreement: An agreement entered into by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and other public agencies of the State of California to assist each other by providing resources during an emergency. Mutual aid occurs when two or more parties agree to furnish resources and facilities and to render services to each other to prevent and combat any type of disaster or emergency.

Mitigation: The activities designed to reduce or eliminate risks to persons or property, or to lessen the actual or potential effects or consequences of an incident. Mitigation measures may be implemented before, during, or after an incident and may be informed by lessons learned from prior incidents. Mitigation involves ongoing actions to reduce exposure to, probability of, or potential loss from hazards. Measures may include zoning and building codes, floodplain buyouts, and analyses of hazard-related data to determine safe areas for building or locating temporary facilities. Mitigation can include efforts to educate governments, businesses, and the public on measures they can take to reduce loss and injury.

Mobilization: The process and procedures used by all federal, state, and local agencies for activating, assembling, and transporting all resources requested to respond to or support an incident.

Multi-Agency or Inter-Agency Coordination: The participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.

Multi-Agency Coordination System (MACS): The combination of personnel, facilities, equipment, procedures, and communications integrated into a common system. When activated, MACS is responsible for coordinating assisting agency resources and support in a multi-agency or multi-jurisdictional environment. MAC groups function within the MACS. California fire services commonly use MACS organizations.

Mutual Aid Agreement: Written agreement between agencies and/or jurisdictions in which the parties define how they will assist one another by furnishing personnel and equipment upon request.

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56 Mutual Aid Coordinator: An individual at the local government, operational area, region, or state level who receives mutual aid requests, coordinates the provision of resources from within the coordinator's geographic area of responsibility, and passes on unfilled requests to the next level. Mutual Aid Coordinator duties vary depending on the mutual aid system.

National Incident Management System (NIMS): A system mandated by HSPD-5 that provides a consistent nationwide approach for governments (federal, state, local, territorial, and tribal), the private sector, and nongovernmental organizations to work effectively and efficiently together to prepare for,respond to, and recover from domestic incidents. NIMS includes a core set of concepts, principles, and terminology to provide for interoperability and compatibility among different governmental capabilities. HSPD-5 identifies these core concepts: ICS; multiagency coordination systems; training; identification and management of resources (including systems for classifying resource types); qualification and certification; and the collection, tracking, and reporting of incident information and incident resources.

Office of Emergency Services (Cal OES): The Governor's Office of Emergency Services.

Operational Area (OA): An intermediate level of the state emergency organization, consisting of a county and all political subdivisions within the county area.

Operational Period: The amount of time scheduled for execution of a given set of operational actions, as specified in the Incident Action Plan. Operational periods can vary in length, though they are usually not over 24 hours.

Operations Section: One of the five primary functions found at all SEMS levels. The section is responsible for all tactical operations at the incident or for coordinating operational activities at an EOC. The Operations Section at the SEMS Field level can include branches, divisions, groups, task forces, teams, single resources, and staging areas. At the SEMS EOC level, the Operations Section may include branches or divisions as necessary due to span-of-control considerations.

Planning Meeting: A meeting held as needed throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning. In larger incidents, the planning meeting is a major element in developing the Incident Action Plan. Planning meetings are an essential activity at all SEMS EOC levels.

Planning Section: (Also referred to as Planning & Intelligence) One of the five primary functions found at all SEMS levels. Responsible for the collection, evaluation, and dissemination of information related to the incident or an emergency, and for the preparation and documentation of incident or EOC action plans. The section also maintains information on the current and forecast situations, as well as the status of resources assigned to the incident. At the SEMS Field level, the section will include the Situation, Resource, Documentation, and Demobilization Units, as well as technical specialists. Other units may be added at the SEMS EOC level.

Policy Group: A senior-level executive team that provides strategic direction, policy decisions, and resource prioritization for incident management. Members of the Policy Group could be the City Manager, Legal Counsel, and other senior officials/top-level executives from the City.

Preparedness: Activities undertaken in advance of an emergency or disaster to develop a jurisdiction’s capabilities for an effective response. Preparedness may include developing or updating disaster plans, developing hazard analyses, training and exercising response personnel, purchasing equipment, and improving public information and communications systems.

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57 Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice.

Public Information Officer (PIO): A member of the ICS Command Staff responsible for interfacing with the public and media or with other agencies requiring information directly from the incident. There is only one Public Information Officer per incident. The PIO may have assistants. Some disciplines refer to this position as Public Affairs or Information Officer. At SEMS EOC levels, the PIO function may exist as a Coordinator or as a section or branch reporting directly to the EOC Director.

Resources: Personnel, equipment, services, and supplies available, or potentially available, for assignment to incidents or to EOCs. Resources are described by type and may be used in tactical support or supervisory capacities at incidents or EOCs.

Recovery: Recovery activities involve restoring services to the public and returning an affected area to pre-emergency conditions. Recovery activities may be both short-term and long-term, ranging from restoring essential utilities such as water and power to mitigation measures designed to prevent future occurrences of a given threat.

Response: Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property and the environment, and meet basic human needs. Response also includes the execution of operational plans and mitigation activities designed to limit loss of life, personal injury, property damage, and other unfavorable outcomes.

Safety Officer: A member of the Command Staff at an ICP or EOC who monitors and assesses safety hazards or unsafe situations and develops measures for enhancing personnel safety. The Safety Officer may have assistants.

Section: That organization level with responsibility for a major functional area of the incident or at an EOC, e.g., Operations, Planning, Logistics, or Finance & Administration.

Section Chief: The ICS title for individuals responsible for the command of functional sections. At the EOC level, the position title may be Section Coordinator.

Situation Report: A periodic report detailing the current status of the incident. It highlights key, actionable information for decision-makers.

Special District: (as defined in Title 2, California Government Code § 17520) A unit of local government in the state (other than a city, county, or city and county) with authority or responsibility to own, operate, or maintain a project, including a joint powers authority.

Staging Area: Staging areas are locations set up near an incident where resources await a tactical assignment. The ICP Operations Section manages staging areas.

Standardized Emergency Management System (SEMS): A system for managing responses to multi-agency and multi-jurisdiction emergencies in California. SEMS consists of four key components: ICS, the operational area concept, multi-agency coordination, and mutual aid. SEMS is mandatory for state agencies. Local governments must adopt and use SEMS to qualify for reimbursement of response costs under the California Disaster Assistance Act.

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58 Unified Command: An ICS construct used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through designated members of the UC, often senior representatives from participating agencies and/or disciplines. UC members establish a common set of objectives and strategies, as well as a single Incident Action Plan.

Unit: An ICS organizational element having functional responsibility. ICP Planning, Logistics, or Finance sections commonly use units, which may also appear in Operations for some applications. EOC organizations may also include units.

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59 ATTACHMENT B – HAZARDS
The following are brief descriptions of the leading hazards the City faces, as outlined in the 2025 Pico Rivera Local Hazard Mitigation Plan. Additional detailed hazard information can be found in the City of Pico Rivera General Plan or Local Hazard Mitigation Plan.

B.1. ADVERSE WEATHER
B.1.1. Drought
A drought is a long period with substantially less precipitation than usual. The primary direct impact of a drought is the reduction of available water supplies. This is particularly concerning in agricultural areas and natural environments but can also affect urban areas. Droughts can harm landscapes because plants do not get the water they need to survive. In severe cases, droughts may lead to a human health risk if available water supplies are insufficient to meet basic needs.

Indirectly, drought causes soils to dry out, making them harder and less able to absorb water. When precipitation returns, the soil absorbs less water, increasing runoff and potentially leading to flooding. Dry soils are more susceptible to erosion, especially if plants have died or no longer provide stability due to root loss and changes in soil composition. Drought causes many plants in natural areas to dry out, making them more susceptible to pests/diseases and increasing the risk of wildfires.

B.1.2. Extreme Heat
Extreme heat is a period when temperatures are abnormally high relative to the normal temperature range. There are generally three types of extreme heat events:
• Extreme Heat Days. A day during which the maximum temperature surpasses 98 percent of all historic high temperatures for the area, using the time between April and October from 1950 to 2005 as the baseline. • Warm Nights. A day between April and October when the minimum temperature exceeds 98 percent of all historic minimum daytime temperatures observed between 1950 and 2005. • Extreme Heat Waves. A successive series of extreme heat days and warm nights where extreme temperatures do not abate. While no universally accepted minimum duration for a heatwave event exists, Cal-Adapt considers four consecutive extreme heat days and warm nights to be the minimum threshold for an extreme heatwave.

B.1.3. Severe Wind
Severe wind events pose a risk to life and property in the region by disrupting essential systems, including public utilities, telecommunications, and transportation routes. High winds can and do occasionally cause tornado-like damage to local homes and businesses. Severe windstorms can present a very destabilizing effect on the dry brush that covers local hillsides and urban-wildland interface areas. High winds can cause significant damage, especially to trees, power lines, and other utility infrastructure. In Pico Rivera, severe weather patterns, such as Santa Ana Wind conditions, are recognized as hazards.

Wind is simply the movement of air caused by differences in atmospheric temperature. High-pressure air naturally moves toward areas of low pressure. Usually, the distance between these high- and low-pressure zones is great; however, they may occasionally be near one another. When this happens, air will flow dramatically, creating high- City of Pico Rivera | Emergency Operations Plan | 2026

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60 speed winds. The most common wind events in Southern California are the “Santa Ana” wind conditions that typically occur in the fall and winter.

When winds are fast enough, they can cause property damage to homes, public facilities, utilities, and other infrastructure. They can also uproot or topple mature trees or pick up debris and send it careening through the air. This debris can injure or even kill bystanders who may find themselves stranded outside. High-speed winds can deposit this debris in the middle of rights-of-way, such as roads, freeways, and railways, blocking exit routes for would-be evacuees or impeding access to first responders trying to reach injured people.

B.1.4. Severe Winter Storm
A winter storm is also known as a thunderstorm. A thunderstorm is a storm with lightning and thunder produced by a cumulonimbus cloud, usually producing gusty winds, heavy rain, and sometimes hail. A typical thunderstorm is 15 miles in diameter and lasts an average of 30 minutes. A thunderstorm is formed from a combination of moisture, rapidly rising warm air, and a force capable of lifting air, such as a warm and cold front, a sea breeze, or a mountain.

During severe weather events such as thunderstorms, rain can fall so rapidly that it cannot drain away quickly enough.

The resulting heavy rain can cause flooding, leading to inundation and potential damage to buildings, road networks, public areas, utilities, and other critical pieces of infrastructure. In California, heavy rainfall events are often short, intense bursts of rain; in some cases, though, heavy rain can persist for multiple days.

All thunderstorms are dangerous. About 10% of the thunderstorms that occur each year in the United States are classified as severe (a thunderstorm is considered severe if it produces hail at least 3/4 inch in diameter, winds 58 mph or greater, or tornadoes). Heavy rain from thunderstorms can lead to flash flooding (which is the number-one thunderstorm-related killer). Strong winds, hail, and tornadoes are also dangers associated with some thunderstorms.

B.1.5. Tornado
A tornado is a violently rotating column of air extending from a cloud to the surface of the earth. Tornadoes are often (but not always) visible as a funnel cloud. On a local scale, tornadoes are the most intense of all atmospheric circulations and can reach destructive wind speeds of more than 300 mph. A tornado’s vortex is typically a few hundred meters in diameter, and damage paths can be up to 1 mile wide and 50 miles long.

Tornadoes can occur throughout the year at any time of day, but are most frequent in the spring, especially in the late afternoon. Given the region’s history of severe wind events, thunderstorms, tornadoes, and downbursts, these events may remain a possibility for the City.

B.2. SEISMIC HAZARDS
B.2.1. Seismic Shaking
An earthquake is a sudden motion or trembling caused by a release of strain accumulated within or along the edge of the Earth's tectonic plates. The effects of an earthquake can be felt far beyond its epicenter. They usually occur without warning and can cause massive damage and extensive casualties after just a few seconds. Common effects of earthquakes are ground motion and shaking, surface fault ruptures, and ground failure. Ground motion is the vibration or shaking of the ground during an earthquake. When a fault ruptures, seismic waves radiate, causing the ground to vibrate. The severity of the vibration increases with the amount of energy released and decreases with distance from the causative fault or epicenter. This sudden release of energy into the crust can lead to the rupture of land sitting on fault lines, liquefaction in areas with wet soil, or landslides in hilly or mountainous areas.

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61 Seismic shaking is the motion felt on the Earth’s surface caused by an earthquake. In most cases, earthquakes are not powerful enough to be felt. However, particularly powerful earthquakes can generate significant shaking, causing widespread destruction and property damage.

California is seismically active because of the movement of the North American Plate—on which everything east of the San Andreas Fault sits—and the Pacific Plate, which includes coastal communities west of the fault. The planning area lies on the Pacific Plate, which is constantly moving northwest past the North American Plate at a relative rate of about 2 inches per year.

B.2.2. Liquefaction
Liquefaction occurs when loosely packed, water-logged sediments at or near the ground surface lose their strength in response to strong ground shaking. During liquefaction events, the liquefied soil can lose much of its stability, causing damage to buildings and infrastructure built upon it. In severe cases, some buildings may completely collapse. Pipelines or other utility lines running through a liquefaction zone can be breached during a liquefaction event, leading to flooding or the release of hazardous materials.

The central portion of the City and the Whittier Narrows Dam area have a medium liquefaction potential, while the remainder of the City has low local liquefaction potential.

B.3. EPIDEMIC
An epidemic is an infectious disease that spreads beyond a localized area, reaching people throughout a large region.

A pandemic is an infectious disease that spreads worldwide. When a disease is described as vector-borne, it refers to the mode of infection via a third-party organism (i.e., a mosquito) known as a vector. Both epidemic and pandemic diseases can be described as vector-borne if the infection takes place through a vector. The two main factors that influence the spread of disease are the speed at which the pathogen is transmitted from person to person, as well as human behaviors, both individual and societal. Common infectious diseases likely to hit the City include COVID-19, influenza, West Nile Virus, and measles.

While any location in Pico Rivera is susceptible to disease spread, places where many people gather are more likely to facilitate it. These include large employment centers, educational institutions, medical facilities, and shopping centers. Pico Rivera has several smaller medical facilities (Pico Rivera Healthcare Center, Southern California Medical Center, urgent care, family medicine, etc.) but is located within approximately eleven miles of several large hospitals in Los Angeles, where large populations of individuals with infectious diseases could congregate. In addition, large commercial and employment areas like Pico Rivera Towne Center and various educational institutions are highly trafficked by many different people, which could increase the spread of disease.

B.4. FLOOD
Flooding occurs when an area becomes inundated with more water than it can drain in a specified period. This can range from a small, confined area (such as a grassy field in a park that floods for a few hours after a rainstorm) to entire city sections, such as streets becoming impassable due to floodwaters. When floods are small, they may only represent a minor inconvenience as some recreational pathways and curb cuts become flooded. These smaller instances of flooding, where water collects into a pool of standing water, are referred to as ponding. On the other hand, larger flood events can hamper a city’s operations. For example, if multiple streets flooded simultaneously, the results could prevent emergency workers from reaching people needing assistance. Flooding also has the destructive potential to damage critical infrastructure. For instance, unprotected electronic equipment can short-circuit if it becomes inundated by floodwaters. This can lead to outages in street lighting, traffic signals, and even city and government computer systems.

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62 Flooding can occur from multiple sources. In Southern California, the primary cause of flooding is usually heavy rain occurring during the winter storm season. Most precipitation in California arrives either via atmospheric rivers or the El Niño Southern Oscillation (ENSO) cycle. Atmospheric rivers are channels of moist air located high in the atmosphere. The ENSO cycle is a regional meteorological phenomenon in the southern Pacific Ocean characterized by variations in ocean and air temperatures. These variations give rise to two distinct phases: El Niño, the warm and wet phase, and La Niña, the dry and cold phase. When the El Niño phase is active, California is likely to receive abovenormal precipitation. These higher-than-normal rainfall levels can quickly overwhelm the capacity of certain areas to drain precipitation before it begins to pool.

A failure in infrastructure may also cause flooding. For example, a water main or sewage pipeline that bursts could cause flooding if left uncontained for a significant period of time. A more serious infrastructure failure, such as the failure of dams, reservoirs, or levees, could cause extensive flooding.

B.4.1. Dam/Levee Failure
Dam, reservoir, and levee failures can result from several causes, including earthquakes, rapidly rising floodwaters, and structural design flaws. These hazards can occur instantaneously or very gradually, depending on the source of the failure. Inundation associated with these events can cause loss of life, property damage, and other impacts, such as the displacement of people residing in the inundation path and the loss of critical infrastructure.

Levees are a basic means of providing flood protection along waterways. Levees confine floodwaters to a main river channel, and their failure can lead to inundation of surrounding areas. Levees can fail due to structural failures, foundation failures of underlying soils, or overtopping by flood flows. Contributing factors include poor construction materials, seepage through or under the levee, burrowing rodents, and improper repairs. Seismic activity can also impact levees, especially those constructed on soft soils typical of floodplains. Inadequate or irregular maintenance to address these problems may contribute to the failure of a levee. Most failures result from several of these factors.

B.5. HUMAN-CAUSED HAZARDS
B.5.1. Urban Fire
An urban fire is one that damages buildings or infrastructure in an urbanized area. In some minor situations, the fire prompts the evacuation of the building’s occupants, and the fire is contained within a short amount of time by firefighting teams or the building’s fire suppression systems. In severe cases, the fire can completely destroy the building and spread to surrounding properties. Common causes of urban fires include stoves left on by accident, short-circuited electrical equipment, or mishandling of household tools. Breaches in gas pipelines may cause large urban fires, major transportation accidents, or downed electrical transmission lines. Arsonists may intentionally start fires.

Urban fires that spread quickly and are beyond firefighters' control are called urban conflagrations. The primary cause of these disasters in California is an established wildfire breaching the wildland/urban interface and burning the urban or suburban development beyond. Recent examples in California include the 2017 Tubbs Fire, which destroyed over 2,300 homes in Santa Rosa; the 2018 Camp Fire, which destroyed the towns of Concow, Magalia, Butte Creek Canyon, and Paradise; and 2025’s Palisades and Eaton fires, which burned over 6,000 structures in Pacific Palisades and Altadena and displaced tens of thousands of residents.

B.5.2. Infrastructure Failure
Infrastructure failure occurs when a piece of infrastructure fails in a way that threatens people, property, or other community assets. Generally, infrastructure failures are categorized into two types: active and passive. During an City of Pico Rivera | Emergency Operations Plan | 2026

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63 active threat, infrastructure fails, releasing a harmful or potentially harmful substance, such as a broken wastewater line that releases untreated sewage. A passive threat involves infrastructure that cannot perform its function. Failure itself is not dangerous, but under the right circumstances it can increase the risk to people or property. For example, a clogged storm drain is not directly dangerous but can lead to flooding during a storm. Some infrastructure failures may be both active and passive. For example, a broken power line is directly dangerous (it poses a threat of electrocution and may spark a wildfire) and creates an indirect risk (the loss of electricity service can be harmful during hot weather).

Infrastructure failures often occur due to natural hazards like floods or high winds. Failures can also occur due to human error, deliberate action, improper infrastructure maintenance, or overuse or wear and tear. Some infrastructure failures can directly cause other hazardous situations. Utility lines (power lines, water and wastewater pipes, natural gas lines, etc.), flood control and drainage infrastructure, erosion control measures, and other infrastructure can all pose hazards in the event of failure.

B.5.3. Hazardous Materials Release
The State of California defines hazardous materials as substances that are toxic, ignitable, or flammable, reactive, and/or corrosive. The state also defines hazardous materials as substances that show high acute or chronic toxicity, are carcinogenic (cancer-causing), have bioaccumulative properties (accumulate in the body’s tissues), are persistent in the environment, or are water reactive. The primary concern associated with a hazardous materials release is the short and/or long-term effects on the public from exposure to the hazardous material.

Hazardous materials release refers to a hazardous event in which harmful concentrations of hazardous or toxic substances are released into the environment. This occurs when storage containers of hazardous materials leak or fail. This can occur due to industrial accidents, vehicle crashes, or other disasters (e.g., a flood or earthquake), or as a deliberate act.

The threat that hazardous materials pose to human health depends on the type of material, the frequency and duration of exposure, and whether chemicals are inhaled, absorbed through the skin, or ingested, among other factors. Exposure to hazardous materials can result in short- or long-term effects, including severe organ or system damage or death. Hazardous waste is any material with properties that make it dangerous or potentially harmful to human health or the environment, and that is no longer of use and requires disposal. Hazardous materials can also cause health risks if they contaminate soil, groundwater, and air, potentially posing a threat long after the initial release.

B.5.4. Power Outage
An energy/power failure is an event that occurs within an electric power system when the total real or reactive power of the power plants in the system is insufficient to supply all consumers with the required electric power quality. These events are considered a lifeline system failure. These failures or outages can be the primary hazard, or they can result directly from another hazard, such as an earthquake, extreme weather event, or flood. These failures can also be in conjunction with other lifeline system failures, such as natural gas, communication, drinking water, wastewater disposal, or transportation. Power failure can exacerbate and or create detrimental effects on these various operational and lifeline systems. For this hazard profile discussion, energy/power failure incidents are the primary concern; however, power failures associated with other hazard events are a concern for many of the other hazards profiled in this plan.

Generally, these power failures are the direct result of factors beyond the City's control. These events often occur during periods of extreme demand for power, such as an extreme heatwave that strains the power grid as residents try to stay cool. Most of these energy outages are short-term but can last for weeks if the situation is dire.

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64 B.5.5. Transportation Incidents
A transportation incident is a crash or other failure involving a vehicle, including a car, truck, or train. This can result from the vehicle operator making an error or from environmental conditions that prevent the vehicle from being safely maneuvered. Examples of transportation accidents include automobile crashes, freight truck collisions, and train crashes or derailments. It should be noted that small-scale incidents, such as minor collisions between automobiles, don’t count as a hazard. Large-scale collisions involving multiple vehicles that shut down a freeway interchange or a key underpass could pose a hazard to Pico Rivera, hindering first responders from reaching victims or preventing residents from evacuating quickly.

B.5.6. Terrorism
Terrorism is the use or threat of force to achieve a particular social or political outcome. The goals of terrorism may sometimes be the overturning of a government, the reversal of public policy, the release of political prisoners, and other such motives. Acts of terror may overlap with acts of war or hate crimes. Generally, terrorism involves an attempt to kill or seriously harm people or disrupt civil society by destroying property or infrastructure, attacking government operations at all levels, interrupting essential public services, creating chaos, or a combination of some or all these goals. Firearms and explosives are the most common weapons used by terrorists. In extreme situations, terrorists may gain access to weapons of mass destruction, including bioweapons, chemical agents, radioactive materials, or high-yield explosives.

It should be noted that these events are very rare. While incidents of terror caused by foreign individuals or groups receive significant media and public attention, most acts of terror in the United States have been caused by domestic terrorists.

A mass casualty incident is an event in the United States in which emergency medical services resources, such as personnel and equipment, are overwhelmed by the number and severity of casualties. The more commonly recognized events of this type include building collapses, train and bus collisions, plane crashes, earthquakes, and other large-scale emergencies. Mass shootings, major transportation accidents, or natural disasters are the most common types in the United States. Events such as the 1995 Oklahoma City Murrah Building bombing and the 2017 Route 91 Harvest Festival mass shooting in Las Vegas are well-publicized examples of mass casualty incidents.

B.5.7. Cyber Threat
Cyber threats are when an individual or a group threatens or attempts to disrupt the operations and functioning of the computer systems belonging to private citizens, religious groups, educational institutions, government agencies, or businesses. These threats take the form of online harassment, hacking, or in-person tampering with electronic equipment. Successful cyber threats can lead to service disruptions, infrastructure damage, theft and may cause injury or death in severe instances. The Cyber Threat Annex addresses this hazard in detail.

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65 ATTACHMENT C – MUTUAL AID
C.1. MUTUAL AID SYSTEM
The foundation of California's emergency planning and response is the statewide mutual aid system. This system is designed to facilitate the provision of adequate resources, facilities, and other support services to jurisdictions whenever their own resources are exceeded or overwhelmed during any incident.

The California Disaster and Civil Defense Master Mutual Aid Agreement (developed in 1950) is the basis for the system, as provided for in the California Emergency Services Act. California's incorporated cities and all 58 counties have adopted the Master Mutual Aid Agreement. It created a formal structure in which each jurisdiction retains control over its own personnel and facilities, while being able to give and receive assistance as needed. State government, on the other hand, is obligated to provide available resources to assist local jurisdictions in emergencies. Mutual aid is an essential component of SEMS.

Through this system, each local jurisdiction relies first on its own resources, then calls for assistance:
• City to city
• City to Operational Area
• OA to OA
• OA to the Cal OES administrative region, which relays unmet requests to the state To facilitate the coordination and flow of mutual aid, the state is divided into six Cal OES Mutual Aid Regions and three Administrative Regions. Through this structure, Cal OES receives a constant flow of information from every geographic and organizational area of the state. This information enables operational areas and the state to recognize or anticipate an emergency, mitigate its effects through accelerated preparations, or prevent an incident from developing into disaster proportions.

To further facilitate the mutual aid process, particularly during day-to-day emergencies involving public safety agencies, Fire and Rescue, Law Enforcement, and Medical and Health Mutual Aid Coordinators function at the Operational Area (countywide), Mutual Aid Region (two or more counties), and at the state level. During a catastrophic event such as an earthquake, mutual aid coordinators will be assigned at these levels for other essential services (such as public works).

Figure 3 provides a notional diagram of the mutual aid system, including coordination and information flow.

The City is located within OES Mutual Aid Region I and the OES Southern Administrative Region. The Southern Administrative Region manages two mutual aid regions (Figure 4). The primary mission of the Southern Region's emergency management organization is to support operational area response and recovery operations and to coordinate regional non-law and non-fire mutual aid response and recovery operations through the Region.

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66 Figure 3. Mutual Aid Channels
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67 Figure 4. California Mutual Aid and Cal OES Administrative Region Map City of Pico Rivera | Emergency Operations Plan | 2026

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68 C.2. RESPONSIBILITIES
C.2.1. Local Jurisdictions
• Develop and maintain current emergency plans that are compatible with the California Master Mutual Aid Agreement and the plans of neighboring jurisdictions and are designed to apply local resources to the emergency requirements of the immediate community or its neighbors. • Maintain liaison with the appropriate Operational Area and neighboring jurisdictions. • Identify multi-purpose staging areas to serve as rally points for incoming mutual aid and/or as staging areas for support and recovery activities.
• Respond to requests for mutual aid.
• Dispatch situation reports to the appropriate Operational Area Coordinator and/or the Cal OES Mutual Aid Region as the emergency develops and changes dictate.
• Request assistance from neighboring jurisdictions and/or the OA as necessary and feasible. • Receive and employ resources provided by neighboring jurisdictions, state, federal, and private agencies. • Carry out emergency regulations issued by the governor.

C.2.2. Operational Area
• Coordinate intra-county mutual aid.
• Maintain liaison with the appropriate Cal OES Mutual Aid Region Coordinators, the local jurisdictions within the OA, and neighboring OAs.
• Identify staging areas to provide rally points for incoming mutual aid and/or support and recovery activities. • Channel local mutual aid requests that can’t be satisfied from within the OA to the appropriate Cal OES Mutual Aid Region Coordinator.
• Dispatch reports to the appropriate OES Mutual Aid Region Coordinator as the emergency develops and as changes in the emergency dictate.
• Receive and employ resources provided by other OAs, state, federal, and private agencies. • Carry out emergency regulations issued by the governor.

C.2.3. Cal OES Mutual Aid Region
• Coordinate inter-OA mutual aid.
• Maintain liaison with appropriate state, federal, and local emergency response agencies located within the region.
• Provide planning guidance and assistance to local jurisdictions. • Respond to mutual aid requests submitted by jurisdictions and/or Operational Area Coordinators. • Receive, evaluate, and disseminate information on emergency operations. • Provide the Cal OES Director with situation reports and, as appropriate, recommend courses of action.

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69 C.2.4. California Governor’s Office of Emergency Services • Perform executive functions assigned by the governor. • Coordinate the extraordinary emergency activities of all state agencies. • Receive, evaluate, and disseminate information on emergency operations. • Prepare emergency proclamations and orders for the governor and disseminate them to all concerned parties.
• Receive, process, evaluate, and act on requests for mutual aid. • Coordinate the application of state mutual aid resources and services. • Receive, process, and transmit requests for federal assistance. • Direct the receipt, allocation, and integration of resources supplied by federal agencies and/or other states. • Maintain liaison with appropriate state, federal, and private agencies. • Coordinate emergency operations with bordering states.

C.2.5. Other State Agencies
Other state agencies may provide mutual aid assistance to local jurisdictions based on capabilities and available resources.

C.2.6. Interstate
The Emergency Management Assistance Compact (EMAC) is a mutual aid compact administered through the National Emergency Management Association. It legally establishes a national system to facilitate the flow of resources across state lines during an emergency or disaster. Public Law 104-321 ratified EMAC in 1996, making it the first Congressionally ratified national disaster compact since the Civil Defense Act of 1950.

Through EMAC, states can send personnel, equipment, services, and commodities to support disaster response and relief efforts in other states experiencing a governor-proclaimed state of emergency. EMAC covers all hazards and may also be used to support special events, provided the requesting state is under a governor-proclaimed emergency.

C.3. POLICIES AND PROCEDURES
C.3.1. Pico Rivera-Specific Policies and Procedures
If the OA EOC is activated, the City of Pico Rivera requests all mutual aid (except fire) through the OA EOC. If the OA EOC is not activated, the City will request mutual aid through the on-duty LASD Watch Commander. The OA then requests law, public works, emergency management, or other mutual aid through its regular channels. The Los Angeles County Fire Department requests fire/rescue mutual aid through the designated Regional Fire Coordinator. • If mutual aid is not available due to a lack of communication, an existing system, or because the City has been so devastated that managers are unsure of what steps to take, the DES or designated successor will submit to the Operational Area a request for support.
• The Operational Area will inform the City of the status of the request and provide the EOC with updated information in periodic Situation Reports.

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70 • The City will follow existing mutual aid agreements and financial protocols.

C.3.2. General Mutual Aid System Policies and Procedures • Mutual aid resources are provided through and used in accordance with the California Master Mutual Aid Agreement and supporting separate agreements.
• During a proclaimed emergency, inter-jurisdictional mutual aid will be coordinated at the appropriate Operational Area or Mutual Aid Regional level whenever the available resources are:
o Subject to state or federal control
o Subject to military control
o Located outside the requesting jurisdiction
o Allocated on a priority basis
• Due to the variety of radio communications systems, local agencies should, where possible, coordinate with incoming mutual aid forces to provide an interoperable communications plan. • Requests for and coordination of mutual aid support will normally be accomplished through established channels (cities to OA, OA to mutual aid regions, and mutual aid regions to the state). Requests should include, as applicable:
o Number of personnel needed
o Type and amount of equipment
o Reporting time and location
o Authority to whom they are to report
o Access routes
o Estimated duration of operations
C.4. REFERENCES
Mutual aid assistance may be provided under one or more of the following authorities:
• Area E- Inter-Agency Cooperation in Major National and Human-caused Disasters, April 8, 1998 • California Fire Service and Rescue Emergency Mutual Aid System Mutual Aid Plan • State of California Law Enforcement Mutual Aid Plan
• Public Works Mutual Aid Agreement
• State of California Emergency Management Mutual Aid Plan • State of California Coroners’ Mutual Aid Plan
• Local mutual aid agreements
• Federal Disaster Relief Act (Stafford Act) of 1974. (Public Law 93-288) (Provides federal support to state and local disaster activities.)
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71 ATTACHMENT D – RECOVERY FRAMEWORK
This framework defines how the whole Pico Rivera community, including emergency managers, community development professionals, recovery practitioners, City departments, private sector, nongovernmental organization (NGO) leaders, and the public, will collaborate and coordinate to more effectively use existing resources to promote resilience and support the recovery of those affected by an incident. The framework advances the concept that recovery extends beyond simply repairing damaged structures. It also includes the continuation or restoration of services critical to supporting the physical, emotional, and financial well-being of impacted community members.

Recovery includes restoring and strengthening key systems and resource assets critical to the community's economic stability, vitality, and long-term sustainability. These include health (including behavioral health) and human services capabilities and networks; public and private disability support and service systems; educational systems; community social networks; natural and cultural resources; affordable and accessible housing; infrastructure systems; and local economic drivers. Together, these elements of recovery contribute to rebuilding resilient communities equipped with the physical, social, cultural, economic, and natural infrastructure required to meet future needs.

The recovery process is best described as a sequence of interdependent and often concurrent activities that progressively advance a community toward its planned recovery outcomes. Decisions made and priorities set by a community before a disaster and early in the recovery process have a cascading effect on the nature, speed, and inclusiveness of recovery. Figure 5 depicts the interconnectedness of recovery activities from pre-incident through the long term.

Figure 5. Recovery Continuum
D.1. SEMSDISASTER RECOVERY ORGANIZATION
The National Disaster Recovery Framework (NDRF) strongly recommends that local government leaders appoint a Local Disaster Recovery Manager (LDRM) to serve as the jurisdiction's central recovery coordination manager. The role of the LDRM is to organize, coordinate, and advance the recovery at the City level. The LDRM will serve as the City of Pico Rivera | Emergency Operations Plan | 2026

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72 City's primary point of contact with state agencies. The City has selected the EOC Planning Section Chief to fill this position.

The experience and skill sets of these individuals should include a strong basis in community development and good knowledge of the community’s demographics. While these positions will often interact with the emergency management community, it is not necessary that these individuals be emergency management professionals.

Their primary role is to manage and coordinate the redevelopment and building of community. In addition, the individuals occupying the positions should be able to represent and speak on behalf of their respective chief executives (e.g., mayor). The Local Disaster Recovery Managers serve as the jurisdiction’s primary point of contact with the State Disaster Recovery Coordinator.

The City has established a Disaster Council under City Code of Ordinances § 2.52.040, Disaster Council—Powers and Duties. The Council may convene to review a recovery plan and make recommendations on its priorities, objectives, and issues to be addressed. The City Manager serves as the Chair of the Disaster Council and the Assistant City Manager serves as the vice-chair.

To support the LDRM, the City uses an ICS structure that complements and augments the EOC. Figure 6 depicts the City's disaster recovery organization, the Recovery Operations Center (ROC).

Figure 6. City Recovery Organization
All City Departments will support the ROC with staff and resources. They will also coordinate the provision of additional contract staff and services as required.

D.2. DAMAGE ASSESSMENTS AND INCIDENT IMPACTS
After a disaster, the City will seek to rebuild and revitalize all sectors of the community, including critical infrastructure and essential services. City departments must also focus on business resumption and retention, as well as on redeveloping damaged or destroyed housing units. The process of repairing and rebuilding presents an opportunity for the City government to promote and integrate mitigation measures into recovery, rebuilding, and planning.

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73 The City EOC's Damage Assessment Unit will compile damage assessments submitted by City departments responding to the disaster. Additional information must be collected from privately owned critical infrastructure providers and commercial entities located in the City. Detailed damage assessments of City facilities must be completed by:
• Community & Economic Development
• Fire Department
• Public Works
• City Manager's Office
Additional damage assessments must be collected from other organizations, including:
• Caltrans
• Cellular service providers such as AT&T, Verizon, and others • Southern California Edison
• Southern California Gas Company
• School districts
• Ontario Chamber of Commerce
• Local hospitals and medical clinics
• Long-term care and skilled nursing facilities
• Churches and NGOs
Damage assessments should include the following information at a minimum:
• Location, such as street address or description of the location (e.g., the collapse of the northeast portion of Target’s roof at Pico Rivera Plaza)
• Potential hazards
• Detailed description of the facility (number of buildings, dimensions, size, use, contents, occupancy) • Detailed description of damage by construction systems (foundations, walls, roofing, HVAC, electrical, plumbing, IT, fixtures, pavement, and parking)
• The estimated cost associated with the damage
• Insurance coverage and limits
Not all the information may be available initially. Acquiring it may require professional engineering services. Cal OES operates the statewide Safety Assessment Program (SAP) for post-earthquake damage assessments. The SAP provides certified engineers and scientists to support jurisdictions after a disaster. More information is available at:
https://www.caloes.ca.gov/office-of-the-director/operations/recovery-directorate/interagency-recoverycoordination/recovery-analytics-engineers-and-specialists/safety-assessment-program/ The ROC Planning Section is responsible for compiling damage assessments and providing information and displays to the LDRM to support resource requests and prioritization. Damage assessment information should also be provided to the Operational Area, Cal OES, and FEMA to support their preliminary damage assessments (PDA) for Stafford Act assistance programs such as Individual and Public Assistance.

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74 D.3. RECOVERY REPORTING AND DOCUMENTATION
Keeping accurate, complete records of recovery efforts is essential for reimbursement and for promoting the efficient use of limited resources and funds. The ROC Finance Section is responsible for maintaining documentation for the post-disaster recovery process. Documentation is required for the following disaster-related activities:
• Staff overtime
• Emergency protective measures
• Mutual aid support from other jurisdictions
• Contracted emergency services and equipment
• Disaster debris removal
• Inspections, repairs, and reconstruction of City facilities Documentation goes beyond a description of the extent and nature of the damage to facilities. It should also include detailed assessments of the overall community impacts. Key indicators are:
• Percent of housing stock affected
• Percent of community without essential services, including utilities, phone service, fuel, groceries, and prescription medication access
• Status of public and private schools
• Businesses that have shut down or reduced operations
• Available funds for recovery financing
• Number of people in long-term shelters
• Percent of the population displaced
• Impacts on neighboring jurisdictions and the region
Monitoring these indicators provides City leaders with information essential to guide recovery planning efforts, request resources, and determine priorities.

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75 ATTACHMENT E – EOC ACTION PLANNING AND

REPORTING
E.1. DEVELOPMENT OF THE ACTION PLAN
The ICS emphasizes orderly and systematic planning. The Action Plan is the central tool for planning during an emergency response. The Planning & Intelligence Section Chief prepares the Action Plan with input from the appropriate EOC sections and units. It should be written at the outset and revised continually throughout the response.

Incidents vary in type, complexity, size, and the requirements for detailed, written plans. An initial response for a readily controlled incident may not require a written Action Plan. However, larger, more complex incidents will require an Action Plan to coordinate activities. The level of detail required in an Action Plan will vary according to the complexity of the response. The Action Plan process ensures the timely and coordinated development of situational awareness, objectives, tactics, planning, execution, and emergency response assessment.

The following outlines the process for developing an Action Plan. Following the steps below will enable the effective development of an Action Plan while minimizing the time required.

E.1.1. City of Pico Rivera ICS Forms
The City of Pico Rivera utilizes digital versions of ICS forms through WebEOC. Forms can be assigned to individuals within the EOC through the WebEOC platform. Additionally, hard copies of the forms are available at the EOC.

E.2. GENERAL RESPONSIBILITIES OF THE PLANNING &INTELLIGENCE SECTION The Planning & Intelligence Section Chief should review with the EOC Director and General Staff the following responsibilities associated with developing the Action Plan before the planning meeting. • EOC Director
o Provide general incident objectives and strategy
o Provide direction or overall management and strategy
o Approve the completed Action Plan by signature
• Planning & Intelligence Section Chief
o Conduct the planning meeting and operation period briefing o Coordinate preparation of the Action Plan
• Operations Section Chief
o Determine resource requirements
o Determine tactics
o Determine work assignments for operations personnel
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76 • Logistics Section Chief
o Establish the procedure for resource ordering
o Ensure that the Logistics Section can support the Action Plan • Finance Section Chief
o Provide cost implications of incident objectives as required o Ensure that the Action Plan remains within the financial limits established by the EOC Director E.3. THE PLANNING CYCLE
Action Plan development involves ten steps. Once the initial response is complete (through Step 1), the remaining process (Steps 2–10, the circle of the “P”) is repeated for each operational period.

Meeting templates for meeting steps can be found in Section E.4 – Planning Cycle Meeting Templates (page 81).

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77 Step 1 – Initial Director’s Meeting (Initial Response) Note: Meeting template available in Section E.4 Planning Cycle Meeting Templates.

The planning cycle should begin immediately after the event. At the EOC level, the initial response to the event will be to activate the EOC. Based on the initial assessment of the emergency, the EOC Director or Planning & Intelligence Section Chief will provide an Incident Briefing using ICS Form 201. A template for conducting the Initial Meeting is provided in the following page.

The ICS Form 201 should include information on potential operational objectives, the current state of situational awareness, resources employed and deployed, and significant actions.

Outcome and Next Steps
The pace is set for the Action Planning Process. Next:
• Prepare for the Objectives Meeting
• Set an Objectives Meeting time
Step 2 – Objectives Meeting (Setting Incident Objectives) Note: Meeting template available in Section E.4 Planning Cycle Meeting Templates.

Before finalizing the Incident Objectives, the EOC Director will provide a draft copy to the Operations Section Chief.

The Operations Section Chief should ensure the Incident Objectives are understood and realistic.

After discussion, the Incident Objectives are written on ICS Form 202 and delivered to the Operations Section Chief, the Planning & Intelligence Section Chief, the PIO, and the Liaison Officer to inform them of the strategy for the next shift. The Planning & Intelligence Section Chief then prepares for the Tactics Meeting.

Guidelines for the EOC Director on Setting Goals and Objectives Setting or reaffirming goals and objectives at the beginning of each shift is the EOC Director's duty and a top priority.

Three important guidelines:
1) Goals and objectives must be clearly stated, understood, and measurable so that the EOC Team can determine the extent to which they are accomplished during the current operations shift. 2) Goals and objectives must be attainable given the people, equipment, and supplies available during that operation's shift.
3) Goals and objectives must be broad and flexible enough for the Operations Section Chief to achieve them in the best way possible.

Outcome and Next Steps
A set of EOC Objectives are set for the next operational period. Next:
• EOC Director approves EOC Objectives
• Section Meetings to Prepare for the Strategy Meeting
• Set a Strategy Meeting time
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78 Step 3 – Section Meetings (Preparing with General Staff for the Strategy Meeting)
ICS Form 201, Incident Briefing Form and/or ICS Form 209 Incident Status Summary Form are reviewed by Section Chiefs with their staff and other appropriate EOC Team members. The EOC Director will update the initial objectives if warranted. Upon review, the Planning & Intelligence Section Chief will provide the necessary alternatives and strategies before the Strategy Meeting begins.

Step 4 – Strategy Meeting
Note: Meeting template available in Section E.4 Planning Cycle Meeting Templates.

The Operations Section Chief, Safety Officer, Logistics Section Chief, and Logistics Section Unit Leaders attend the Strategy Meeting. The Operations Section Chief leads the Strategy Meeting.

Resource availability and prioritization are reviewed. Resource assignments to support field elements will include the types, quantities, and availability of resources required to achieve the objectives for the Operational Period. If the required resources are unavailable, the planned strategy should be adjusted. It is critical that, to the extent possible, resource availability and the availability of other required support be determined before strategies for tactical operations are developed.

The ICS Forms 215 (Operational Planning Worksheet) and 215A (Incident Safety Analysis) are used to document the Tactics Meeting. These forms should be completed at least one hour before the Planning Meeting. Figure 3 provides a template for the Strategy Meeting.

Outcome and Next Steps
A set of EOC Strategies to support the EOC Objectives are completed. Next:
• Prepare Draft EOC Action Plan for the Planning Meeting • Set a Planning Meeting time
Step 5 – Section Meetings (Preparing for the Planning Meeting) Following the Strategy Meeting, the Section Chiefs review the results with their staff. Preparations are made for the Planning Meeting, including the following actions coordinated by the Planning & Intelligence Section:
• Review the ICS Form 215 developed in the Strategy Meeting • Review the ICS Form 215A, Incident Safety Analysis (prepared by the Safety Officer), based on the information in the ICS Form 215
• Assess current operations effectiveness and resource efficiency • Gather information to support incident management decisions Step 6 – Planning Meeting
Note: Meeting template available in Section E.4 Planning Cycle Meeting Templates.

The Planning Meeting provides the Management and General Staff with the opportunity to review and validate the operational plan proposed by the Operations Section Chief. Attendance is required for all Management and General Staff. Additional EOC personnel may attend at the request of the Planning & Intelligence Section Chief or the EOC Director. The Planning & Intelligence Section Chief conducts the Planning Meeting following the agenda template.

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79 The Operations Section Chief delineates the amount and type of resources field units will need to accomplish the plan.

At the conclusion of the meeting, the Planning & Intelligence Section Staff will indicate when all elements of the plan and supporting documents must be submitted so the plan can be collated, duplicated, and made ready for the Operational Period Briefing.

Outcome and Next Steps
A review and verbal approval of the EOC Action Plan is obtained. Next:
• Finalize EOC Action Plan and obtain signed approval from EOC Director • Prepare for the Action Plan Briefing with all EOC Staff • Set an Action Plan Briefing meeting time
Step 7 – Finalize EOC Action Plan (Final Preparation and Approval) The next step in the Action Plan Process is final plan preparation and approval. The written plan comprises a series of standard forms and supporting documents developed during this process that convey the EOC Director’s intent and the Operations Section’s direction for accomplishing the plan for that Operational Period.

For simple incidents of short duration, the EOC Director will develop an Action Plan and communicate it to subordinates during a verbal briefing. The planning associated with this level of complexity does not require the formal planning meeting process outlined above.

Certain conditions require the EOC Director to engage in a more formal process. A written Action Plan should be considered under the following conditions:
• Two or more jurisdictions are involved in the response • The incident continues into the next Operational Period • A number of ICS organizational elements are activated (e.g., when General Staff Sections are staffed) • It is required to support recovery processes
• An evacuation or community hazardous materials incident is involved, in which case, a written Action Plan is required.

Step 8 – EOC Action Plan Briefing
Note: Meeting template available in Section E.4 Planning Cycle Meeting Templates.

The Action Plan Briefing may also be referred to as the Shift Briefing. This briefing is conducted at the beginning of each Operational Period and presents the Action Plan to the next shift. Following the Action Plan Briefing, Section Chiefs will meet with their assigned staff to review their respective assignments in detail.

Outcome and Next Steps
The EOC Action Planning process is complete. Next:
• Execute and assess the plan
• Prepare for the next Objectives Meeting
• Set an Objectives Meeting time
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80 Step 9 – Execute and Assess the EOC Action Plan
The Operations Section directs the implementation of the plan. The supervisory personnel within the Operations Section (e.g., Operations Section Chief) is responsible for implementing the plan for the specific Operational Period.

The plan is evaluated at various stages in its development and implementation. The Operations Section Chief may make appropriate adjustments during the Operational Period to ensure the objectives are effectively met.

Step 10 – Obtain New Information (Prepare to Restart the Cycle) As new information is obtained, the planning cycle continues and starts again with preparing for the objectives meeting.

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81 E.4. PLANNING CYCLE MEETING TEMPLATES
Step 1 Template – Initial Director’s Meeting
Facilitator: EOC Director or Planning & Intelligence Section Chief Purpose:

 Review and/or Update EOC Objectives and Action Plan
 Establish Operational Periods
 Identify Conditions, Actions, and Needs (CAN)
Attendees:

Management and General Staff (Section Chiefs and above) (Add members as required)

1. Bring meeting to order, conduct roll call, and cover ground rules EOC Management, General Staff, and others) (Plans)


2. Discuss situation as obtained from field and other EOCs/DOCs (Plans) 

3. Review and/or Update Objectives and/or stock Action Plan (Plans) 

4. CAN Reports (Conditions, Actions, Needs)
 Management (EOC Director)
 Operations (Operations Chief)
 Logistics (Logistics Chief)
 Finance (Finance Chief)
 Planning & Intelligence (Planning & Intelligence Chief) 

5. Establish Operational Periods (EOC Director) 

6. Review and/or establish the timing of coordination meetings (e.g., Objectives Meeting, Strategy Meeting, Planning Meeting) 

7. Roundtable and Closing Comments (All) 

8. Adjourn (Plans) 
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82 Step 2 Template – Objectives Meeting Template
Facilitator: Planning & Intelligence Section Chief
Purpose:

 Assess previous objectives to determine carry-over items  Identify and prioritize EOC Objectives for the NEXT OPERATIONAL PERIOD  Discuss and resolve limitations in supporting EOC Objectives Attendees:

Operations, Logistics, Finance, Planning & Intelligence, Safety Officer, EOC Director (Add members as required)

1. Bring meeting to order, conduct roll call, and cover ground rules EOC Management, General Staff, and others)


2. Discuss the current situation and assess previous objectives to determine carry-over items 

3. Establish and prioritize EOC Objectives for the NEXT OPERATIONAL PERIOD  Management (EOC Director)
 Operations (Operations Chief)
 Logistics (Logistics Chief)
 Finance (Finance Chief)
 Planning & Intelligence (Planning & Intelligence Chief) 

4. Discuss needs for additional plans (e.g., Evacuation Plan, Traffic Plan, etc.) 

5. Roundtable and Closing Comments (All) 

6. Adjourn (Plans) 
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83 Step 4 Template – Strategy Meeting
Facilitator: Operations Section Chief
Purpose:  Ensure the EOC Action Plan supports the EOC Objectives  Address and resolve coordination or support issues
 Identify resources to address limitations
 Finalize strategies and responsibilities for the NEXT OPERATIONAL PERIOD Attendees:

Operations, Logistics, Logistics Units, Planning & Intelligence, Safety Officer, EOC Director (Add members as required)

1. Bring meeting to order, conduct roll call, and cover ground rules (Planning & Intelligence) 

2. Review current and projected situation (Planning & Intelligence) 

3. Review Approved EOC Objectives (Planning & Intelligence) 

4. Review Draft Strategies
(consider resource needs and staffing levels)
 Management (EOC Director)
 Operations (Operations Chief)
 Logistics (Logistics Chief)


5. Identify logistical capabilities, limitations, and support needs (e.g., Communications, IT, vendor issues, etc.) (Logistics) 

6. Identify, discuss, and mitigate safety issues and requirements (Safety Officer) 

7. Roundtable and Closing Comments (All) 

8. Adjourn (Planning & Intelligence) 
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84 Step 6 Template – Planning Meeting
Facilitator: Planning & Intelligence Section Chief
Purpose:

 Review the Draft EOC Action Plan, adjust as needed
 Discuss and resolve issues prior to approving EOC Action Plan  Obtain buy-in/support for EOC Action Plan from Management and General Staff  Obtain EOC Director’s VERBAL APPROVAL of EOC Action Plan Attendees:

Operations, Logistics, Finance, Planning & Intelligence, Safety Officer, EOC Director (Add members as required)

1. Bring meeting to order, conduct roll call, and cover ground rules (EOC Management, General Staff, and others) (Planning & Intelligence Chief)


2. Situation Update (Planning & Intelligence Chief) 

3. Review EOC Objectives and Strategy for the NEXT OPERATIONAL PERIOD 

4. Review all other parts of the Draft EOC Action Plan
 Management (EOC Director)
 Operations (Operations Chief)
 Logistics (Logistics Chief)
 Finance (Finance Chief)
 Planning & Intelligence (Planning & Intelligence Chief) 

5. Obtain feedback and commitment from General Staff to support the EOC Action Plan 

6. Obtain EOC Director’s VERBAL APPROVAL of the EOC Action Plan 

7. Roundtable and Closing Comments (All) 

8. Adjourn (Plans) 
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85 Step 8 Template – Action Plan Briefing
Facilitator: Planning & Intelligence Section Chief
Purpose:  Distribute approved EOC Action Plan
 A “stand-up” briefing is conducted at the end/beginning of each Operational Period to brief the EOC Action Plan to oncoming EOC Staff
Attendees: All EOC Staff - Distribute the approved EOC Action Plan to all EOC Staff before the briefing begins

1. Current Situation Review (Planning & Intelligence Chief or Situation Status Unit Lead) 

2. Weather Conditions (Planning & Intelligence Chief or Situation Status Unit Lead) 

3. Review Objectives from EOC Action Plan (Planning & Intelligence) 

4. Brief out status & strategies
Management (EOC Director)
Operations (Operations Chief)
Logistics (Logistics Chief)
Finance (Finance Chief)
Planning & Intelligence (Planning & Intelligence Chief) 

5. Provide Logistics Guidance (i.e., forms, process) (Logistics) 

6. Provide Finance/Administration Guidance (i.e., forms, process) (Finance)


7. Provide other guidance as needed 

8. Provide Safety Guidance (Safety Officer) 

9. Closing Comments (EOC Director) 
1d
T. Elisaldez, E. Celiz, A. Martinez, J.Schmidt,
None
Rocha, Y.

None

Statutory Exemptions. State code number:

_______________________________________________
Print Form
Notice of Exemption Appendix E
To: Office of Planning and Research From: (Public Agency): ____________________________ P.O. Box 3044, Room 113 _______________________________________________ Sacramento, CA 95812-3044 County Clerk
(Address)
___________________________
___________________________
County of: __________________
Project Title: ____________________________________________________________________________ Project Applicant: ________________________________________________________________________ Project Location - Specific:

Project Location - City: ______________________ Project Location - County:

Description of Nature, Purpose and Beneficiaries of Project:
_____________________
Name of Public Agency Approving Project: _____________________________________________________ Name of Person or Agency Carrying Out Project: ________________________________________________ Exempt Status: (check one):

Ministerial (Sec. 21080(b)(1); 15268);
Declared Emergency (Sec. 21080(b)(3); 15269(a));
Emergency Project (Sec. 21080(b)(4); 15269(b)(c));
Reasons why project is exempt:

Lead Agency
Contact Person: ____________________________ Area Code/Telephone/Extension: _______________ If filed by applicant:

1. Attach certified document of exemption finding.

2. Has a Notice of Exemption been filed by the public agency approving the project? Yes No Signature: ____________________________ Date:

Signed by Lead Agency Signed by Applicant
Authority cited: Sections 21083 and 21110, Public Resources Code. Date Received for filing at OPR:

Reference: Sections 21108, 21152, and 21152.1, Public Resources Code. _______________
Categorical Exemption. State type and section number: ____________________________________ ______________________________________________
______________ Title: _______________________
Revised 2011
1e
Tuesday, July 14, 2026
A regular meeting of the City Council was held in the Council Chamber, Pico Rivera City Hall, 6615 Passons Boulevard, Pico Rivera, California.

Mayor Camacho called the regular meeting to order at 6:03 p.m. on behalf of the City Council.
`PRESENT: Garcia, Lara, Lutz, Sanchez, Camacho
ABSENT: None
COMMISSIONERS PRESENT:
• Justin Schmidt, Planning Commission
• Gil Perez, Veterans Commission
INVOCATION: Delivered by Councilmember Garcia
PLEDGE OF ALLEGIANCE: Led by Veterans Commissioner Perez SPECIAL PRESENTATIONS:
• Proclamation was presented to the Pico Water District in honor of their 100th Anniversary.
• Presentation – Pico Rivera Procurement Policy
Public Works Director Negrete delivered a comprehensive presentation on the use of piggyback cooperative contracts as an efficient procurement method. The presentation covered the legal and regulatory framework, strategic benefits of cooperative purchasing, its application to the proposed West Coast Arborists contract, alignment with City Council objectives, legal authority, staff roles and due diligence, the benefits of piggyback purchasing, applicable Municipal Code and state requirements, the City's procurement toolkit, distinctions between informal and formal competitive bidding, professional services procurement requirements, pricing verification, and the added value associated with the West Coast Arborists contract. Director Negrete also addressed questions regarding transparency related to the proposed West Coast Arborists contract before the City Council for consideration.

The City Council discussed the use of internal staff as evaluation panel members during the bid review process, the frequency with which the City utilizes piggyback cooperative purchasing procedures, and the monetary threshold for purchases made through the piggyback procurement process.
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7-14-26.CityCouncilMinutes

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Pico Rivera City CouncilJuly 28, 2026

Pico Rivera City Council
July 28, 2026