13.06.040: AUTHORIZATION:
A. The city is authorized to implement the provisions of this chapter following a public hearing as specified below upon the city council's determination by majority vote of the entire council that such implementation is necessary to protect the public health and safety.
B. A public hearing shall be held to determine whether to adopt a water conservation plan, and, if so, which measures provided herein should be implemented. A similar public hearing shall be held by the city council prior to the implementation or termination of each incremental water conservation stage pursuant to section 13.06.080 of this chapter.
Notice of the time and place of these public hearings shall be published not less than ten (10) days before the hearing in a newspaper of general circulation.
C. Upon adoption by the city council, the provisions of this chapter shall become effective immediately. Notice of the implementation of successive stages of water conservation shall be given to water users immediately both by publication at least once in a newspaper of general circulation within ten (10) days after adoption, and by a notice enclosed with the next regular city invoice for water or utility service.
D. If the city council cannot meet in time to act to protect the public interest pursuant to this chapter, the city manager or his designee is hereby authorized and directed to implement such provisions of this chapter upon his or her written determination that the city cannot supply adequate water to meet the ordinary demands of water consumers, and that such implementation is necessary to protect the public health or safety. Such written determination shall be presented to the city council at its next meeting for review, revocation or ratification. Such meeting shall be held as soon as possible. (Ord. 2151 § 1, 1991)
13.06.050: APPLICATION:
The provisions of this chapter shall apply to all persons, customers, and property served water by the city wherever situated. (Ord. 2151 § 1, 1991)
13.06.060: GENERAL PROHIBITION:
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http://www.sterlingcodifiers.com/codebook/printnow.php 7/31/2014 No water user shall make, cause, use, or permit the use of water supplied by the city for residential, commercial, industrial, agricultural, governmental or any other use in a manner contrary to this chapter. Waste or the unreasonable or nonbeneficial use of water is prohibited in the city of Redlands. (Ord. 2151 § 1, 1991)
13.06.070: MANDATORY CONSERVATION; STAGE CRITERIA:
The director of the public works department shall recommend guidelines for adoption by the city council setting forth the criteria to determine when water supply conditions in the city require the implementation or termination of each water conservation stage. Such guidelines shall be updated when the director determines that water availability so requires. The director shall include in such guidelines a calendar symbol system designating allowed days for irrigation. (Ord. 2151 § 1, 1991)
13.06.080: MANDATORY CONSERVATION; PHASE IMPLEMENTATION:
The public works department shall monitor the projected supply and demand for water by its customers on a daily basis during the months of June, July, August, September, and October and shall recommend to the city manager the extent of conservation required through the implementation and/or termination of particular conservation stages to allow the department to prudently plan for and supply water to its customers. Thereafter, the city manager may recommend to the city council the implementation or termination of the appropriate stage of water conservation in accordance with the applicable provisions of this chapter. The city council may implement or terminate the appropriate stage pursuant to section 13.06.040 of this chapter. Notice of the implementation or termination of each stage shall be given pursuant to subsection 13.06.040C of this chapter.
A. Stage I, Voluntary Conservation Measures: Water users are requested to limit their water use from June 1 to October 1 of each year to an amount necessary for health, safety, economic necessity and irrigation. Water users should use water wisely and prevent its waste or unreasonable use.
The following actions are recommended:
1. Adjust sprinklers and irrigation systems to avoid overspray, runoff, and waste. Avoid watering on windy days;
2. Install water saving devices, such as low flow showerheads and faucet aerators;
3. Select low water demand shrubs, ground covers and trees for new landscaping; Sterling Codifiers, Inc. Page 3 of 9
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4. Restrict water service in restaurants.
B. Stage II, Mandatory Compliance; Water Alert: When implemented pursuant to subsection
13.06.040B of this chapter and noticed pursuant to subsection 13.06.040C of this chapter, the following restrictions shall apply to the use of water supplied by the city in addition to the recommendations of stage I:
1. Irrigation of lawns, gardens, landscaped areas, trees, shrubs, or other plants utilizing individual sprinklers or sprinkler systems is allowed only on an irrigation day designated by the city and is prohibited between the hours of twelve o'clock (12:00) noon and eight o'clock (8:00) P.M. However, irrigation is permitted at any time if:
a. A handheld hose is used, or
b. A handheld, faucet filled bucket containing five (5) gallons or less is used, or c. A drip irrigation system is used.
Commercial nurseries, commercial farmers, and grove settings requiring twenty four (24) hour irrigation cycles, are exempt from stage II irrigation restrictions, but shall curtail all nonessential water use.
2. The washing of automobiles, trucks, trailers, boats, aircraft and other types of mobile equipment is allowed only on designated irrigation days and is prohibited between the hours of twelve o'clock (12:00) noon and eight o'clock (8:00) P.M. Mobile equipment washing shall be done only with a handheld bucket or a handheld hose equipped with a positive shutoff nozzle for quick rinses.
Notwithstanding the above, washing of such equipment may be done at any time on the immediate premises of a commercial car wash or commercial service station with washwater recycling facilities. Garbage trucks and vehicles to transport food and perishables are exempt from these regulations if the public health or safety requires frequent vehicle cleaning.
3. The washing or sprinkling of foundations or structures shall be allowed only by city permit. Regulations for such permit shall be enacted by resolution.
4. The refilling or adding of water to uncovered swimming or wading pools or spas is allowed only on designated irrigation days and is prohibited between the hours of twelve o'clock (12:00) noon and eight o'clock (8:00) P.M.
5. The operation of any ornamental fountain or other structure making similar decorative use of water is prohibited, unless the fountain or structure has a recycling system.
6. The use of water for irrigation of golf greens and tees is allowed only on designated irrigation days and is prohibited between twelve o'clock (12:00) noon and eight o'clock (8:00) P.M. The irrigation of golf course fairways is absolutely prohibited. The irrigation of golf courses utilizing treated wastewater or reused water is not subject to these prohibitions.
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7. Restaurants shall not serve water to customers except upon specific customer request.
8. Failure to repair controllable leaks is prohibited.
9. Use of running water to wash driveways, sidewalks, parking areas, patios, tennis courts and other paved areas is prohibited.
10. Failure to prevent excessive runoff from irrigation activities is prohibited.
11. Use of water from fire hydrants is limited to firefighting and other activities necessary to maintain the health, safety, and welfare of the citizens of Redlands. The use of water piped from fire hydrants and sprinkled for construction purposes is prohibited.
C. Stage III, Mandatory Compliance; Water Warning: When implemented pursuant to subsection 13.06.040B of this chapter and noticed pursuant to subsection 13.06.040C of this chapter, the following restrictions, in addition to all elements of stages I and II, shall apply:
1. All outdoor irrigation of vegetation shall occur only on designated days using handheld hoses, drip irrigation, or handheld buckets and is prohibited between the hours of twelve o'clock (12:00) noon and eight o'clock (8:00) P.M.
Exemption: Permanently installed automatic sprinkler systems may be used on designated irrigation days but are prohibited between the hours of twelve o'clock (12:00) noon and eight o'clock (8:00) P.M.
2. The watering of golf tee areas is prohibited except with treated wastewater or reused water.
D. Stage IV, Mandatory Compliance; Water Emergency: Pursuant to California Water Code section 350 et seq., the city council may declare a water shortage emergency upon its determination that the ordinary demands of city water users cannot be satisfied without depleting the city water supply to a point of insufficient water for human consumption, sanitation and fire protection. When implemented pursuant to subsection 13.06.040B of this chapter and noticed pursuant to subsection 13.06.040C of this chapter, the following restrictions, in addition to all elements of stages I, II and III, shall apply:
1. All outdoor irrigation of vegetation shall be allowed only between the hours of eight o'clock (8:00) P.M. and twelve o'clock (12:00) midnight on designated irrigation days.
2. The washing of automobiles, trucks, trailers, boats, airplanes, and other types of mobile equipment not occurring upon the immediate premises of commercial car washes and commercial service stations and not in the immediate interest of the public health or safety is prohibited.
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3. The washing of automobiles, trucks, trailers, boats, airplanes, or other types of mobile equipment upon the immediate premises of commercial car washes and commercial service stations shall occur only between the hours of twelve o'clock (12:00) noon and six o'clock (6:00) P.M.
4. Commercial nurseries and commercial farmers using city water shall water only on designated irrigation days between the hours of ten o'clock (10:00) A.M. and six o'clock (6:00) P.M. and shall use only handheld hoses, drip irrigation systems, or handheld buckets.
5. The filling, refilling, or adding of water to uncovered swimming or wading pools and spas is prohibited at any time of day or night.
6. The operation of any ornamental fountain or similar structure is prohibited.
7. The issuance of new service connections and meters is prohibited. (Ord. 2151 § 1, 1991)
13.06.090: RELIEF FROM COMPLIANCE:
A city water user may file a request for relief from any provision of this chapter. The city manager shall review all requests and hold a hearing with each applicant. The city manager may grant relief from the provisions of this chapter if he determines that special circumstances make compliance not reasonably possible, or that the restrictions herein would either:
A. Cause an unnecessary and undue hardship to the water user or the public; or B. Cause an emergency condition affecting the health, sanitation, fire protection or safety of the water user or of the public.
Such relief may be granted only upon written request to the city. Upon granting such relief, the city manager may impose any conditions he determines to be just and proper.
The city manager shall make his determination within fourteen (14) days of receipt of the request for relief and shall inform the applicant of the decision in writing.
An applicant shall have the right to appeal the city manager's decision regarding his or her application to the city council or its designee. The appeal must be in writing and received by the city within ten (10) days of the date of the city manager's written decision.
The appeal shall be heard by the city council or its designee within a reasonable period of time from the date the appeal is filed. The city shall provide written notice to the applicant of the time and date of the hearing. The city council or its designee, at its discretion, may affirm, reverse or modify the city manager's decision and impose any Sterling Codifiers, Inc. Page 6 of 9
http://www.sterlingcodifiers.com/codebook/printnow.php 7/31/2014 conditions it deems proper. The decision of the city council shall be final. (Ord. 2151 § 1, 1991)
13.06.100: FAILURE TO COMPLY:
Violation by any customer of the water use prohibitions of this chapter shall be penalized as follows:
A. First Violation; Notice Of Noncompliance: The city manager is authorized and directed to issue a written notice of noncompliance to any water user who, in the reasonable judgment of the city manager, has failed or refused in a significant way to comply with those water use curtailment provisions of this chapter currently in effect. Any such notice of violation shall specify the time, place and manner of noncompliance, and shall specify a reasonable period to achieve compliance. Any notice of noncompliance shall be directed to the customer of record for the premises where the noncompliance was observed. Delivery may be through regular mail or by personal delivery with a declaration of delivery returned to the city manager.
B. Second Violation; Warning Of Penalties: For a second violation by any customer of the water use curtailment provisions of this chapter currently in effect, a written warning notice of the future imposition of penalties on the customer's water bill shall be issued.
Any such warning notice shall specify the time, place and manner of noncompliance and shall require compliance within two (2) days. Any warning notice shall be directed to the customer of record for the premises where the violation has occurred. Delivery will be made by personal delivery with a declaration of delivery returned to the city manager.
C. Third Violation; Imposition Of Penalties:
1. For a third violation by any customer of this chapter, a citation shall be issued and a surcharge imposed on the customer's next regular water bill. The surcharge shall consist of a percentage of the customer's commodity charge as shown on the most recent water bill, based upon the water conservation stage then in effect at the time of the most recent violation. The penalty surcharge for each stage is shown below:
Stage II 25 percent
Stage III 50 percent
Stage IV 75 percent
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http://www.sterlingcodifiers.com/codebook/printnow.php 7/31/2014 As an example, if a water user's most recent commodity charge is twenty five dollars ($25.00), a third violation while the city is in stage III would result in the imposition of a twelve dollar fifty cent ($12.50) surcharge.
2. If a water customer cited for a third violation fails or refuses to comply with the requirements of this chapter or to pay any outstanding water bills including surcharges, the city manager is hereby granted discretionary authority pursuant to California Water Code section 375 to cause a flow restricting device to be installed at the meter to reduce water availability to the customer's service address. Pursuant to California Water Code section 35423, if installation of a flow restrictor is infeasible, impractical or is unlikely to induce compliance with this chapter, the city manager may authorize a shutoff of service to the premises involved. (Ord. 2151 § 1, 1991)
13.06.110: HEARING REGARDING VIOLATIONS:
A. Any customer receiving notice of a second or subsequent violation pursuant to section
13.06.100 of this chapter shall have a right to a hearing by the city manager within fifteen (15) days of mailing or other delivery of the notice of violation.
B. The customer's written request for a hearing within the fifteen (15) day period shall automatically stay the imposition of monetary penalties on the customer's water bill until the city manager renders his decision. The decision of the city manager shall be final and not subject to further appeal pursuant to this code. (Ord. 2751, 2011)
13.06.120: CITY MANAGER DELEGATION:
The city manager may delegate all duties and responsibilities hereunder. (Ord. 2151 § 1, 1991)
13.06.130: SEVERABILITY:
If any provision, section, subsection, sentence, clause, or phrase of this chapter, or the application of same to any person or set of circumstances is held to be unconstitutional, void, or invalid, such decision shall not affect the remaining portions of this chapter which Sterling Codifiers, Inc. Page 8 of 9
http://www.sterlingcodifiers.com/codebook/printnow.php 7/31/2014 shall remain in full force and effect, and all provisions of this chapter are declared to be severable for that purpose. (Ord. 2151 § 1, 1991)
13.06.140: INCOMPATIBLE PROVISIONS:
To the extent any provision of this chapter is incompatible with or at variance with any prior adopted ordinance or resolution, the provisions of this chapter shall take precedence, and all prior ordinances and resolutions shall be interpreted to harmonize with and not change the provisions of this chapter. (Ord. 2151 § 1, 1991)
13.06.150: PUBLIC HEALTH AND SAFETY NOT TO BE AFFECTED:
Nothing in this chapter shall be construed to require the city to curtail the supply of water to any customer when such water is required by that customer to maintain an adequate level of public health or public safety. (Ord. 2151 § 1, 1991)
13.06.160: EXEMPTION FROM CALIFORNIA ENVIRONMENTAL QUALITY ACT:
The city council determines that the adoption of this chapter and implementation of the measures set forth herein are exempt from review under the California environmental quality act1
because it is an action taken to mitigate or prevent a water shortage emergency, and to protect natural resources. The city council directs the city manager or his designee to prepare and file a notice of exemption as soon as possible following adoption of the ordinance codified in this chapter. (Ord. 2151 § 1, 1991) Sterling Codifiers, Inc. Page 9 of 9
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Water Shortage Contingency Plan 23
Attachment 2
2021 Local Hazard Mitigation Plan
2 [Type here]
Local Hazard Mitigation Plan
November 2021
LOCAL HAZARD MITIGATION PLAN
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Table of Contents
1 Introduction ...............................................................................................................................1
1.1 Purpose of the Plan.............................................................................................................1
1.2 Scope of the Plan ................................................................................................................1
1.3 Hazard Mitigation Planning Directive .................................................................................1
1.4 Promulgation Authority ......................................................................................................1
1.5 Local Hazard Mitigation Plan Adoption ..............................................................................1 2 Planning Process.........................................................................................................................2
2.1 Overview.............................................................................................................................2
2.2 Methodology and Timeline.................................................................................................2
2.3 Planning Team ....................................................................................................................3
2.3.1 Members.................................................................................................................................................. 3
2.3.2 Meetings.................................................................................................................................................. 4
2.4 Community Stakeholder Involvement................................................................................4
2.4.1 Recurring Coordination ......................................................................................................................... 4
2.4.2 Stakeholder Mitigation Related Planning Resources........................................................................ 5
2.5 Public Outreach...................................................................................................................5
2.5.1 LHMP Awareness Campaign................................................................................................................. 6
2.5.2 Mitigation Awareness Campaign ........................................................................................................ 7 3 Community Profile......................................................................................................................8
3.1 Location...............................................................................................................................8
3.2 Geography...........................................................................................................................9
3.3 History...............................................................................................................................10
3.4 Climate..............................................................................................................................11
3.5 Demographics...................................................................................................................11
3.6 Economy ...........................................................................................................................13
3.6.1 Major Employers in Redlands and Surrounding Vicinity ................................................................ 14
3.7 Land Use............................................................................................................................15
3.7.1 Potential Land Use ............................................................................................................................... 15
3.7.2 Existing Land Use.................................................................................................................................. 17
3.7.3 Development Trends............................................................................................................................ 18
3.8 Key Assets.........................................................................................................................19
LOCAL HAZARD MITIGATION PLAN
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4 Capability Assessment ..............................................................................................................20
4.1 Personnel Resources.........................................................................................................20
4.1.1 Government .......................................................................................................................................... 20
4.1.2 Contractors............................................................................................................................................ 24
4.1.3 Volunteers ............................................................................................................................................. 25
4.1.4 Mutual Aid............................................................................................................................................. 25
4.1.5 Partnerships.......................................................................................................................................... 25
4.2 Mitigation Governance Resources....................................................................................26
4.2.1 Laws, Regulations, Codes, and Ordinances...................................................................................... 26
4.2.2 Plans, Reports, Studies ........................................................................................................................ 27
4.2.3 Programs............................................................................................................................................... 30
4.3 Technical Resources..........................................................................................................32
4.3.1 Proficiencies and Expertise ................................................................................................................. 32
4.3.2 Technology ............................................................................................................................................ 32
4.3.3 Communications................................................................................................................................... 32
4.4 Fiscal Resources................................................................................................................33
4.4.1 Government Fund................................................................................................................................. 33
4.4.2 Proprietary and Fiduciary Funds........................................................................................................ 35 5 Hazard Assessment...................................................................................................................36
5.1 Overview...........................................................................................................................36
5.2 Hazard Identification ........................................................................................................36
5.3 Hazard Screening and Prioritization .................................................................................37
5.4 Hazard Profiles..................................................................................................................38
5.4.1 Tier I........................................................................................................................................................ 38
5.4.2 Tier II....................................................................................................................................................... 71
5.4.3 Tier III ..................................................................................................................................................... 88 6 Risk Assessment .......................................................................................................................91
6.1 Overview...........................................................................................................................91
6.2 Tier I Hazards ....................................................................................................................93
6.2.1 Earthquake............................................................................................................................................ 93
6.2.2 Energy Shortage/Power Outage ...................................................................................................... 100
6.2.3 Flood..................................................................................................................................................... 101
6.2.4 Infectious Disease............................................................................................................................... 104
6.2.5 Wildfire ................................................................................................................................................ 105
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6.2.6 Windstorm........................................................................................................................................... 107
6.3 Tier II and Tier III Hazards ...............................................................................................108
6.3.1 Tier II Hazards..................................................................................................................................... 108
6.3.2 Tier III Hazards.................................................................................................................................... 109 7 Mitigation Strategy.................................................................................................................111
7.1 Overview.........................................................................................................................111
7.2 Mitigation Goals and Objectives.....................................................................................111
7.3 Progress Implementing Mitigation Measures ................................................................112
7.4 Mitigation Measure Prioritization ..................................................................................113
7.5 Mitigation Measures.......................................................................................................114
7.6 Mitigation Measure Implementation Plan .....................................................................117 8 Plan Administration................................................................................................................122
8.1 Monitoring, Evaluating and Updating the Plan ..............................................................122
8.2 Incorporation into Other Planning Efforts......................................................................122
8.3 Continued Stakeholder and Public Involvement ............................................................123
8.4 Point of Contact..............................................................................................................123 Appendix 1 ADOPTION RESOLUTION ....................................................................................................124 Appendix 2 PLANNING TEAM MEMBERS ...............................................................................................125 Appendix 3 PLANNING TEAM MEMBER MEETING ATTENDANCE MATRIX ......................................................128 Appendix 4 PUBLIC OUTREACH ANNOUNCEMENTS AND PRESENTATIONS ......................................................129 Appendix 5 KEY ASSETS ....................................................................................................................130 Local Hazard Mitigation Plan
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PREFACE
Impacts from hazards are a challenge to jurisdictions, its leaders, and its citizens. After catastrophic disaster events communities can experience power outages, loss of telecommunications and water service, limited access to fuel, and closed roadways in addition to significant damage to buildings, mass injuries, and loss of life. Depending on the magnitude of the event, recovery from these events can take weeks, months, and in some instances, years. The goal of many communities is to reduce the potential impacts thus shortening the recovery time. In emergency management, this is generally called mitigation.
Mitigation is defined by the Department of Homeland Security (DHS)- Federal Emergency Management Agency (FEMA) as “any action taken to reduce and/or eliminate the long-term risk to human life and property from natural hazards.” Mitigation is one of the primary phases of the Disaster Cycle and is the only phase specifically dedicated to breaking the cycle of damage. The goal of mitigation is to build resiliency within the community; enabling a more efficient and effective response to and recovery from disasters.
To assist communities become more resilient to hazards, FEMA developed a program and guidance around the creation of Local Hazard Mitigation Plans (LHMPs). LHMPs promote a comprehensive planning process, requiring an assessment of local capabilities against impacts from hazards in order to identify potential projects and/or strategies.
With an approved and adopted LHMP, cities, counties, and special districts are eligible for Federal Hazard Mitigation Assistance (HMA) grants offered through FEMA: Hazard Mitigation Grant Program (HMGP), Building Resilient Infrastructure and Communities (BRIC; formerly Pre-Disaster Mitigation- PDM), and Flood Management Assistance (FMA). The HMA grants are a great source of funding to help implement local mitigation actions identified in the LHMPs.
This update to the City of Redlands LHMP built upon previous mitigation efforts in the City and incorporated new, relevant information into the plan. Part of this update process also includes reassessing and reevaluating: local capabilities (personnel resources, governance, technical skills, and fiscal resources); community hazards (identification, impacts, and prioritization); and mitigation goals, objectives, and measures/actions. Significant consideration was given to acknowledging new (and existing) challenges and issues facing the City (i.e., pandemic, extension of the commuter rail, civil disturbance, technology disruption, wind driven wildfire events). During this update, the City tried to take a more comprehensive, strategic approach to the LHMP. This led to reorganizing the plan and also adding, renaming, and expanding hazards and mitigation actions.
Because the LHMP must include information to meet federal requirements and guidance it includes information not traditionally found in other planning documents. This can lead to a large, cumbersome document, making it difficult to easily access specific information. In an attempt to ensure the LHMP contains all required information and is user-friendly; it has been organized as follows:
LOCAL HAZARD MITIGATION PLAN
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Chapter 1: Introduction- provides information on the purpose of the plan, outlines the scope of the work, and presents the adoption process and authority.
Chapter 2: Planning Process- provides information on the methodology used to prepare the LHMP, including a list of the Planning Team members and the public outreach efforts.
Chapter 3: Community Profile- provides background information on the City, ensuring all Planning Team members have a common understanding of the dynamics within the community.
Chapter 4: Capability Assessment- provides information on the current mitigation efforts by the City, including department roles and responsibilities, existing plans/programs/codes, and available funding.
Chapter 5: Hazard Assessment- provides information on hazards within the City and assesses the priority of each hazard.
Chapter 6: Risk Assessment- provides information on the potential impacts, through exposure and loss (damage) estimates for each hazard within the City.
Chapter 7: Mitigation Strategies- provides information on the actions/projects the City is proposing to address the vulnerabilities to the high-risk hazards within the City.
Chapter 8: Plan Administration- provides information on how the City intends to keep the LHMP current, incorporate it into other efforts, and share it with the public.
LOCAL HAZARD MITIGATION PLAN
1 1 INTRODUCTION
The Local Hazard Mitigation Plan (LHMP) is a “living document” that should be reviewed, reevaluated, monitored, and revised to reflect changing conditions and new information. As required, the LHMP must be updated every five (5) years to remain in compliance with regulations to receive Federal Hazard Mitigation Assistance (HMA) grants. The City of Redlands has had several approved and adopted LHMPs, the latest being in 2015. This LHMP is an update to the 2015 City of Redlands LHMP.
1.1 PURPOSE OF THE PLAN
The purpose of this plan is to outline a mitigation strategy to help reduce and/or eliminate impacts from hazards within the City of Redlands.
1.2 SCOPE OF THE PLAN
The scope of this plan is to: 1) assess relevant existing conditions and capabilities within the City; 2) identify potential hazards and their impacts within the City; and 3) propose mitigation actions to address the impacts to the high-priority hazards within the City. In support of the above scope, this update will:
evaluate mitigation progress since the approved and adopted LHMP: implement and document a comprehensive planning process: present actions to maintain and integrate the LHMP with other City plans: and, establish methods to continuously inform and educate the public on hazards and potential actions that can be taken to reduce and/or eliminate impacts.
1.3 HAZARD MITIGATION PLANNING DIRECTIVE
In 2000, the Federal Emergency Management Agency (FEMA) adopted revisions to Title 44 of the Code of Federal Regulations (44 CFR). This revision is known as “Disaster Mitigation Act (DMA) 2000”. Section 322 (a-d) of DMA 2000 requires that local governments, as a condition of receiving federal disaster mitigation funds, have an approved and adopted Hazard Mitigation Plan (HMP) that describes the process for assessing hazards, risks and vulnerabilities; identifying and prioritizing mitigation actions; and soliciting input from the community (public), key stakeholders, and adjacent jurisdictions/agencies.
1.4 PROMULGATION AUTHORITY
The City Council is the legislative body of the City of Redlands. It decides policy for the municipal government, enacts laws, and oversees all activities of the City. The City Council also serves as the governing body of the City of Redlands Redevelopment Agency. The promulgation authority is vested in the members of the City Council. A list of the members of Redlands City Council include:
Mayor Paul Barich Council Member Paul Foster
Mayor Pro Tem Eddie Tejada Council Member Denise Davis
Council Member Jenna Guzman-Lowery
1.5 LOCAL HAZARD MITIGATION PLAN ADOPTION
The update of the City of Redlands LHMP was reviewed and adopted by the City Council on November 16, 2021, under Resolution 8268. A copy of the Resolution is in Appendix 1.
LOCAL HAZARD MITIGATION PLAN
2 2 PLANNING PROCESS
2.1 OVERVIEW
This section demonstrates the methodology used by the City of Redlands to develop the LHMP. FEMA’s LHMP development guidance outlines recommended actions, emphasizing involving the “whole community” in the planning process. The whole community concept promotes the inclusion of not only emergency managers but other City department representatives (e.g., zoning, floodplain management, public works, community, and economic development), as well as, outside partners (e.g., surrounding counties/cities, special districts, lifelines companies, businesses leaders) to participate in the LHMP effort.
The concept also includes outreach to the general public to bring awareness to community hazards and the planning effort. Soliciting and considering input from diverse interests is essential to building a comprehensive plan and gaining community-wide support for the plan.
2.2 METHODOLOGY AND TIMELINE
To complete the update of LHMP, the City of Redlands incorporated a three (3) phase planning process:
1) Prepare; 2) Develop; and, 3) Finalize (Figure 2.1). Phase 2- Develop, has three (3) sub-phases that establish the current conditions, determine the risk and vulnerabilities, and identifies strategies and projects. In addition to the phases, Figure 2.1 also depicts the timeline to complete the project. While this methodology is in alignment with the FEMA guidance, sequence and naming of phases were adjusted to better suit the City of Redlands’ needs.
Figure 2.1- Planning Methodology
Under the Prepare phase general project tasks were completed. This included conducting an Administrative Kickoff meeting with the consultant, validation of the Planning Team, an identification of the Public Outreach effort, and a Kickoff meeting with the Planning Team.
LOCAL HAZARD MITIGATION PLAN
3 As mentioned, the Develop phase had three (3) sub-phases. During the Existing Conditions sub-phase, the Planning Team confirmed current City mitigation capabilities, including identification of departments supporting mitigation, current governance guiding mitigation efforts, identification of fiscal resource availability to possibly support mitigation, discussion of key assets, and identification and description of local hazards within the City. Under the Risk Assessment sub-phase, the Planning Team reviewed exposure and impacts of hazards within the City; and prioritized hazards. The final sub-phase, Mitigation Strategies, had the Planning Team discuss previous mitigation efforts, identify and prioritize new mitigation projects, and develop an implementation plan for each project.
Throughout the Develop Phase, plans and other documents, both internal and external, were also analyzed and leveraged to ensure decisions were based on the best available information and that proposed actions were compatible with other efforts. And conversely, efforts were made to encourage results from the LHMP planning process were considered and incorporated into other planning efforts.
The last phase of the planning process methodology was Finalize. During this phase the Planning Team reviewed and provided additional comments on the complete LHMP before being forwarded to the California Governor’s Office of Emergency Services (Cal OES) and FEMA. This phase also included addressing both Cal OES and FEMA comments and working with the City Council to adopt the LHMP.
During the planning process, draft LHMP sections (i.e., Capabilities, Hazards, Risk, Mitigation Strategies) were disseminated for review and comment as the Planning Team moved through each phase and subphase. This helped the Planning Teams focus their review on the subject matter at hand and enforced the relationship between the phases. At the end of the planning process, another review cycle was provided, this time with all draft sections under one cover.
2.3 PLANNING TEAM
Building on the whole community concept, a Planning Team was established to assist with the updating of the City of Redlands LHMP. The primary goal of the Planning Team is to help define and identify the strategies within the LHMP. The Planning Team was led by representatives from the City of Redlands Fire Department. The City of Redlands Fire Department representatives took on the responsibilities of Project Manager and facilitated and coordinated Planning Team activates. Additionally, the City of Redlands Fire Department hired a consultant to provide technical support and prepare the final updated LHMP.
2.3.1 MEMBERS
The Planning Team was comprised of subject matter experts who could provide great benefit to the team or represented specific topics covered by the LHMP. Leveraging the list of Planning Team members during the last update to the LHMP, the City of Redlands Fire Department and its consultant evaluated and confirmed the list of Planning Team members. An email invite was sent out to each Planning Team member and a series of follow-up telephone calls were conducted to discuss to project and confirm participation. Keeping the Planning Team to a manageable number of members while ensuring that all perspectives are captured and/or included in the process is challenging. To balance this, the Planning Team members were urged to act as liaisons to community groups with whom they regularly interact with, exchanging thoughts on the LHMP with other groups in the community. Planning Team member
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4 were encouraged to communicate the direction and status of the planning effort to their outside members and in return they were expected to bring outside perspectivesto the Planning Team. The City of Redlands took great efforts to engage and include as many Planning Team members as possible. A list of the Planning Team members can be found in Appendix 2.
2.3.2 MEETINGS
There were a series of meetings held with the Planning Team. Each meeting had a primary focus and provided an opportunity to discuss/review information and exchange ideas. Below is a list of the Planning Team meetings (Table 2.1) and Planning Team member attendance at each meeting can be found in Appendix 3:
Table 2.1- Planning Team Meetings
Date Purpose of the Meeting
Jun 16, 2020 Project Kickoff- Discussed: Goal/Objectives of LHMPs, Type of Information Needed, Role of the Planning Team, LHMP Update Process, Public Outreach Effort, and Project Timeline
Aug 18, 2020 Prepare- Discussed: 1) relationship between EOPs and LHMPs, 2) FEMA Review Tool, 3) 2015 LHMP sections- Community Profile, Capabilities, Key Assets, and Hazards. Solicit feedback on draft LHMP sections
Sep 21, 2020 Existing Conditions- Discuss: 1) Key Assets, and 2) Hazards (Identification). Solicit feedback on draft LHMP sections
Oct 19, 2020 Existing Conditions- Discuss: 1) Key Assets, and 2) Hazards (Priority). Solicit feedback on draft LHMP sections
Nov 16, 2020 Existing Conditions- Discuss: 1) Hazards (Profiles, Priority). Solicit feedback on draft LHMP sections
Jan 14, 2021 Risk Assessment- Review of Hazard 1) Exposure, 2) Impacts, and 3) Prioritization.
Solicit feedback on draft LHMP sections
Mar 16, 2021 Mitigation Strategies- Review of 1) Previous Projects, 2) Previous Goals/Objectives, and 3) Identification of New Projects
Apr 07, 2021 Mitigation Strategies- Discussion of 1) New Projects, and 2) Project Implementation Plan
May 25, 2021 Draft Plan- Review of draft LHMP; including Public Comments Sep 16, 2021 Draft Plan- Review of Cal OES/FEMA Comments on draft LHMP. Discuss next steps
2.4 COMMUNITY STAKEHOLDER INVOLVEMENT
2.4.1 RECURRING COORDINATION
The City of Redlands attends and coordinates several meetings with community stakeholders focused on Emergency Management topics (i.e., response, recovery, mitigation, preparedness, prevention). Prior to the LHMP update process, the City leveraged these meetings to announce and discuss the City’s intent to update its LHMP and solicit participation from stakeholder representatives. Many these stakeholder meetings are organized by San Bernardino County Fire Department Office of Emergency Services (OES).
The San Bernardino County Fire Department OES leads the San Bernardino Operational Area (OA) efforts.
It’s role as lead is to support local governments response and recovery operations. The San Bernardino County Fire Department OES also encourages coordination across local governments and community stakeholders. Some of these efforts include:
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5 ▪ San Bernardino County OA Stakeholder Group- meetings focused on maintaining, coordinating, and updating the OA Multi-hazard LHMP and the individual city LHMPs ▪ Critical Route Planning Committee- has a committee that develops and validates countywide routes and alternate routes for use in evacuating residents from a disaster area while simultaneously allowing first responders’ access into a disaster area without congestion and gridlock.
▪ California Governor’s Office of Emergency Services Annual Exercise- coordinates the OA’s participation in the exercise. The purpose for participation is to better prepare for regional, catastrophic events, ensuring an effective multi-agency/multi-jurisdictional response.
The City of Redlands also meets quarterly with the Voluntary Organizations Active in Disasters (VOAD) group. The San Bernardino County chapter of the VOAD group is a community network of non-partisan membership organizations that serves as the forum to share knowledge and resources to help communities prepare for and recover from disasters. Further, VOAD fosters efficient delivery of available member resources to persons with unmet needs affected by disaster.
At the local-level, the City of Redlands meets with faith-based organizations monthly. This group coordinates all faith-based organizations in the City of Redlands. The group supports positive interfaith relationships, enhance non-violent attitudes & behavior, support peace & promote goodwill in the Redlands Community. During Disasters this group supports the city not only in having volunteers, but also in being the emotional and religious support.
2.4.2 STAKEHOLDER MITIGATION RELATED PLANNING RESOURCES To ensure consistency within the region, the City of Redlands Fire Department and its consultant ensured the Planning Team reviewed and was aware of the state HMP and several LHMPs from surrounding jurisdictions. This list included:
▪ State of California Hazard Mitigation Plan
▪ San Bernardino County Multi-Jurisdictional Hazard Mitigation Plan ▪ Yucaipa, City of
▪ Loma Linda, City of
▪ Colton, City of
▪ Riverside County Multi-Jurisdictional Hazard Mitigation Plan ▪ Calimesa, City of
While not technically considered a mitigation plan, the Planning Team also reviewed available Emergency Operations Plans (EOPs) and the General Plan Safety Elements from the jurisdictions above. The value of reviewing EOPs is to understand how the City of Redlands and other communities within the region will respond to events and the type of equipment and facilities they will be reliant upon. Gaining this perspective, the Planning Team was able to incorporate these considerations into its LHMP. Although there is a concerted effort to incorporate LHMP information into the General Plan Safety Elements, that is not always the case. A review of the Safety Elements can provide additional insight into hazards within the community and present a closer tie to community-wide goals and objectives.
2.5 PUBLIC OUTREACH
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6 For the purposes of the LHMP, the public is defined as any person within the jurisdiction or adjacent areas, not part of the Planning Team, not acting in an official capacity of a recognized form or level of government. There were two (2) different Public Outreach campaigns used during the City of Redlands LHMP update process: the first informing the community of the efforts to update to the LHMP and the second educating the community of hazards and mitigation actions. Below is a summary of the campaigns:
2.5.1 LHMP AWARENESS CAMPAIGN
This campaign presents the strategy of how the City of Redlands engaged the public during the LHMP update process. A significant piece of the FEMA’s LHMP guidance is to ensure the “whole community” is involved. A significant element of FEMA’s “whole community” concept is the general public.
The public outreach strategy worked in conjunction with LHMP planning process and timeline. As the Planning Team completed critical milestones, key information was disseminated to the public for consideration and input. Because of the pandemic (COVID), there were limited options and opportunities to reach out to the public. All public outreach efforts were done virtually. The City of Redlands held two (2) public meetings: one (1) at the start of the project; and, one (1) at the end of the project. In between, there were a series of status update provided through the city website, keeping the general public aware of the progress and status of the project.
This outreach strategy shared information about the project kickoff, hazards and potential impacts within the community, current mitigation capabilities, and proposed mitigation actions. The information was shared through presentations, status updates, and handout materials, through meetings, social media platforms (Facebook, Twitter, Instagram, LinkedIn, Nextdoor), media (print, broadcast), and other announcements.
For the update process, the City of Redlands leveraged the existing City Disaster Council to engage the public. The Disaster Council holds regular, ongoing meetings with the public and its purpose was in alignment with the LHMP efforts. On October 8, 2020, the City of Redlands issued a press release, via email and the city website, announcing the LHMP as an agenda item for the October 26th Disaster Council meeting. The Disaster Council agenda is also disseminated to registered users and the general public.
A second Public Outreach meeting was held on April 26, 2021, to provide an overview of the draft LHMP; a meeting announcement went out the beginning of April. The presentation informed the community of the LHMP planning process and the hazards included in the LHMP. The presentation presented an overview of the chapters in the LHMP, highlighting the proposed mitigation actions; inviting the public to review and submit comments on the draft LHMP.
Attendance at the Public Outreach meetings were good considering the challenges from the COVID-19 pandemic and competing priorities. In addition to the COVID-19 pandemic, the community has faced regional wildfires. Presentations were prepared for each meeting to inform the public on mitigation, the LHMP update planning process, and to walk the public through the LHMP content. During the meetings, some comments were received, most requesting clarification of the presentation material. The draft LHMP was made available to the public through the City of Redlands website. The website also provided a function that allowed the public to submit comments on the LHMP after their review. The Planning Team received minor comments during the Public Outreach review period, one requesting to simplify the
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7 material for public use (NOTE: The Planning Team already identified a Mitigation Measure/Action to create mitigation material for public outreach/education purposes). All comments were shared with the Planning Team; and revisions were incorporated into the LHMP where appropriate. The public announcements and presentations for both meetings can be found in Appendix 4.
2.5.2 MITIGATION AWARENESS CAMPAIGN
Over past few years, the City of Redlands established both regular meetings and ad hoc meetings/events to educate and exchange information on mitigation within the city. The regular meetings involve the reestablishment of the Disaster Council. The Disaster Council consist of existing groups that support a strong team merging sectors of the community including elected officials, emergency management, first responders, volunteer services, major industry and commercial, healthcare and education. The Disaster Council meets quarterly. Ad hoc meeting/events consist of events run by the city or others that may provide opportunities to share and exchange information about mitigation. The City organized and/or participated in a number of initiatives to inform the public of hazards in the community and discussed possible mitigation actions. The City sponsors and staff information booths at local events, encourages Community Emergency Response Team (CERT) training, and participates in several regular communitybased stakeholder and public meetings. The CERT training helps the City educate citizens about hazards and train citizens to be self-sufficient following a major disaster, while staffing information booths provide City staff with the opportunity to provide literature and handouts pertaining to mitigation strategies and emergency and disaster preparedness. The City has also used surveys in the past to determine the level of knowledge local citizens already have about potential disasters and assess areas of vulnerability to various types of disasters. The City also leverages its social media platforms (Facebook, Twitter, Instagram, LinkedIn, Nextdoor), media (print, broadcast), and other general public announcements to disseminate vital information about hazards in the community, relevant programs being undertaken to safeguard the public from the effects of hazards, and actions the public can take to prepare themselves for events.
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8 3 COMMUNITY PROFILE
The purpose of this section is to present an overview of the City of Redlands, providing the Planning Team with a common understanding of the existing conditions and perspective on select aspects within the community. Gaining a common understanding of the existing conditions provides the basis on which the Planning Team can assess the impacts of hazards, as well as, identify needed mitigation actions.
3.1 LOCATION
The City of Redlands is located at the base of the San Bernardino Mountains in southwestern San Bernardino County, eight (8) miles east of the City of San Bernardino, sixty-three (63) miles east of the Los Angeles metropolitan area, and one-hundred- ten (110) miles north of San Diego (Figure 3.1). The City of Redlands planning area covers approximately 46 square miles. The planning area covers the City of Redlands (approximately 37.5 square miles), the City’s Sphere of Influence (SOI), and an unincorporated County island (referred to as the “Donut Hole). The SOI is represented in light gold (east of the City of Redlands) and the Donut Hole in tan (northwest portion of the City of Redlands) on Figure 3.1.
Figure 3.1- City of Redlands
The City is bordered by other local jurisdictions (Figure 3.2). The County of San Bernardino has jurisdiction over the unincorporated land within the City (aka the Donut Hole) and land around the SOI. The City of San Bernardino shares a border with Redlands along Mountain View Avenue north of Interstate-10; the City of Loma Linda shares a border with the City of Redlands and the SOI on the west; the City of Yucaipa shares a border with the City on the east side; the City of Highland shares a border with the City in the north; and the City of Calimesa shares a border with the City in the south.
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9 Figure 3.2- Surrounding Jurisdictions to the City of Redlands
3.2 GEOGRAPHY
The City is located in what is known as the East Valley Corridor of the Inland Empire. Surrounding physical features include the San Bernardino Mountains (11,503 feet in elevation) and the Santa Ana River (and/or wash) located on the valley floor at the base of San Bernardino Mountains to the north, the Crafton Hills (3,297 feet in elevation) to the east, and San Timoteo Canyon, the Badlands Mountain range- 2,520 feet, the Kalmia Hills- 2,405 feet and Live Oak Canyon (at base of the San Timoteo Badlands Mountain range) to the south (Figure 3.3). Interstate 10 (I-10) freeway which bisects the City east to west, stretches from the Pacific Ocean to Atlantic Ocean; and courses through the major cities of Los Angeles, Phoenix, San Antonio, Houston, Baton Rouge, Mobile, and Jacksonville. The City is also served by State Route 210 which intersects with I-10 Freeway close to the west City limit.
Figure 3.3- Physical Features Around the City of Redlands There are two (2) principal streams that drain into the City of Redlands, each of presents identifiable flood hazards at peak flows:
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10 ▪ Santa Ana River/Mill Creek- The Santa Ana River/Mill Creek emerges from its mountain canyon 5 miles northeast of Redlands, spreads out in shallow, braided channels more than a 1.5-mile-wide wash, mantled with fluvial debris. In 1965, 1966, 1969, 1976, 1980, 1992, 1993, and 1995 the flood waters from the upper regions of the Santa Ana River/Mill Creek were responsible for extensive damage to Orange Street and Alabama Street, ranging from washouts from five to sixfoot high flood waters, to extensive, permanent damages from uncontrollable runoff from the upper regions of the San Bernardino mountains.
▪ Mission Zanja, also known as Mill Creek Zanja and Mission Storm Drain- The Mission Zanja was constructed for water supply in 1819. Diverting water from Mill Creek, the Zanja carried water for 12 miles to support the San Bernardino Assistance and surrounding farms and ranches. Today, as it traverses an east/west direction, the Zanja drains major portions of the City through various storm drain systems. During significant storm periods, the Zanja poses a serious threat to the community, and is presently being studied by the U. S. Army Corps of Engineers to determine if Corps funding might be available for design and construction of facilities to remove the flood hazard. The Mission Zanja, from the 2800 block of Mentone Boulevard to the west edge of Sylvan Park, is a designated landmark, and part of the National Register of Historic Places.
3.3 HISTORY
Once part of the Spanish Mission lands, Redlands was incorporated in 1888 following an influx of wealthy easterners and mid westerners. Early settlers brought their cultures, traditions and treasures, adding to the City’s reputation as a cultural and educational community. Agriculture prospered with the navel orange and many citrus groves still surround Redlands today. More than a hundred years ago the seed which became the city of Redlands was planted by two young Easterners who shared a dream of an idyllic agricultural and residential community.
Redlands was the shared dream of Frank E. Brown, a civil engineer and Yale graduate, and E. G. Judson, a New York stockbroker, who met in Southern California in late 1870′s. Naming their Redlands colony for the color of the adobe soil, the two busily laid out a city, brought water from the mountains to the community, introduced the newly discovered Washington navel orange, and recruited settlers. It wasn’t long before Redlands proudly proclaimed itself the Navel Orange Capital of the World.
One group of early settlers called itself the Chicago Colony and created what is now the downtown business district. They named the principal shopping street for State Street in Chicago.
In 1889, twins Alfred H. and Albert K. Smiley came to Redlands, and the town was changed forever. The Smiley brothers, well-known educators and resort owners from New York, established a tradition of philanthropy with their donation of the A.K. Smiley public library and park in 1889. Two decades later, the Clarence G. Whites gave the Prosellis at the Redlands Bowl, and Robert Watchorns built the Lincoln Shrine next to the library. These and many others built a city that was known as the “Jewel of the Inland Empire.” The interval from 1920-1930 was another period of growth and prosperity, largely due to the citrus industry. The town’s other “industry,” the University of Redlands, expanded as well and a general increase in population occurred. Another regional contributor was the establishment of Norton Air Force Base, which remained an active military facility until 1994. Because of Redlands’ historic and cultural heritage, the City attracted many commissioned military personnel as residents. The closure of Norton Air Force
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11 Base, coupled with a declining economy beginning in 1990, had a negative impact on the City’s economic stability.
3.4 CLIMATE
Redlands’ climate is typical of Southern California inland areas. Residents of the City experience mild winters, low annual rainfall, and prolonged, dry summers. (Table 3.1) Table 3.1- Average Temperature and Precipitation in Redlands Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Annual
Max Ave
Temp (F) 64.7 66.1 69.1 73.7 78.5 86.7 94.5 94.2 90.1 81.0 72.7 65.8 78.1 Min Ave
Temp (F) 39.3 41.3 43.6 46.8 51.1 55.2 60.3 60.6 57.6 51.2 44.0 39.6 49.2 Precipitation
(in.) 2.72 2.66 2.29 1.18 0.48 0.11 0.06 0.15 0.29 0.69 1.13 1.80 13.55
3.5 DEMOGRAPHICS
According to the U.S. Census Bureau 2019 estimate, the total population of San Bernardino County is approximately 2,171,600 people. Most of the County’s population is in the valley areas located in the southwestern portion of the County. The County’s population has grown by approximately 121,690 people (6.4%) since the 2010 population of 2,040,910 persons. This rate of growth was relatively slower than the population growth in three neighboring Southern California counties (Riverside County with
11.3%, San Diego County with 7.7%, and Kern County with 6.6%), but much higher than the next three other counties in (Los Angeles County with 2.88%, Ventura County with 3.13%, and Orange County 5.62%).
The population in City of Redlands is estimated to be 71,513 (US Census, 2019 estimate), slightly up from the 2018 estimate of 71,196. The City of Redlands 2019 population estimate represents approximately
3.3% of the population residing within San Bernardino County. The City of Redlands population has increased approximately 12% since 2000; lower than the population growth in the San Bernardino County (27.2%) over the same period. The historical population estimates for the City of Redlands are shown in Figure 3.4.
Figure 3.4- Historical Population Estimates for the City of Redlands, 2000-2018
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12 Below are some additional relevant population statistics from the 2019 U.S. Census estimate for the City of Redlands:
▪ 22.9% under 18 years old
▪ 15.4% over the age 65
▪ 61.7% between the ages of 18 and 65
▪ 25.5% reported speaking a language other than English at home ▪ 88.9% over the age of 25 are high school graduates
▪ 38.6% have attained a Bachelor’s Degree or higher
▪ 6.9% over the age of 65 with a disability
▪ $72,523 median household income
▪ 13.6% living below the poverty level
In addition to the above information, the Planning Team reviewed information from Southern California Association of Government (SCAG). In 2008, SCAG initiated the Local Profiles which provided a variety of demographic, economic, education, housing, and transportation information about each member jurisdiction and are updated every two years. The SCAG region includes six counties (Imperial, Los Angeles, Orange, Riverside, San Bernardino, and Ventura) and 191 incorporated cities. In addition, the SCAG region is a major hub of global economic activity, representing the 16th largest economy in the world, and is considered the nation’s gateway for international trade with two of the largest ports in the nation. Below is some information from the SCAG Local Profile for the City of Redlands (2019):
▪ 26,973 Housing Units in the City of Redlands (or 3.7% of San Bernardino County) ▪ 57.5% own their homes, and 42.5% rent
▪ Mean drive time to work in the City of Redlands is 22.8 minutes (compared to 30.9 minutes for San Bernardino County)
According to the US Census American Community Survey (2017), 70% of the City of Redlands population commute over 45 minutes to work (Figure 3.5)
Figure 3.5- Travel Time to Work (minutes) City of Redlands
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13 3.6 ECONOMY
According to the SCAG report, the total number of jobs in the City of Redlands is 41,610 (or 5.4% of jobs located in San Bernardino County). The total number of jobs in the City of Redlands reflects a 2.5% decrease (1,049 jobs) from 2007 (Figure 3.6). A more detailed breakdown of the jobs in the City of Redlands is depicted in Figure 3.7. Below is a summary of some of the larger losses in job sectors since 2007:
▪ Manufacturing: 1,204 jobs in 2017(a 40.4% decrease)
▪ Construction: 1,619 jobs in 2017 (a 42.3% decrease)
▪ Retail: 4,621 jobs in 2017(a 17.7% decrease)
▪ Professional/Management: 4,510 jobs in 2017 (a 56.7% decrease) Figure 3.6- Total Number of Jobs in the City of Redlands- 2007-2017 Figure 3.7- Total Number of Jobs in the City of Redlands- 2007-2017 As presented in the Comprehensive Annual Financial Report, The City of Redlands’ economy is based largely in the service and trade sectors (health care, retail trade, technology, and education) and light manufacturing. Since 2007‐2008, the vacancy rate for industrial and manufacturing space has declined significantly as the City expanded its manufacturing and industrial base. This growth has added to the relative stability of the unemployment rate over the years since the 2007‐2009 economic recession.
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14 During that time the unemployment rate rose to a high in 2010 of 10.5%, declining in the following years to reach 3.2% by 2018 (Figure 3.8).
Figure 3.8- Unemployment Rate, City of Redlands
3.6.1 MAJOR EMPLOYERS IN REDLANDS AND SURROUNDING VICINITY Majorindustries with headquarters or divisions located within the City’s boundaries (or in close proximity) include computer technology manufacturers, electrical controls, several financial and insurance institutions, and educational institutions. Within the “Donut Hole”- the unincorporated 1,100‐acre island of parcels, located in the northwestern portion of the city, a number of large warehouse distribution centers were developed over the past several, alongside a variety of retail establishments. Major employers in the City and the Donut Hole are presented in Table 3.2.
Table 3.2- Major Employers
Employer Number of Employees
City Donut Hole
Environmental Systems Research Institute (ESRI) 2,650
Redlands Unified School District 2,108
Redlands Community Hospital 1,600
Beaver Medical Group 1,022
Burlington Coat Factory 806
University of Redlands 593
Amazon Fulfillment Center 500
Citrus Plaza Shopping Center 250-500*
Mountain Grove Shopping Center 250-500*
City of Redlands 467
Target 400
Loma Linda University 374
Caddo Hardware 280
Amazon Fulfillment Center 250
Walmart 230
Kohls 225
Garner Holt Productions, Inc. 100-200*
JCPenney 150
Redlands Christian Schools 100-150*
Becton Dickson Distribution 100
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15 *- Denotes an estimate of the number of employees
3.7 LAND USE
Land Use in the City of Redlands is guided by the General Plan, Zoning Laws, and Municipal Building Codes.
The Land Use element of the General Plan supports opportunities to create a cohesive and attractive image for each district and neighborhood. The City of Redland’s Land Use Plan includes three related parts: 1) description of allowed land uses; 2) overlay districts; and 3) the location of allowed land use.
Table 3.3 provides a summary of the permitted Land Uses and the maximum density.
Table 3.3- Land Use Categories
Land Use Maximum Density
Residential
Rural Living 0.2 dwelling unit/gross acre
Very Low 2.7 dwelling unit/gross acre
Low 6.0 dwelling unit/gross acre
Low Medium 8.0 dwelling unit/gross acre
Medium 15 dwelling units/gross acre
High 27.0 dwelling units/gross acre
Office, Commercial, Industrial
Office
General .40 Floor to Area Ratio
Downtown Redlands 2.0 Floor to Area Ratio
East Valley Corridor .90 Floor to Area Ratio
Commercial
General .30 Floor to Area Ratio
Downtown Redlands 2.0 Floor to Area Ratio
East Valley Corridor .60 Floor to Area Ratio
Industrial
General .45 Floor to Area Ratio
Downtown Redlands
East Valley Corridor 1.20 Floor to Area Ratio
Agriculture and Hillsides
Agriculture Single family residence; based on zoning
Hillside Conservation 1 dwelling unit/20 & 40 acres depending on slope Resource Preservation
Public and Open Space
Public/Institutional Between 1 dwelling unit/1 & 10 acres depending on slope Parks/Golf Course
Open Space
Planned Development (PD) Various
3.7.1 POTENTIAL LAND USE
The Land Use in the City of Redlands consists of the following categories: Agriculture; Commercial; Industrial; Office; Residential; Public/Institutional; Vacant; Parks; Open Space, and Recreational; and other (airport, utilities, parking lots, and water). As presented in the City of Redlands General Plan, the proposed distribution of the land uses within the City limits can be seen in Figure 3.9.
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16 Figure 3.9. General Plan Land Use Map
According to the City of Redlands General Plan, the breakdown of Land Use in the Planning Area (Figure
3.10) includes: Residential (30%); Vacant (23%); Parks, Recreation, and Open Space (14%); Agriculture (7%); Industrial (4%); Other (4%), Public/Institutional (3%); and Commercial (3%).
Figure 3.10- Land Use Distribution
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17 3.7.2 EXISTING LAND USE
While the General Plan Land Use illustrates potential buildout of the City, Figure3.11 depicts the current, existing Land Use within the city.
Figure 3.11- Existing Land Use Map
The LHMP, also leveraged information from the FEMA-sponsored San Bernardino County Essential Facilities Risk Assessment (SBEFRA) project. The SBEFRA project improved Hazus model default data to better reflect what was currently “on-the-ground” and use it for flood and earthquake loss estimation analysis (damage) and exposure assessment for wildfire. Table 3.6 presents the “improved” Hazus data for City of Redlands.
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18 Table 3.6- Improved Hazus Default Data- City of Redlands Building Stock Building
Count
Building Replacement
Value ($1,000)
Contents Replacement
Value ($1,000)
Building Sq. Ft.
(1,000 Sq. Ft.)
Residential 19,661 $4,586,535 $2,293,253 39,193
Commercial 790 $2,000,690 $2,077,158 20,969
Industrial 116 $154,116 $231,174 2,020
Other 524 $449,264 $219,703 2,817
TOTAL 21,091 $7,190,605 $4,821,288 64,998
Concrete 223 $572,025
Mfg Housing 1,039 $47,818
Precast Concrete 99 $388,399
Reinforced Masonry 398 $617,472
Steel 142 $264,195
URM 59 $73,705
Wood Frame (Other) 990 $1,406,583
Wood Frame (SFR) 18,141 $3,820,407
TOTAL 21,091 $7,190,605
3.7.3 DEVELOPMENT TRENDS
Limited incremental growth has occurred within the City of Redlands since the adopted 2015 LHMP. All development occurring over the past few years was constructed in accordance with all local land use, building codes, zoning, and environmental requirements, and applicable State and Federal regulations.
Because of the limited growth and rigorous project review over the past five (5) years, there have been no changes to the community’s vulnerability.
Because much of the City of Redlands has already been developed, no significant growth is anticipated over the next five (5) years. Projected development is expected to be for small infill and redevelopment projects, not of any significant scale. Many of these sites are concentrated in the East Valley Corridor and Transit Village areas. The City has prepared Specific Plan for both of these areas to ensure measured and safe development.
According to the 2035 General Plan, the projected population at buildout in the City of Redlands is 79,013 persons, with an additional 14,611 persons in the Sphere of Influence (SOI) outside the city’s current boundaries. Buildout projections in the 2035 General Plan only factor in the potential maximums based on Land Use and Zoning designations; it does not consider other factors that may limit growth (e.g., downturn in the economy, building material shortages, etc.). At full build-out by year 2035, the General Plan suggests that there may be the following additional types of development: 4,703 new residential structures (2,676 in the City and 2,027 in the SOI); up to 3,135,379 square feet of additional commercial development; up to 300,704 square feet of additional office development, up to 2,943,653 square feet of commercial/industrial development; up to 1,599,503 square feet of additional industrial development; and up to 115,815 square feet of additional public/institutional development. The new 2035 General Plan generally encourages new development to occur on infill lots in core areas of the city (e.g., the Transit
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19 Villages Concept), thereby trying to avoid unrestrained expansion or sprawl around the city’s periphery (such as new residential subdivisions in hillside, open space, and high fire hazard areas).
Whether the projections are realized or not, all future development proposed for the City of Redlands will continue to be reviewed to ensure compliance with all relevant land use and zoning regulations, building codes and fire codes, and environmental and engineering standards. Additionally, the LHMP will be referenced during the review of proposed development projectsto assess exposure (or risk) to community hazards. The LHMP will also serve as a reference for any suggested mitigation measures to reduce and/or eliminate risk from those hazards.
3.8 KEY ASSETS
A subset of the general building stock are key buildings the City will rely on when responding to and recovering from disaster events. Because of the role and importance of these facilities, the City needs to ensure the facilities are maintained and will be functional during and after disasters. Also, part of these key assets are systems and equipment used to perform certain functions and/or operations. The list of key assets includes, but are not limited to: Police Stations, Fire Stations, City Hall, Water facilities, Hospitals/Medical facilities, airports, Community Centers, Corporate Maintenance Yards, Library and, Schools. A list of Key Assets can be found in Appendix 5.
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20 4 CAPABILITY ASSESSMENT
The purpose of this section is to capture the different resources available to the City of Redlands in support of mitigation. In an effort to efficiently demonstrate these resources, the section has been organized by:
Personnel Resource; Mitigation Governance Resources; Technical Resources; and, Fiscal Resources.
4.1 PERSONNEL RESOURCES
This sub section demonstrates the City of Redlands capability to dedicate and/or assign, long-term or short-term, workforce to mitigation efforts. There are four (4) primary ways the City of Redlands can provide personnel resources: directly from the City of Redlands government workforce; through Contracts, through Volunteer organizations; through Mutual Aid; and, through Partnerships.
4.1.1 GOVERNMENT
The City of Redlands is a full service, general law city. The major services provided include: Police, Fire, Water, Wastewater, Solid Waste, Engineering, Public Works and Community Development. The City is governed by a five-member City Council, who also chair several Boards, Committees, and Commissions.
The City Council is support by the City Clerk’s Office, the City Treasurer, and the City Manager. The City Manager oversees the Office of the City Manager staff, Development Services, Management Services, Municipal Utilities & Engineering, Fire, Facilities and Community Services, and Police. The organization structure of the City of Redlands is depicted in Figure 4.1.
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21 Figure 4.1- City of Redlands Organizational Structure While each City department plays a role with regard to emergency Preparedness and Response, not all have a role in Mitigation. The City of Redlands has an established Emergency Management Division under the Fire Department. Below is a summary of the City departments and their role:
▪ Office of the City Manager- The Office of the City Manager oversees the city departments and administers the day-to-day operations of the city. The Office of The City Manager is responsible for maintaining and updating the City’s Administrative Policies and Procedures (CAPP) Manual.
The policies and procedures contained within CAPP Manual reflect not only the City’s values as an employer, but also convey the standards that the City has for its employee. The Office of Human Resources and Risk Management, Public Information Office, and Purchasing are also part of the Office of the City Manager.
• Office of Human Resources and Risk Management- The Office Human Resources and Risk Management supports the over 500 full and part-time employees to provide the highest quality of service to the local community. The Risk Management Division maintains a set of operating principles that serve as the foundation for how we interact with residents, colleagues, employees and other stakeholders.
• Public Information Office- The Public Information Officer (PIO) is responsible for the regular dissemination of public information about the City of Redlands to the media. The PIO hosts press conferences, writes press releases and articles for publication in magazines and newsletters and helps coordinate public events. The Public Information Officer also oversees
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22 the City’s Government Access cable TV channels 3 (Spectrum customers) and 35 (Verizon customers). The Public Information Office includes the Redlands TV video unit, which produces original programming regarding municipal services for Redlands TV • Purchasing- City of Redlands Purchasing Division serves as the central acquisition point for equipment and services. The Central Warehouse provides all types of commodities to all City departments. The Division is the sole authority for the purchase of supplies, services or equipment. This division also handles items declared as surplus for redistribution, sale or disposal per the City Municipal Code.
▪ Development Services- The Development Services Department provides quality service to customers through professionalism, integrity and the efficient use of resources. The Department endeavors to enhance and protect the urban and natural environment of the city helping to ensure that Redlands remains an ideal place to live and work. Functional divisions include:
Building and Safety; Economic Development; and, Planning. • Building & Safety- conducts building inspections, plan review and permit processing • Economic Development- business attraction and retention, workforce development and tourism promotion
• Planning- land development, application review, general plan, specific plan, long-range planning and historic preservation) as well as the administration of the Community Development Block Grant (CDBG) Program
▪ Management Services- The Management Services/Finance Department is comprised of the divisions of Finance, Revenue, Utility Billing Customer Service, Geographic Information Systems (GIS) and Innovation & Technology
• Finance Division- performs the functions of administration, accounting and budgeting, payroll, accounts payable and accounts receivable. Other responsibilities of the division include administration of all City related debts/bonds, preparation of regular financial analysis, responsibility for the annual budget process and spending oversight, performance of periodic internal audits of City operations, as well as coordination of the City’s annual audit and preparation of all related reports as required by law.
• Revenue- responsible for the collection of all fees, taxes and penalties owed to the city, safekeeping of the funds invested, and deposited in various financial institutions. • Utility Billing Customer Service- provides accurate and timely billing for water, wastewater, solid waste, street cleaning and household hazardous waste services. In addition to providing billing services, the Customer Service Division is a cross-functional team that provides assistance to customers for information on their utility bill. • Innovation & Technology- includes both the Information Technology (IT) and Geographic Information Systems (GIS)
▪ Municipal Utilities & Engineering- is organized into several divisions which include capital improvement engineering services, land development engineering, water and wastewater operations and maintenance and utility administration. Municipal Utilities & Engineering (MUED) plans, designs and constructs Redlands’ physical infrastructure for the residents and businesses in the City, making it a desirable place to live, work, and visit. MUED is responsible for delivering the following services to the City’s residents and businesses:
• Utility Operations: water production and distribution; non-potable water distribution; and wastewater collection, treatment, and disposal
• Engineering review and inspection of development proposals for compliance with State and City codes, standards, and other governmental requirements relating to land subdivisions, grading, drainage, and improvements within the City right-of-way
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23 • Management, rehabilitation, and replacement of infrastructure such as water mains, sewer mains, storm drains, streets, and traffic signals to provide reliable service to the community • Development and construction of new public facilities to protect and enhance Redlands’ livability
• Floodplain Management- administrators of the National Flood Insurance Program (NFIP) ▪ Fire- mission is to provide a safe, professional and courteous team that strives to exceed the expectations of the community and our organization. This mission requires our members to be part of a capable, aggressive, all-risk fire department that is focused on “Preserving the Past and Protecting the Future” of those we serve. The Fire Suppression & Operations Division of the Fire Department is responsible for putting out fires, emergency rescues and medical emergency response.
• Hazardous Materials Response Team- consists of eighteen (18) active members, with ten (10) members trained to the “Specialist” Level, and eight (8) members trained to the “Technician” Level. All trained personnel are also members of the San Bernardino County Inter-Agency Hazardous Materials Response Team, and respond countywide, through a countywide mutual aid agreement. Personnel maintain their skills by attending monthly training sessions.
Redlands is covered by the LEPC for California Region VI (CA05), located in Hemet. The City is a member of a Countywide Hazardous Materials Response Team. As a part of this, all City of Redlands Fire Department field employees are trained in Hazardous Materials First Responder Certifications. The Countywide team would provide a response if the level of hazard were above the certified level of City Staff. From there, the County Hazardous Materials response team would provide for the evacuation, mitigation and facilitation of cleanup efforts in the event of an accidental release of hazardous materials.
• Community Risk Reduction- Operating under the direction of the Fire Chief, and guided by the California Fire Code (CFC), the goal of the Fire Prevention Division is to safeguard the community from fire through programs ensuring adherence to fire regulations, public education, and mitigation.
• Emergency Management- Emergency Management coordinates all activities related to disaster planning, response, recovery and mitigation (Ord. 2639 § 1, 2006: Ord. 2485 § 3, 2002). The Emergency Management’s focus under mitigation is identifying, analyzing potential hazards, and recommending appropriate countermeasures. ▪ Facilities and Community Services- ensures residents, businesses and visitors enjoy City services and facilities including parks, recreation and senior services, trees, City-owned groves, solid waste removal and recycling, code enforcement, the maintenance of street lights, traffic signals and streets as well as oversight of the Downtown area, Redlands Municipal Airport and Hillside Memorial Park Cemetery. All services and support are coordinated under comprehensive Green Initiatives.
• Citrus Division- The City’s citrus operation operates as an enterprise fund. The revenue received from the harvesting of the crops is used to continue the care of maintenance of the groves. The City of Redlands owns 21 citrus groves throughout the city totaling 184 acres.
They include Valencia Oranges, Navel Oranges, Ruby Star Grapefruit, and Rio Grapefruit • Code Enforcement- The Code Enforcement Division is dedicated to enhancing the quality of life for the residents of Redlands by enforcing local Building, Zoning and Public Nuisance Ordinances. This Division is responsible for enforcing codes which address public health and safety issues, including regulations related to rubbish, garbage, specific nuisances, removal of vegetation, zoning, housing, dangerous buildings, and inoperable and unlicensed vehicles on
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24 private property. Enforcement actions are taken in response to requests for action received from residents.
• Solid Waste & Recycling Services- currently services over 20,000 customers for solid waste, green waste, food waste, and recycling services. The Solid Waste Division is seeking new technologies and services which will not only preserve our environment, but provide more efficient and economical collection, recycling, and disposal of waste materials, while meeting all health, safety, and regulatory requirements. In addition to this service, the Division also provides roll-off services for the entire City of Redlands. • Streets & Lights Division- provides general maintenance and repair of 314 miles of street, 90 miles of storm drains, 72 City-owned traffic signals, approximately 5,000 City-owned street lights and routine street sweeping services on public roadways within the City • Street Trees- maintains approximately 53,875 tree sites located within the City’s right-of-way.
The Trees Division, in partnership with the Redlands Street Tree Committee, is dedicated to the continued enhancement, maintenance, and care of this living asset. • Building Maintenance Division- performs both routine maintenance and emergency service for all City-owned facilities. The Division consists of three (3) full-time and one (1) part time positions and provides a wide range of building maintenance functions maintenance services to approximately 385,000 square feet of City facilities. The Division also administers contracts for various vendors to provide ongoing and/or specialized maintenance services. ▪ Police- dedicated to bolstering the public’s trust through accountability to high standards of performance, ethics, transparency, and professional conduct. Strives to serve the community in a fair and just manner.
• Community Services Bureau- reaches out to the residential and business communities to establish and maintain cooperative relationships that keep the City of Redlands a safe and enjoyable community
• Traffic Safety Unit- focuses on Traffic Education, Moving Violations, and Parking Citations. The Patrol Services Bureau is comprised of Patrol, Custody, and the Field Training and Evaluation Program
• Special Services Bureau- is comprised of the following specialized units: Investigations Unit, Multiple Enforcement Team (MET), Street Enforcement Team (SET), Crisis Negotiations Team, K-9 Unit, and the Special Weapons and Tactics (SWAT) Team • Support Services Bureau- offers a wide variety of services that provide a vital link between the community and public safety personnel within the Police Department and other law enforcement agencies
4.1.2 CONTRACTORS
The City of Redlands is able to hire contract employee. A contract employee is an individual retained by the City for a predetermined time and price. Benefits of hiring contract employees include:
▪ Ability to hire workers for short-term projects, on an as-needed basis ▪ Ability to hire highly skilled individuals for which there is no one in-house qualifications • usually little to no downtime as noticed with onboarding new staff ▪ Lower overhead operating costs
• do not need to pay taxes (social security, workers compensation) or provide benefits (unemployment, health, sick leave, vacation time, retirement or profit sharing) • usually do not need to provide office space or equipment Disadvantages of hiring contract employees include:
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25 ▪ May work for several employers simultaneously and may not be available when needed ▪ Integrating with City staff can be difficult because of remote working and unfamiliar with city organization and resources
4.1.3 VOLUNTEERS
The City of Redlands has the ability to leverage volunteer workers. A volunteer worker generally means anyone who agrees to work for free, California labor laws narrow in on a more specific definition of a volunteer. According to California Labor Code Section 1720.4, which defines volunteering in California labor law, an individual must perform services freely and without coercion for a civic, humanitarian or charitable purpose to be considered a volunteer. To legally volunteer, an individual must offer her services to a public agency or nonprofit organization. Businesses may not legally utilize volunteers.
California labor law permits the extension workers' compensation to volunteers during their time in service. Workers' compensation is a type of insurance that covers employees in the event of industrial accidents or occupational injury. Often, public agencies will grant volunteers insurance protection under workers' compensation to help encourage volunteering and avoid the potential for lawsuits. In order to be deemed an employee for workers' compensation, the organization -- whether public or private -- usually must declare a volunteer as such prior to an injury incident. Under the law, this declaration should be in writing through a resolution of the governing body of the organization or agency, such as its board of directors.
Unpaid internships are another volunteer opportunity the City can leverage, however, some criteria must be meet. California Labor Relations Department has provided some clarification regarding unpaid internships. Unpaid internships are a type of volunteering that is intended to provide educational opportunities -- and in some cases, school credit -- for volunteers. As of April 2010, the California Labor Relations Department applies six criteria based on federal law when determining the legality of an unpaid internship: 1) the experience must resemble those of vocational schools, 2) the experience is primarily for the benefit of the intern, 3) the intern does not displace a regular employee, 4) the intern's services provide no immediate advantage to the employer, 5) the intern is not entitled to a job at the end of his internship, and 6) both the employer and intern have a mutual understanding that no compensation is expected for the internship.
4.1.4 MUTUAL AID
The City of Redlands has several mutual aid agreements; most focused on emergency management. An emergency management mutual aid agreement defines and formalizes the arrangement to lend assistance across jurisdictional boundaries in situations that exhausted internal resources or there is a need for increased capabilities. Some of the City of Redlands mutual aid agreements are with the state of California. This enables the state to either request or fulfill requests for mutual aid from one region to another; enabling locals to maintain readiness in their region.
4.1.5 PARTNERSHIPS
The City of Redlands has the ability to enter into partnerships with surrounding cities and counties, and outside agencies, special districts, and companies. Partnerships are an arrangement where parties agree to cooperate to advance their mutual interests. In most cases partnerships are done through a
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26 Memorandum of Understanding (MOU) outlining the scope of work, the mission, and roles and responsibilities.
4.2 MITIGATION GOVERNANCE RESOURCES
There are a variety of governance directly related to or influence mitigation efforts. This governance generally falls under: 1) Laws, Regulations, Codes, and Ordinances; 2) Plans, Studies, and Reports; and, 3) Programs. While the intent is to capture City-level information, there are some state-level and/or countylevel information that has direct implications on the City. As can be expected, the City has greater ability revise, adjust, add, and remove governance to better reflect needs on governance it sponsors. The City regularly assess and evaluates the effectiveness of its governance and incorporates changes to help meet the intended goal. The City does provide input and comments on governance sponsored by other organizations but because the intended audience of the governance is usually greater than the City, it is not always incorporated. To ensure there is a comprehensive list of governance, relevant state-level and/or county-level information is also captured.
4.2.1 LAWS, REGULATIONS, CODES, AND ORDINANCES
Title: Senate Bill (SB) 379
Sponsor: State of California, Senate
Description: In 2017, the California State Senate approved Senate Bill (SB) 379 which requires the General Plan’s Safety Element to address climate adaptation and resilience strategies. This must be done after the next revision to the Local Hazard Mitigation Plan (LHMP) or by January 2022 if the city/county does not have a LHMP. If the jurisdiction has an approved and adopted LHMP it can be summarized and incorporated by reference into the Safety Element.
Title: Assembly Bill (SB) 477
Sponsor: State of California, Assembly
Description: In 2019, the California State Assembly approved Assembly Bill (AB) 477. AB 477 requires local jurisdictions (cities/counties) to include representatives from the access and functional needs population in the next update of the Emergency Plan. The primary focus areas include, but are not limited to:
emergency communications, emergency evacuations, and emergency sheltering.
Title: Assemble Bill (AB) 2140
Sponsor: State of California, Assembly
Description: In 2006, the California State Assembly approved Assembly Bill (AB) 2140. AB 2140 enables the state of California to provide greater than 75% of the eligible state share if a local jurisdiction (city/county) has an approved and adopted LHMP as part of the General Plan’s Safety Element.
Title: California Building Codes
Sponsor: State of California
Description: The City abides by and is governed by California 2010 Building Codes adopted in February 2014, including sections on electric, plumbing, mechanical, green, and residential requirements, standards and regulations.
Title: San Bernardino County Building Codes
Sponsor: San Bernardino County
Description: An amendment to Title 6 of the County of San Bernardino Building Code to adopt by reference the 2010 Editions of the California Building Standards Codes became effective on January 2011.
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27 Title: California Zoning Ordinance
Sponsor: State of California
Description: The City has adopted a Zoning Ordinances as part of the General Plan process. These ordinances regulate land use and map the official land use and hazard overlay districts, to include safety hazard and environmental protection areas.
Title: Model Water Efficient Landscape Ordinance
Sponsor: State of California
Description: Over the years, the State of California has been promoting water conservation for all new development within the State. In a drought-prone California, where approximately 60 percent of all residential water is used in landscape applications, California lawmakers have adopted such legislation as Assembly Bill (AB) 325 (1990), AB 2717 (2004), and AB 1881 (2006) that outline, and in some instances mandate, the practice of water conservation in landscape applications. As part of AB 325, the Department of Water Resources (DWR) prepare and promote the State’s first Model Water Efficient Landscape Ordinance (MWELO). In 2006, State lawmakers adopted AB 1881, which gave guidelines and timelines for revision of the State’s MWELO and mandated that every city, county, or other agency within the State of California adopt the State’s revised MWELO, or be in compliance with it through their own ordinance, by January 2010. San Bernardino County has adopted and revise Development Code Chapter 83.10 which sets forth landscaping and irrigation standards within the unincorporated areas of the County.
Title: Emergency Planning and Community Right-to-Know Act Sponsor: State of California
Description: The Emergency Planning and Community Right-to-Know Act (EPCRA) was created to help communities plan for emergencies involving hazardous substances. EPCRA has four (4) major provisions:
one (1) deals with emergency planning and three (3) deal with chemical reporting. EPCRA local emergency planning requirements (Sections 301 to 303) stipulate that every community in the United States must be part of a comprehensive emergency response plan. Facilities are required to participate in the planning process. State Emergency Response Commissions (SERCs) oversee the implementation of EPCRA requirements in each state.
Title: Hazard Mitigation Plan Ordinance
Sponsor: City of Redlands
Description: The City of Redlands has adopted Ordinances 2639 and 2485 that require the Emergency Management to be responsible for the development and update of the City of Redlands Emergency Multihazard Functional Plan and Hazard Mitigation Plan. Emergency Multi-hazard Functional 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. Both plans shall take effect upon adoption by resolution of the city council. (Ord. 2639 § 3, 2006: Ord. 2485 § 4 [5], 2002).
The City of Redlands Title 2 – Administration and Personnel Chapter 2.52.150 – Emergency Organization Ordinance 2639).
4.2.2 PLANS, REPORTS, STUDIES
Title: General Plan and Environmental Impact Report
Sponsor: City of Redlands
Description: All cities and counties in California are required to adopt a General Plan that lays out major policy goals. The General Plan includes elements, which are sections that address a variety of important topics. The element most closely related to Mitigation is the Safety and Hazardous Waste Element, which focuses on natural, technological, and other human caused hazards. The aim of the Safety and Hazardous Waste Element is to reduce the potential risk of death, injury, property damage, and economic and social
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28 dislocation resulting from fires, floods, earthquakes, landslides, and other hazards. The Safety and Hazardous Waste Element identifies all significant hazards and risks in a community and defines policies to mitigate and respond to those risks. In addition to ensuring that the General Plan incorporates information from the LHMP in to the Safety Element, the General Plan is also reviewed while producing the LHMP to ensure goals, objectives, and mitigation actions are compatible and in sync with each other.
Title: Emergency Operations Plan
Sponsor: City of Redlands
Description: all-hazard plan describing how the City will organize and respond to incidents. It is based on and is compatible with the laws, regulations, plans, and policies listed above. The Emergency Operations Plan (EOP) also addresses the integration and coordination of resources and activities with other Governmental Agencies, Special Districts, and private-sector partners.
Title: Transit Villages Specific Plan (Draft)
Sponsor: City of Redlands
Description: This Specific Plan provides a “road map” for the growth and change for the plan area until the year 2040. It is comprised of unique and customized standards that enable the City to shape or reshape its streets and public spaces and property owners to develop or redevelop their properties according to the vision of the Specific Plan. The Specific Plan area is generally bound to the west by Kansas Street, Redlands Boulevard, Alabama Street, and Tennessee Street; to the north by the I-10 Freeway, Colton Avenue, and Sylvan Boulevard; to the east by Judson Street; and the south by Citrus Avenue, Central Avenue, Redlands Boulevard, Olive Avenue, Brookside Avenues, Ash Street, Pine Avenue, Tennessee Street, and State Street.
Title: Drainage Master Plan
Sponsor: City of Redlands
Description: The Master Plan of Storm Drainage covers the City and adjacent areas that are tributary to the major regional flood control facilities that traverse through the City. The City of Redlands has a long history of flooding during moderate to severe storm events. One of the main causes for flooding is the lack of conveyance capacity in the historical channel of Mission Zanja (Zanja). The Zanja, formerly known as the Mill Creek Zanja, is a surface channel that flows from the Crafton Hills area, west to 9th Street, near downtown Redlands, where it transitions into a box culvert. The Zanja was built by the natives in 1819 as a water-supply, irrigation ditch, pulling flows from Mill Creek. Due to extensive flooding and development, the diversion of flow from Mill Creek was blocked. Nonetheless, the Zanja was never improved to convey local storm flows and the drainage area tributary to the 9th Street storm drain still produces flows that far exceed the capacity of the box culvert, causing extensive flooding through the downtown area.
Title: Strategic Plan: 2014-2017
Sponsor: City of Redlands
Description: Utilizing the City Council’s five (5) priority focus areas of Fiscal Accountability, Economic Development, Infrastructure, Land Resource Management, Safety and Community Services, the Strategic Plan highlights activities and accomplishments that City staff will complete in the coming three years.
Title: Existing Conditions Report
Sponsor: City of Redlands
Description: Part of the General Plan. Used to provide background information and technical analysis to inform the planning process. The report describes Redlands’ planning context and delves into the topics of land use and development; growth management; demographics and economics; community design; transportation and circulation; parks, recreation, and open space; historic resources; biological resources; hazards; public utilities and services; and noise.
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29 Title: Downtown Specific Plan
Sponsor: City of Redlands
Description: The plan’s primary goal is to support the economic vitality of Downtown Redlands, and it seeks to facilitate the development of financial, technical, professional and research-development offices and services Downtown, supported by retail, restaurants, entertainment, and cultural activities.
Downtown Specific Plan covers a larger area, including residential and civic areas in south Downtown. The plan also has a new emphasis on mixed-use and transit-oriented development, including guidelines to ensure compatibility with historic buildings. The plan identifies districts and corridors, and provides direction for vehicle and pedestrian circulation, and pedestrian-oriented street design.
Title: East Valley Corridor Specific Plan
Sponsor: City of Redlands
Description: aims to strengthen the local economy, attract major businesses, and result in the orderly and aesthetic development of industrial, commercial, and residential areas in the East Valley Corridor Specific Plan (EVCSP) plan area. The EVCSP plan area is composed of 4,350 acres adjacent to I-10 and I-210, and includes portions of the City of Redlands and the City of Loma Linda, as well as unincorporated area under jurisdiction of San Bernardino County (the “Donut Hole”) surrounded by the City of Redlands.
Title: Community Sustainability Plan
Sponsor: City of Redlands
Description: a conceptual framework for sustainability policy related to water conservation, green buildings, waste reduction, climate friendly purchasing, renewable energy, carbon emissions, land use.
Title: Economic Development Action Plan
Sponsor: City of Redlands
Description: identifies strategies to attract businesses to Redlands, retain and expand existing businesses, develop a skilled workforce, and market Redlands to visitors.
Title: Redlands Municipal Airport Master Plan
Sponsor: City of Redlands
Description: Plan in order to preserve investment in the airport, reflect community needs, attract airport tenants and users, preserve the environment, strengthen the economy, and ensure safety.
Title: Climate Action Plan
Sponsor: City of Redlands
Description: demonstrate how the City will comply with State of California’s Green House Gas (GHG) emission reduction standards. As a Qualified GHG Reduction Strategy, the CAP will also enable streamlined environmental review of future development projects, in accordance with the California Environmental Quality Act (CEQA)
Title: San Bernardino County Desert Area Groundwater Inventory and Atlas Sponsor: San Bernardino County Fire Department OES
Description: The San Bernardino County Desert Area Groundwater Inventory (DGI) and Atlas includes a database providing locational and water depth information for specific regions of the County that currently do not have a groundwater inventory. This DGI and Atlas provides information applicable for flood mitigation or ground water availability for usage during severe drought. The location and water depth in the inventory are important for an earthquake hazard analysis, if liquefaction potential exists.
California Department of Water Resources will give priority to local agencies with adopted groundwater management plans (SB1938 compliant), and which demonstrate collaboration with other local agencies in managing groundwater basins. County’s groundwater management ordinance satisfies this requirement.
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30 Title: Drainage Studies
Sponsor: San Bernardino County Public Works-Solid Waste Management Division Description: Drainage studies including review of upstream properties, site drainage area, potential upstream development, and site-specific development will help to mitigate damage from future storm events. San Bernardino County owns landfill sites, transfer stations and closed disposal sites where combined site property totals several hundred acres. Landfills and disposal site properties include acreage that has been constructed to design grades and may include improved drainage systems. Also, within most landfill and disposal site properties there are many acres of property that remain in its natural state including native vegetation and natural grades. During severe weather events both engineered areas and undisturbed areas are subject to erosion from storm run-off. The erosion can range from minor to severe depending on the storm event and amount of precipitation. Most sites where engineered drainage systems are in place hold up well experiencing only minor erosion and debris flow. However, during major storm events, runoff from native and unimproved areas carrying solids and debris flow may compromise downstream drainage systems and overwhelm system facilities.
Title: Mass Care and Shelter Plan Concept of Operations Sponsor: San Bernardino County Fire Department OES/ American Red Cross Description: Outlines the framework of a new one-stop shelter concept, Shelter Operations Compound (SHOC). It combines a shelter, a Local Assistance Center (LAC) and a Non- LAC Unit in one easy location.
Residents can access public information and referral services through the LAC, and then take a short walk to the Non-LAC Unit for communication, postal services, and other private organizations/business at little to no cost. The ConOps also helped to sync local resources, encourage local self-sufficiency, foster partnership between public and private agencies, and serve as a reference document for the region.
Title: Water Conservation Plan
Sponsor: City of Redlands
Description: Chapter 13.06 of the Redlands Municipal Code (RMC), provides guidance on how to reduce the nonessential use of water to conserve city water supplies, thereby minimizing the effect of a shortage of water supplies on city users. The water conservation plan here established is to: 1) protect the health, safety, and welfare of the citizens and property owners of the city; 2) assure the maximum beneficial use of city water supplies; and, 3) attempt to provide sufficient water supplies to meet the basic needs of human consumption, sanitation and fire protection.
4.2.3 PROGRAMS
The City of Redlands currently has the following mitigation programs to address the top hazards which are Flood, Wildfire, Earthquakes, Drought and Hazardous Material. It should be noted that some of these programs were listed under Mitigation Strategy section under the previous LHMP. However, because they are ongoing programs, they have since been removed from the Mitigation Strategy section and only captured here.
Title: Flood Programs
Sponsor: City of Redlands
Description: The City has implemented the Flood Control, ADA Ramps, Sidewalks, Trees and Parks (FAST) Program to inform the City of Redlands residents of funding needs for critical infrastructure and to solicit residents’ input regarding the preparation of a possible ballot measure to provide revenue to meet those needs. Community Outreach is done through CERT, Market night and Safety Fairs. There are also Pamphlets provided to residence on flood insurance, and flood preparedness. Redlands has committed to a variety of mitigation measures that will progressively lower flood insurance premiums for those
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31 residents whose properties are located within the floodplain and require the added level of insurance protection provided through the National Flood Insurance Program (NFIP). The City of Redlands has participated with the NFIP since 10/01/2007 and is a class 9. The City of Redlands sends out notifications to residents upon receipt of FEMA Letter of Map Revisions (LOMR) Letters. Residents that reside in flood prone zones are provided brochures about the NFIP. Public notices are published in the San Bernardino County Sun newspaper, Federal Register and Flood Hazard Mapping website. Our continued compliance include: community outreach, LOMR notifications, Flood Insurance brochure and provide FEMA Mapping tools and provide tools on City of Redlands website.
Title: Wildfire Program
Sponsor: City of Redlands
Description: The City has an on-going Vegetation Management and Weed Abatement Program to manage weeds and brush and provided the defensible space (100-foot clearance) for areas prone to wildfire due to high vegetation area.
Title: Earthquake/Geologic Hazard Program
Sponsor: City of Redlands
Description: Since 1982, the City of Redlands has participated in long term recovery programs for earthquakes, wildfires and floods. This program provides continued stability to sustain and continue infrastructure services.
Title: Drought Program
Sponsor: City of Redlands
Description: The City of Redlands is in the process of updating Ordinance 2151 Water Conservation Plan to address drought. The plan will implement a plan to conserve city water supplies, thereby minimizing the effect of a shortage of water supplies on city users.
Title: Hazardous Materials Program
Sponsor: City of Redlands
Description: The City of Redlands in coordination with the County of San Bernardino is providing an outreach program to limit the negative impacts associated with inappropriate discard of hazardous material into the environment. This outreach program will provide community awareness of how to dispose of the hazardous material. The outreach material will be provided at emergency preparedness fairs and fire safety fairs.
Title: Mass Care and Shelter Trailer/Cache Program
Sponsor: City of Redlands
Description: To increase Mass Care and Shelter capability of the county, grants from 2008-2009 Homeland Security Grant Program (HSGP) and 2009 Riverside Regional Urban Area Security Initiative (UASI) funded the Mass Care and Shelter Trailer/Cache Program. In December 2012, the program will have procured 36 trailers/caches equipped with mass care and shelter supplies, strategically placed throughout the County and ready for rapid deployment. It is expected to serve over 7,200 residents. In addition to enhancing the comfort levels of shelter residents, the program will produce standardized documents and protocols for procuring and maintaining Mass Care and Shelter trailers/caches. The City of Redlands obtained one of the 200 person trailers in December 2013.
Title: Disaster Council
Sponsor: City of Redlands
Description: In October 2013, the City of Redlands re-implemented its Disaster Council. The meetings are Chaired by the Mayor and Co-Chaired by the City Manager. Disaster Council meetings provide for
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32 communication and coordination between the public and private sectors in the City in analyzing and developing plans, projects, policies, and procedures for emergency operations.
Title: Community Emergency Response Team (CERT)
Sponsor: City of Redlands
Description: The City of Redlands recently re-implemented CERT training in October 2013. This three-day course will provide the citizens of Redlands the much-needed training to prepare in an event of emergency or a disaster. Currently, the city has 150 people trained in personal preparedness.
Title: Emergency Communications Group
Sponsor: City of Redlands
Description: This group is responsible for redundant emergency communications and provides supplemental communication assistance to City agencies in the event of a disaster, emergency, or other designated event. The Federal Communications Commission (FCC) in Part 97, Sub-part E of the Commission’s Rules provide for the Radio Amateur Civil Emergency Service (RACES). The purpose of RACES is to provide communication support to government during periods of local, regional or national emergency.
4.3 TECHNICAL RESOURCES
4.3.1 PROFICIENCIES AND EXPERTISE
The City of Redlands has many proficiencies and expertise that can be leveraged in support of mitigation efforts. In addition to public safety and fire suppression capabilities, the City has access to staff with skills in Engineering/Construction, Planning, Environmental, Project/Grant Management, Economic Development, Debris Removal, HazMat Response, and Water resources.
4.3.2 TECHNOLOGY
As with many jurisdictions, the City of Redlands has been increasing its technology capabilities. This includes providing secure platforms to store and access information, means of ensuring continuity of government, and general technical support. A significant capability available to support mitigation efforts is the establishment of the Geographic Information Systems (GIS) group. GIS is a computer system for capturing, storing, checking, and displaying data related to positions on Earth’s surface. By relating seemingly unrelated data, GIS can help individuals and organizations better understand spatial patterns and relationships. The GIS group is able to analyze and generate reports of critical data (land use, built environment, natural environment), able to demonstrate potential ramifications of actions or events, and generate graphic representation of results.
4.3.3 COMMUNICATIONS
The City of Redlands has several platforms to communicate with staff, surrounding jurisdictions, and the general public. In addition to the standard methods (telephone/cell phones, emails), the City has inoperable communication capabilities (radio communications and satellite communications). In addition to the above, 2-way communications platforms, there are several “push” platforms that can be used.
These consist of television, broadcast radio, websites, and social media (Facebook, Twitter, Instagram, Nextdoor).
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33 The City of Redlands Emergency Notification System will communicate emergency and other urgent messages to residents and community members within Redlands. The system uses both text and voice messages to keep residents and community members in Redlands informed in case of emergencies that affect areas in which they live or work. With this information, residents and businesses can make arrangements to help ensure the safety of family members, employees, pets, and property in the event of fires, floods, earthquakes, or other types of disasters. In the event of an emergency, residents and community members will receive a message with the latest information and safety instructions. The system is programmed to know whether or not the message has been delivered to a person, recorded to voicemail, or was not delivered due to a telephone system error. The system will continue to attempt to deliver its message until the message is successfully delivered to a person, or until the message expires.
The system utilizes the area's 9-1-1 database, provided by the local telephone company, and thus is able to contact land-line telephones whether listed or unlisted.
4.4 FISCAL RESOURCES
The financial resources of the City of Redlands are allocated to and accounted for in various funds based upon the purposes for which the funds are to be spent and the means by which spending activities are controlled. The varies funds include: Governmental Funds; Proprietary Funds; and, Fiduciary Funds. ▪ Governmental Funds- used for most of city governmental functions. There are four (4) types of Governmental Funds: General Fund; Special Fund; Debt Services Fund; and, Capital Project Funds. • General Fund- the operating fund used to account for all activities, expect those requires to be accounted for in another fund
• Special Fund- used for proceeds of specific revenue sources that are restricted to expenditures of special purposes
• Debt Services Fund- used for accumulation of resources and the payment of principal, interest and related costs of general long-0term debt
• Capital Project Funds- used for resources for the acquisition or construction of major capital facilities
▪ Proprietary Funds- used for government’s business-type activities. These funds recover the cost of providing services through fees and charges on those who use their services. There are two (2) types of Proprietary Funds: Enterprise Funds, and, Internal Services Funds. • Enterprise Funds- used for services provided primarily to external customers and legal requirements or management policy required services, including capital, be fully recovered through fees and charges
• Internal Services Funds- used for services provided to other funds, departments, or agencies of the government. Costs are allocated to the benefitting funds in the form of fees and charges in order to recover the full cost of providing services ▪ Fiduciary Funds- used for assets held in a trustee or agency capacity for outside parties, including individuals, private organizations and other government.
4.4.1 GOVERNMENT FUND
The primary account under the Government Fund is the General Fund. Reallocation of the General Fund is the main source of funds the City can access to implement mitigation projects. The following figure from the Comprehensive Annual Financial Report (CARF) illustrate where the City of Redlands General Funds come from and how the General Fund money is spent (Figure 4.2).
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34 LOCAL HAZARD MITIGATION PLAN
35 Figure 4.2- City of Redlands General Fund Allocation According to the CARF, by the end of June 2019, the total fund balance reported for the general fund was $39,647,517, an increase of $3.9 million, or 10.9%, from the prior year fund balance of $35,734,630. As a measure of the General Fund’s liquidity, it can be useful to compare the total fund balance to total fund expenditures, which indicates that fund balance is 59.3% of general fund expenditures, however only $17,654,773 of the $39.6 million fund balance is unassigned. The unassigned fund balance of $17.7 million, together with the $8.3 million fund balance committed to stabilization arrangement (contingencies), is the only portion of fund balance readily available for spending and represents 39.1% of general fund expenditures. Total general fund expenditures this year were $66.3 million, which is 4.9% greater than the prior year amount of $63.3 million, and total General Fund revenues was $72.6 million, or 5.8% greater than the prior year amount of $68.6 million.
4.4.2 PROPRIETARY AND FIDUCIARY FUNDS
Other means to implementing mitigation projects is the utilization of Proprietary and Fiduciary Funds.
While there are a variety of options that the City may be able to access under these funds, the primary funds will be those secured through project grants, such as the FEMA Hazard Mitigation Assistance (HMA) programs- Hazard Mitigation Grant Program- HMGP, Flood Mitigation Assistance- FMA, or Building Resilient Infrastructure and Communities- BRIC (formerly, the Pre-Disaster Mitigation- PDM program).
Currently, other than the grant to fund the update of this LHMP, the City has not received any FEMA HMA grants over the past five (5) years.
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36 5 HAZARD ASSESSMENT
5.1 OVERVIEW
The purpose of this section is to capture the approach used by the City of Redlands LHMP Planning Team to identify and prioritize (screen) hazards in its community. This is an important step to ensure all potential hazards are considered and relevant hazards ranked as to the greatest concern within the community.
This section also presents relevant information (profiles) on each hazard in the community. The “Hazard Profiles” provide a description of the hazard, the location and/or extent of the hazard within the community, the history of the hazard within the community, the probability of the hazard occurring in the community, and a discussion of any considerations needed due to changing conditions (i.e., climate). This information was referenced when prioritizing hazards.
5.2 HAZARD IDENTIFICATION
The Planning Team went through an extensive effort to identify all of the hazards present in the community. The Planning Team started with the list of hazards in the City of Redlands 2015 LHMP and augment the list as necessary. This augmentation considered adding, removing, and renaming of hazards to create a list of all potential hazards in the community. The Planning Team utilized several external resources to ensure they were considering all potential hazards. These resources included the State of California HMP (2018), the San Bernardino County OA LHMP (2017), and several other surrounding community LHMPs (i.e., Colton, Loma Linda, Yucaipa). This helped the Planning Team understand statewide, countywide, and surrounding area hazard concerns. Each hazard identified in the external resources were reviewed and considered by the Planning Team. After careful review and consideration, the Planning Team identified the following hazards for inclusion in the City of Redlands LHMP update:
▪ Aircraft Accident/Incident
▪ Civil Disturbance
▪ Dam Breach
▪ Drought
▪ Earthquake
▪ Energy Shortage/Power Outage
▪ Extreme Temperature
▪ Flood
▪ Hazardous Material Accident
▪ Infectious Disease
▪ Infestation
▪ Landslide
▪ Technology Disruption
▪ Terrorism
▪ Train Accident/Incident
▪ Wildfire
▪ Windstorm
As a note, no hazards from the City of Redlands 2015 LHMP were removed, however, the Planning Team added four (4) new hazards: aircraft accident/incident, civil disturbance, technology disruption, and train
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37 accident/incident. It is also important to note that the Planning Team did revise the name and description of some hazards to provide more clarity and understanding of the hazard. This step also led to separating and creating distinct individual hazards (i.e., Power Outage/Excessive Heat). The changes to the hazard descriptions and other relevant hazard information are captured under sub section 5.4- Hazard Profiles.
5.3 HAZARD SCREENING AND PRIORITIZATION
After the list of hazards was identified, the Planning Team went through a process to prioritized (screened) the hazards to determine which hazards created the greatest concern in the community. The Planning Team utilized the same non-numerical ranking system that was implemented during the last update to the City of Redlands LHMP. This process consists of generating a qualitative ranking, High, Medium, or Low rating for: 1) Probability; and, 2) Impact from each hazard. As part of this process, the following criteria (definitions) were applied:
▪ Probability
High: (Highly Likely/Likely) There may or may not have been historic occurrences of the hazard in the community or region but experts feel that it is likely that the hazard will occur in the community. Citizens feel that there is a likelihood of occurrence.
Medium: (Possible) There may or may not have been a historic occurrence of the hazard in the community or region but experts feel that it is possible that the hazard could occur in the community. Citizens may feel that there is a likelihood of occurrence.
Low: (Unlikely) There have been no historic occurrences of the hazard in the community or region and both experts and citizens agree that it is highly unlikely that the hazard will occur in the community.
▪ Impact
High: (Catastrophic/Critical) Both experts and citizens feel that the consequences will be significant in terms of building damage and loss of life.
Medium: (Limited, but not insignificant) Consequences are thought to be modest in terms of building damage and loss of life, limited either in geographic extent or magnitude.
Low: (Negligible) Consequences are thought to be minimal in terms of building damage and loss of life, limited either in geographic extent or magnitude.
After each hazard was ranked using the above criteria, the results were displayed in a graph to assist the Planning Team validate the results (Figure 5.1). The Planning Team determined all hazards falling within the gray-colored boxes were Tier I priority hazards, those within the blue-colored boxes were Tier II priority hazards, and those within the white-colored boxes were Tier III priority hazards. The higher priority hazards (Tier I and Tier II), reflect those hazards the Planning Team determined the community should focus on over the next five (5) years. This does not mean that the community will not address the lower priority hazards. It means if resources are limited (i.e., funding, staffing), the primary focus will be on the higher priority hazards.
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38 Figure 5.1- Hazard Prioritization Matrix
Impact
High Medium Low
Probability
High
• Energy Shortage/Power
Outage
• Wildfire
• Windstorm
Medium
• Earthquake
• Flood
• Infectious Disease
• Aircraft
Accident/Incident
• HazMat Accident
• Civil Disturbance
• Landslide
• Train Accident/Incident
• Drought
• Infestation
• Extreme Temperature
Low
• Technology Disruption • Terrorism
• Dam Breach
5.4 HAZARD PROFILES
The Hazard Profiles include the incorporation of all new information, material, and reports to better help the Planning Team and the community understand the hazard. The hazards are organized alphabetically by the priority screening ranking (i.e., Tier I, Tier II, and Tier III). The hazards assessed by the Planning Team are summarized below:
5.4.1 TIER I
The hazards, in alphabetical order, under Tier I include: Earthquake; Energy Shortage/Power Outage; Flood; Infectious Disease; Wildfire; and, Windstorm
5.4.1.1 EARTHQUAKE
▪ Ranking- Probability- Medium; Impact- High
▪ Description
An earthquake is caused by a release of strain within or along the edge of the Earth's tectonic plates, producing ground motion, surface fault rupture, and secondary hazards such as ground failure. For hundreds of millions of years, the forces of plate tectonics have shaped the Earth as the huge plates that form the Earth's surface move slowly over, under, and past each other. Sometimes the movement is gradual. At
other times, the plates are locked together, unable to release the accumulating energy. When the accumulated energy
grows strong enough, the plates break free causing the ground to shake. Most earthquakes occur at the boundaries where the plates meet; however, some earthquakes occur in the middle of plates.
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39 The severity of the shaking increases with the amount of energy released, decreases with distance from the causative fault or epicenter, and is amplified by soft soils. After just a few seconds, earthquakes can cause massive damage and extensive casualties. A fault is a fracture between blocks of the earth’s crust where either side moves relative to the other along a parallel plane to the fracture.
There are three (3) different types of earthquake faults: 1) Normal, 2) Thrust; and, 3) Strike-slip. Normal fault and Thrust faults are examples of dip-slip faults. Dip-slip faults are slanted fractures where the blocks mostly shift vertically. If the earth above an inclined fault moves down, the fault is called a normal fault, but when the rock above the fault moves up, the fault is called a reverse (or trust) fault. Thrust faults have a reverse fault with a dip of 45° or less.
Normal Fault Thrust Fault
Strike-slip faults are vertical or almost vertical rifts where the earth’s plates move mostly horizontally.
From the observer’s perspective, if the opposite block looking across the fault moves to the right, the slip style is called a right lateral fault; if the block moves left, the shift is called a left lateral fault.
Strike-slip Fault
The effect of an earthquake on various locations throughout the felt area is called the intensity. The intensity scale consists of a series of certain key responses such as people awakening, movement of furniture, damage to chimneys, and total destruction of property. The scale currently used in the United States is the Modified Mercalli Intensity (MMI) Scale (Table 5.1). It was developed in 1931 by the American seismologists Harry Wood and Frank Neumann. This scale is composed of increasing levels of intensity designated by Roman numerals that range from imperceptible shaking (MMI I) to catastrophic destruction (MMI X). It does not have a mathematical basis; instead, it is an empirical scale based on observed effects.
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40 Table 5.1- Modified Mercalli Intensity (MMI) Scale
Intensity Shaking Description
I Not Felt Not felt except by a very few under especially favorable conditions.
II Weak Felt only by a few persons at rest, especially on upper floors of buildings III Weak Felt quite noticeably by persons indoors, especially on upper floors of buildings. Many people do not recognize it as an earthquake. Standing motor cars may rock slightly.
Vibrations similar to the passing of a truck. Duration estimated IV Light Felt indoors by many, outdoors by few during the day. At night, some awakened. Dishes, windows, doors disturbed; walls make cracking sound. Sensation like heavy truck striking building. Standing motor cars rocked noticeably.
V Moderate Felt by nearly everyone; many awakened. Some dishes, windows broken. Unstable objects overturned. Pendulum clocks may stop
VI Strong Felt by all, many frightened. Some heavy furniture moved; a few instances of fallen plaster. Damage slight
VII Very
Strong
Damage negligible in buildings of good design and construction; slight to moderate in well-built ordinary structures; considerable damage in poorly built or badly designed structures; some chimneys broken
VIII Severe Damage slight in specially designed structures; considerable damage in ordinary substantial buildings with partial collapse. Damage great in poorly built structures. Fall of chimneys, factory stacks, columns, monuments, walls. Heavy furniture overturned IX Violent Damage considerable in specially designed structures; well-designed frame structures thrown out of plumb. Damage great in substantial buildings, with partial collapse.
Buildings shifted off foundations
X Extreme Some well-built wooden structures destroyed; most masonry and frame structures destroyed with foundations. Rails bent
However, most people are familiar with the Richter scale, a method of rating earthquakes based on the amplitude of seismic waves - an indirect measure of energy released (Table 5.2). The Richter scale is logarithmic. Each one-point increase corresponds to a 10-fold increase in the amplitude of the seismic shock waves and a 32-fold increase in energy released. For example, an earthquake registering magnitude
7.0 on the Richter scale releases over 1,000 times more energy than an earthquake registering magnitude
5.0. It should be noted that while an earthquake may have many intensity values across the impacted area, there is just one Richter magnitude associated with each event.
Table 5.2 Richter Scale
Magnitude Earthquake Effects
0-1.9 Micro- Not felt by people
2.0-2.9 Minor- Felt by few people
3.0-3.9 Minor- Felt by some people, inside objective can be seen shaking
4.0-4.9 Light- Felt by most people, inside object shake and fall
5.0-5.9 Moderate- Felt by everyone, damage and possible collapse of unreinforced buildings
6.0-6.9 Strong- Felt by everyone, widespread shaking/damage, some buildings collapse
7.0-7.9 Major- Felt by everyone, widespread shaking/damage, many buildings collapse
8.0 or greater Great- Felt by everyone, widespread shaking/damage, most buildings collapse
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41 Ground shaking and ground deformation (i.e., surface fault rupture, landslides, and liquefaction) are the specific hazards associated with earthquakes. The severity of these hazards depends on several factors, including soil and slope conditions, proximity to the fault, magnitude, and the type of earthquake. • Ground Shaking- Ground shaking is the motion felt on the earth's surface caused by seismic waves generated by the earthquake. It is the primary cause of earthquake damage. The strength of ground shaking depends on the magnitude of the earthquake, the type of fault, distance from the epicenter (where the earthquake originates), and local soil conditions. Soils and soft sedimentary rocks near the earth's surface can amplify earthquake ground shaking.
Amplification increases the magnitude of the seismic waves generated by the earthquake.
The amount of amplification is influenced by the thickness of geologic materials and their physical properties. Buildings and structures built on soft and unconsolidated soils can face greater risk. Amplification can also occur in areas with deep sediment filled basins and on ridge tops. Peak Ground Acceleration (PGA) is a measure of the strength of ground shaking.
Larger PGAs result in greater damage to structures. PGA is used to depict the risk of damage from future earthquakes by showing earthquake ground motions that have a specified probability (10%, 5%, or 2%) of being exceeded in 50 years return period. These values are often used for reference in construction design, and in assessing relative hazards when making economic and safety decisions.
• Surface Fault Rupture- As previously mentioned, the sudden sliding of one part of the earth’s crust past another releases the vast storage of elastic energy in the rocks as an earthquake.
The resulting fracture is known as a fault, while the sliding movement of earth on either side of a fault is called fault rupture. Fault rupture generally begins below the ground surface at the earthquake hypocenter, typically between three and ten miles below the ground surface in California. If an earthquake is large enough, the fault rupture will reach the ground surface (referred to as “surface fault rupture”), wreaking havoc on structures built across its path.
Structures built across the fault are a risk of significant damage from surface fault rupture. In California, the 1972 Alquist-Priola Earthquake Fault Zoning Act prohibits the siting of most structures for human occupancy across traces of active faults that constitute a potential hazard to structures from surface faulting. Recent large earthquakes in Turkey and Taiwan have shown that few structures built across the surface traces of faults can withstand the large displacements that may occur during an earthquake. • Landslides- Earthquake-induced landslides are secondary earthquake hazards that occur from ground shaking. They can destroy the roads, buildings, utilities, and other critical facilities necessary to respond and recover from an earthquake. Many communities in Southern California have a high likelihood of encountering such risks, especially in areas with steep slopes. (NOTE: while mentioned here, landslides are covered under a separate hazards) • Liquefaction- Liquefaction is the phenomenon that occurs when ground shaking causes loose, saturated soils to lose strength and act like viscous fluid. Liquefaction causes two types of ground failure: lateral spread and loss of bearing strength. Lateral spreads develop on gentle slopes and entail the sidelong movement of large masses of soil as an underlying layer liquefies. Loss of bearing strength occurs when the soil supporting structures liquefy, causing the structures to settle, resulting in damage and, in some cases, collapse.
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42 ▪ Location and Extent
As noted by the California Geological Survey, California is divided into eleven (11) geomorphic provinces.
California's geomorphic provinces are naturally defined geologic regions that display a distinct landscape or
landform. Each region displays unique, defining
features based on geology, faults, topographic relief
and climate. These geomorphic provinces are
remarkably diverse. They provide spectacular vistas
and unique opportunities to learn about earth's
geologic processes and history. These geomorphic
provinces each have the potential to create significant earthquakes and associated hazards. The City of
Redlands is located in a high seismic activity zone in the Transverse Range geologic province. The Transverse
Ranges are an east-west trending series of steep
mountain ranges and valleys. The east-west structure
of the Transverse Ranges is oblique to the normal
northwest trend of coastal California, hence the name "Transverse." The province extends offshore to include San Miguel, Santa Rosa, and Santa Cruz islands. Its eastern extension, the San Bernardino Mountains, has been displaced to the south along the San Andreas Fault. Intense north-south compression is squeezing the Transverse Ranges. As a result, this is one of the most rapidly rising regions on earth. Great thicknesses of Cenozoic petroleum-rich sedimentary rocks have been folded and faulted, making this one of the important oil-producing areas in the United States.
The more significant faults within the region include the San Andreas Fault, the San Jacinto Fault, and the Crafton Hills Fault Zone. The City of Redlands is geographically located between active traces of the San Andreas Fault located to the northeast of the City, and the San Jacinto Fault located to the southwest of the City, with the Crafton Hills Fault Zone located southeastern of the city (Figure 5.2). The San Jacinto Fault forms the southwestern boundary of the San Bernardino Valley and intersects the City of Redlands at its southwest corner. The fault zone extends approximately 120 miles in distance from its point of origin in the San Bernardino Valley at the San Andreas Fault. The formation of this juncture exists within the geographical location of the Devore Pass. The southernmost section of the zone travels northwest of El Centro. The San Bernardino segment of the San Andreas Fault is located to the east of the City of Redlands.
This 50 km segment is considered to be “the currently active segment of the San Andreas fault system to the northwest of Gorgonio Pass”. The Crafton Hills Fault Zone is a series of normal faults, each about 10 km in length or less, located just to the east of the City of Redlands, between the San Jacinto and San Andreas Faults.
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43 Figure 5.2- Earthquake Fault Zones in the Vicinity of the City of Redlands Figure 5.3 depicting the liquefaction susceptibility areas in the vicinity of the City of Redlands. There are considerable areas of Very High and High liquefaction susceptibility in areas of sandy soil associated with the Santa Ana River, the Mission Zanja, and San Timoteo Creek, but the City of Redlands is located within an area of Low landslide susceptibility.
Figure 5.3- Liquefaction Susceptibility in the Vicinity of the City of Redlands ▪ History
There are 45 states and territories in the United States at “moderate” to “very high” risk from earthquakes, and they are located in every region of the country. California experiences the most frequent damaging earthquakes; however, Alaska experiences the greatest number of large earthquakes—most located in uninhabited areas. The largest earthquakes felt in the United States were along the New Madrid Fault in Missouri, where a three-month long series of quakes from 1811 to 1812 included three quakes larger than a magnitude of 8 on the Richter scale. These earthquakes were felt over the entire Eastern
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44 United States, with Missouri, Tennessee, Kentucky, Indiana, Illinois, Ohio, Alabama, Arkansas, and Mississippi experiencing the strongest ground shaking.
Historical and geological records show that California has a long history of seismic events (a list of significant earthquakes can be found in Appendix 5). In California, movement between the North American and the Pacific tectonic plates manifest primarily along a region known as the San Andreas Fault system. Experts believe the San Andreas Fault is capable of producing an earthquake of magnitude 8.0+ over the next few years. The San Andreas Fault is considered the “Master Fault” because it has frequent (geologically speaking), large earthquakes, and it controls the seismic hazard in southern California. Faults in the San Andreas Fault zone that passes through Los Angeles County are part of the very active southern segment. This segment includes historically active, active, potentially active, and inactive faults.
Southern California area has experienced several earthquakes, two very large earthquakes, the Fort Tejon in 1857 (M7.9) and the Owens Valley in 1872 (M7.6) are evidence of the tremendously damaging potential of earthquakes in Southern California. The Fort Tejon earthquake surface rupture broke the portions of the central and southern segments of the San Andreas Fault system (Cholame, Carrizo, and Mojave segments), resulting in displacements of as much as 27 feet (9 meters) along the rupture zone. These fault segments are thought to have an incident recurrence interval of between 104 and 296 years. The most recent significant earthquake event affecting the region was the Northridge Earthquake. At 4:31 A.M. on Monday, January 17, 1994, a very damaging earthquake with a magnitude of 6.7 struck the San Fernando Valley. In the following days and weeks, thousands of aftershocks occurred, causing additional damage to affected structures. Effects of the earthquake were felt north into Ventura County, south in Orange County, and east into Riverside and San Bernardino Counties.
In June of 1992, the M7.3 Landers Earthquake ruptured 85 km (53 miles) along a series of faults in a roughly contiguous fault system, including the Johnson Valley, Landers, Homestead Valley, Emerson and Camp Rock faults. Strong shaking was felt in the City of Redlands. The largest aftershock of the Landers earthquake was the M6.4 Big Bear Earthquake, which caused damage and landslides in the Big Bear area.
Declared as Disaster FEMA-947-DR CA, these earthquakes resulted in structural damage to many residential dwellings in Redlands, including chimneys and foundation slippage. Other significant earthquake events in the region included:
• Newport-Inglewood Earthquake, 6.4m (1933)- 120 deaths, over $50 million in damage • San Fernando (Sylmar) Earthquake, 6.5m (1971)- 65 deaths, over $500 million in damage • Whittier Narrows Earthquake 5.9m (1987)- 8 deaths, over $358 million in damage • Sierra Madre Earthquake 5.8m (1991)- 2 deaths, over $40 million in damage • Chino Hills Earthquake 5.4m (2008)- no casualties and only minor damage • City of Los Angeles Earthquake 4.7m (2009)- no casualties and minor to moderate damage • El Mayor Cucapah Earthquake 7.2m (2010)- major damages to the area and Imperial County • Calimesa 4.1m (2011)- no casualties and minor to moderate damage • La Habra Earthquake 5.1m (2014)- no casualties and minor to moderate damage • Fontana Earthquake 4.4m (2014)- no casualties and minor to moderate damage • Running Springs 4.6m (2014)- no casualties and minor to moderate damage • Fontana 4.2m (2015)- no casualties and minor to moderate damage • Big Bear Lake 4.0m (2015)- no casualties and minor to moderate damage • Muscoy 4.4m (2015)- no casualties and minor to moderate damage
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45 • Banning 4.4m (2016)- no casualties and minor to moderate damage • Cabazon 4.5m (2017)- no casualties and minor to moderate damage • Big Bear 3.5m (2018)- no casualties and minor to moderate damage • Trona (2019)- no casualties and minor to moderate damage • Ridgecrest 7.1m (2019)- no casualties and minor to moderate damage Figure 5.4 displays historical epicenters of historical earthquakes located in southern California since 1568.
Figure 5.4- Historical Earthquakes in Southern California since 1568 ▪ Probability
Earthquakes strike suddenly, without warning. Earthquakes can occur at any time of the year and at any time of the day or night. On a yearly basis, 70 to 75 damaging earthquakes occur throughout the world.
Recent estimates of expected annualized earthquake loss for the U.S. totals $5.3 billion per year, with 66% ($3.5 billion) concentrated within the State of California, and $397 million in Riverside and San Bernardino Counties (FEMA, 20081).
The probability of a significant (M6.7 or greater) earthquake occurring in Southern California in the next 30 years has been estimated to be 97% by the 2007 California Working Group on Earthquake Probability, as shown in Figure 5.5. California Area 30-Year Earthquake Probabilities. (USGS Open-File Report 2007- 1437).
1 “HAZUS®MH Estimated Annualized Earthquake Losses for the United States”, FEMA 366, April, 2008.
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46 Figure 5.5- California Area 30-Year Earthquake Probabilities ▪ Climate Change Considerations
To date, no credible evidence has been provided that links climate to earthquakes. However, climate and weather does play a significant role in the response and recovery from earthquakes. Effects from climate change could create cascading complications and impacts.
5.4.1.2 ENERGY SHORTAGE/POWER OUTAGE
▪ Ranking- Probability- High; Impact- High
▪ Description
For the purposes of this LHMP, Energy Shortage/Power Outage hazards are confined to rolling blackouts or brownouts and Public Safety Power Shutdown (PSPS) events. While some accidents can cause energy shortage/power outage, they are usually smaller, localized events and are not part of this assessment.
Additionally, Energy Shortage/Power Outage hazards can be consequences from other events. These energy shortage/power outage consequences are discussed under the primary hazard event (high winds, wildfire, earthquake). A brownout is a partial, temporary reduction in total system capacity, while a blackout is a complete interruption in power. A brownout is caused by high electricity demand that is near or above a utility’s production capacity. When this occurs, the utility may reduce the flow of electricity to certain areas to prevent a blackout. The state of California has also implemented “Flex Alerts” to bring awareness to times in which supply and demand of power could become an issue. A blackout is a largescale service interruption that can happen as a result of severe weather or equipment failure at power plants. There are several factors that can play into energy shortage/power outage: 1) increased demand within the city; and, 2) increased demand elsewhere. Because Southern California Edison is part of the
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47 western power grid, increases in other parts in the west region could curtail the energy available to the City.
PSPS events are initiated by power utility companies and are implemented in response to severe weather events. The purpose is to mitigate the increased fire risk during “red flag” weather conditions. Red flag weather conditions include: high winds, low humidity, and high temperatures. By shutting off power, the utility companies are ensuring that electrical equipment, which can arc and spark, during severe events, will not exacerbate or start a fire.
▪ Location and Extent
An Energy Shortage/Power Outage events can occur throughout the entire City. ▪ History
Southern California has experienced a population growth over the years. This coupled with changes to daily life styles (heavier reliance on power) and changing weather patterns have contributed to a higher demand for power over recent years. Because of this, the City of Redlands, like other parts of California, have had energy shortage/power outage events related to the failure of the statewide or regional systems not being able to meet demand. The Energy Shortage/Power Outage events usually occur during the warmer summer months and have lasted for a few hours and in some cases days. Recently, the City has experienced several Energy Shortage/Power Outage events due to the power company’s implementing PSPS events in response to Red Flag weather conditions. Similar to the power outage during the summer months, these PSPS energy shortage/power outage are relativity short in duration. ▪ Probability
There are no studies that predict the probability of Energy Shortage/Power Outage events; however, it is expected that there is a higher probability of events occurring during the warmer summer months and during Red Flag (high temperatures, low humidity, high wind) events. ▪ Climate Change Considerations
Climate can play a significant role in Energy Shortage/Power Outage events. As temperatures rise due to changing conditions, it will have significant impacts on energy supply and demand. Additionally, changing climate conditions can create more Red Flag events, causing the power companies to consider to turn off power to lessen the potential fire threat.
5.4.1.3 FLOOD
▪ Ranking- Probability- Medium; Impact- High
▪ Description
A flood is a temporary condition (short-duration or long-duration) of partial or complete inundation on land that is normally dry. This condition is generally caused by precipitation (i.e., rainfall). Several factors determine the severity of floods, including rainfall intensity and duration, antecedent moisture conditions, surface permeability, and geographic characteristics of the watershed such as shape and slope. Other causes of flooding can include a ruptured dam or levee, rapid ice or snow melting in the mountains, underengineered infrastructure, or even a poorly placed beaver dam can overwhelm a river or channel and send
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48 water spreading over adjacent land or floodplains. According to FEMA, there are several different types of floods and under some there are subtypes. The flooding types and subtypes include:
• Riverine Flooding- River/Stream Overbank Flooding, Flash Floods, Dam and Levee Failure, Alluvia Fans, Ice Jam Flooding, Moveable Bed Streams
• Urban Drainage- Drainage system capacity deficiencies • Ground Failures- Mud flood and Mud flows, Subsidence, Liquefaction (NOTE: while mentioned here, mud flows are covered under landslide hazards and Subsidence and Liquefaction hazards are covered under earthquake hazards) • Fluctuating Lake Levels- Increase volume caused by rain, snowmelt, and other runoffs • Coastal Flooding and Erosion- Storm Surge
In California, some of the more common types of flooding fall under Riverine Flooding (i.e., flash flooding), Urban Flooding, and Coastal Flooding (i.e., storm surge). Floods can take several hours to days to develop.
A flash flood is a flood occurring in a watershed where the time of travel of the peak of flow from one end of the watershed to the other is less than six hours. Coastal flooding occurs when storms produce large ocean waves that sweep across coastlines making landfall. The following flood characterization designates the amount of time for response:
• Flood Watch- a flood is possible in the area. Advanced warning • Flood Warning- flooding is already occurring or will occur soon in the area. Advanced warning • Flash Flood Watch- a flash flood is possible in the area. Little-to-no advanced warning • Flash Flood Warning- flooding is already occurring or will occur soon in the area. Little-to-no advanced warning
▪ Location and Extent
The geographical location, climate, and topography of the City of Redlands make the city prone to flooding. In Redlands, floods usually occur during the winter “wet” season, the time of year with the highest precipitation totals or heavy rainfalls. During significant rainfall years, the season is characterized by high intensity rainfalls and rapid runoffs or discharge. These storm events have: inundate streams; flooded areas; create debris flows (i.e., sediment, rock, dead trees) that have plug culverts and damage bridges/overpasses; and/or, eroded or scared the landscape. The common type of flooding in the City of Redlands is:
• Alluvial Fan- Alluvial fan flooding occurs in the steep arid or semiarid mountains found throughout California. Alluvial fans are fan-shaped deposits of eroded rock and soil carried out of mountains and into valley floors by landslides, mudslides, mudflows, and surface runoff. At the beginning of the valley, alluvial fans are steep and narrow with boulders and other coarse material. The deposited material becomes increasingly fine as the gradient decreases and the material, mainly gravels, sand and mud, spreads. When rain falls, runoff from the canyon walls flows as a high-velocity sheet that channels into rivulets, and then to natural drainage courses. The rapidly moving water often carries large boulders and other material from the watershed depositing them into runoff channels, blocking the flow of water. Floodwater then spills out onto the fan, with each event finding a new channel that
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49 soon fills up with deposits and overflows. Flooding in alluvial fans often can cause greater damage than clear-water flooding.
• Flash Flood- A flash flood is a rapid flooding of low-lying areas, rivers and streams that is caused by the intense rainfall associated with a thunderstorm, or multiple thunderstorms.
Flash floods also occur when a man-made structure, such as a dam, collapses. Flash flooding occurs when the ground under a storm becomes saturated with water so quickly that it cannot be absorbed. The runoff collects in low-lying areas and flows rapidly downhill. As a result, anything in its path is suddenly in rising water. A typical flash flood begins with a slow-moving thunderstorm. This usually takes longer to move out of the affected areas and causes the area to endure a greater amount of rainfall for a longer period of time. In addition, a thunderstorm may pass over an affected area repeatedly, dumping even more rainfall. A large amount of rainfall in a short time can result in flash flood conditions, as can a dam failure or other sudden spill. The National Weather Service’s definition of a flash flood is a flood occurring in a watershed where the time of travel of the peak of flow from one end of the watershed to the other is less than six hours.
• Urban Drainage- The heavy rainfall associated with these storm systems contributes to urban flooding in a number of ways. Primarily, heavy rainfall will often overwhelm the capacity of the conventional drainage system made up of storm drains, catch basins, sewers, and additional natural mechanisms for storm-water management. These systems typically cannot handle more than one or two inches of rainfall per hour before they begin to backup and overflow. This amount is further diminished if the storm drains, and other components of the storm-water management system, have not been adequately maintained, are clogged with debris such as trash or natural waste, or are old and in a state of disrepair. Heavy rainfall, combined with storm-water runoff, can cause local waterways to rise and overflow their banks.
Four (4) streams drain Redlands, each of which represents a potential flood hazard at peak flows; 1) the Santa Ana River/Mill Creek (located at the northern edge of the City), 2) the Mission Zanja (also known as Mill Creek Zanja and Mission Storm Drain), 3) San Timoteo Creek and 4) Live Oak Creek. The Santa Ana River/Mill Creek emerges from its mountain canyon 5 miles northeast of Redlands, spreads out in shallow, braided channels more than a 1.5-mile-wide wash, mantled with fluvial debris. The Mission Zanja (in the southwest part of the City) was constructed for water supply in 1819. Diverting water from Mill Creek, the Zanja carried water for 12 miles to support the San Bernardino Asistencia and surrounding farms and ranches. Today, as it traverses an east/west direction, the Zanja drains major portions of the City through various storm drain systems. Taking into account these features and other factors, FEMA has developed Flood Hazard Maps. The most common flood hazard map is the Federal Emergency Management Agency (FEMA) 100-year flood zone map (Figure 5.6). The 100-year flood zone map depicts areas within the City of Redlands that may be prone to flooding. It is worth to note that FEMA is in the process of updating the area flood maps around Redlands. These updates will be incorporated into future LHMPs.
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50 Figure 5.6- FEMA Flood Hazard Areas for the City of Redlands The flood hazard zones depicted on the map are derived from FEMA Flood Insurance Rate Maps (FIRM) and indicate the probability of flooding happening over a given period of time. FEMA National Flood Insurance Program (NFIP) produces FIRMs. The FIRM identifies potential flood risk in geographic areas.
The FIRMs are the official map of a community on which FEMA has delineated both the special flood hazard areas and the risk premium zones applicable to the community. Historically, FIRMs were produced on paper; however, over recent years FEMA has begun the process of creating digital versions- DFIRM.
Because of the volume of area, not all FIRMs have been digitized. Due to the limited detail and large scale of the base maps used for most FIRMs, much interpolation between contour lines is done in mapping the floodplain boundaries. This is why you may find discrepancies when actual ground elevations are surveyed: the maps are just the best available graphic representations of the Base Flood Elevations (BFEs).
Definitions of flood zone designations are provided in Table 5.3.
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51 Table 5.3- FEMA Flood Zone Designations
Risk Level Flood Zone Description
High
A
Areas with a 1% annual chance of flooding and a 26% chance of flooding over the life of a 30‐year mortgage. Because detailed analyses are not performed for such areas; no depths or base flood elevations are shown within these zones.
AE The base floodplain where base flood elevations are provided.
AH
Areas with a 1% annual chance of shallow flooding, usually in the form of a pond, with an average depth ranging from 1 to 3 feet.
These areas have a 26% chance of flooding over the life of a 30‐ year mortgage. Base flood elevations derived from detailed analyses are shown at selected intervals within these zones.
AO
River or stream flood hazard areas, and areas with a 1% or greater chance of shallow flooding each year, usually in the form of sheet flow, with an average depth ranging from 1 to 3 feet. These areas have a 26% chance of flooding over the life of a 30‐year mortgage.
Average flood depths derived from detailed analyses are shown within these zones.
Moderate to
Low
X
(Shaded)
Area of moderate flood hazard, usually the area between the limits of the 100-year and 500-year floods.
X
(Unshaded)
Area of minimal flood hazard, usually depicted on FIRMs as above the 500-year flood level. Zone X is the area determined to be outside the 500-year flood and protected by levee from 100-year flood.
Undetermined D
Areas with possible but undetermined flood hazards. No flood hazard analysis has been conducted. Flood insurance rates are commensurate with the uncertainty of the flood risk.
The City of Redlands has also conducted focused flood studies in the area; the majority of which are for the downtown area. The most recent work was done to augment the Redlands Master Plan of Drainage, to better understand the extent of flooding under the proposed Transit Village Specific Plan project.
Redlands Master Plan of Drainage utilized the Environmental Protection Agency (EPA) Storm Water Management Model (SWMM) to identify flooding potential in the downtown area. Inputs into the model included the then-planned Opal Basin. Because the Opal Basin was not realized and there was a need to expand the downtown area under the Redlands Master Plan of Drainage, another EPA SWMM was run.
The results of the expanded EPA SWMM run for downtown Redlands is depicted in Figure 5.7 and Figure
5.8. LOCAL HAZARD MITIGATION PLAN
52 Figure 5.7- Redlands Transit Village- 100-year Proposed Figure 5.8- Redlands Transit Village- 25-year Proposed
▪ History
While not always a significant event, floods inundate portions of the City of Redlands almost every year.
These smaller flood events create issues for local residents and business with everything from traffic congestion to localized water damage. Most of the smaller flood events do not rise to the level of significance (i.e., requiring local, county, state, or federal declarations) and do not require activation of the City of Redlands Emergency Operations Center (EOC). The City has not experienced a significant flood event since 2011. The significant flood events have been known to create considerable impacts. During some significant flood events the flood waters from the upper regions of the Santa Ana River/Mill Creek were responsible for extensive damage to Orange Street and Alabama Street, ranging from washouts from five to six-foot high flood waters, to extensive, permanent damages from uncontrollable runoff from the upper regions of the San Bernardino mountains. The following information provides a summary of the historic significant flooding events in the City of Redlands:
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53 • FEMA 1952-DR-CA- (January 2011) The City of Redlands sustained more than 600,000 in damages costs associated with Emergency Protection and debris removal. The amounts included salaries, benefits, overtime and other professional and special contractual services for repairs and maintenance supplies. Several repairs of damages in various locations in the amount of $282, 050; $7,870 for repairs of damages on Bond Avenue, Fern Avenue, and Brookside Avenue; $4,000 with for geologic evaluations services; $10,722 for restriping San Timoteo Road from Alessandro Road to Fern Street; $12, 585 for emergency street sweeping of San Timoteo Canyon; and $6,487 for surfacing of damaged playground at Jennie Davis Park. • FEMA 1884-DR-CA- (March 2010) The City of Redlands sustained a significant amount of damage due to the heavy rains and associated flooding.
• FEMA 1577-DR-CA- (December 27, 2004) The City of Redlands sustained over $40,000 in damages were sustained as a result of the storm.
• FEMA 1203-DR-CA- (February 1998) Redlands experienced a continuing series of storms. On February 27 and 28, 1998, the strongest storm created a 2-day event that resulted in considerable damage and private property loss.
• FEMA 1046-DR-CA- (March 1995) The second storm series resulted in more than $12,000 in damage. The most significant damage, however, was the loss of the temporary emergency crossings at Orange and Alabama Streets. Warm tropical rain, coupled with an extreme snowmelt, created severe flooding conditions in the Santa Ana River. Mud, debris, and boulders swept away both roads, which were replaced in 1993 (FEMA 979) at a cost of $570,000.
• FEMA 979-DR-CA- (January 1993) Produced the most significant damage to the City of Redlands in recent history. Recurrent flooding during the months of December through March resulted in an over saturation of soil which promoted long-term effects of storm waters in the City and region. Tropical rains melted a heavy snowpack at the higher elevations, producing increased flood activity. With approximately $6.5 Million in damages, but no loss of life, these storms finally claimed both the Alabama Street and Orange Street bridges. The Mission Zanja again produced flooding along its banks at Sylvan Blvd. and Judson Street, resulting in channel improvements at that intersection. Partial collapse of the Zanja occurred again in Sylvan Park.
Landslides crushed the Monkey Face Falls waterline, which provides water to residents of Mountain Home Village. One additional water line, serving sparse residences north of the Santa Ana River, was washed out. Repair was affected in October 1993, following subsidence of the Santa Ana River. Several city-owned buildings sustained water damage, including the Smiley Library, which is on the National Register of Historic Places. Landslides occurred in the San Timoteo/Live Oak Canyon area, resulting in road closures for a portion of the three-month Declaration period.
• FEMA 935-DR-CA- (February 1992) significant flooding occurred as a result of major storm systems moving through Southern California. The three-day storm system produced most of the 14.96 rainfalls for 1991-92. Historically, the Santa Ana River and Mission Zanja were the cause of the most significant damages, and due to extensive build out of the southeast area, storm runoff produced increased flooding of the Country Club area. Most significantly, water run-off from the populated Country Club area traversed a private elementary school as well as Ford Street and developed subdivisions to the north. School property was damaged as a result of flood waters flowing through the school's parking lot and only street entrance, resulting in a lawsuit against the City. The Bear Valley Pipeline, generally located in Mill Creek
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54 near Greenspot Road and Florida Street, sustained damage to approximately 400 feet of steel pipe and supports. There was no loss of life or public property. • February 1980 Floods- produced a mirror image of prior floods, as extensive damage again occurred as a result of rising storm waters and runoff from the upper regions of the Santa Ana River. The Santa Ana River at Alabama Street changed course and completely washed out the road in two locations, plugged existing culverts, eroded shoulders at various locations, scoured the existing A.C. pavement and washed out the existing pipe on the north end of the river. Minor erosion damage occurred on various City streets and some private property. The Zanja experienced collapse between Redlands Boulevard and State Street near Kendall Drive, as well as in a portion of the channel in Sylvan Park.
• September 1976 Flood- an intense local thunderstorm dropped most of its precipitation in a 20-30-minute period. At one spot, 3 ½ inches of rain fell during this time. This heavy rain produced an extremely high rate of runoff, which quickly exceeded the capacity of local drainage systems. Major overflows occurred on the eastern edge of Redlands’ downtown business district, flooding the area and depositing mud up to three feet deep. Damages to houses, businesses, roads, and flood control facilities reached $2 million. Mission Zanja overflowed again in 1978, depositing water up to 30 inches deep in some places. • Flood of January 1969- The storms and floods caused the deaths of at least 13 persons. “An intense downpour on January 25, 1969, climaxed a nine-day period of heavy precipitation.
From 10 to 20 inches of rain fell in the lowlands, from 25 to more than 50 inches in the mountains. Emergency crews prevented large property damage with sandbagging and other emergency work. Flooding could have been worse, but the ground was not saturated prior to the storms, so water was able to percolate into the ground. • February 1969 Flood- Occurred one month after the January storm series hit. Since the ground was by then saturated, property damage was more severe. The runoff from the storms resulted in the greatest flood of record on many streams in the upper Santa Ana River basin.
Flooding from Mission Zanja deposited debris on streets, eroded road shoulders and parts of the Zanja’s rock and mortar channel, washed out the bridge at New Jersey Street, damaged several residences, and inundated four citrus packing plans and several commercial businesses. Estimated damages were $304,000.” (US Army Corps of Engineers, LA District, Information Bulletin, July 1984.) Flood damages in San Bernardino County from both floods were more than $54,000,000. Damages to residential property in the County were widespread. Damages in the Cucamonga area were particularly heavy: hundreds of people were forced to leave their homes – some for as long as 3 months. Damages to businesses and industrial property in San Bernardino County also were great. Agricultural losses were very severe. Flood damaged sewer lines and sewage-treatment plants posed a threat to the lives and health of many residents of San Bernardino County.
• OEP-233-DR- (December 1966) a series of three storms swept through San Bernardino County. December recorded the fourth most severe rainfall period in 76 years of San Bernardino rainfall history with a near-record 4.23. Nearly one-half mile of Alabama Street was washed out during flows up to five feet deep. Violent flows from the Santa Ana River also severely eroded the north levee protecting the Redlands Sewage Treatment Plant. The Zanja again overflowed east of Wabash Avenue, poured through an orange grove and flooded the Crafton School Yard. The University area, as well as the Central Business District, was layered with tons of mud and debris. The north approach to the Kansas Street Bridge was washed
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55 away, and flows undercut the abutment, dropping the north end of the bridge about two feet.
The bridges at both Iowa and New Jersey Streets suffered similar damages. • OEP-211-DR- (November 1965) a series of five storm periods, ranging from light to severe, inflicted extensive damage in the region. The most severe of these storms occurred between November 20 and 25, when 11 deaths (6 in San Bernardino County) were attributed to the storms. Property damage estimates greater than $11 million were recorded. Within Redlands' jurisdiction, Alabama Street suffered extensive damage due to flood waters from the upper regions of the Santa Ana River/Mill Creek. Resultant flows put the Redlands Sewage Treatment Plan out of operation, took the city's largest water reservoir off line and produced significant damage throughout the northern portion of Redlands and its Central Business District. The Mission Zanja Creek, which flows through Redlands from a controlled diversion of Mill Creek for irrigation purposes, produced significant levels of mud and debris deposits, and flooded homes along Sylvan Boulevard. Water carried tons of mud from constructionbared slopes along Palo Alto Drive across Country Club Drive and through the storm drain channel, which bisects the golf course. Many intersections throughout the City were flooded, with gutters filled to overflowing with heavy runoff. Floodwater from the overflow of the Zanja flooded the basement of the Crafton Elementary School. • November 1965 Flood- a damaging general storm occurred throughout Southern California, following on the heels of a smaller general storm, which occurred about a week earlier. The antecedent rainfall conditions from the earlier storm left watersheds with a residual moisture content in the soils thus contributing to the accelerated runoff that occurred as a result of the intense precipitation. Above freezing temperatures in the mountain areas further contributed to increased runoff. Major flood-producing waters emanated from the highest watersheds in the 10,000-foot ranges. The storm has been placed in the category of a small flood likely to recur every 5-15 years. Mill Creek flow was of about a 15-year frequency, the Santa Ana Canyon flow about a 5-year frequency, and Cucamonga Creek somewhat greater that a 10- year frequency.
• August 1965 Flood- In what was called an “electrifying” flash flood, muddy water cascaded destructively through the City’s streets. The muddy runoff overtaxed the capacities of storm drains and spewed across streets and highways into low-lying areas. Water swept into the basements of the Crafton and Kingsbury schools and flowed through the lobby of Provident Federal Savings at Orange and State and into the basement where the vaults were flooded.
Two youths were rescued after they were swept 1 ¾ miles along a storm drain system, portions of which are buried pipe extending through downtown Redlands. • April 1965 Flood- During this flood event, fast-moving water spilled out of the debris-choked channel in numerous spots, creating a serious flood hazard to low-lying homes between Dearborn and University Streets. City officials generally blamed poor maintenance of the Zanja for the flood. One house at Lincoln and Laramie Streets was partially flooded while footdeep water swirled through the yards of many homes along the Zanja. Small bridges used for access from Sylvan Boulevard to homes on the other side were under water, but withstood the pressure.
▪ Probability
Flooding tends to occur in the summer and early fall because of the monsoon and is typified by increased humidity and high summer temperatures. The County of San Bernardino Flood Control District initiated a report following the floods of January and February 1969, which summed up the repetition of flood
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56 damage in Redlands and vicinity. It stated that "A review of the occurrence of past floods of serious magnitude in San Bernardino Valley shows that one may be expected on the average of every 20 to 21 years. 'Great floods' have been recorded for the years 1825, 1862, 1867, 1884, 1891, 1916, 1938, 1969 and 1993. Available records indicated that the greatest of these by far was the flood of January 1862. If the reconstructed data for that storm is reasonably accurate, it would have been approximately a oncein-350-years flood!" The standard measure for flooding is the "100-year flood", a benchmark used by the FEMA to establish a standard of flood control in communities throughout the country. The 100-year flood is also referred to as the "regulatory" or "base" flood. The term 100-year flood is often incorrectly used and can be misleading. The correct designation is “the 1% annual chance flood”, meaning there is a 1% chance that a flood of that intensity and elevation will occur in any given year, not that the flood will occur once every hundred years.
The 100-year Flood map of the City of Redlands is shown in Figure 1 under the Flood Location and Extent subsection. As defined by FEMA, Zone A, AE, AE Floodway, AH, and AO (lighter shades of blue) indicate a 1% annual chance of flooding; while Zone Shaded X (dark blue) indicates a 0.2% of annual chance of flooding. Complete definitions of flood zone designations are provided in Table 1 under the Flood Location and Extent subsection.
▪ Climate Change Considerations
Climate change acts as an amplifier to flood hazards. Extreme weather events have become more frequent over the past 40 to 50 years and this trend is projected to continue. Rising sea levels and shifting weather patterns (temperate, winds) are expected to have a significant impact on rainfall frequency, intensity and distribution; which in turn will have a significant impact on the frequency of flood occurrences.
Additionally, warmer weather patterns increase snowmelt, which in turn produces more runoff to the lower elevations.
5.4.1.4 INFECTIOUS DISEASE
▪ Ranking- Probability- Medium; Impact- High
▪ Description
Infectious Disease is a broad term used to describe illness caused by a specific type of bacterium, parasite, virus, or fungus organisms. Below is a brief overview of the main infectious disease types:
• Bacterial Infections- Responsible for a variety of diseases from strep throat to meningitis and tuberculosis.
• Fungal Infections- There are roughly 300 types of fungi known to cause infectious disease.
Common types include ringworm, blastomycosis, histoplasmosis, and pneumocystis pneumonia.
• Parasitic Infections- Responsible for a variety of diseases including malaria, Chagas disease, and toxocariasis.
• Viral Infections- Responsible for a variety of diseases including the common cold, influenza, mononucleosis, smallpox, and HIV/AIDS.
These organisms can be transmitted:
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57 • Person-to-person (e.g., measles, mumps, meningococcal disease, tuberculosis) • By consuming contaminated food or water, also known as foodborne (e.g.: salmonella, E.coli, botulinum toxin)
• Through animal bites (i.e., mosquito, ticks, fleas) also known as vector-borne (e.g.: West Nile virus, dengue, Zika, malaria).
Newly emerging infectious diseases include Ebola, Zika, Severe acute respiratory syndrome (SARS), Middle East respiratory syndrome (MERS), avian influenza. The current pandemic (COVID-19) is linked to the SARS virus. The SARS coronavirus (SARS-CoV) is a virus identified in 2003. SARS-CoV is thought to be an animal virus from an as-yet-uncertain animal reservoir, perhaps bats, that spread to other animals (civet cats) and first infected humans in the Guangdong province of southern China in 2002. In 2019, in Wuhan China a new coronavirus was discovered. The coronavirus is closely related to the SARS coronavirus. The new virus goes by both COVID-19, standing for coronavirus disease 2019, and SARS CoV-2. Additional detail about the impacts of the COVID 19 can be found under the History section.
Also, of concern are the threats of potential biological terrorism (bioterrorism), the intentional release or spread of disease (or toxins). Bioterrorism, also known as biological warfare, is not new and has been used for centuries. As early as 600 BC, military leaders have implemented practices to poison water supplies and infect citizens/soldiers to gain strategic advantages in their efforts to conquer territories. Today there have been occurrences are both at the large scale (by military) and small scale (by terrorist organizations or individuals). No matter the purpose, the release of organisms could have devastating effects on an international, national, state, or local level if it is a highly infectious disease.
Infectious disease emergencies are incidents caused by these organisms, with the potential for significant illness or death in the population. The impact of infectious disease emergencies can also the local economy through loss of production and costs of treating or preventing spread of the disease. The ability to recover from an infectious disease emergency will depend on:
• The type of biological agent (organism)
• The availability of prophylaxis (i.e., vaccine) for responders and the public • The scale of the current and ongoing exposure
• The mode of transmission and whether transmission can be interrupted • Whether the event is affecting critical infrastructure such as transportation, law enforcement, health care, and the medical and food supply chains.
There are three (3) common levels (or categories) of infectious disease emergencies: Outbreaks, Epidemics, and Pandemics.
• Outbreak- when there are more cases than would be normally expected, often suddenly, of an infectious disease in a community or facility.
• Epidemic- when there are more cases than would be normally expected of an infectious disease, often suddenly, in a population of a large geographic area. • Pandemic- refers to an epidemic that has spread over several countries or continents, usually affecting a large number of people.
Outbreaks, epidemics, or pandemics can occur when a new virus emerges to which the population has little immunity. Public Health measures are used to control outbreaks, epidemics, or pandemics of
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58 infectious diseases, and are especially important for diseases with high morbidity or mortality and limited medical prophylaxis and/or rapid treatment. Public Health measures to control disease include:
• Isolation and quarantine of persons or products, and legal closure of food establishments • Control of contaminated food through recall of product • Control of contaminated water through “Do Not Use”, “Do Not Drink” or “Boil Water” orders • Vector control spraying to target animals, bugs, and/or inspects ▪ Location and Extent
An infectious disease incident can occur throughout the entire city any time during year. ▪ History
Infectious diseases have been of concern for many years. It is only recently, because of COVID-19 that the potential risk has been heightened. As sited by the Centers for Disease Control and Prevention (CDC), the 20th century saw three (3) pandemics, the most notable of which was the 1918 Spanish influenza pandemic that was responsible for 20 million deaths throughout the world. The pandemics are now known to represent three (3) different antigenic subtypes of influenza A virus: H1N1 (in 1918), H2N2 (Asian Influenza in 1957), and H3N2 (Hong Kong Influenza in 1968). Not classified as true pandemics are three (3) notable epidemics: a pseudo pandemic in 1947 with low death rates, an epidemic in 1977 that was a pandemic in children, and an abortive epidemic of swine influenza in 1976 that was feared to have pandemic potential. Major influenza epidemics show no predictable periodicity or pattern, and all differ from one another. Evidence suggests that true pandemics with changes in hemagglutinin subtypes arise from genetic reassortment with animal influenza A viruses.
Currently, the world is dealing with the effects of COVID-19. According to the CDC, COVID-19 was first identified in Wuhan, China, in December 2019. Although most people who have COVID-19 have mild symptoms, COVID-19 can also cause severe illness and even death. Some groups, including older adults and people who have certain underlying medical conditions, are at increased risk of severe illness. Because it is a new virus, scientists are learning more each day. New cases of and death rates from COVID-19 are rising globally each day. Potential vaccines are being tested but to date, there is no known cure.
Locally, the City of Redlands has been impacted by COVID-19 both from an economic standpoint, as well as its citizen impacted by the virus. Other infectious disease events include the 2009 H1N1, 2003 Avian Flu, 2015-17 Zika, 2014-16 West African Ebola; 2015 West Nile, 2013 large scale Tuberculosis, 2004 botulism Type A, 2003 West Nile, and the 2020 Hepatitis A outbreak. ▪ Probability
There is an annual risk of experiencing an infectious disease outbreak in the City of Redlands. While there is a continued threat from a novel influenza virus the potential threat of outbreaks and epidemics have been increased due expanding global trade and accessible national and international travel. Infectious disease outbreaks and epidemics occur on an ongoing basis.
Aside from the City of Redlands currently dealing with the effects from COVID-19, annual outbreaks of the seasonal flu usually occur during the late fall through early spring. Most people have natural immunity, and a seasonal flu vaccine is generally available. According to the CDC, in a typical year, approximately 5
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59 to 20 percent of the population gets the seasonal flu and flu-related deaths range from 3,300 to 48,600 (average 23,600).
Bird flu (H5N1) is an influenza A virus subtype that is highly contagious among birds; although rare, some human infections with the Bird flu virus have occurred. Most confirmed cases have occurred in Asia, Africa, the Pacific, Europe and the Near East. According to the CDC, there are currently no confirmed human cases of Bird flu infections but it remains a serious concern with the potential to cause a deadly pandemic.
Swine flu (H1N1) was first detected in the United States in April 2009. This virus was a unique combination of influenza virus genes never previously identified in either animals or people. The Swine flu virus caused more illness in young people and pregnant women than is usual for prior flu seasons, and was declared a Worldwide Pandemic by the World Health Organization.
▪ Climate Change Considerations
While many vector-borne diseases, such as malaria, yellow fever, dengue, and murine typhus, are rarely seen in the United States, the United States are susceptible to these vector-borne diseases. Many vectorborne diseases are climate sensitive and ecological shifts associated with climate change are expected to impact the distribution and incidences of these diseases. Changes in temperature and precipitation directly affect vector born disease transmission through pathogen-host interaction, and indirectly through ecosystem changes and species composition. As temperatures increases vectors can spread into new areas that were previously too cold. For example, two (2) mosquito vectors that carry malaria are now found at the U.S.-Mexico border.
5.4.1.5 WILDFIRE
▪ Ranking- Probability- High; Impact- High
▪ Description
Wildfires can be started by natural and mad-made causes. There are three (3) different classes of wild land or wildfires: 1) surface; 2) ground; and, 3) crown. A “Surface fire” is the most common type and burns along the floor of a forest, moving slowly and killing or damaging trees. A “Ground fire”; usually started by lightning, are fed by subterranean roots, and smolder on or below the forest floor. A “Crown fire” spread rapidly by wind and move quickly by jumping along the tops of trees. Wildfires can be classified as either a wildland fire or a wildland-urban interface (WUI) fire. Wildland fires involve situations where a fire occurs in an area that is relatively undeveloped except for the possible existence of basic infrastructure such as roads and power lines. A WUI fire includes situations in which a wildland fire enters an area that is developed with structures and other human developments. In WUI fires, the fire is fueled by both naturally occurring vegetation and the urban structural elements themselves. According to the National Fire Plan issued by the U.S. Departments of Agriculture and Interior, the wildland-urban interface is defined as “…the line, area, or zone where structures and other human development meet or intermingle with undeveloped wildland or vegetative fuels.”
The WUI fire can be subdivided into three (3) categories (NWUIFPP, 1998): 1) classic wildland-urban interface; 2) the mixed wildland-urban interface; and, 3) the occluded wildland-urban interface. The classic wildland-urban interface exists where well-defined urban and suburban development presses up against open expanses of wildland areas. The mixed wildland-urban interface is characterized by isolated
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60 homes, subdivisions, and small communities situated predominantly in wildland settings. The occluded wildland- urban interface exists where islands of wildland vegetation occur inside a largely urbanized area.
Generally, many of the areas at risk within the City of Redlandsfall into the classic wildland-urban interface category.
Certain conditions must be present for a wildfire hazard to occur; a large source of fuel must be present, the weather must be conducive (generally hot, dry, and windy), and fire suppression sources must not be able to easily suppress and control the fire. The cause of a majority of wildfires is human-induced or lightning; however, once burning, wildfire behavior is based on three (3) primary factors: 1) fuel; 2) topography; and, weather. Fuel will affect the potential size and behavior of a wildfire depending on the amount present, its burning qualities (e.g., level of moisture), and its horizontal and vertical continuity.
Topography affects the movement of air, and thus the fire, over the ground surface. The terrain can also change the speed at which the fire travels, and the ability of firefighters to reach and extinguish the fire.
Weather as manifested in temperature, humidity and wind (both short and long term) affect the probability, severity, and duration of wildfires. Other factors that create concern are drought conditions and development (the build environment). Drought conditions bring on contributing concerns in that it can lead to relatively drier conditions and leave reservoirs and water tables lower; thus, creating hotter fires and less water to fight the fires. The expansion of the built environment into previously unoccupied areas introduces more people to the hazard and in some cases make response actions more challenging. ▪ Location and Extent
The climate, topography, and vegetation in Redlands is conducive to annual wildfire events. California Department of Forestry and Fire Protection, Fire and Resource Assessment Program (CDF-FRAP) was established and mandated to map areas of significant fire hazards based on fuels (vegetation), terrain, weather, and other relevant factors. These zones, referred to as Fire Hazard Severity Zones (FHSZ), define the application of various mitigation strategies to reduce risk associated with wildland fires. CDF-FRAP developed data that displays the relative risk to areas of significant population density from wildfire. This data is created by intersecting residential housing unit density with proximate fire threat, to give a relative measure of potential loss of structures and threats to public safety from wildfire. The maps below show the “very high” Fire Hazard Severity Zones located in Redlands for state and local responsibility areas (Figure 5.9).
LOCAL HAZARD MITIGATION PLAN
61 Figure 5.9- Fire Hazard Severity Zones- City of Redlands Due to a combination of topography, weather, and fuel, and exacerbated by potentially high winds and limited access, the southern portion of the City of Redlands is highly susceptible to wildland fire hazards.
The slopes of San Timoteo and Live Oak canyons, the Badlands to the south, and the Crafton Hills to the east are not only difficult for firefighters and their equipment to reach, but the hill’s steepness and configuration can result in the rapid upslope spread of fire.
Limited rainfall, low humidity, and seasonal high temperatures continue to contribute to the desiccation of the grasses and chaparral which cover the foothills, providing prime fuel for intense burns. Although some of the canyons are shielded from the direct impact of the powerful, dry Santa Ana winds, their occurrence generally aggravates the fire hazard. In addition, the presence of human activities in or near a wildland area dramatically increases the risk of a major fire due to careless smokers, illegal campfires, and other related risks. As noted above, the canyon areas located at the southwest of the City (and the surrounding areas) are the zones of highest hazard.
▪ History
Historically, fires in the City of Redlands have started in either San Timoteo or Live Oak Canyon and burn from a western to easterly direction, driven by prevailing winds and topography. Figure 5.10 depicts the location of significant wildfires since 1950 in the City of Redlands, while Table 5.4 shows the year and acres of reported wildfires in the City of Redlands since 2000.
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62 Figure 5.10- Fire History for the City of Redlands and Vicinity, 1950-2020 Table 5.4- Recent Fires Occurring in the Vicinity of the City of Redlands, 2000-2020 Name Acres Year
Reche 1,798 2001
Locust 1,899 2003
Mill Creek 173 2004
Hatchery 200 2005
Edgemont 521 2006
Garnet 119 2008
Helen Fire 22 2009
Helen Spot Fire 0 2009
River Fire 1 2010
30376 Live Oak Canyon Road 2 2011
Florida 67 2011
Greenspot 57 2012
Live Oak 73 2013
Mill 534 2013
Wabash Fire 24 2013
Orange Blossom Trail 0.3 2017
Palmer 3,872 2017
Wash Fire 11 2017
Outer Highway 10 4 2018
Freeway 1 2019
Live 3 2019
Sandalwood 1,005 2019
El Dorado 22,744 2020
Mentone Fire 41 2020
Orange Fire 37 2020
Orange Fire 2 23 2020
Bruder Fire 147 2020
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63 • Reche/Redlands Fires- This wind-driven fire originated in Riverside County, in an area known as Reche Canyon. The fire burned northeast over a period of approximately 2 hours, entering San Bernardino County and threatening residents in the area of San Timoteo Canyon and Pilgrim Road. We were notified by Riverside County that the fire was moving into our county and expected to burn into San Timoteo Canyon. They requested us to assemble engines for structure protection along Pilgrim Road in San Timoteo Canyon. The fire was diverted away from these structures because of backfiring operations, air support and hand crews into San Timoteo. Overall, the fire damaged approximately 700 acres by containment. • Compost Fire- This fire occurred within the High Fire Hazard Area of the City of Redlands. This area is subject to a great deal of commuter and transient activity between counties. Fire was located at 1901 Alessandro Road, and caused by illegal dumping of organic materials within the San Timoteo Canyon. Chemical reaction resulted in spontaneous combustion of the compost heap at Sunset Hills Kennels. A unified command was established, including numerous Strike Teams, Hand Crews, Fixed Wing Aircraft, Helicopters and Manpower. The fire consumed 140 acres, and resulted in one firefighter injury. • Canyon Fire- Sparking from railroad train traffic ignited this vegetation fire, which started adjacent to the Southern Pacific tracks north of San Timoteo Canyon Road and west of Alessandro Road. The high temperature was 99 degrees, with humidity at 24%. The fire was one-quarter acre in size, with medium fuel and moderate rate of spread. Winds were out of the west and steady, at 10 miles per hour. Limited access and erratic winds increased the spread of the fire, which spotted along the base of the hills, west of Smiley Ridge. The fire spread north, up the west slope of the Smiley Ridge subdivision. Winds increased, causing a spot fire in the flats east of Alessandro, adjacent to Sunset Hills Ranch. Increased erratic winds caused another spot fire to occur north of the first, now in heavier brush. Incoming resources attempted a hose lay up the flanks, but terrain and weather conditions advanced the spot out of reach. Due to topography and weather conditions, additional resources were ordered. Due to the fire’s potential, a unified command was established, and structure groups assigned.
Aircraft dropped on all flanks of the fire, and dozers cut lines on two divisions. Hand crews were also placed on all Divisions to facilitate a line between the burned and unburned areas.
The fire was 50% contained around midnight and 70% contained by 0600 hours on 9/10/96.
The fire consumed 250 acres, with no loss of structures. Effective suppression tactics, ignition resistant construction requirements, residential sprinklers, and fuel modification allowed this fire to move eastward with no structure loss or damage. The fire then presented the potential of structure loss in older existing neighborhoods where these types of fuel modification had not been conditioned 15-20 years previous. This posed a threat for conflagration potential, and this is where the Fire Department would like to address hazard mitigation through grant implementation for existing property owners. Costs shown in damage figures are strictly related to overhead, manpower and equipment.
▪ Probability
The majority of work done to estimate the probability of wildfire occurrence has been around identifying the potential areas for wildfire to occur. As previously mentioned, vegetation, weather, and topography were the significant elements in identifying areas of potential threat to wildfire occurrences. The area south and east of the city of Redlands is marked by mountains, foothills, and canyons are covered in susceptible vegetation. A large amount of the native vegetation in the Redlands area is commonly called chaparral, it is a dense and scrubby bush that has evolved to persist in a fire-prone habitat. Chaparral
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64 plants will eventually age and die; however, they will not be replaced by new growth until a fire rejuvenates the area. Chamise, manzanita and ceanothus are all examples of chaparral which are quite common in the Redlands area. The City of Redlands climate, with its warm and dry summers, contributes to low relative humidity and low fuel moistures. When combined with high fuel loading, the potential for a catastrophic wildfire event is significant. Three (3) weather conditions specific to Redlands that may cause the ignition and/or impact the behavior of wildfires are as follows:
• Thunderstorms and the associated lightning are a significant source of fire starts, and usually occurs mid to late summer
• High winds can become steady up to 20 mph and gust up to 30-40 mph throughout the year but are most likely to exacerbate wildland fires during the months of August through October when dry vegetation conditions are generally present
• Hot, dry conditions most commonly occur in August and September This knowledge and understanding are a key driver in the methodology of the CDF-FRAP program.
According the CDF, the FRAP “very high” Fire Hazard Severity Zone maps are based on data and models of, potential fuels over a 30- to 50-year time horizon and their associated expected fire behavior and expected burn probabilities to quantify the likelihood and nature of vegetation fore exposure to buildings.
This indicates a very high likelihood of wildfire occurrence in the area. As such, Redlands is susceptible to annual wildfire risk. An aspect of wildfires that needs greater consideration within the City of Redlands is man-made caused wildfires. Over the past few years, the City has noticed an increase in the number of wildfires started by arsonists, illegal homeless encampments, and improper use of fireworks. All of these factors have increased the probability of wildfires in the City. ▪ Climate Change Considerations
Climate change plays a significant role in wildfire hazards. The changing conditions from wet to dry can create more fuel; the increased possibility of high winds increase risk and present a challenge, and drought conditions could hinder ability to contain fires. Large wildfires also have several indirect effects beyond those of a smaller, local fire. These may include air quality and health issues, road closures, business closures, and other forms of losses. Furthermore, large wildfires increase the threat of other disasters such as landslide and flooding.
5.4.1.6 WINDSTORM
▪ Ranking- Probability- High; Impact- Medium
▪ Description
Winds are often referred to according to their strength, and the direction from which they are blowing.
Wind is caused by the difference in pressure from one point on the earth's surface to another. Wind is created by air moving from the area of “higher” pressure to the area of “lower” pressure; the difference in pressure over a certain distance, determines the strength of the wind. Air does not move directly from the point of highest pressure to the point of lowest pressure. The earth's rotation affects the air flow by deflecting it to the right. This effect is called the Coriolis Effect. In the Northern Hemisphere, this causes air to flow clockwise around high-pressure areas and counter-clockwise around low-pressure areas.
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65 Winds are categorized by types and each type is associated with wind speeds: breeze (<0-31 mph), gale (32-65 mph), storm (66-72 mph), and hurricane (73-139> mph). Within each category are sub classifications with differential names depending on geographic location (i.e., tropical depression, tropical storm/cyclone) and/or categories (i.e., category 3 hurricane). Damage from winds account for half of all severe reports in the lower 48 states and is more common than damage from tornadoes. Winds are also measured using the Beaufort Scale. The Beaufort Scale categories winds by wind speed, using Force categories between 0-12 to measure speed and summarize descriptions (Table 5.5).
Table 5.5- Beaufort Scale
Category
(Force)
Speed
(MPH) Description
0 0-1 Calm. Smoke rises vertically and the sea is flat. 1 1-3 Light air. The direction of the wind is shown by drifting smoke, but not wind vanes. 2 4-7
Light breeze. Wind is felt on the face, leaves rustle, and wind vanes move. Small wavelets appear on the ocean, but do not break
3 8-12 Gentle breeze. Leaves and small twigs are in motion, and light flags extend. Larg3 wavelets appear on the ocean and crests begin to break. 4 13-18 Moderate breeze. Dust and loose paper become airborne, and small branches move.
Small waves appear on the ocean.
5 19-24 Fresh breeze. Small trees begin to sway and moderate waves appear. 6 25-31 Strong breeze. Large branches are in motion, and holding an umbrella becomes difficult. Large waves begin to form.
7 32-38 Near gale. Whole trees are in motion, and walking against the wind can be hard. Foam from breaking waves is blown in streaks.
8 39-46 Gale. Walking is difficult and twigs break off trees. 9 47-54 Severe gale. There is slight structural damage, and the crests of waves begin to topple. 10 55-63 Storm. Trees are uprooted and there is considerable damage to structures. Very high waves form in long, overhanging crests.
11 63-72 Violent storm. There is widespread structural damage, exceptionally high waves form, and the ocean is completely covered in foam.
12 >73 Hurricane. There is devastating structural damage. On the ocean, the air is filled with foam and spray.
For the purposes of the LHMP, windstorms include both 1) cyclonic winds and 2) significant straight-line, with little-to-no precipitation.
Cyclonic winds are the wind which swirl counter-clockwise in the northern hemisphere or clockwise in the southern hemisphere. The biggest differences between hurricanes and tornadoes are how big they are and how long they last. Hurricanes are typically hundreds of miles in diameter, with high winds and heavy rains over the entire region. Hurricanes can last for days or even weeks. Tornadoes usually last no more than a few minutes.
• Hurricane- A rotating low-pressure weather system (storm) that has organized thunderstorms but no fronts (a boundary separating two air masses of different densities. Hurricanes originate in the Atlantic basin, which includes the Atlantic Ocean, Caribbean Sea, and Gulf of Mexico, the eastern North Pacific Ocean, and, less frequently, the central North Pacific Ocean.
Hurricanes develop in stages; working their way up to hurricane status:
– Tropical Wave- A low-pressure trough moving generally westward with the trade winds.
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66 – Tropical Disturbance- An organized area of thunderstorms that usually forms in the tropics. Typically, they maintain their identity for 24 hours and are accompanied by heavy rains and gusty winds.
– Tropical Cyclone- A generic term for any organized low pressure that develops over tropical and sometimes sub-tropical waters. Tropical depressions, tropical storms, and hurricanes are all example of tropical cyclones.
– Tropical Depression- An organized area of low pressure in which sustained winds are 38 mph or less.
– Tropical Storm- A tropical cyclone with maximum sustained wind speeds that range from 39 to 73 mph.
– Hurricane- A tropical cyclone with sustained winds of at least 74 mph.
After the storm reaches Hurricane status, the Saffir-Simpson Hurricane Wind Scale is used to categorizes hurricanes by sustained wind speeds (Table 5.6).
Table 5.6- Saffir-Simpson Hurricane Wind Scale
Category Wind Speed Description
1 74-95
Very dangerous winds will produce some damage: Well-constructed frame homes could have damage to roof, shingles, vinyl siding and gutters. Large branches of trees will snap and shallowly rooted trees may be toppled.
Extensive damage to power lines and poles likely will result in power outages that could last a few to several days
2 96-110
Extremely dangerous winds will cause extensive damage: Well-constructed frame homes could sustain major roof and siding damage. Many shallowly rooted trees will be snapped or uprooted and block numerous roads. Neartotal power loss is expected with outages that could last from several days to weeks.
3 111-129
Devastating damage will occur: Well-built framed homes may incur major damage or removal of roof decking and gable ends. Many trees will be snapped or uprooted, blocking numerous roads. Electricity and water will be unavailable for several days to weeks after the storm passes 4 130-156
Catastrophic damage will occur: Well-built framed homes can sustain severe damage with loss of most of the roof structure and/or some exterior walls.
Most trees will be snapped or uprooted and power poles downed. Fallen trees and power poles will isolate residential areas. Power outages will last weeks to possibly months. Most of the area will be uninhabitable for weeks or months
5 >156
Catastrophic damage will occur: A high percentage of framed homes will be destroyed, with total roof failure and wall collapse. Fallen trees and power poles will isolate residential areas. Power outages will last for weeks to possibly months. Most of the area will be uninhabitable for weeks or months • Tornado- A tornado is a rapidly (violent) rotating column of air that is in contact with both the surface of the Earth and a cumulonimbus cloud or, in rare cases, the base of a cumulus cloud.
Tornadoes come in many shapes and sizes, and are often visible in the form of a condensation funnel originating from the base of a cumulonimbus cloud, with a cloud of rotating debris and dust beneath it. Most tornadoes have wind speeds less than 110 miles per hour, are about 250 feet across, and travel a few miles before dissipating. The most violent tornadoes are capable of tremendous destruction with wind speeds of up to 300 mph. They can destroy large buildings, uproot trees and throw vehicles hundreds of yards. They can also drive straw into trees. Damage paths can be in excess of one mile wide to 50 miles long.
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67 Most tornadoes form from thunderstorms. They need warm, moist air from the Gulf of Mexico and cool, dry air from Canada. When these two air masses meet, they create instability in the atmosphere. A change in wind direction and an increase in wind speed with increasing height creates an invisible, horizontal spinning effect in the lower atmosphere. Rising air within the updraft tilts the rotating air from horizontal to vertical. An area of rotation, 2-6 miles wide, now extends through much of the storm. Most strong and violent tornadoes form within this area of strong rotation. Tornadoes are measured by the Fujita Tornado Scale (Table
5.7) which classifies tornadoes by intensity categories, based on the maximum winds occurring within the funnel.
Table 5.7- Fujita Tornado Scale
Category Wind Speed Description
F0 40‐72 miles per
hour
Gale Tornado. Light Damage: Some damage to chimneys; breaks twigs and branches off trees; pushes over shallow‐rooted trees; damages signboards; some windows broken; hurricane wind speed begins at 73 miles per hour.
F1 73‐112 miles
per hour
Moderate Tornado. Moderate Damage: Peels surfaces off roofs; mobile homes pushed off foundations or overturned; outbuildings demolished; moving autos pushed off the roads; trees snapped or broken.
F2 113‐157 miles
per hour
Significant Tornado. Considerable Damage: Roofs torn off frame houses; mobile homes demolished; frame houses with weak foundations lifted and moved; boxcars pushed over; large trees snapped or uprooted; light‐object missiles generated.
F3 158‐206 miles
per hour
Severe Tornado. Severe Damage: Roofs and some walls torn off well-constructed houses; trains overturned; most trees in forests uprooted; heavy cars lifted off the ground and thrown; weak pavement blown off roads.
F4 207‐260 miles
per hour
Devastating Tornado. Devastating Damage: Well‐constructed homes leveled; structures with weak foundations blown off some distance; cars thrown and disintegrated; large missiles generated; trees in forest uprooted and carried some distance away.
F5 261‐318 miles
per hour
Incredible Tornado. Incredible Damage: Strong frame houses lifted off foundations and carried considerable distance to disintegrate; automobile‐sized missiles fly through the air in excess of 300 feet (100 meters); trees debarked; incredible phenomena will occur.
F6-12 >319 miles per
hour
The maximum wind speeds of tornadoes are not expected to reach the F6 wind speeds.
Straight-line winds are common with the gust front of a thunderstorm or originate with a downburst from a thunderstorm. The winds can gust to 130 mph and winds of 58 mph or more and can last for more than twenty minutes. Straight-line wind events are most common during the spring when instability is highest and weather fronts routinely cross the country. These storms have wind speeds capable of reaching up to 100 mph, capable of producing a path of damage extending for hundreds of miles. Terms and characteristics of damaging straight-line wind events include:
• Derecho- Derechos, Spanish for “straight”, are a widespread, long-lived, straight-line wind storm event that is associated with a land-based, fast-moving group of severe thunderstorms.
Derechos can cause hurricane-force winds, tornadoes, heavy rains, and flash floods. A warm-
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68 weather phenomenon, derechos occur mostly in summer, especially during June, July, and August.
• Updrafts/Downdraft- Localized regions of warm or cool air will exhibit vertical movement (updrafts/downdrafts). Updrafts are small‐scale current of rising air, often within a cloud. A mass of warm air will typically be less dense than the surrounding region, and so will rise until it reaches air that is either warmer or less dense than itself. The converse will occur for a mass of cool air, and is known as subsidence. This movement of large volumes of air, especially when regions of hot, wet air rise, can create large clouds, and is the central source of thunderstorms. Drafts can also be conceived by low or high-pressure regions. A low-pressure region will attract air from the surrounding area, which will move towards the center and then rise, creating an updraft. A high-pressure region will then attract air from the surrounding area, which will move towards the center and sink, spawning a downdraft. • Downburst- Strong, downdraft winds flowing out of a thunderstorm cell. A downburst is a straight- direction surface wind in excess of 39 miles per hour caused by a small-scale, strong downdraft from the base of convective thundershowers and thunderstorms. Downbursts of all sizes descend from the upper regions of severe thunderstorms when the air accelerates downward through either exceptionally strong evaporative cooling or by very heavy rain, which drags dry air down with it. When the rapidly descending air strikes the ground, it spreads outward in all directions, like a fast-running faucet stream hitting the bottom of the sink.
There are two (2) sub-categories of downbursts: the larger macrobursts and small microbursts.
Macroburst- Macrobursts are downbursts with winds up to 117 miles per hour which spread across a path greater than 2.5 miles wide at the surface and which last from 5 to 30 minutes.
Microburst- Microbursts are strong, damaging winds which strike the ground and often give the impression a tornado has struck. They frequently occur during intense
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69 thunderstorms. The origin of a microburst is downward moving air from a thunderstorm’s core. But unlike a tornado, they affect only a rather small area, less than 2.5 miles in diameter from the initial point of downdraft impact. An intense microburst can result in damaging winds near 170 miles per hour and often lasts for less than five minutes. There are two (2) types of microburst windstorms: dry and wet. • Gust Front- A gust front is the leading edge of rain-cooled air that clashes with warmer thunderstorm inflow. Gust fronts are characterized by a wind shift, temperature drop, and gusty winds out ahead of a thunderstorm. Sometimes the winds push up air above them, forming a shelf cloud or detached roll cloud.
• Haboob- Haboobs, Arabic for blasting/drifting, is a type of intense dust storm carried on an atmospheric gravity current (i.e., thunderstorm), also known as a weather front. When a thunderstorm collapses, and begins to release precipitation, wind directions reverse, gusting outward from the storm and generally gusting the strongest in the direction of the storm's travel. Haboobs occur regularly in arid regions throughout the world.
In Southern California, Santa Ana winds are considered a windstorm event. Santa Ana winds are katabatic winds- Greek for “flowing downhill”. These winds occur below the passes and canyons of the coastal ranges of Southern California and in the Los Angeles basin. Santa Ana winds often blow with exceptional speed in the Santa Ana Canyon (the canyon from which it derives its name). Santa Ana winds are strong, extremely dry (low humidity) down-slope winds that originate from cool, dry high pressure air masses in the Great Basin region (the high plateau east of the Sierra Mountains and west of the Rocky Mountains, including most of Nevada and Utah) and affect Southern California. These winds come up, over, and are pulled southward down the eastern side of the Sierra Nevadas and into the Southern California region.
The air warms as it descends toward the California coast at the rate of 5 degrees Fahrenheit per 1000 feet due to compressional heating. Thus, compressional heating provides the primary source of warming. The air is dry since it originated in the desert, and it dries out even more as it is heated.
Forecasters at the National Weather Service offices in Oxnard and San Diego usually place speed minimums on these winds and reserve the use of “Santa Ana” for winds greater than 25 knots. These winds accelerate to speeds of 35 knots as they move through canyons and passes, with gusts to 50 or even 60 knots. Santa Ana winds can happen anytime during the year but are most prevalent in the autumn and winter months. The most significant hazard associated with Santa Ana winds is an increased wildfire danger, but Santa Ana winds can also cause downed trees and power lines, and property damage, as well as causing potentially hazardous conditions for RV’s, semi-trailers, aircraft and boaters. ▪ Location and Extent
Although tornadoes and hurricanes are rare, the entire City of Redlands is susceptible to various types of windstorms.
▪ History
As mentioned, tornadoes and hurricanes are rare in the area but the City of Redlands has experienced significant straight-line winds events. Over the past five (5) years, the City has noticed an increase in local straight-line wind events. Many of the straight-line wind events do not rise to the level of significance or require the activation of the City’s EOC but they do leave behind a trail of damage. The straight-line wind
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70 events range in strength of wind and duration but they all have similar impacts; downed trees and powerlines, injuries, and minor structural damage. These straight-line wind events create issues for local resident and business, including property damage and traffic congestion.
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71 ▪ Probability
The City of Redlands is at risk of windstorms at any given time during the calendar year. However, as previously mentioned they are more prevalent in the autumn and winter months. Santa Ana winds, which commonly occur between October and February, and can, reach speeds of more than 100 miles per hour.
Tornadoes and/or Hurricanes occur infrequently in California, which has a statewide average of just 5 tornadoes/hurricanes a year. This is significantly less than states located in the US’ “tornado alley”, which can experience as many as 50–100 tornadoes per year or along the southern Atlantic US/Gulf of Mexico region which can experience twelve (12) named storms, six (6) hurricanes, and three (3) major hurricanes each year. In addition, most California tornadoes and hurricanes are considered “weak”; the historical average occurrence rate of Strong – Violent events in California is zero. ▪ Climate Change Considerations
Climate change will play a significant role with windstorm events. The changing conditions are expected to cause a significant amplification to many existing conditions. Because of this, climate change might impact the frequency and intensity of windstorms. Climate change, although still being studied, could have an effect on high- and low-pressure zones. High- and low-pressure zones are created by many factors, but many are related to uneven heating of the earth’s surface by the sun. Many of the factors that go into the heating of the earth’s surface, but many may be impacted by Climate change (i.e., type of vegetation in areas impact ability to absorb heat, amount of snow cover which reflects heat). In addition to altering and possibly increasing frequency of significant winds in the area. This indicates that the City of Redlands could experience a greater number of windstorm events in the future.
5.4.2 TIER II
The hazards, in alphabetical order, under Tier 1I include: Aircraft Accident/Incident; Civil Disturbance; Drought; Extreme Temperature, Hazardous Material Accident; Infestation; Landslide; Technology Disruption; and, Train Accident/Incident.
5.4.2.1 AIRCRAFT ACCIDENT/INCIDENT
▪ Ranking- Probability- Medium; Impact- Medium
▪ Description
Aircraft Accidents/Incidents can occur “in-flight” or “on ground”, that either cause death and injuries or cause substantial damage to an aircraft and/or airport facilities. This can include fatalities or injuries as a result of: 1) being in the aircraft, 2) direct contact with any part of the aircraft, including parts which have become detached from the aircraft, or 3) direct exposure to jet blast (with excepts). Damages includes accidents/incidents that affect the structural strength, performance or flight characteristics of the aircraft and/or airport requiring major repair or replacement and incidents where the aircraft is missing or is completely inaccessible. For purposes of this LHMP, the definition of “aircraft accident” does not include “unmanned aircraft accident,”.
▪ Location and Extent
Since 1947, the Redlands Municipal Airport (REI) has been serving the area’s aviation community.
Redlands Municipal Airport is a 180-acre facility with a 4,570 foot long by 75-foot-wide runway serving
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72 approximately 240 based aircraft. In addition to the Redlands Municipal Airport, the Ontario International Airport (ONT) and the San Bernardino International Airport (SBD) are in close proximity to the City of Redlands. Figure 5.11 depicts the location of the three (3) local airports in the general area of the City of Redlands.
Figure 5.11- Airports Around the City of Redlands
In addition to the local airports, there are four (4) large commercial airports operating in the region. The City of Redlands is transected by the flight pattern from LAX, ONT, SBD, and March Air Reserve Base. ▪ History
The City of Redlands has suffered several accidents/incidents in the past. Table 5.8 provides an overview of the events that have occurred since 2008, according to the National Transportation Safety Board (NTSB) Case Analysis and Reporting Online (CAROL) Query Tool. All reported aircraft accidents involved small craft, aircraft.
Table 5.8- Aircraft Accidents Since 2008
Accidents Total Dates
Incidents 8
Incident Injury Type
Fatal 3 Jun 2020, Feb 2010, Sep 2009
Serious 1 Sep 2011
Minor 1 Mar 2015
None 3 May 2015, Jul 2013, Sep 2011
▪ Probability
The possibility of an aircraft accident/incident occurring in the City of Redlands will continue to exist due to the location (and existing use) of the Redlands Municipal Airport, SBD, ONT, and March Air Reserve Base. It is worth to note, that the Redlands Municipal Airport also supports the US Forest Service and CAL FIRE NOT heliports during fire seasons. Based on historic events and known increase safety standards, it is anticipated that future accidents/incidents will be minimal. The risk to the City of Redlands associated with these types of accidents/incidents is similar to other general aviation airports in southern California.
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73 ▪ Climate Change Considerations
While there are many devices that monitor and/or track weather conditions, it is expected that changing conditions are going to impact air travel. From the simplest of impacts from temperatures altering takeoffs and landing, to increase in rains and winds altering flight patterns, changes in our environment could increase the likelihood of an aircraft accidents/incidents.
5.4.2.2 CIVIL DISTURBANCE
▪ Ranking- Probability- Medium; Impact- Medium
▪ Description
Civil Disturbance is a term generally used to describe disorderly conduct or a breakdown of orderly society by a large group of people. Civil Disturbance can range from a form of protest against major socio-political problems to riots.
▪ Location and Extent
Civil Disturbance can occur in any part of the City of Redlands. However, it is generally located within larger, more concentrated, commercial areas.
▪ History
No significant historical incidents to report to date. However, there have been a few small incidents that have occurred due to recent social and political movements. ▪ Probability
There are no studies that predict the probability of civil disturbance occurrences. ▪ Climate Change Considerations
While there is no direct linkage between climate change and civil disturbances, there could be indirect linkages. As climate change impacts are either felt or perceived to be felt it could ignite passions within people to demonstrate against possible causes or enablers.
5.4.2.3 DROUGHT
▪ Ranking- Probability- Medium; Impact- Low
▪ Description
Drought can best be thought of as a condition of water shortage for a particular user in a particular location. Drought is a gradual phenomenon and generally are not signified by one or two dry years.
California’s extensive system of water supply infrastructure (reservoirs, groundwater basins, and interregional conveyance facilities) generally mitigates the effects of short‐term dry periods for most water users. However, drought conditions are present when a region receives below-average precipitation, resulting in prolonged shortages in its water supply, whether its water supply is provided by atmospheric, surface, or ground water means. A drought can last for months or years, or may be declared after as few as 15 days.
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74 Drought is not a purely physical phenomenon, but rather an interplay between natural water availability and human demands for water supply. The precise definition of drought is made complex owing to political considerations, but there are generally four (4) types of conditions that are referred to as drought:
• Meteorological drought is brought about when there is a prolonged period with less than average precipitation.
• Agricultural drought is brought about when there is insufficient moisture for average crop or range production. This condition can arise, even in times of average precipitation, owing to soil conditions or agricultural techniques.
• Hydrologic drought is brought about when the water reserves available in sources such as aquifers, lakes, and reservoirs fall below the statistical average. This condition can arise, even in times of average (or above average) precipitation, when increased usage of water diminishes the reserves.
• Socioeconomic drought associates the supply and demand of water services with elements of meteorological, hydrologic, and agricultural drought. Socioeconomic drought occurs when the demand for water exceeds the supply as a result of weather-related supply shortfall.
The U.S. Drought Monitor, established in 1999, is a weekly map of drought conditions produced jointly by the National Oceanic and Atmospheric Administration, the U.S. Department of Agriculture, and the National Drought Mitigation Center at the University of Nebraska-Lincoln. The map is based on measurements of climatic, hydrologic and soil conditions as well as reported impacts and observations from more than 350 contributors around the country. Droughts are generally categorized into five (5) categories: D1) Abnormally Dry, D2) Moderate Drought; D3) Severe Drought; D4) Extreme Drought; and, D5) Exceptional Drought. There are many considerations that are factored into the determining the drought status; these include consideration of status on the: Palmer Drought Severity Index; CPC Soil Moisture Model; USGS Weekly Streamflow; Standardized Precipitation Index; and Objective Drought Indicator Blends.
▪ Location and Extent
The entire City of Redlands is subject to drought conditions and water shortages. ▪ History
It was only recently that the State of California emerged from a proclaimed a State of Emergency due to extremely dry conditions. The longest duration of drought (D1-D4) in California lasted 376 weeks beginning on December 27, 2011 and ending on March 5, 2019. The most intense period of drought occurred 2014 and 2017, where at its peak over 50% of the land in California was under Exceptional Drought (D4) conditions. The City of Redlands has experienced several droughts, most recently during the statewide drought from 2011-2019.
▪ Probability
In any given year, California and the City of Redlands can be subject to drought conditions and water shortages. This is especially true since much of the water is provided by outside resources, resources that a shared with others. It is also important to note that droughts do not happen over night, they are a slow buildup of conditions. On average, seventy-five percent (75%) of the state’s annual precipitation occurs in the “wet season”- November thru March. December, January, and February generally see the most precipitation but there have been many early and late season storms that bring in a substantial amount
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75 of precipitation. One of the best ways to predict drought conditions is to study the status of the El Niño Southern Oscillation (ENSO) patterns. In California. ENSO is a periodic shifting of ocean atmosphere conditions in the tropical Pacific that ranges from El Niño (warm phase) to neutral to La Niña (cold phase).
La Niña conditions tend to favor a drier outlook for Southern California; while the El Niño conditions favor stronger, and wetter storms.
▪ Climate Change Considerations
Climate change has the potential to make drought events more common in the West, including California.
Extreme heat creates conditions more conducive for evaporation of moisture from the ground, thereby increasing the possibility of drought. A warming planet could lead to earlier melting of winter snow packs, leaving lower stream flows and drier conditions in the late spring and summer. Snow packs are important in terms of providing water storage and ensuring adequate supply in the summer, when water is most needed. Changing precipitation distribution and intensity have the potential to cause more of the precipitation that does fall to run-off rather than be stored. The result of these processes is an increased potential for more frequent and more severe periods of drought.
5.4.2.4 EXTREME TEMPERATURE
▪ Ranking- Probability- Medium; Impact- Low
▪ Description
For the purposes of the LHMP, Extreme Temperatures include both 1) extreme heat and 2) freezing weather conditions.
Extreme Heat conditions, according to the EPA and CDC, is defined as weather that is much hotter and more humid than average for a particular time and place. The heat index is a measure of how hot it feels when relative humidity is factored in with the actual air temperature (Figure 5.12). Relative humidity is the percentage of moisture in the air compared with the maximum amount of moisture the air can hold.
Humidity is an important factor in how hot it feels because when humidity is high, water doesn’t evaporate as easily, so it’s harder for your body to cool off by sweating.
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76 Figure 5.12- NOAA’s National Weather Service Heat Index Extreme heat is not just a nuisance; it kills hundreds of Americans every year and causes many more to become seriously ill. Measures to prevent illness are generally common sense, including staying cool indoors, keeping hydrated, limiting physical activity, and monitoring those at highest risk.
Freeze conditions are noted when there are sustained temperatures below freezing (32F). Prolonged freezing temperatures can pose a risk to vulnerable populations, particularly if combined with power outages. When combined with precipitation, ice can form on roadways, trees, and power lines creating secondary hazard conditions. Extreme cold can result in significant damage to homes and businesses (e.g., from burst pipes), and can cause significant health problems, such as hypothermia and frostbite.
Agriculture and livestock are subject to damage and life loss, and may cause economic impacts as well.
The NOAA provides three (3) different categories of actions for freeze events: advisory, watch, and warning.
• Frost Advisory is issued when the minimum temperature is forecast to be 33 to 36 degrees on clear and calm nights during the growing season.
• Freeze Watch is issued when there is a potential for significant, widespread freezing temperatures within the next 24–36 hours.
• Freeze Warning is issued when significant, widespread freezing temperatures are expected.
Prolonged freezing temperatures can pose a risk to vulnerable populations, particularly if combined with power outages. Exposure to cold can cause significant health problems, such as frostbite or hypothermia and become life-threatening. When combined with extreme cold temperatures, winds can compound the events creating a phenomenon known as “wind chill” factor.
Wind Chill is the term used to describe the rate of heat loss on the human body resulting from the combined effect of low temperature and wind. As winds increase, heat is carried away from the body at a faster rate, driving down both the skin temperature and eventually the internal body temperature. Animals are also affected by wind chill; however, cars, plants and other objects are not.
Figure 5.13 shows the NWS Wind Chill Chart which uses science and other information to provide an
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77 accurate, understandable, and useful formula for calculating the dangers from winter winds and freezing temperatures.
Figure 5.13 -Wind Chill Chart
▪ Location and Extent
The entire city is subject to Extreme Heat and/or Freeze conditions. While, this will affect humans, a significant impact would be felt on livestock and agriculture. The City of Redlands also has several agriculture growers that produce citrus and other crops. ▪ History
The City of Redlands experiences extreme temperatures on an annual basis. In most instances, the events are short in duration and do not create significant impacts on the community. Some of the minor events do require the City to take action including dissemination of Public Service Announcements, checking in with vulnerable populations (elderly, homeless), and opening and/or coordinate with others to open heating and/or cooling centers. Some of the more significant extreme weather events in the region include:
• In 2010 an extreme heat event occurred in impacting the Southeastern Desert Region. • In 2007 an extreme cold event damaged citrus, row, field and nursery crops county-wide, including agriculture.
• In 2006, San Bernardino County experienced an extreme heat event affecting the Valley communities.
▪ Probability
In any given year the City could experience Extreme Heat or Freeze events. ▪ Climate Change Considerations
Climate plays a significant role in Excessive Heat and Freeze events. As temperatures rise and fall due to changing conditions, Californians will face greater possibility of Extreme Heat or Freeze events. Depending on the model and the study referenced, freezing spells are likely to increase and/or decrease in frequency
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78 as climate conditions change. By mid‐century, extreme heat events in urban centers could cause two to three times more heat‐related deaths than occur today. By 2100, The California Energy Commission is projecting hotter temperatures are expected throughout the state, with an increase of 3 to 5.5°F under the lower emissions scenario and 8 to 10.5°F under the higher emissions scenario (Figure 5.14).
Figure 5.14- Comparison between Historic and Projected Temperature According to the EPA and CDC, the chances are increasing that an Extreme Heat or Freeze event could happen where you live because, the average temperatures are rising, both in the United States and around the world:
• Globally, the annual average temperature has been rising since the beginning of the 20th century, and temperatures are expected to continue to rise through the end of this century. • Worldwide, 15 of the 16 warmest years on record have occurred since 2000, with the exception of 1998
5.4.2.5 HAZARDOUS MATERIAL ACCIDENT
▪ Ranking- Probability- Medium; Impact- Medium
▪ Description
Hazardous materials are used and/or created in manufacturing, agriculture, service industries (e.g., gas stations, dry cleaners), and health care facilities. Several household products such as cleaning supplies and paint are also considered hazardous materials. These chemicals and hazardous materials may be corrosive or otherwise damaging over time. The US Department of Transportation (US DOT) classifies hazard chemicals/materials into the following classification system:
• Class 1- Explosives
• Class 2- Flammable, non-flammable, and poisonous gases • Class 3- Flammable liquids
• Class 4- Flammable, spontaneously combustible, and dangerous when wet solids • Class 5- Oxidizers and organic peroxides
• Class 6- Toxic (poisonous) substances
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79 • Class 7- Radioactive materials
• Class 8- Corrosive substances
• Class 9- Miscellaneous dangerous goods/hazardous materials and articles The release of these chemicals and/or materials into a community can have devastating effects. A hazardous materials release could also result in public health risks, fires, and/or explosions.
Contamination may be carried out of the immediate area of the incident by people, vehicles, wind, and water. Weather conditions can increase the size and intensity of the Hazardous Materials Release.
Typography, such as hills and canyons, can increase the size of the release or make it more difficult to contain. There are several types of hazardous materials releases:
• Fixed-Site Releases- releases involving the production and manufacturing, handling, and storage of a hazardous product at a single facility as well as any releases that may occur at a designated hazardous waste disposal site.
• Transportation-Related Releases- Includes releases that occur while the hazardous material is in transit from one facility to another or en route to be disposed of at a designated hazardous waste disposal site (e.g., on highways, railways, airports, or in pipelines). • Intentional Releases- includes criminal acts and acts of terrorism in which a hazardous material is used to intentionally cause injuries and/or fatalities, damage the environment and/or property, or advance a political or social agenda. ▪ Location and Extent
As outlined above, hazardous materials can be found throughout the community. The location and identity of facilities that store hazardous materials must be reported to local and federal governments as required by the Emergency Planning and Community Right-to-Know Act (EPCRA). Many facilities have their own hazardous materials guides and response plans, including transportation companies who transport hazardous materials. The release of hazardous materials into the environment can cause a multitude of problems. Although these incidents can happen almost anywhere, certain areas of Redlands are at higher risk, such as near roadways that are frequently used to transport hazardous materials and locations with industrial facilities that use, store, and/or dispose of such materials. Areas crossed by railways, waterways, airways, and pipelines also have increased potential for mishaps. Table 5.9 provides a list of sites within the City of Redlands.
Table 5.9- Registered Hazardous Chemical Sites in the City of Redlands Site/Facility Name Location
Crafton-Redlands area Bunker hill groundwater sub-basin Edison/Redlands II (Redlands Boulevard) MGP 501-525 w. Redlands Boulevard at Kendall Jorco Chemical Company 32185 east outer Highway 10
Judson Street Elementary School Judson Street/Pennsylvania Avenue Layne Christensen Redlands property 1675 West Park Avenue Lockheed Propulsion Corporation 1500 Crafton Avenue
New High School No.3 Texas Street/w. Pioneer Avenue
QA Processor Service 302 Alabama Street, ste8
Redlands Airport 1745 Sessums Drive
Redlands Community Day School Alabama Street/West Park Avenue Redlands Early Education Center 1712 West Park Avenue
Redlands Farming Company 780 West San Bernardino Avenue SoCal gas/Redlands I (State Street.) MGP State Street at Redlands Boulevard
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80 Teledyne Battery Products 840 W Brockton Avenue
▪ History
A significant hazardous materials events in San Bernardino County included the February 1996 train derailment in the Cajon Pass. A 49-car Burlington Northern-Santa Fe freight train en route from Barstow, California, to Los Angeles, derailed near Cajon Junction, killing the conductor and a trainman, and seriously injuring the engineer. The derailment resulted in a rail car pile-up which included five cars containing hazardous materials. The train ignited, and continued to burn for several days, requiring immediate closure of I-15, extended closure of SR-138, and a secondary closure of I-15 three days later due to the potential explosion of a tank car containing butyl acrylate. In addition to the train crew casualties, 32 people suffered minor injuries (21 police officers, 8 California Transportation Department personnel, and 3 civilians). According to the National Transportation Safety Board (NTSB), the total economic cost of the incident reached almost $9.5 million, including equipment, environmental and other costs.
Within the City of Redlands, the Fire Department has the responsibility for responding to hazardous materials incidents. The City of Redlands Fire Department has responded to a series of hazardous material incidents over the years. While most are routine in natural and do not require significant resources, there have been a handful of incidents that have required greater response and recovery coordination/effort.
Figure 5.15 depicts the location of the more significant hazardous material incidents within the City of Redlands between 1999-2020 and Table 5.10 provides details of the events.
Figure 5.15- Hazardous Material Spills City of Redlands (1999-2020) Table 5.10- Hazardous Material Spills City of Redlands (1999-2020) Address Date Quantity Unit of Measure Commodity
12910 16th Street 10/11/1999 50 LGA acrylic acid, stabilized 300 Kansas Street 4/2/2008 160 SLB batteries, wet, filled with acid, electric storage
539 E Redlands Boulevard 8/1/2000 300 LGA gasoline
301 Tennessee Street 2/14/2018 56 LGA diesel fuel
▪ Probability
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81 The release of chemicals and hazardous materials can occur anywhere in the city but are more likely on or near major transportation corridors. Incidences can occur during production, storage, transportation, and/or during use or disposal of materials. Communities can be at risk if a chemical is used unsafely or released in harmful amounts into the environment. Hazardous materials can cause death, serious injury, long lasting health effects, and damage to buildings, the environment, homes, and other property. ▪ Climate Change Considerations
While there is little evidence to link climate change increase occurrences of chemical and hazardous material releases, weather plays a significant factor in certain aspects of chemical and hazardous material releases. Changing conditions can create more mishaps and accidents with production, storage, transportation, use, and disposal of chemicals and hazardous materials. Additionally, changing conditions could impact the response and recovery efforts after releases.
5.4.2.6 INFESTATION
▪ Ranking- Probability- Medium; Impact- Low
▪ Description
Agricultural pests and disease infestation occur when an undesirable organism inhabits an area in a manner that causes serious harm to agriculture crops, livestock or poultry, and wild land vegetation or animals. Countless insects and diseases live on, in, and around plants and animals in all environments.
Most are harmless, while some can cause significant damage and loss. Under some conditions, insects and diseases that have been relatively harmless can become hazardous. For example, severe drought conditions can weaken trees and make them more susceptible to destruction from insect attacks than they would be under normal conditions.
▪ Location and Extent
The City of Redlands has several agriculture crops (orange groves) but limited commercial livestock or poultry. However, the City of Redlands, much like most cities have areas and vegetation susceptible to infestations. Impacts to local plants happen throughout the entire city. Impacts on wildland vegetation or animals generally happened in interface areas along edges of the community (i.e., Crafton Foothills, Live Oak Canyon, Sam Timoteo Canyon, San Bernardino Mountains). The location of the groves is depicted on Figure 5.16.
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82 Figure 5.16- Citrus Groves
▪ History
As mentioned, the city is vulnerable to insect infestation. Infestations of Mediterranean Fruit Fly, Oriental Fruit Fly, Gypsy Moth, Glassy-winged Sharpshooter, Asian Citrus Psyllid, and Light-Brown Apple Moth have all occurred in the last 30 years; however, there are not detailed records to list each event. Diseases such as Chrysanthemum White Rust and Pierce’s Disease of Grapes have caused significant losses to local plants and impacts on wildland vegetation or animals.
Emergencies related to insect infestation have impacted San Bernardino County and its local jurisdictions in the last decade, including an increased fire risk due to Bark Beetle infestation of trees in 2003, and mosquito-borne West Nile Virus in 2007. Since 2002, the Bark Beetle infestation has required removal of 99,500 acres of affected trees in the San Bernardino National Forest, as well as on private lands, at a cost of $4 million in grants and matching funds. However, both the Bark Beetle and West Nile Virus infestations are under control and did not seriously impact the City of Redlands. Additionally, while future infestation issues are possible, the impact on the City of Redlands is generally expected to be limited and no major impact to the community.
▪ Probability
Due to its interaction with the global economy, its mild Mediterranean climate, and its diversified agricultural and native landscape, the City of Redlands can experience impacts from agricultural pests and diseases annually.
▪ Climate Change Considerations
Continued climate change is likely to alter the abundance and types of pests, lengthen pests’ breeding season, and increase pathogen growth rates. For example, the pink bollworm, a common pest of cotton crops, is currently a problem only in southern desert valleys because it cannot survive winter frosts elsewhere in the state. However, if winter temperatures rise 3 to 4.5°F, the pink bollworm’s range would likely expand northward, which could lead to substantial economic and ecological consequences for the state.
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83 Temperature is not the only climatic influence on pests. For example, some insects are unable to cope in extreme drought, while others cannot survive in extremely wet conditions. Furthermore, while warming speeds up the lifecycles of many insects, suggesting that pest problems could increase, some insects may grow more slowly as elevated carbon dioxide levels decrease the protein content of the leaves on which they feed (California Climate Change Center 2006).
5.4.2.7 LANDSLIDE
▪ Ranking- Probability- Medium; Impact- Medium
▪ Description
Landslides can be defined as the movement of a mass of rock, debris, or earth down an incline. According to the USGS, the term “landslide” encompasses five (5) modes of slope movement: falls, topples, slides, spreads, and flows.
• Falls are masses of soil or rock that dislodge from steep slopes and free-fall, bounce, or roll downslope.
• Topples move by the forward pivoting of a mass around an axis below the displaced mass. • Spreads (lateral) commonly induced by liquefaction of material in an earthquake, move by horizontal extension and shear or tensile fractures.
• Slides displace masses of material along one or more discrete planes. – In “rotational” sliding, the slide plane is curved and the mass rotates backwards around an axis parallel to the slope;
– In “translational” sliding, the failure surface is more or less planar and the mass moves parallel to the ground surface.
• Flows mobilize as a deforming, viscous mass without a discrete failure plane.
Landslides can be caused by natural processes or by man-made activities. Landslides occurs when downslope forces (gravity) exceed the resistance (strength) of the earth materials. Landslides can be initiated by rainfall, snowmelt, changes in water level, stream erosion, changes in ground water, earthquakes, volcanic activity, disturbance by human activities, or any combination of these factors. Two (2) of the more common types of landslides include:
• Mudflows- defined as flows or rivers of liquid mud down a hillside on the surface of normally dry land. They occur when water saturates the ground, usually following long and heavy rain falls, or rapid snow melt. Mud forms and flows down slope if there is no ground cover such as brush or trees to hold the soil in place.
• Debris Flow- defined when water begins to wash material from a slope or when water sheets off of a newly burned stretch of land. Chaparral land is especially susceptible to debris flows after a fire. The flow will pick up speed and debris as it descends the slope. As the system gradually picks up speed it takes on the characteristics of a basic river system, carrying everything in its path along with it.
Fast-moving (or rapidly-moving) landslides present the greatest risk to human life, and people living in or traveling through areas prone to rapidly moving landslides are at increased risk of serious injury. Debrisflows can travel down a hillside with speeds up to 200 miles per hour (though more commonly, 30-50 miles per hour), depending on the slope angle and type of earth and debris in the flow.
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84 Slow-moving landslides can occur on relatively gentle slopes and can cause significant property damage but are less likely to result in serious human injuries. Slow-moving slides include rotational slides, where sliding material moves along a curved surface, and translational slides, where movement occurs along a flat surface. These slides are generally slow-moving and can be deep. Slumps are small rotational slides that are generally shallow.
The size of a landslide usually depends on the geology and the initial cause of the landslide. Landslides vary greatly in their volume of rock and soil; the length, width, and depth of the area affected; frequency of occurrence; and speed of movement. Some characteristics that determine the type of landslide are slope of the hillside, moisture content, and the nature of the underlying materials. Landslides are given different names, depending on the type of failure and their composition and characteristics.
Many landslides are difficult to mitigate, particularly in areas of large historic movement with weak underlying geologic materials. As communities continue to modify the terrain and influence natural processes, it is important to be aware of the physical properties of the underlying soils as they, along with climate, create landslide hazards. Proper planning cannot completely eliminate the threat of landslides to the safety of people, property, and infrastructure; however, without proper planning, landslide hazards will be even more common and more destructive.
▪ Location and Extent
The California Geological Survey is in the process of recording and mapping historical and potential landslides in the state. The location and extent of landslides are extremely difficult to predict and are usually based on historical event and/or soil type and topography. Landslides have the potential to occur in areas with one or more of the following conditions:
• On or close to steep hills
• Steep road-cuts or excavations
• Existing landslides or places of known historic landslides (such sites often have tilted power lines, trees tilted in various directions, cracks in the ground, and irregular-surfaced ground) • Steep areas where surface runoff is channeled, such as below culverts, V -shaped valleys, canyon bottoms, and steep stream channels
• Fan-shaped areas of sediment and boulder accumulation at the outlets of canyons • Canyon areas below hillside and mountains that have recently (within 1-6 years) been subjected to a wildland fire.
Figure 5.17 depicts the location around the City of Redlands of low landslide incidence on the USGS’ Landslide Incidence and Susceptibility in the Conterminous United States map (Overview map, 2001), which shows areas of landslides and areas susceptible to future land sliding (defined to include most types of gravitational mass movement such as rock falls, debris flows, and the failure of engineered soil materials).
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85 Figure 5.17- Landslide Incidence in the Vicinity of the City of Redlands ▪ History
Historically, the majority of landslides in Redlands have been a secondary hazard to other hazards (i.e., earthquakes, floods); there have been no known previous occurrences of landslides documented in the City of Redlands.
▪ Probability
Landslides are a common hazard in California. Weathering and the decomposition of geologic materials produce conditions conducive to landslides, and human activity further exacerbates many landslide problems. It is difficult to estimate the probability of occurrence for landslide as no landslide susceptibility maps have been prepared for Redlands. However, recently there has been increased probability for mud flows and debris flows due to wildfire events in the area. ▪ Climate Change Considerations
Climate change can increase the probability, frequency, and/or intensity of landslides. Changes in precipitation, specifically the increased frequency of intense precipitation, can result in significant water run-off, which may cause landslides. Additionally, increase in wildfire hazards will result in loss of hillside vegetation. The loss of hillside vegetation will increase the likelihood of debris and mudflows. This could result in landslides occurring in areas not previously identified.
5.4.2.8 TECHNOLOGY DISRUPTION
▪ Ranking- Probability- Low; Impact- High
▪ Description
Technology disruption includes both deliberate (cyber-attacks) or accidental (equipment failure or human error) actions that can cause the loss of use of technology and/or data. A cyber threat/attack is a circumstance or event that has or indicates the potential to exploit technology vulnerabilities and to adversely impact organizational operations, organizational assets (including information and information systems), individuals, other organizations, or society. Critical infrastructure, such as utilities and
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86 telecommunications, are also potential targets. Cyber threats/attacks are most easily described as either external threats (where attacks originate outside of established networks) or internal/insider threats (where attacks originate from users who have existing access to an internal network). Examples of cyber threats/attacks include: malware and hacking, phishing, denial of service attacks, ransomware, and statesponsored hacking. Any one of these threats, if initiated, and successful, can produce a cyber-attack that has major implications throughout the organization. Recent report produced by Verizon (2020) analyzes 32,002 security incidents and 3,950 confirmed breaches from 81 global contributors from 81 countries and indicate the following trends:
• 86% of data breaches for financial gain - up from 71% in 2019 • Cloud-based data under attack – web application attacks double to 43% • 67% of breaches caused by credential theft, errors and social attacks • Clearly identified cyber-breach pathways enable a “Defender Advantage” in the fight against cyber-crime
• On-going patching successful - fewer than 1 in 20 breaches exploit vulnerabilities • 37% of credential theft breaches used stolen or weak credentials • 25% involved phishing
• Human error accounted for 22%
▪ Location and Extent
Technology disruptions can happen anywhere within the City but will generally be targeted towards larger corporations or government organizations.
▪ History
While there have been several smaller cyber threats and hacking, none have reached a level of significance. However, the frequency of cyber-attacks on public and private sector organizations in general, continues to rise.
▪ Probability
The probability of technology disruptions is on the rise globally, national, and locally. The probability of occurrence of cyber threats is rapidly increasing, especially with increased reliance on the Internet and cloud-based computing. However, cyber security threats/attacks will generally be targeted towards larger corporations or state/national governments which are not located within the county.
Local governments are increasingly being targeted by cyber criminals on the basis that they have fewer resources to defend themselves. Unlike natural hazards, where there is historical data, and some predictive modeling can occur, cyber-attacks are an emerging hazard, which are more challenging to anticipate
▪ Climate Change Considerations
While there is little evidence to link climate change to increase in occurrences of cyber security threats/attacks, the target could be related to persons/groups with issues with individuals or companies they perceive to have effect on the climate (i.e., greenhouse gas producers) within the community. And much like terrorism, depending on the consequence of the cyber-attack, it could hinder the response and recovery efforts.
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87 5.4.2.9 TRAIN ACCIDENT/INCIDENT
▪ Ranking- Probability- Low; Impact- Medium
▪ Description
Train derailments are defined as any accidents involving public or private trains carrying passengers or cargo along the rail corridor. Cargo commodities include such things as hazardous materials, fuel (including oil), agriculture, meats, and non-consumables (NOTE: hazardous materials incident are covered under a separate hazard). Train derailments, like other transportation accidents, are less likely to lead to a state or federal disaster declaration, than other hazards previously and afore mentioned. ▪ Location and Extent
Trains running through the City of Redlands carry both commuters and commodities (Figure 5.18).
However, San Bernardino County is currently in the final stages of extending the Metrolink line to the City of Redlands. This will increase the frequency of trips and volume of riders/passengers, thus increasing the potential for commuter-related train incidents.
Train accidents are generally localized, and the incidents result in limited impacts at the community level.
However, if there are volatile or flammable substances on the train and the train is in a highly populated or densely forested area, death, injuries, and damage to homes, infrastructure, and the environment, including forest fires can occur.
Figure 5.18- Rail Lines in Vicinity of the City of Redlands ▪ History
There have been no historical train derailments incidents within the City of Redlands. ▪ Probability
Train accidents can occur any time during the year. Because of current plans to extend the commuter rail into the City of Redlands, it is expected that the provability of an incident/accident will increase. ▪ Climate Change Considerations
Weather conditions have been known to play a significant role in some train derailments globally. While current train operations anticipate and plan for current and future weather conditions, sudden changes
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88 to weather conditions and weather patterns can affect the safe movement of trains. Additionally, climate change could impact response and recovery operations.
5.4.3 TIER III
The hazard under Tier III includes Dam Breach and Terrorism.
5.4.3.1 DAM BREACH
▪ Ranking- Probability- Low; Impact- Medium
▪ Description
Because of California’s seasonal and climatic conditions, water storage is critical. Dams and reservoirs help reserve (store) the water necessary for agriculture, hydroelectric power, recreational activities, environmental protection, and a stable drinking water supply. They are also critical tools in flood and debris control. Based on the function, dams can be classified as: storage dam, diversion dam, detention dam, debris dam, or coffer dam. In addition to the classifications there are several types of dams:
• Gravity Dams- concrete, rubber masonry
• Embankment Dams- earth or rock
• Arch/Multiple Arch Dams- concrete
• Buttress Dams- concrete, timber, steel
Along with their many benefits, dams and reservoirs present formidable consequences if not properly designed, built, and maintained. Failures to dams and reservoir are generally due to old age, poor design/construction, lack of maintenance, structural damage, improper siting, landslides flowing into a reservoir, or terrorist actions. Structural damage is often a result of a flood, erosion, or earthquake. A catastrophic dam/reservoir failure could inundate the area downstream. The degree of flood impact is dependent upon topography, vegetation, duration and intensity of rainfall with consequent storm water runoff. The force of the water is large enough to carry boulders, trees, automobiles, and even houses along a destructive path downstream. Another factor in dam/reservoir failures is heavy or increased precipitation, especially in very short periods of time. This increase in rainfall can crested dams, weaken structures, and erode supports. The potential for casualties, environmental damage, and economic loss is great. Damage to electric generating facilities and transmission lines could impact life support systems in communities outside the immediate hazard area.
▪ Location and Extent
As shown in Figure 5.19, the northernmost portions of the City of Redlands, along the Santa Ana River margin, are located within the potential dam inundation area for Seven Oaks Dam as mapped by San Bernardino County ISD/GIS as part of the San Bernardino County General Plan. Construction of this modern dam by the U.S. Army Corps of Engineers was completed in 1999. Designed for flood control, its location near the San Andreas Fault resulted in the dam’s being designed to resist earthquake damage for events as large as a M8 earthquake.
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89 Figure 5.19- Dam Inundation Areas in the City of Redlands ▪ History
The State of California and the federal government have a rigorous Dam Safety Program. This is a proactive program that ensure proper planning in the event of failure but also sets standards for dam design and maintenance. Because of this, many potential issues have been addressed and/or resolved. Within the City of Redlands, no significant dam failures have occurred. ▪ Probability
Dam failure events are infrequent and usually coincide with the events that cause them, such as earthquakes, landslides, excessive rainfall and snowmelt. These impacts can also be exacerbated by aging or poor maintenance of the structures. There is a “residual risk” associated with dams; residual risk is the risk that remains after safeguards have been implemented. For dams, the residual risk is associated with events beyond those that the facility was designed to withstand. However, the probability of occurrence of any type of dam failure event is considered to be low in today’s regulatory and dam safety oversight environment.
▪ Climate Change Considerations
Increased rainfall from changing climate conditions could present a risk to dams and reservoirs in area if volume of runoff is greater than the dam’s capacity. This could cause the County to release stored water into the downstream water courses in order to ensure the integrity of the dam.
5.4.3.2 TERRORISM
▪ Ranking- Probability- Low; Impact- Medium
▪ Description
Terrorism has become an undeniable reality throughout the United States. The term terrorism refers to intentional, criminal malicious acts. There is no single, universally accepted definition of terrorism, and it can be interpreted in many ways. Terrorism is defined in the Code of Federal Regulations as “...the unlawful use of force and violence against persons or property to intimidate or coerce a government, the
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90 civilian population, or any segment thereof, in furtherance of political or social objectives.” (28 CFR, Section
0.85). For the purposes of this plan, terrorism refers to the use of weapons of mass destruction, including biological, chemical, nuclear, and radiological weapons; arson, incendiary, explosive, and armed attacks; industrial sabotage and intentional hazardous materials releases; and cyber terrorism. Many of these incidents can be a well-planned, coordinated attacks with multiple suspects, or the result of a lone individual on a rampage. Conventional Attacks/Active Shooter incidents are generally considered a lone individual incident; some are considered "homegrown violent extremists" inspired by foreign terrorist groups.
▪ Location and Extent
Terrorism can occur throughout the entire city but due to terrorisms’ intended purpose to cause the greatest amount of destruction it would most likely happen in more populous areas (high value, visually recognized targets) where more devastation, fear, and chaos will ensue. ▪ History
The City and surrounding area have experienced several terrorism (Active Shooter) events. In March of 2016, the police responded to a single shooter incident at Office Depot. There was one (1) minor injury reported. In April of 2017, there was also a shooting at North Park Elementary, part of the Redlands Unified School District. The shooting was an apparent murder–suicide and an act of domestic violence.
Three people died from their wounds and another student was wounded and hospitalized. However, the most significant Active Shooter event in the area occurred December of 2015 at the Inland Regional Center in San Bernardino. Fourteen (14) people were killed and 22 others were seriously injured. The pursuit to capture the shooters lead the police to the City of Redlands. The shooters were killed in a shootout, which also left two (2) officers injured.
▪ Probability
All City businesses and facilities are perceived as a soft target; however, due to the intended purpose of terrorism, it would most likely happen in more populous urban areas where more devastation (and fear) will ensue.
▪ Climate Change Considerations
While there is little evidence to link climate change increasing occurrences of terrorism. However, depending on the type of attack, it could intensify the incident (i.e., Improvised Explosive Device- IED during high wind event), and hinder the response and recovery efforts (i.e., evacuation during flooding).
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91 6 RISK ASSESSMENT
6.1 OVERVIEW
The purpose of this section is to estimate the potential exposure and vulnerability (impacts) of hazards within the City of Redlands. While an emphasis will be on the built environment (residential, nonresidential, critical facilities, etc.), the economy, and the general population; other areas may be considered (i.e., lifelines, environment). The focus of this section will be on Tier I hazards. As presented in Section 5.0- Hazard Assessment, the Planning Team ranked hazards into tiers: Tier I, Tier II, and Tier III hazards. Understanding potential impacts (damage and losses) is essential to decision-making at all levels of government, providing a basis for developing mitigation plans and policies, emergency preparedness and response and recovery planning. To accomplish this, two (2) different approaches were used:
Scientific Loss Estimation Modeling
The scientific loss estimation modeling efforts included the utilization of the FEMA Hazus model.
Hazus is a nationally applicable standardized methodology that estimates potential losses from floods, earthquakes, hurricane winds and tsunamis. Hazus uses state-of-the-art Geographic Information Systems (GIS) software to map hazard data and estimate potential physical damage to residential, commercial, schools, critical facilities, and infrastructure; economic loss, including lost jobs, business interruptions, repair, and reconstruction cost; and, social impacts, including estimating shelter requirements, displaces households, and population exposure to the hazard.
Hazus standard configuration allows for “out-of-the-box” regional or community-wide loss assessment using default (Level 1) building inventory databases, aggregated to the census tract (for earthquakes) or census block (for floods) level. Hazus also allows for the replacement of the default data with data that better reflects the area. In 2009, FEMA sponsored a project to leverage and improve San Bernardino County Assessor data for general building stock and utilize it in Hazus for county-level flood and earthquake analysis (San Bernardino County Essential Facilities Risk Assessment- SBEFRA). The SBEFRA project incorporated enhanced flood data from information on the FEMA updated (2008) Digital Flood Insurance Rate Map (DFIRM). The results of the SBEFRA project were leveraged and incorporated into this plan.
Exposure Assessment
Because scientific loss estimation models are not available for all types of hazards, a different approach was used on some hazards to identify potential impacts; exposure assessments. There are two (2) kinds of exposure assessment: 1) when there a hazard exposure area (or footprint); and, 2) when an exposure area (footprint) does not exist.
A hazard exposure footprint enables you to determine areas in the planning area where you are either “in” or “out” of the hazard (i.e., wildfire). With this footprint, the Planning Team was able to determine elements within the hazard area and conduct a qualitative assessment of the potential impact. For those hazards where an exposure footprint does not exist (i.e., infectious disease, energy shortage/power outage), the assessment is done for the entire planning area/City. Neither approach provides an estimate potential damage but provides an understanding of the exposure and as such,
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92 the potential loss during events. Types of elements that were considered during the exposure assessment were general building stock, populations, lifeline infrastructure, economy, and the environment. Table 6.1 provides a summary of relevant building stock from Hazus, population, and economy information presented in Section 3.0- Community Profile. This information provides a reference point which can be used to assess the potential impacts from the hazard.
Table 6.1- Summary of Building Stock, Population, and Economy within the City of Redlands
BUILDING STOCK
Building
Count
Building
Replacement Value
($1,000)
Contents
Replacement Value
($1,000)
Building Sq.
Ft. (1,000 Sq.
Ft.)
Residential 19,661 $4,586,535 $2,293,253 39,193
Commercial 790 $2,000,690 $2,077,158 20,969
Industrial 116 $154,116 $231,174 2,020
Other 524 $449,264 $219,703 2,817
TOTAL 21,091 $7,190,605 $4,821,288 64,998
Concrete 223 $572,025
Mfg Housing 1,039 $47,818
Precast Concrete 99 $388,399
Reinforced Masonry 398 $617,472
Steel 142 $264,195
URM 59 $73,705
Wood Frame (Other) 990 $1,406,583
Wood Frame (SFR) 18,141 $3,820,407
TOTAL 21,091 $7,190,605
POPULATION Citizens % of Population
Under 18 16,304 22.9%
Between 18-65 43,928 61.7%
Over 65 11,964 15.4%
TOTAL 71,196 100%
ECONOMY Jobs % of Economy
Education 16,311 39.20%
Retail 5,243 12.60%
Professional 5,118 12.30%
Leisure 3,703 8.90%
Wholesale 1,872 4.50%
Construction 1,831 4.40%
Public 1,706 4.10%
Other 1,623 3.90%
Finance 1,498 3.60%
Manufacturing 1,373 3.30%
Transportation 915 2.20%
Information 291 0.70%
Agriculture 125 0.30%
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93 TOTAL 41,609 100%
Additionally, the FEMA-funded SBEFRA project also did an exposure assessment of facilities deemed critical under the project (i.e., police stations, fire stations, emergency operations centers, schools). The SBEFRA project did a damage assessment of critical facilities for earthquake and an exposure assessment of critical facilities for Flood and Wildfire.
6.2 TIER I HAZARDS
6.2.1 EARTHQUAKE
To understand the vulnerability to Earthquakes in the City of Redlands, a scientific loss estimation model was used. The City of Redlands leveraged the Hazus assessment and critical facilities exposure assessment conducted under the SBEFRA Project. The Planning Team ranked this hazard as a HIGH impact during the hazard prioritization process.
6.2.1.1 HAZUS ASSESSMENT
The SBEFRA Project looked at three (3) earthquake scenarios: the M7.8 Shakeout Scenario, a M6.7 San Jacinto scenario earthquake, and a M6.7 Chino Hills Scenario earthquake (Figure 6.1, Figure 6.2, and Figure 6.3). A summary of the Hazus results is presented in Table 6.2. It should be noted that the casualty figures reported are not direct Hazus outputs; they are estimates in more medically-meaningful categories derived from Hazus outputs using a “calibration” methodology developed using historic injury data from the 1994 Northridge and other California earthquakes (Seligson & Shoaf, 2003). The method was also recently applied for the San Andreas “ShakeOut” Scenario developed by the USGS and others for the 2008 Golden Guardian statewide disaster exercise (Jones et al., 2008). Also as noted previously, Hazus estimates earthquake impacts at the census tract level. Accordingly, building count totals may differ from totals reported in the flood risk assessment, which were developed at the census block level.
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94 Figure 6.1- ShakeOut Scenario (M7.8)
Figure 6.2- San Jacinto Scenario (M6.7)
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95 Figure 6.3- Chino Hills Scenario (M6.7)
Table 6.2- Estimated Earthquake Impacts for the City of Redlands (Hazus) Earthquake Scenario
M7.8 ShakeOut M6.7 San Jacinto M6.7 Chino Hills
Direct Economic Losses for Buildings ($1,000)
Total Building Exposure Value 7,190,605
Capital Stock
Cost of Structural Damage 245,830 48,248 1,022
Cost of Non-Structural Damage 858,890 190,323 10,548
Total Building Damage (Str. + Non-Str.) 1,104,721 238,572 11,570 Building Loss Ratio % 15.4% 3.3% 0.2%
Cost of Contents Damage 324,650 80,134 6,038
Inventory Loss 13,510 3,066 280
Income
Relocation Loss 121,663 29,579 277
Capital-Related Loss 56,578 10,669 119
Rental Income Loss 77,740 16,676 259
Wage Losses 79,015 16,096 164
Total Direct Economic Loss (% of County Damage) 1,777,877 (8.2%) 394,792 (7.8%) 18,706 (0.6%) Casualties
Day Casualties (2PM)
Fatalities 26 1 0
Trauma injuries 7 0 0
Other (non-trauma) hospitalized injuries 47 0 0
Total Hospitalized Injuries 54 0 0
Injuries requiring Emergency Dept Visits 963 69 1
Injuries treated on an Outpatient basis 1,632 133 2
Total Injuries 2,675 203 3
Hospital visits requiring EMS transport 78 3 0
Night
Casualti
es (2AM)
Fatalities 7 0 0
Trauma injuries 2 0 0
Other (non-trauma) hospitalized injuries 13 0 0
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96 Earthquake Scenario
M7.8 ShakeOut M6.7 San Jacinto M6.7 Chino Hills
Total Hospitalized Injuries 15 0 0
Injuries requiring Emergency Depart Visits 615 65 2
Injuries treated on an Outpatient basis 1,117 133 4
Total Injuries 1,754 198 6
Hospital visits requiring EMS transport 39 2 0
Shelter
Number of Displaced Households 2,728 728 2
Number of People Requiring Short-term Shelter 938 229 1 Debris (thousands of tons)
Brick, Wood & Other (Light) Debris 175 39 1
Concrete & Steel (Heavy) Debris 452 54 1
Building Damage Count by General Building Type
Concrete
None 20 61 217
Slight 39 80 6
Moderate 44 69 0
Extensive 41 13 0
Complete 78 1 0
Total 223 223 223
Manuf. Housing
None 0 11 714
Slight 0 86 263
Moderate 1 521 62
Extensive 17 391 0
Complete 1,022 29 0
Total 1,039 1,039 1,039
Precast Concrete
None 22 30 94
Slight 43 45 5
Moderate 31 23 0
Extensive 3 1 0
Complete 0 0 0
Total 99 99 99
Reinforced
Masonry
None 97 178 390
Slight 112 135 7
Moderate 107 75 1
Extensive 42 10 0
Complete 40 0 0
Total 398 398 398
Steel
None 6 34 138
Slight 14 53 4
Moderate 39 49 0
Extensive 43 6 0
Complete 40 0 0
Total 142 142 142
Unreinforced
Masonry
None 1 5 48
Slight 3 13 10
Moderate 6 25 2
Extensive 4 14 0
Complete 44 2 0
Total 59 59 59
Wood Frame
(Other)
None 188 374 970
Slight 320 435 19
Moderate 176 168 0
Extensive 111 12 0
Complete 195 1 0
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97 Earthquake Scenario
M7.8 ShakeOut M6.7 San Jacinto M6.7 Chino Hills
Total 990 990 990
Wood Frame
(Single-family)
None 6,691 9,534 17,778
Slight 8,987 7,653 357
Moderate 2,267 884 6
Extensive 190 59 0
Complete 7 11 0
Total 18,141 18,141 18,141
ALL
BUILDING TYPES
None 7,026 10,226 20,349
Slight 9,519 8,499 671
Moderate 2,671 1,814 71
Extensive 451 506 0
Complete 1,425 45 0
Total 21,091 21,091 21,091
6.2.1.2 CRITICAL FACILITIES EXPOSURE ASSESSMENT
Damage and functionality of critical facilities identified in the FEMA-funded SBEFRA project were estimated for the earthquake scenarios identified above using HAZUS. Results are presented in Table 6.3.
As shown, three of the four fire stations existing in 2009 are expected to be less than 50% functional in a M7.8 earthquake on the San Andreas fault (ShakeOut scenario), although physical damage is likely to be considered Moderate or less (none of the stations are have probabilities of experiencing moderate or greater damage exceeding 50%). In this same event, the EOC is expected to have functionality between 50-75%, while the Redlands Police Department is expected to have less than 50% functionality and its probability of being in the Moderate or greater damage state exceeds 50%. The Police Department is also expected to have less than 50% functionality in the M6.7 San Jacinto earthquake scenario.
Table 6.3- Estimated Essential Facility Earthquake Impacts (Hazus) Earthquake Scenario
M7.8 ShakeOut M6.7 San Jacinto M6.7 Chino Hills
Fire Stations
Redlands Fire Department
Total Number of Buildings 4
Damage
# Blgs with >50% Probability of Moderate or Greater Damage 0 0 0 # Blgs with >50% Probability of Complete Damage 0 0 0
Functionality
Functionality < 50 % on Day 1 3 0 0
Functionality 50 - 75% on Day 1 1 4 0
Functionality >75% Day 1 0 0 4
EOCs
City of Redlands
Total Number of Buildings 1
Damage
# Blgs with >50% Probability of Moderate or Greater Damage 0 0 0 # Blgs with >50% Probability of Complete Damage 0 0 0
Functionality
Functionality < 50 % on Day 1 0 0 0
Functionality 50 - 75% on Day 1 1 0 0
Functionality >75% Day 1 0 1 1
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98 Earthquake Scenario
M7.8 ShakeOut M6.7 San Jacinto M6.7 Chino Hills
Police Station
Redlands Police Department
Total Number of Buildings 1
Damage
# Blgs with >50% Probability of Moderate or Greater Damage 1 0 0 # Blgs with >50% Probability of Complete Damage 0 0 0
Functionality
Functionality < 50 % on Day 1 1 1 0
Functionality 50 - 75% on Day 1 0 0 0
Functionality >75% Day 1 0 0 1
Under the FEMA-funded SBEFRA project, the earthquake exposure analysis also included an assessment of Liquefaction Susceptibility Zones. The analysis identified several facilities in High and Very High Liquefaction Susceptibility zones:
▪ Three (3) Fire Station (FS 262, FS 263, and FS 264)
▪ Emergency Operations Center
▪ Four (4) Police Department (Community Policing Station, Animal Control, Redlands Community Senior Center, Police Annex)
▪ Two (2) Municipal Utility facility (Corporate Yard)
▪ City Hall
Because the school district participated in the FEMA-funded SBEFRA project, it was possible to develop damage and functionality estimates for the Redlands Unified School District’s (District or RUSD) facilities in each of the three scenario earthquakes. An overall summary of the District’s performance, in terms of damage and functionality on the day of the earthquake, is given in Table 6.4 Table 6.4- Estimated Earthquake Impacts for the Redlands Unified School District Summary (Hazus) Earthquake Scenario
M7.8 ShakeOut M6.7 San Jacinto M6.7 Chino Hills
Total Number of Buildings 592
Damage
# Buildings with >50% Probability of Moderate or Greater Damage 79 18 0 # Buildings with >50% Probability of Complete Damage 17 0 0 Functionality
Functionality < 50 % on Day 1 519 101 0
Functionality 50 - 75% on Day 1 73 448 1
Functionality >75% Day 1 0 43 591
As shown in Table 6.4, 79 buildings have a high likelihood (>50% probability) of experiencing Moderate or greater damage in the M7.8 ShakeOut Scenario earthquake on the San Andreas Fault; 17 of these are likely (have >50% probability) to suffer Complete damage. These 79 buildings are located on 19 different campuses (see Table 6). The campuses with the most buildings in this category are Redlands High School (29) and Clement Middle School (10). In the San Jacinto scenario earthquake, there are 18 buildings on 9 campuses likely to experience Moderate or greater damage.
Overall, 519 of the 592 buildings are expected to have initial functionality of less than 50% on Day 1 following the M7.8 ShakeOut scenario earthquake; these buildings are spread across virtually all facility locations (see Table 6) number decrease to 101 buildings on 16 campuses with less than 50% functionality
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99 following a M6.7 San Jacinto scenario earthquake, with no buildings expected to have less than 50% functionality following a M6.7 Chino Hills scenario earthquake.
Damage information for each campus in the two earthquake events shown to cause potential damage (the M7.8 ShakeOut Scenario and the M6.7 San Jacinto Scenario earthquakes) is given in Table 6.5, while Table 6.6 provides campus level functionality estimates for all three events.
Table 6.5- Estimated Earthquake Damage- Redlands Unified School District (Hazus) Name # of
Bldgs.
M7.8 ShakeOut M6.7 San Jacinto
>50% Probability of
Moderate Damage
>50% Probability of
Complete Damage
>50% Probability of
Moderate Damage
Arroyo Verde Elem. 24 0 0 0
Beattie Middle 8 0 0 0
Bryn Mawr Elem. 26 0 0 0
Central Admin./Enrollment Center 3 1 0 0
Clement Middle 35 10 0 0
Cope Middle 42 0 0 0
Crafton Elem. 21 7 1 1
Cram Elem. 27 1 0 0
District Office-North 4 1 0 0
District Office-South 9 1 1 1
Fallsvale Elem. 3 0 0 0
Franklin Elem. 7 5 0 0
Highland Grove Elem. 6 0 0 0
Judson & Brown 9 0 0 0
Kimberly Elem. 21 0 0 0
Kingsbury Elem. 12 1 0 1
Lugonia Elem. 19 4 0 0
Mariposa Elem. 16 0 0 0
McKinley Elem. 12 2 2 2
Mentone Elem. 26 1 0 0
Mission Elem. 11 3 2 2
Moore Middle 25 1 0 0
Orangewood High 19 4 3 3
Redlands East Valley High 83 1 0 0
Redlands High 83 29 5 5
Smiley Elem. 11 0 0 0
Supply Center 5 3 2 2
Transportation 3 1 1 1
Victoria Elem. 22 3 0 0
Total 592 79 17 18
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Table 6.6- Estimated Post-Earthquake Functionality, Redlands Unified School District (Hazus) Name # of
Bldgs
M7.8 ShakeOut M6.7 San Jacinto Fault M6.7 Chino Hills
Fault
<50% 50-75% <50% 50-75% >75% 50-75% >75%
Arroyo Verde Elem. 24 24 0 0 22 2 0 24
Beattie Middle 8 8 0 0 8 0 0 8
Bryn Mawr Elem. 26 0 26 26 0 0 0 26
Central Admin/Enrollment Center 3 3 0 1 2 0 0 3
Clement Middle 35 35 0 0 35 0 0 35
Cope Middle 42 23 19 11 31 0 0 42
Crafton Elem. 21 21 0 1 20 0 0 21
Cram Elem. 27 27 0 0 1 26 0 27
District Office-North 4 4 0 0 4 0 0 4
District Office-South 9 9 0 1 8 0 0 9
Fallsvale Elem. 3 3 0 0 0 3 0 3
Franklin Elem. 7 7 0 0 7 0 0 7
Highland Grove Elem. 6 6 0 0 6 0 0 6
Judson & Brown 9 9 0 0 9 0 0 9
Kimberly Elem. 21 6 15 0 21 0 0 21
Kingsbury Elem. 12 12 0 5 7 0 0 12
Lugonia Elem. 19 19 0 0 19 0 0 19
Mariposa Elem. 16 5 11 0 16 0 0 16
McKinley Elem. 12 12 0 3 9 0 0 12
Mentone Elem. 26 26 0 0 26 0 0 26
Mission Elem. 11 11 0 3 8 0 0 11
Moore Middle 25 25 0 1 24 0 0 25
Orangewood High 19 19 0 4 15 0 0 19
Redlands East Valley High 83 83 0 1 70 12 0 83
Redlands High 83 83 0 8 75 0 0 83
Smiley Elem. 11 9 2 11 0 0 0 11
Supply Center 5 5 0 2 3 0 0 5
Transportation 3 3 0 1 2 0 1 2
Victoria Elem. 22 22 0 22 0 0 0 22
Total 592 519 73 101 448 43 1 591
The FEMA-funded SBEFRA project also assessed Liquefaction Susceptibility risk for the RUSD facilities. The assessment found:
▪ Fifty-three (53) buildings in the Moderate zone (Arroyo Verde Elementary, Fallsvale Elementary, and Mentone Elementary)
▪ Two hundred-nineteen (219) buildings in the High zone (Central Admin./Enrollment Center, Clement Middle, District Office-North, District Office-South, Judson & Brown Elem., Lugonia Elem., Mission Elem., Orangewood High, Redlands East Valley High, Supply Center, Victoria Elem ▪ One-hundred (100) buildings in the Very High zone (Beattie Middle, Highland Grove Elem., Redlands High, Transportation
6.2.2 ENERGY SHORTAGE/POWER OUTAGE
To understand the vulnerability to Power Outage in the City of Redlands, an exposure assessment was used. Because there is not a hazard exposure area (or footprint), the Planning Team considered potential impacts within the entire City. A power outage could have a considerable impact on the population, built environment, lifeline infrastructure, and the economy. The Planning Team ranked this hazard as a HIGH impact during the hazard prioritization process.
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101
▪ Population- Our communities have become more reliant on power for gadgets and appliances to perform basic daily activities. This loss of power will not only be an inconvenience but could become a life-threatening experience. Many citizens rely on power to operate medical machinery to survive (i.e., oxygen tanks, dialysis machines).
▪ Built Environment- Power outages have a significant impact on buildings. While in most cases it will not damage the structure, the loss of power will impact the buildings functionality. This includes loss of: lighting, HVAC, electrical outlets, communications, and elevators in taller buildings.
▪ Lifeline Infrastructure- Because of interdependencies, the loss of power can impact several other lifeline systems (i.e., water, telecommunications, natural gas, fuel). While there are backup systems for some aspects of the system, depending on the length of time, many systems will loss functionality or be required to shut down for safety.
▪ Economy- If lifeline systems shutdown and/or fail, there are rippling effects on the economy as there is an inability to provided services and/or move merchandise. Additionally, implementation of temporary mitigation actions could impact operating budgets.
While a power outage can vary in size and length of time, in the City of Redlands, it is expected to be smaller and of limited time.
6.2.3 FLOOD
To understand the flood vulnerability in the City of Redlands, a scientific loss estimation model was used and an exposure assessment was performed. The City of Redlands leverage the Hazus assessment and critical facilities exposure assessment that was conducted as part of the SBEFRA Project and conducted an exposure assessment of its list key assets, general building stock, and population against flood hazard zones. While the Hazus model and the exposure assessment does a good job of estimating damage and potential injuries from the damage, it does not consider challenges from illegal encampments within the watershed and along the riverbeds. These encampments have created an increased concern and extra work for city officials during potential flood events. This vulnerability needs to be better understood and analyzed; and actions taken to help reduce and/or eliminate potential future risk from flooding.
Another aspect that is not part of the Hazus model and the exposure assessment is the National Flood Insurance Program (NFIP). As previously mentioned, the City of Redlands is a NFIP participating community and takes an active role in floodplain management. An important part of its role is to understand and address reoccurring losses, particularly with regards to NFIP claims. A recent check of repetitive and severe repetitive loss properties conducted by FEMA Region IX’s NFIP Unit indicates that there are no repetitive or severe repetitive loss properties in the City of Redlands.
The Planning Team ranked this hazard as a HIGH impact during the hazard prioritization process.
6.2.3.1 HAZUS ASSESSMENT
Under the SBEFRA Project, three (3) flood scenarios were analyzed: a 100-year flood, a 100-year flood without levee protection, and a 500-year flood. Table 6.7 provides the Hazus losses estimated for the County in each of these scenarios.
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Table 6.7- Regional Flood Impacts to San Bernardino County (Hazus) Regional Risk Assessment Results
Flood Scenario
100-year 100-year* 500-year
Regional Risk
Economic loss due to building damage ($B) 0.46 1.6 2.7
Total building-related direct economic loss ($B) 1.4 5.4 8.6 # of buildings in the Complete Damage State 345 350 1,105 Total # Displaced Households 14,828 52,856 86,062
Total # people needing short-term shelter 32,095 138,991 231,452 Debris Generated (million tons) 0.1 0.23 0.37
*- 100-year Flood without levee protection
Unfortunately, the County results can’t be disaggregated to individual City-level using publicly-available information. However, the City of Redlands represents 4% of the values of the entire County. Making a simplifying assumption of a uniform distribution of flood risk across the County, the City of Redlands could be expected to suffer as much as:
▪ $18 million in economic loss due to building damage in a 100-year flood ▪ $64 million in a 100-year flood event without levee protection ▪ $108 million in a 500-year flood event
▪ Have 14 buildings in Complete Damage State during the 100-year event and 44 buildings in Complete Damage State during the 500-year event
▪ Have 593 displaced households during a 100-year event with levee protection (2,114 households without levee protection); and 3,442 households displaced during a 500-year event ▪ Of the displaced household, the city can expect 5,560 people needing shelter during a 100-year event with levee protection (1,284 people without levee protection); and 9,258 people during a 500-year event
The SBEFRA project also produced facility-level flood risk assessment results for the 100-year, 100-year without levee protection, and 500-year flood scenarios for the identified essential facilities (Emergency Operations Centers-EOC, Police Stations, Fire Stations). The City of Redlands’ existing fire stations, police station and EOC were all determined to be functional in each of the three (3) flood scenarios.
To determine a more robust estimate of the potential flood risk faced by the City of Redlands, a quantitative assessment of exposure to flooding was also performed. The improved census-block level general building stock data generated by the SBEFRA project was overlain onto maps of flood hazard (FEMA’s National Flood Hazard Layer) to quantify the amount of the building inventory that falls within each hazard zone. The results of this overlay are provided in Table 6.8.
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Table 6.8- Redlands Building Inventory Exposure to Flood Hazards Building
Inventory
Data by
General
Occupancy
Special Flood Hazard Areas Subject
to Inundation by the 1% Annual
Chance (100-year) Flood
Other flood areas Other Areas
Zone
A
Zone
AE
Zone
AH Zone AO Zone X (Shaded)
Zone X
Protected
by Levee
Zone D Zone X
(Unshaded) TOTAL
Building Replacement Value ($1,000)
Residential 3,316 0 0 72,993 0 23,917 59,597 4,329,967 4,489,790 Commercial 26,136 0 0 250,414 575 16,444 4,946 1,256,213 1,554,728 Industrial 19,010 0 0 18,101 0 6,370 0 92,749 136,230
Other 7,159 0 0 13,473 0 9,224 0 405,384 435,240
Total 55,621 0 0 354,981 575 55,955 64,543 6,084,313 6,615,988 % of Total 1% 0% 0% 5% 0.01% 1% 1% 92% 100%
Contents Replacement Value ($1,000)
Residential 1,658 0 0 36,494 0 11,958 29,798 2,164,974 2,244,882 Commercial 26,136 0 0 250,414 575 16,444 4,946 1,332,681 1,631,196 Industrial 28,515 0 0 27,152 0 9,555 0 139,124 204,346
Other 10,738 0 0 13,371 0 1,538 0 182,862 208,509
Total 67,047 0 0 327,431 575 39,495 34,744 3,819,641 4,288,933 % of Total 2% 0% 0% 8% 0.01% 1% 1% 89% 100%
Building Square Footage (1,000 Sq. Ft.)
Residential 31 0 0 722 0 227 530 36,978 38,488
Commercial 237 0 0 2,196 4 124 60 13,011 15,633
Industrial 252 0 0 240 0 85 0 1,210 1,788
Other 15 0 0 105 0 70 0 2,548 2,738
Total 535 0 0 3,264 4 506 590 53,748 58,647
% of Total 1% 0% 0% 6% 0.01% 1% 1% 92% 100%
Building Count
Residential 27 0 0 376 0 149 324 18,611 19,487
Commercial 8 0 0 174 1 8 8 509 708
Industrial 2 0 0 25 0 2 0 67 96
Other 2 0 0 12 0 21 0 480 515
Total 39 0 0 587 1 180 332 19,667 20,806
% of Total 0.2% 0% 0% 3% 0.005% 1% 2% 95% 100%
Notes: Special Flood Zone Areas are defined in the Hazard Assessment section under Flood As shown in the Table 6.8, most of the city’s buildings are located outside of mapped areas subject to flooding (i.e., Zone X). However, $410 million (6%) of the City’s building value (3.2% of the buildings by count) is subject to inundation by the 1% Annual Chance (100-year) Flood. Should these buildings suffer flood losses on the order of 12–16% (e.g., the expected range of damage possible for: a two-story home with no basement, a typical retail store, a typical office, or a typical industrial facility, each with two feet
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of flood water, as modeled by the Hazussoftware’s damage function library), building damage could reach $50–65 million dollars, significantly more than was estimated from countywide loss estimates assuming uniform risk.
Further, while most of the building value at risk in the 100-year floodplain is commercial development (67%), more than 400 residential buildings are also exposed. Very little inventory (<1%) is exposed to the 500-year flood hazard (Zone X (Shaded)—0.2% Annual chance (500yr) Flood), and just 1% is located in areas of levee protection for the 100-year flood (Zone X Protected by Levee—Areas protected from the 1% annual chance flood).
It should be noted that the totals in this Table 6.8 will vary slightly from those presented in Community Profile sections, because it was developed by identifying individual census blocks falling within the boundaries of each hazard zone, and will therefore produce a more refined overlay assessment than a similar analysis conducted using census tract data. The table in the Community Profile section was developed from census tract data.
6.2.3.2 CRITICAL FACILITIES EXPOSURE ASSESSMENT
Under the FEMA-funded SBEFRA project, a flood exposure analysis of the critical facilities was performed.
The analysis identified one (1) Fire station (Fire Station 261) and eighty-eight (88) RUSD buildings (Redlands High School, Supply Center) in Zone AO; and one-hundred-thirty (130) RUSD buildings and one (1) Municipal Utility facility (Hinkley Surface Water Treatment Plant) in Zone X. The other critical facilities were all located in Zone X (Unshaded).
6.2.4 INFECTIOUS DISEASE
To understand the vulnerability to Infectious Disease in the City of Redlands, an exposure assessment was used. Because there is not a hazard exposure area (or footprint), the Planning Team considered potential impacts within the entire City. The city, as well as the state, country, and the world, are vulnerable to infectious disease caused by either newly emerging or existing diseases spread person to person, through a vector, or through food. A significant infectious disease outbreak, epidemic, and/or pandemic could impact a large portion of the population, create challenges on the built environment, overburden essential public services, and effect the economy. The Planning Team ranked this hazard as a HIGH impact during the hazard prioritization process.
▪ Population/Environment- Populations (or other living organisms) are hardest hit during Infectious Disease events. As observed during the COVID pandemic, exposure to infectious diseases can range from mild conditions to fatalities; each having a significant impact on services provided.
Another consideration is addressing the challenges and needs of vulnerable populations (elderly, homeless).
▪ Built Environment- Depending on the type of infectious disease event, impact to buildings may include increased use of equipment (i.e., HVAC, water) and adaptive reuse of space. Additionally, it could also include deferred maintenance to equipment if employees and vendors are unavailable.
▪ Economy- Infectious Disease events can have a significant impact on the economy. While outbreaks and some epidemics may be less impactful, larger epidemics and pandemics can be
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devastating. This can range from loss of livestock to loss of business due to limited shoppers, employees, and/or tenants.
County Public Health departments develop and exercise response plans related to infectious disease outbreaks, epidemics, and pandemics. Plans are developed through the coordination efforts of partner agencies to establish a solid foundation for improved coordination and intervention by all participants.
The plans, however, are focused on public health-related issues and actions. They lack response efforts needed for recovery of the economy and other aspects.
The City of Redlands, as the rest of the world, is currently going through a pandemic with the Coronavirus (COVID-19). Because of the nature of the infectious disease and the duration gain control over the pandemic, there have been significant impact on the local population and the economy. This has led to closure of local schools and businesses, surge in hospital visits, loss of lives, and loss of jobs.
6.2.5 WILDFIRE
To understand the vulnerability to Wildfire in the City of Redlands, an exposure assessment was used.
Because there is a hazard exposure area (or footprint), the Planning Team assessed potential impacts against the building stock, population, and key assets within the hazard footprint. The California Department of Forestry and Fire Protection’s (CAL FIRE) has created and maintains the Fire Hazard Severity Zones maps. These maps, part of the Fire and Resource Assessment Program (FRAP), look at both State Responsibility Areas (SRA) and Local Responsibility Areas (LRA).
The City of Redlands leverage the exposure assessment of the general building stock and the critical facilities conducted as part of the SBEFRA Project against Fire Hazard Severity Zones. While there is good exposure information to leverage, some considerations should be given to addressing man-made ignitions. This includes the use (or inappropriate use) of fireworks, deliberate ignitions of fires, and the use of fires in homeless encampments. The Planning Team ranked this hazard as a MEDIUM impact during the hazard prioritization process.
6.2.5.1 GENERAL BUILDING STOCK EXPOSURE ASSESSMENT
For this effort, the improved census-block level building data generated by the SBEFRA project was overlain onto CAL FIRE Fire Hazard Severity Zone maps to quantify the amount of the building inventory that falls within each hazard zone. The results of this overlay are provided in Table 6.9. It should be noted that mapped fire hazard severity zones affecting the City are all within LRA. The totals in the table (e.g., total building exposure value, total building square footage, etc.) were derived from census “block” data and will vary slightly from those presented in other tables which were developed from census “tract” data.
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Table 6.9- City of Redlands Building Inventory Exposure to CAL FIRE Hazard Zones Building
Inventory Data
by General
Occupancy
CAL FIRE—Fire Hazard Severity Zones
Very High High Moderate Non-wildland/
Non-urban
Urban
Unzoned Total
Building Count
Residential 1,688 870 1,367 379 15,183 19,487
Commercial 24 4 89 22 569 708
Industrial 0 0 33 2 61 96
Other 17 4 8 16 470 515
Total 1,729 878 1,497 419 16,283 20,806
% of Total 8% 4% 7% 2% 78% 100%
Building Square Footage (1,000 Sq. Ft.)
Residential 4,456 1,904 2,987 701 28,440 38,488
Commercial 217 207 1,503 6,533 7,173 15,633
Industrial 0 0 696 26 1,066 1,788
Other 59 13 33 79 2,555 2,738
Total 4,732 2,124 5,219 7,338 39,234 58,647
% of Total 8% 4% 9% 13% 67% 100%
Building Replacement Value ($1,000)
Residential 611,516 242,849 365,552 54,011 3,215,862 4,489,790 Commercial 28,447 17,177 173,989 515,605 819,510 1,554,728 Industrial 0 0 52,426 2,170 81,634 136,230
Other 8,845 1,413 5,181 12,938 406,863 435,240
Total 648,808 261,439 597,148 584,724 4,523,869 6,615,988 % of Total 10% 4% 9% 9% 68% 100%
Contents Replacement Value ($1,000)
Residential 305,758 121,425 182,778 27,006 1,607,915 2,244,882 Commercial 30,827 17,177 187,873 515,605 879,714 1,631,196 Industrial 0 0 78,640 3,255 122,451 204,346
Other 2,873 1,413 3,957 2,748 197,518 208,509
Total 339,458 140,015 453,248 548,614 2,807,598 4,288,933 % of Total 8% 3% 11% 13% 65% 100%
As shown in the Table 6.9, most of the city’s buildings (80% of buildings, 77% of building value) are located outside of mapped wildfire hazard areas (i.e., are located in “non-wildland/non-urban” or “urban unzoned” areas). However, 10% of the City’s building value is located in the area of Very High Fire Hazard Severity, with an additional 4% located in High Severity, and 9% in Moderate Severity. Most of the exposure to these fire hazard severity zones is residential construction; 1688, 870 and 1367 residential buildings are located in the Very High, High and Moderate Zones respectively, valued at more than $611 million, $242 million, and $365 million.
6.2.5.2 CRITICAL FACILITIES EXPOSURE ASSESSMENT
Under the FEMA-funded SBEFRA project, a wildfire exposure analysis of the critical facilities was performed. The analysis of the Federal and Local Responsibly Area Fire Hazard Severity Zones identified:
▪ One (1) Fire Station (Fire Station 262) in the Moderate Local Responsibly Area Fire Hazard Severity Zone
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▪ Two (2) Municipal Utility facilities (Henry Tate Water Treatment Plant, Hinkley Surface Water Treatment Plant) and one-hundred-forty-eight (148) RUSD buildings (Arroyo Verde Elementary., Beattie Middle, Highland Grove Elementary., Mariposa Elementary., Mission Elementary., Redlands East Valley High) in the High Local Responsibly Area Fire Hazard Severity Zone ▪ Twenty-seven (27) RUSD buildings (Cram Elementary) in the Very High Local Responsibly Area Fire Hazard Severity Zone
▪ Three (3) RUSD buildings (Fallsvale Elementary) in the Very High Federal Responsibly Area Fire Hazard Severity Zone
6.2.6 WINDSTORM
To understand the vulnerability to Windstorms in the City of Redlands, an exposure assessment was used.
Because there is not a hazard exposure area (or footprint), the Planning Team considered potential impacts within the entire City. Windstorm events have become more frequent, longer lasting, and are more severe/intense than before. Windstorms have the capability of being of long or short duration.
While longer duration events can have significant impact on the population, built environment, lifeline infrastructure, environment, and/or the economy; shorter duration events can be just as damaging if the winds are powerful. Windstorm events could also trigger other hazards. For example, prolonged periods of high winds, could damage power lines; creating power outages and/or wildfires. The Planning Team ranked this hazard as a MEDIUM impact during the hazard prioritization process. ▪ Population- While rare, windstorms have been responsible for injuries and loss of life. High winds have been known to knock people down and cause significant injuries, especially with the elderly.
Collapsed structures and flying debris carried along by extreme winds can directly contribute to injuries and loss of life. This is particularly true for falling limbs or branches, or entire trees during wind events. Falling trees can bring electric power lines down to the pavement, creating the possibility of lethal electric shock. Rising population growth and new infrastructure in the region creates a higher probability for damage to occur from windstorms as more life and property are exposed to risk.
▪ Built Environment- Both residential and commercial structures are susceptible to damage. Wind pressure can create a direct and frontal assault on a structure, pushing walls, doors, and windows inward. Conversely, passing currents can create lift suction forces that pull building components and surfaces outward. With extreme wind forces, the roof or entire building can fail, causing considerable. Windstorms can also collapse or damage roads, bridges, traffic signals, streetlights, and other facilities. During periods of extremely strong winds, major roads and highways can be temporarily closed to personal, commercial (high profile trucks), and recreational vehicle traffic.
Roads blocked by may also have severe consequences to people who need access to emergency services. Emergency response operations can be complicated when roads are blocked or when power supplies are interrupted.
▪ Lifelines- Historically, falling trees and other flying debris have been the major cause of power outages in the region. Windstorms such as strong microbursts and Santa Ana Wind conditions can cause flying debris and downed utility lines. Winds can also knock out or cause damage to telecommunications equipment (cell towers and/or antennas). Many lifeline systems rely on telecommunication systems to manage and monitor systems.
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▪ Economy- Windstorms can result in direct damage and indirect consequences (interrupted services) to the local economy. Direct impacts include loss of business; while secondary (indirect) impacts include damage to buildings, personnel, and other vital equipment. ▪ Environment- During wet winters, saturated soils cause trees to become less stable and more vulnerable to uprooting from high winds. In some instances, this lose could include some older, more historical (or sentimental) trees in the area or involve several trees, changing the characteristic of the area.
6.3 TIER II AND TIER III HAZARDS
As mentioned, this section is focused on Tier I hazards. However, because there are no loss estimation models for the hazards in Tier II and Tier III and the only vulnerability assessment that can be performed is an exposure assessment; the Planning Team decided to include an overview of the vulnerabilities of the Tier II and Tier III hazards. Below is a summary of the assessment:
6.3.1 TIER II HAZARDS
▪ Aircraft Accident/Incident- To understand the vulnerability to Aircraft Accidents/Incidents in the City of Redlands, an exposure assessment was used. Because there is not a hazard exposure area (or footprint), the Planning Team considered potential impacts within the entire City. An Aircraft Accident/Incident, depending on the size of the aircraft and the location of the incident, could have a considerable impact on the population (loss of life from the accident), buildings (damage to structures from debris), economy (shut down of areas to recover), and the environment (fire following, loss of vegetation/habitats, reconfiguration of landscape). The Planning Team ranked this hazard as a MEDIUM impact during the hazard prioritization process. ▪ Civil Disturbance- To understand the vulnerability to Civil Disturbance in the City of Redlands, an exposure assessment was used. Because there is not a hazard exposure area (or footprint), the Planning Team considered potential impacts within the entire City. Southern California is a frequent site of demonstrations due to its high profile and presence of significant government functions and buildings. It is conceivable that a demonstration or movement could turn to violence and begin spreading into neighboring communities. While the City of Redlands does not have a history of civil disturbances, it has a high profile in the area. Civil disturbance can vary in size and length of time, however, in the City of Redlands, it is expected to be smaller and of limited time. A civil disturbance, depending on the cause and effect, could have a considerable impact on the population (injuries, fatalities), built environment (destruction to property), lifeline infrastructure (damage to equipment), economy (disruption to normal business), and the environment (destruction to property). The Planning Team ranked this hazard as a HIGH impact during the hazard prioritization process.
▪ Drought- Because there is not a hazard exposure area (or footprint), the Planning Team considered potential impacts within the entire City. A drought event could have a considerable impact on the population (injuries, fatalities), lifeline infrastructure (damage to equipment), economy (disruption to normal business), and the environment (destruction to landscape). The Planning Team ranked this hazard as a LOW impact during the hazard prioritization process. ▪ Extreme Temperature- Because there is not a hazard exposure area (or footprint), the Planning Team considered potential impacts within the entire City. An Extreme Temperature event could have a considerable impact on the population, built environment, lifeline infrastructure, economy, and the environment. Exposure to extreme heat can result in illness (such as heat stroke
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or heat exhaustion) or death for those at greatest risk, including: infants and children up to four years of age; people who overexert during work or exercise; people 65 years of age or older; people who are ill or on certain medications; the homeless population; and, people who are overweight. Extreme temperatures can cause equipment to become overburden and possible fail.
Depending on the type of equipment impacted, it could over heat structures, create electric al overloads, and warp (or melt) pieces. If lifeline systems shutdown and/or fail, there are rippling effects on the economy as there is an inability to provided services and/or move merchandise.
Additionally, extreme temperatures may require implementation of mitigation actions that impact operating budgets. Extreme temperatures could noticeably impact water supplies and vegetation/landscape. The Planning Team ranked this hazard as a LOW impact during the hazard prioritization process.
▪ Hazardous Material Accident- Because there is not a hazard exposure area (or footprint), the Planning Team considered potential impacts within the entire City. A chemical/hazardous materials spill, depending on the cause and effect, could have a considerable impact on the population (injuries, fatalities), built environment (destruction to property), lifeline infrastructure (damage to equipment), economy (disruption to normal business), and the environment (destruction to property). The Planning Team ranked this hazard as a MEDIUM impact during the hazard prioritization process.
▪ Infestation- Because there is not a hazard exposure area (or footprint), the Planning Team considered potential impacts within the entire City. An infestation event could have a considerable impact on the population (injuries, fatalities), economy (disruption to normal business), and the environment (destruction to landscape/crops). The Planning Team ranked this hazard as a LOW impact during the hazard prioritization process. ▪ Landslide- Because there is a hazard exposure area (or footprint), the Planning Team assessed potential impacts against the building stock, population, and key assets within and around the hazard footprint. The current hazard footprint (see Figure 5.16, under Hazard Profile) is located in in areas with very little development and population. However, a landslide event could potentially impact people who may be in the area (injuries, fatalities), damage some property and lifeline infrastructure systems and equipment, disrupt the economy, and damage the environment. The Planning Team ranked this hazard as a MEDIUM impact during the hazard prioritization process. ▪ Technology Disruption- Because there is not a hazard exposure area (or footprint), the Planning Team considered potential impacts within the entire City. A cybersecurity even depending on the cause and effect, could have a considerable impact on the population (injuries, fatalities), built environment (destruction to property), lifeline infrastructure (damage to equipment), and economy (disruption to normal business). The Planning Team ranked this hazard as a HIGH impact during the hazard prioritization process.
▪ Train Accident/Incident- Because there is a hazard exposure area (or footprint), the Planning Team assessed potential impacts against the building stock, population, and key assets within and around the hazard footprint. A train derailment event could have a considerable impact on the population (injuries, fatalities), built environment (destruction to property), lifeline infrastructure (damage to equipment), economy (disruption to normal business), and the environment (reconfiguration of landscape). The Planning Team ranked this hazard as a MEDIUM impact during the hazard prioritization process.
6.3.2 TIER III HAZARDS
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▪ Dam Breach- Because there is a hazard exposure area (or footprint), the Planning Team assessed potential impacts against the building stock, population, and key assets within the hazard footprint. The current hazard footprint (see Figure 5.12, under Hazard Profile) is located in an area with very little development and population. However, a dam breach could potentially impact people who may be in the area (injuries, fatalities), damage some property and lifeline infrastructure systems and equipment, disrupt the economy, and damage the environment. The Planning Team ranked this hazard as a MEDIUM impact during the hazard prioritization process. ▪ Terrorism- Because there is not a hazard exposure area (or footprint), the Planning Team considered potential impacts within the entire City. A terrorism event, depending on the cause and effect, could have a considerable impact on the population (injuries, fatalities), built environment (destruction to property), lifeline infrastructure (damage to equipment), economy (disruption to normal business), and the environment (reconfiguration of landscape). The Planning Team ranked this hazard as a MEDIUM impact during the hazard prioritization process.
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7 MITIGATION STRATEGY
7.1 OVERVIEW
The mitigation strategy for the City of Redlands is based on informed assumptions, recognizing both mitigation challenges and opportunities, with the ultimate mission of creating a disaster resistant and sustainable community for the future. The mitigation strategy is derived from an in-depth understanding of possible deficiencies between potential vulnerabilities and existing capabilities, with the mitigation objectives in mind. The mitigation strategy built upon the previous mitigation actions identified in the City of Redlands 2015 LHMP and was expanded to consider current needs.
7.2 MITIGATION GOALS AND OBJECTIVES
To better assist with the identification of mitigation measures, mitigation goals and objectives were developed. The mitigation goals and objectives support the City’s mitigation mission to create a disaster resistant and sustainable community. Well defined goals and objectives help focus efforts and ensure progress toward the mitigation mission. The mitigation goal and objectives were used by the Planning Team as a starting point prior to identifying mitigation measures. The goals and objectives include:
▪ GOAL 1: Minimize Life Loss and Injuries
Objective 1.1 Improve understanding of the hazards (location, vulnerability, and measures needed).
Objective 1.2 Exchange information about hazards, vulnerabilities, and mitigation measures with all levels of governments, private sector, and the public.
Objective 1.3 Ensure that all facilities meet current applicable regulations, standards, and ordinances designed to protect life safety.
Objective 1.4 Identify and modify high risk structures to meet life safety standards.
Objective 1.5 Improve emergency communications and public warning systems.
Objective 1.6 Develop policies and procedures to better serve disadvantaged and vulnerable populations.
▪ GOAL 2: Minimize Damage to Structures, Property, and Equipment Objective 2.1 Encourage new development to occur in locations that avoid or minimize exposure to hazards.
Objective 2.2 Develop and adopt enhanced land use, design, and construction policies designed to reduce property loss to hazards.
Objective 2.3 Incorporate mitigation into repairs, major alterations, new development, and redevelopment projects in areas subject to substantial life safety risks.
Objective 2.4 Ensure that all facilities meet current applicable codes, standards, and ordinances, encourage incorporation of mitigation measures for all structures.
Objective 2.5 Encourage non-structural retrofitting on elements and equipment within facilities.
▪ GOAL 3: Protect the Environment
Objective 3.1 Implement mitigation and watershed protection strategies that reduce loss of wildlife, habitat, and water.
Objective 3.2 Implement mitigation and protection strategies that reduce loss of cultural, historic and environmental resources.
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Objective 3.3 Enhance, rehabilitate, and protect natural systems and environmental resources.
Objective 3.4 Encourage balance between natural resource management and land use planning.
▪ GOAL 4: Promote Public Awareness of Hazards
Objective 4.1 Develop and implement strategies to bring a greater understanding of the risks associated with hazards, individual preparedness activities, and the benefits of hazard mitigation.
Objective 4.2 Develop and implement strategies to bring a greater understanding of mitigation, disaster preparedness, and recovery programs.
Objective 4.3 Establish and maintain partnerships between all levels of local government, the private sector, the business community, community groups, and institutions of higher learning that exchange information on hazards and the benefits of mitigation measures.
▪ GOAL 5: Improve Emergency Management Capability
Objective 5.1 Identify the need for, and acquire, any special emergency management equipment to enhance response capabilities for specific hazards.
Objective 5.2 Develop and maintain emergency plans (Response, Recovery, Preparedness, Prevention, Mitigation)
Objective 5.3 Establish and maintain emergency management systems and facilities Objective 5.4 Develop and maintain Public-Private Partnerships Objective 5.5 Develop and maintain Memorandums of Understanding/Mutual Aid Agreements Objective 5.6 Develop, maintain, and share essential data (demographics, hazards, buildings, resources, personnel)
Objective 5.7 Develop, maintain, and implement emergency management training curriculum Objective 5.8 Design and implement disaster response exercises (tabletop, functional, fullscale) ▪ GOAL 6: Ensure Continuity of Government and Operations Objective 6.1 Develop, maintain, and exercise Business Continuity Plans; ensuring compatibility with emergency management plans.
Objective 6.2 Ensure reliability for vital communications Objective 6.3 Protect vital records
Objective 6.4 Protect essential Information Technology equipment and systems Objective 6.5 Promote resiliency of essential functions to minimize economic loss/disruption Objective 6.6 Maintain list of Key Assets and ensure their functionality after hazard events Objective 6.7 Maintain a list of essential personnel and vendors with contact information Objective 6.8 Identify and acquire any necessary equipment to maintain functionality
7.3 PROGRESS IMPLEMENTING MITIGATION MEASURES
As part of the LHMP update process, the Planning Team reviewed the mitigation actions included in the previous plan. The review included identifying the status of the mitigation action (Completed, Not Started, In Progress, or No Longer Needed). Those mitigation actions that were determined to be “On Going” where placed under the Mitigation Governance section of Capabilities Assessment chapter. In other words, the Planning Team deemed that since the mitigation measure did not have a start or stop date, it should not be placed under this section and should be captured in the Mitigation Governance with the other ongoing mitigation programs. For all mitigation actions listed as Not Started, the Planning Team discussed whether or not the mitigation action was still needed. If deemed “as needed”, the mitigation
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measure was carried over to the new list of mitigation measures. Additionally, descriptions of the carried over, needed mitigation actions were reviewed and, in some cases, the name was changed, the scope was expanded, and/or the mitigation measures was merged with another (i.e., public outreach for all hazards, not just earthquakes). Table 7-1 indicates the status of each of the mitigation measures from the previous plan.
Table 7-1. Status of Previous Mitigation Measures
Mitigation Measure Hazard Status
Mission Zanja- improve drainage Flood Not Started
Reservoir Canyon- improve drainage Flood Not Started
Downtown- improve drainage Flood Not Started
South City- improve drainage Flood Not Started
North City- improve drainage Flood Not Started
Water Conservation Plan- develop and implement Drought Not Started Vegetation Reduction- abatement program Wildfire Ongoing program Vegetation Management- inspection program Wildfire Ongoing program Fire Resistant Community- outreach and education Wildfire Not Started Household Hazardous Waste- Reduction Program Hazardous Material Ongoing program County Hazardous Materials Responders Hazardous Material Not Started Self-contained Breathing Apparatus- equipment purchase Hazardous Material Complete Education and Outreach- structural retrofitting Earthquake Not Started Structural Retrofitting- City-owned buildings Earthquake Not Started Drought Emergency Plan Drought Not Started
Public Outreach, Emergency Notification System, and
database of Unreinforced Masonry buildings
Earthquake Not Started
Emergency Circulation Master Plan Hazardous Material Not Started
7.4 MITIGATION MEASURE PRIORITIZATION
The Planning Team used the STAPLEE Criteria (Social, Technical, Administrative, Political, Legal, Economic, and Environmental) to evaluate the feasibility of each of the mitigation measures being considered for inclusion in the LHMP update. The STAPLEE process helped the Planning Team understand possible challenges that could hinder the ability to implement the mitigation measure. The STAPLEE criteria as includes the following considerations:
▪ Social
• Is the proposed action socially acceptable to the community? • Are there equity issues involved that would mean that one segment of the community is treated unfairly?
• Will the action cause social disruption?
▪ Technical
• Will the proposed action work?
• Will it create more problems than it solves?
• Does it solve a problem or only a symptom?
• Is it the most useful action in light of other community goals? ▪ Administrative
• Can the community implement the action?
• Is there someone to coordinate and lead the effort?
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• Is there sufficient funding, staff, and technical support available? • Are there ongoing administrative requirements that need to be met? ▪ Political
• Is the action politically acceptable?
• Is there public support both to implement and to maintain the project? ▪ Legal
• Is the community authorized to implement the proposed action? Is there a clear legal basis or precedent for this activity?
• Are there legal side effects? Could the activity be construed as a taking? • Is the proposed action allowed by the general plan, or must the general plan be amended to allow the proposed action?
• Will the community be liable for action or lack of action? • Will the activity be challenged?
▪ Economic
• What are the costs and benefits of this action?
• Do the benefits exceed the costs?
• Are initial, maintenance, and administrative costs taken into account? • Has funding been secured for the proposed action? If not, what are the potential sources (public, non-profit, and private)?
• How will this action affect the fiscal capability of the community? • What burden will this action place on the tax base or local economy? • What are the budget and revenue effects of this activity? • Does the action contribute to other community goals, such as capital improvements or economic development?
• What benefits will the action provide?
▪ Environmental
• How will the action affect the environment?
• Will the action need environmental regulatory approvals? • Will it meet local and state regulatory requirements? • Are endangered or threatened species likely to be affected? Each proposed mitigation measure was assessed and given a score between 1–5 where 5 is favorable/beneficial (or NO major issues/opposition) and 1 is unfavorable/not beneficial (or major issues/opposition) for each of the STAPLEE criteria. The scores were then totaled and a final score was established for each mitigation measure. A relative comparison of mitigation measures helps understand which mitigation measure may have the greatest potential for implementation. However, the Planning Team recognized that this ranking does not (and should not) preclude the City from funding mitigation actions lower on the list first, especially if funding is available.
7.5 MITIGATION MEASURES
The focus of the mitigation measures was on the “high” priority (Tier I) hazards (Earthquake, Energy Shortage/Power Outage, Flood, Infectious Disease, Wildfire, and Windstorm); however, some mitigation measures do address other hazards or cut across all hazards. Mitigation measures were identified by assessing the effectiveness of current capabilities (existing plans, policies, and programs) against the
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expected impacts (vulnerabilities). Table 7-2 represents the proposed mitigation measures identified by the Planning Team.
Table 7-2. Proposed Mitigation Actions
Mitigation Action Hazard Goal
1 Create and maintain a Key Asset Database Multi 1, 2, 5, 6 2 Develop and maintain Emergency Circulation (Traffic) Plan(s); acquire necessary equipment to support implementation Multi 1, 4, 5, 6 3 Develop and maintain Memorandums of Understanding
(MOUs) and Public-Private Partnerships in support of
emergency management and business continuity
Multi 1, 2, 3, 4, 5, 6
4 Develop and maintain Business Continuity Plan(s), emphasize loss of technology (Tech Down) situation Multi 1, 2, 3, 4, 5, 6 5 Develop and maintain an Emergency Public Communications Plan; acquire necessary equipment and maintain systems to support implementation
Multi 1, 4, 5, 6
6 Develop and maintain an Energy Strategic Plan; acquire necessary equipment to support implementation Multi 1, 2, 3, 4, 5, 6 7 Develop and maintain a Hazards Public Outreach Program; acquire necessary material/equipment/systems to support implementation
Multi 1, 2, 3, 4, 5, 6
8 Update and maintain an Emergency Operations Plan (EOP); acquire necessary equipment/systems to support
implementation
Multi 1, 4, 5, 6
9 Develop a Policy to Incorporate Hazard Risk into other plans and development efforts Multi 1, 2, 3, 4, 5, 6
10 Develop and/or incorporate Emergency Management Training and Exercise Program into existing training and exercise programs
Multi 1, 2, 3, 4, 5, 6
11 Conduct an Assessment of City-owned Lifeline infrastructure; acquire equipment and materials as need to support
implementation. Projects could include: pipeline replacement, adding security systems, retrofit of existing
facilities/equipment, incorporating backup generators, and other upgrades and improvements.
Multi 2,3,5,6
12 Participate and continue support of the OA Stakeholder Group Multi 1,3,4,5,6 13 Establish and maintain the Hazard Mitigation Planning Team Multi 1,2,3,4,5,6 14 Conduct an Assessment of City-owned Facilities; perform Structural and Non-structural Retrofits as needed Multi 1,2,4,6 15 Develop a Building Condition Assessment Report for typical of building construction types in the City; develop a program to support structural and non-structural retrofitting
Multi 1,2,4,6
16 Develop and maintain a Vegetation Management Plan Multi 1,2,3,4 17 Increase coordination with Lifeline Stakeholders to better understand their improvement, mitigation, and resiliency efforts
Multi 1, 2, 5, 6
18 Develop protocols and ensure appropriate personnel are signed up and receive Earthquake Notifications from USGS Earthquake 1,2, 3, 4, 5, 6 19 Coordinate with Southern California Edison Emergency Management
Energy Shortage/
Power Outage
20 Continue support of the County Floodplain Management Plan Flood 4, 5, 6
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Mitigation Action Hazard Goal
21 Formalize and expand the role of the Floodplain Manager/NFIP Coordinator Flood 1, 2, 3, 4
22 Conduct drainage improvements on Mission Zanja Flood 1, 2, 3 23 Conduct drainage improvements on Reservoir Canyon Flood 1, 2, 3 24 Conduct drainage improvements in Downtown Flood 1, 2, 3 25 Conduct drainage improvements in South City Flood 1, 2, 3 26 Conduct drainage improvements in North City Flood 1, 2, 3 27 Develop, maintain, and disseminate an Infectious Disease Response Plan; acquire equipment, supplies, and other
material as needed to support role
Infectious Disease 1, 4, 5, 6
28 Ensure Fire Resistant Materials are incorporated into existing building modifications and/or future development Wildfire 1, 2, 4, 6 29 Incorporate Defensive Space Standards in existing and future building designs Wildfire 1, 2, 4, 6
30 Coordinate with San Bernardino International and Ontario International Airport's Emergency Management Division
Aircraft
Accident/Incident 1, 2, 4, 5
31 Coordinate with the County, surrounding local cities, and the regional Fusion Center Civil Disturbance 1, 2, 4, 5, 6
32 Coordinate with Ca Department of Water Resources Dam Breach 1, 2, 3, 4 33 Coordinate with State and local Governments; acquire equipment, supplies, and other material as needed to support role
Drought 1, 2, 3, 4, 5, 6
34 Develop and maintain a Water Conservation Plan; implement recommendations Drought 1, 2, 3, 4
35 Develop and maintain a Drought Emergency Plan; acquire equipment, supplies, and other material as needed to support role
Drought 1, 2, 3, 4, 5, 6
36 Coordinate with State of California local Governments; acquire equipment, supplies, and other material as needed to support role
Extreme
Temperature 1, 2, 3, 4, 5, 6
37 Develop and maintain an Extreme Temperature Emergency Plan; acquire equipment, supplies, and other material as needed to support implementation
Extreme
Temperature 1, 2, 3, 4, 5
38 Formalize, maintain, and promote the Hazardous Materials Program; acquire necessary equipment, material, and supplies needed to support implementation
Hazardous
Material Accident 1, 2, 3, 4, 5
39 Enforce and support annual Training and Exercises Hazardous Material Accident 1, 2, 3, 4, 5
40 Coordinate with local citrus growers; acquire equipment, supplies, and other material as needed to support role Infestation 2, 3, 4, 5 41 Work with State and County officials; acquire equipment, supplies, and other material as needed to support role Infestation 2, 3, 4, 5 42 Develop and maintain a Technology Master Plan; acquire equipment as needed to support implementation
Technology
Disruption 1, 2, 4, 5, 6
43 Develop and maintain IT Incident Response Plans; implement recommendations
Technology
Disruption 1, 2, 4, 5, 6
44 Coordinate with NTSB, Regional Association of governments, and County Transportation Department; acquire equipment, supplies, and other material as needed to support role
Train
Accident/Incident 1, 4, 5
LOCAL HAZARD MITIGATION PLAN
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Mitigation Action Hazard Goal
45 Coordinate with the County, surrounding local cities, and the regional Fusion Center; acquire equipment, supplies, and other material as needed to support role
Terrorism 1, 2, 3, 4, 5, 6
The Planning Team made assessments to determine if plans, policies, and/or programs needed to be expanded and/or improved; and whether those changes would support reducing the hazard. Any recommended changes to plans, policies, and programs are reflective in Table 7.2. It is also worth to note, that consideration was also given to needed plans, policies, and programs. They too are also included in Table 7.2.
7.6 MITIGATION MEASURE IMPLEMENTATION PLAN
The following table (Table 7-3) reflects the implementation plan for each mitigation measure. The implementation plan identifies the lead department responsible for the action, the estimated cost, potential funding source to support the action, and the proposed timeframe for completion. It is important to note that while a lead department is identified, that some other City departments (i.e., Information Technology, Police, Fire, or Facilities) may actually take the lead depending on the project (i.e., Memorandums of Understanding- MOUs and Business Continuity Plan- BCPs). Emergency Management may coordinate the effort but the other City departments may actually take the lead to complete the particular MOU or BCP. Additionally, the City intends to actively search for other possible funding source to help implement the mitigation measures but those resources are not known at this time to be listed. It is also worth to note that the City has listed Hazard Mitigation Assistance (HMA) grants under several of the mitigation measures. The City recognizes that HMA grants include the Hazard Mitigation Grant Program (HMGP), Building Resilient Infrastructure and Communities (BRIC), and Flood Mitigation Assistance (FMA) funding. It was deemed better by the Planning Team to list it collectively, instead of only selecting 1 or 2 of the grant programs as to not limit consideration under the other grant programs.
Table 7-3. Mitigation Measure- Implementation Plan
Mitigation Action Lead Cost Timeframe Funding Score
1 Create and maintain a Key Asset
Database
Emergency
Management <$100,000 < 1 year General Fund 35
8 Update and maintain an
Emergency Operations Plan (EOP);
acquire necessary
equipment/systems to support
implementation
Emergency
Management <$100,000 < 1 year General Fund/HMA 35
12 Participate and continue support
of the OA Stakeholder Group
Emergency
Management <$100,000 <1 year General Fund/HMA 35
13 Establish and maintain the Hazard
Mitigation Planning Team
Emergency
Management <$100,000 <1 year General Fund/HMA 35
30 Coordinate with San Bernardino
International and Ontario
International Airport's Emergency
Management Division
Facilitates and
Community
Services
<$100,000 <1 year General
Fund 35
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Mitigation Action Lead Cost Timeframe Funding Score
31 Coordinate with the County,
surrounding local cities, and the
regional Fusion Center
Police <$100,000 <1 year General
Fund 35
17 Increase coordination with Lifeline
Stakeholders to better understand
their improvement, mitigation,
and resiliency efforts
Emergency
Management
<$100,000 1-3 years General
Fund 34
19 Coordinate with Southern
California Edison Emergency
Management
Municipal
Utilities &
Engineering
<$100,000 < 1 year General
Fund/ HMA 34
3 Develop and maintain
Memorandums of Understanding
(MOUs) and Public-Private
Partnerships in support of
emergency management and
business continuity
Emergency
Management <$100,000 1-3 years General Fund 33
7 Develop and maintain a Hazards
Public Outreach Program; acquire
necessary
material/equipment/systems to
support implementation
Emergency
Management <$100,000 < 1 year General Fund/HMA 33
38 Formalize, maintain, and promote
the Hazardous Materials Program;
acquire necessary equipment,
material, and supplies needed to
support implementation
Fire $100,000-
$300,000 <1 year General Fund 33
39 Enforce and support annual
Training and Exercises
Fire /
Emergency
Management
$100,000-
$300,000 1-3 years General Fund/HMA 33
44 Coordinate with NTSB, Regional
Association of governments, and
County Transportation
Department; acquire equipment,
supplies, and other material as
needed to support role
Facilities and
Community
Services
<$100,000 <1 year General
Fund 33
4 Develop and maintain Business
Continuity Plan(s), emphasize loss
of technology (Tech Down)
situation
Emergency
Management
$100,000-
$300,000 1-3 years General Fund/HMA 32
5 Develop and maintain an
Emergency Public
Communications Plan; acquire
necessary equipment and
maintain systems to support
implementation
Emergency
Management <$100,000 < 1 year General Fund/HMA 32
21 Formalize and expand the role of
the Floodplain Manager/NFIP
Coordinator
Municipal
Utilities &
Engineering
<$100,000 < 1 year General
Fund/ HMA 32
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Mitigation Action Lead Cost Timeframe Funding Score
28 Ensure Fire Resistant Materials are
incorporated into existing building
modifications and/or future
development
Fire $100,000-
$300,000 1-3 years General Fund/ HMA 32
29 Incorporate Defensive Space
Standards in existing and future
building designs
Fire/Develop
ment Services
$100,000-
$300,000 1-3 years General Fund/ HMA 32
45 Coordinate with the County,
surrounding local cities, and the
regional Fusion Center; acquire
equipment, supplies, and other
material as needed to support role
Police $300,000-
$500,000 1-3 Years
General
Fund /
EMPG
32 2 Develop and maintain Emergency
Circulation (Traffic) Plan(s);
acquire necessary equipment to
support implementation
Police /
Facilities and
Community
Services
<$100,000 1-3 years General
Fund/ HMA 31
9 Develop a Policy to Incorporate
Hazard Risk into other plans and
development efforts
Office of City
Manager <$100,000 < 1 year General Fund 31
20 Continue support of the County
Floodplain Management Plan
Municipal
Utilities &
Engineering
<$100,000 < 1 year General
Fund/ HMA 31
42 Develop and maintain a
Technology Master Plan; acquire
equipment as needed to support
implementation
Management
Services
$100,000-
$300,000 1-3 Years General Fund 31
43 Develop and maintain IT Incident
Response Plans; implement
recommendations
Management
Services
$100,000-
$300,000 1-3 Years General Fund 31
10 Develop and/or incorporate
Emergency Management Training
and Exercise Program into existing
training and exercise programs
Emergency
Management
$100,000-
$300,00 1-3 years General Fund/HMA 30
33 Coordinate with State and local
Governments; acquire equipment,
supplies, and other material as
needed to support role
Emergency
Management
/ Municipal
Utilities &
Engineering
$100,000-
$300,000 1-3 Years General Fund/EMPG 30
11 Conduct an Assessment of Cityowned Lifeline infrastructure; acquire equipment and materials
as need to support
implementation
Municipal
Utilities &
Engineering
$500,000-
$1,000,00 3-5 years General Fund/HMA 29
14 Conduct an Assessment of Cityowned Facilities; perform Structural and Non-structural
Retrofits as needed
Municipal
Utilities &
Engineering
$500,000-
$1,000,000 3-5 years General Fund/HMA 29
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Mitigation Action Lead Cost Timeframe Funding Score
15 Develop a Building Condition
Assessment Report for typical of
building construction types in the
City; develop a program to
support structural and nonstructural retrofitting
Building
Division
$100,000-
$300,000 1-3 years General Fund/HMA 29
16 Develop and maintain a
Vegetation Management Plan
Facilities and
Community
Services
<$100,000 1-3 years General
Fund/HMA 29
27 Develop, maintain, and
disseminate an Infectious Disease
Response Plan; acquire
equipment, supplies, and other
material as needed to support role
Emergency
Management <$100,000 1-3 years General Fund/ HMA 29
34 Develop and maintain a Water
Conservation Plan; implement
recommendations
Municipal
Utilities &
Engineering
$100,000-
$300,000 <1 year General Fund 29
35 Develop and maintain a Drought
Emergency Plan; acquire
equipment, supplies, and other
material as needed to support role
Emergency
Management
/ Municipal
Utilities &
Engineering
$100,000-
$300,000 <1 year General Fund 29
36 Coordinate with State of California
local Governments; acquire
equipment, supplies, and other
material as needed to support role
Emergency
Management
$100,000-
$300,000 <1 year General Fund 29
37 Develop and maintain an Extreme
Temperature Emergency Plan;
acquire equipment, supplies, and
other material as needed to
support implementation
Emergency
Management
$100,000-
$300,000 <1 year General Fund 29
40 Coordinate with local citrus
growers; acquire equipment,
supplies, and other material as
needed to support role
Facilities and
Community
Services
<$100,000 <1 year General
Fund 29
41 Work with State and County
officials; acquire equipment,
supplies, and other material as
needed to support role
Facilities and
Community
Services
$100,000-
$300,000 <1 year General Fund 29
6 Develop and maintain an Energy
Strategic Plan; acquire necessary
equipment to support
implementation
Municipal
Utilities &
Engineering
<$100,000 1-3 years General
Fund/HMA 28
32 Coordinate with Ca Department of
Water Resources
Municipal
Utilities &
Engineering
<$100,000 <1 year General
Fund 28
18 Develop protocols and ensure
appropriate personnel are signed
up and receive Earthquake
Notifications from USGS
Emergency
Management <$100,000 < 1 year General Fund/ HMA 26
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Mitigation Action Lead Cost Timeframe Funding Score
22 Conduct drainage improvements
on Mission Zanja
Municipal
Utilities &
Engineering
> $1,000,000 3-5 years General
Fund/ HMA 26
23 Conduct drainage improvements
on Reservoir Canyon
Municipal
Utilities &
Engineering
> $1,000,000 3-5 years General
Fund/ HMA 26
24 Conduct drainage improvements
in Downtown
Municipal
Utilities &
Engineering
> $1,000,000 3-5 years General
Fund/ HMA 26
25 Conduct drainage improvements
in South City
Municipal
Utilities &
Engineering
> $1,000,000 3-5 years General
Fund/ HMA 26
26 Conduct drainage improvements
in North City
Municipal
Utilities &
Engineering
> $1,000,000 3-5 years General
Fund/ HMA 26
LOCAL HAZARD MITIGATION PLAN
122
8 PLAN ADMINISTRATION
8.1 MONITORING, EVALUATING AND UPDATING THE PLAN
The City of Redlands Fire Department Emergency Management Division will lead the effort and will be responsible for ensuring that this plan is being monitored and evaluated over the next five (5) years. While there is not a confirmed meeting schedule, the Emergency Management Division will ensure that at a minimum there is an annual meeting of the Hazard Mitigation Planning Team and possibly other interested stakeholders to discuss the LHMP. The first annual meeting will occur one (1) year from the date of FEMA approval. The annual review with the Hazard Mitigation Planning Team will include; not limited to:
▪ Status on progress towards implementing mitigation measures ▪ The need for additional and/or removal of mitigation measures ▪ Adjustments to the mitigation measure and/or implementation plan ▪ Addition to the Goals and/or objectives
▪ Revisions to the Hazard Profiles, primarily focused on description, history, location In addition to the annual meetings, the Emergency Management Division may also leverage existing meetings to review, evaluate, and discuss progress on the mitigation actions set forth in this plan. The Emergency Management Division will ensure that the LHMP is an agenda item or incorporated into the discussion in those meetings whenever appropriate.
The Hazard Mitigation Planning Team will also visit the LHMP after significant hazard events; ensuring Lessons Learned and other vital information is captured for incorporation into future LHMP updates. This will provide the Hazard Mitigation Planning Team with an opportunity to evaluate the value of any implemented mitigation actions, validate the needs of the remaining mitigation actions, and possibly identify additional mitigation actions.
Information obtained from all of these meetings will be captured by the Emergency Management Division and made available for the next LHMP update.
The Emergency Management Division will also lead the effort to update the LHMP. Understanding the need not to have the LHMP expire, the Emergency Management Division will begin the process of updating the LHMP two (2) years prior to the plan expiration date. The Emergency Management Division may or may not seek another Hazard Mitigation Assistance grant or the assistance of a consultant to support this effort. If either of these are true, the Emergency Management Division will incorporate appropriate time to account for those needs.
8.2 INCORPORATION INTO OTHER PLANNING EFFORTS
The City of Redlands is aware of the hazards that face its community, as historic incidents prove that disasters are a common occurrence in this area. The City will continue to strive toward protecting the life, property and economy of the City. The City of Redlands also supports an all-hazard approach, encouraging information sharing between City Departments to incorporate into other planning efforts. As other plans are developed, the LHMP information will be leveraged and incorporated when other plans could benefit
LOCAL HAZARD MITIGATION PLAN
123
from a better understanding of hazards and the potential mitigation measures that can be taken. Over the past five (5) years, fiscal and personnel challenges has limited the City’s ability to fully incorporated the LHMP into other plans. While previous Planning Team members have championed and shared LHMP information during other planning efforts, there has not been a formalized process to truly integrate the LHMP information into other plans. The City is still facing some of those same challenges but is committed to keep pushing for better integration of LHMP information. The City of Redlands is anticipating incorporating and/or leveraging the information from the LHMP into the:
▪ Emergency Operation Plan
▪ Water System Emergency Response Plan
▪ Water Conservation Management Plan (Title 13 – 13.06.010) ▪ Fire Protection Master Plan (Title 15, Section 15.20.580) ▪ Spill Prevention Control & Countermeasure Plan
▪ Storm Water Pollution Prevention Plan (Title 3 3.48.020 and 3.56.020) ▪ Business Emergency Contingency Plan
▪ Sewer Capital Improvement (Title 3 – 3.44.020)
▪ Vegetation Management (Title 15, Section 15.20.560)
▪ Wildland-Urban Interface Fire Area (Title 15, Section 15.20.550) ▪ Earthquake – Hazardous Building (Title 15, Section 15.52.020) The City of Redlands incorporated by reference the previously LHMP into the City’s General Plan Safety Element. As opportunities present themselves, the City will make every effort to incorporate the new LHMP information into the City’s General Plan, where appropriate. In the meantime, the LHMP will be utilized to assess future development in accordance with the General Plan. In addition to reviewing future development against relevant land use and zoning regulations, building codes and fire codes, and environmental and engineering standards, it will also be reviewed against the LHMP. Proposed development projects will be assessed to determine exposure (or risk) to community hazards. The LHMP will also serve as a reference for suggested mitigation measures to reduce and/or eliminate risk from those hazards.
8.3 CONTINUED STAKEHOLDER AND PUBLIC INVOLVEMENT
As mentioned under Section 2.4 and 2.5, the City of Redlands will organize and/or participate in a variety of meetings/eventsto share and exchange information about mitigation with stakeholders and the public.
The City will use its social media platforms and when, appropriate, leverage stakeholder and community social media platforms to announce the meetings/events. The City will also continue to provide public forms with our quarterly Disaster Council which gives the public and local emergency managers the opportunity to collaborate and coordinate prior to an emergency occurring.
8.4 POINT OF CONTACT
Comments or suggestions regarding this plan may be submitted to:
Fire Department; Emergency Management Division
Esther Martinez, Emergency Management Specialist
35 Cajon Street, Suite 12
Redlands, Ca 92373
(909) 798-7600 / [email protected]
LOCAL HAZARD MITIGATION PLAN
124
APPENDIX 1 ADOPTION RESOLUTION
LOCAL HAZARD MITIGATION PLAN
125
APPENDIX 2 PLANNING TEAM MEMBERS
Agency Department Staff Position
City of Redlands Airport Shaffer, Carl Airport Supervisor City of Redlands City Manager’s Office Baker, Carl Public Information Officer City of Redlands City Manager’s Office McConnell, Janice Assistant City Manager City of Redlands Development Services Esparza, Cruz Economic Development Manager
City of Redlands Development Services Foote, Brian Planning Director City of Redlands Facilities and Community
Services
Sullivan, Tim Assistant Director
City of Redlands Finance Jenner, Farrah Assistant Finance Director City of Redlands Fire Anderson, Vincent Fire Marshal
City of Redlands Fire Crews, Carly EMS Coordinator
City of Redlands Fire Martinez, Esther Emergency Operations Specialist
City of Redlands Fire Reyes, Bruni Management Analyst
City of Redlands Fire Sessler, Rich Deputy Chief
City of Redlands Human Resources Ng, Tommi Assistant Director City of Redlands Innovation and Technology Resh, Tom GIS Supervisor/Web Administrator
City of Redlands Innovation and Technology Sanchez, Sandra Information Technology City of Redlands Library McCue, Don Director
City of Redlands Municipal Utilities and
Engineering
Watson, Kevin Operations Manager
City of Redlands Planning Lin, Catherine Principal Planner City of Redlands Police Reiss, Mike Deputy Chief
City of Redlands Police Tolber, Rachel Commander
City of Redlands Purchasing Abramovitz, Dana Manager
Amazon Morales, Linda
Amazon Notthingham, Greg
American Red Cross San Bernardino County Anderson, Robert Disaster Program Manager Arrowhead
Christian Academy
Bell, Nrian Upper school Principal
Assemblyman
James Ramos
Leyva, Jessie Field Representative
CA Public Utilities
Commission
Windbigler, Sandy Business and Community
Outreach
CALFire Ahmad, Abdul Division Chief
CALFire Malinowski, Grant Chief
Cal Trans Sadler, Jason
California
Governor's Office of
Emergency Services
Brown, Sonia Senior Emergency Services
Coordinator
California Highway
Patrol
Seldon, Rod Captain
Carollo Deslauriers, Sarah
Carollo Roquebert, Vincent
Carollo Sobeck, Dave Senior Vice President
LOCAL HAZARD MITIGATION PLAN
126
Church of Jesus
Christ Latter Day
Saints
Cannon, Judy Redlands Area Interfaith
Council
City of Highland Daniely, David Administrative Analyst
City of Loma Linda Kendal, Shannon Joint Emergency Services Coordinator
City of Moreno
Valley
Bricker, Zuzzette Emergency Manager
City of San
Bernardino
Oldendorf, Nick Emergency Manager/
Sergeant
City of Yucaipa O'Connell, Sherrie Emergency Services
Coordinator
Com Center Franke, Tim Com Center Supervisor
ESRI Abushanab, Dan CIO
ESRI Berry, Don Operations Manager
ESRI Kelling, Daniel Physical Security and Safety
ESRI Nowlin, Chris
Jonbe Care
Retirement
Community
Elshof, Richard
Loma Linda Hospital Ngo, Ehren Emergency Operations
Manager
Metrolink Rodriguez, Richard Emergency Manager
Montessori in
Redlands
Camarillo, Ellen Safety Coordinator
North Redlands
Visioning
Committee
Saucedo, Mario
Office of
Representative Pete
Aguilar
Lewis, Curt Grant Program Director
Office of Senator
Mike Morrell
Bogh, Madison Field Representative
Office of Senator
Mike Morrell
Cornejo-Reynoso, Pacal Field Representative
Omni Trans Erwin, Barbara Safety, Security, and
Regulatory Compliance
Manager
Packinghouse
Christian Academy
Conner. Michelle Safety Coordinator
Plymouth Village
Retirement
Community
Michaels, Julie Executive Director
Redlands Adventist
Academy
York, Glynda Safety Coordinator
Redlands Bowl
Summer Music
Festival
Noerr, Beverly Executive Director
Redlands Chamber
of Commerce
Alvarez, Christopher Executive Director
LOCAL HAZARD MITIGATION PLAN
127
Redlands Christian
Center
Wallace, Don Redlands Area Interfaith
Council
Redlands
Community Hospital
Olmos, Melissa Emergency Management
Coordinator
Redlands Historical
Society
Nelda, Stuck
Redlands Unified
School District
Arrellano, Mauricio Superintendent
Redlands Unified
School District
Mackamul-Covey,
Carianne
Redlands Unified
School District
Morse, Ken Coordinator of Operations
and Facility Planning
Rochford
Foundation
Timothy, Ellen
San Bernardino
County
Congjuico, Ashley Medical Emergency
Planning Specialist
San Bernardino
County
Cruz, Carrie Emergency Services Officer
San Bernardino
County
Ramirez, Michael Emergency Services
Supervisor Officer
San Bernardino
County School
Districts
Marmolejo, Daniel Safety Manager/
Intergovernmental
Relations
Simpler Life Snedaker, Bob Owner
Southern California
Gas
Scott, Kristine Public Affairs Manager
Southern California
Edison
Cloud, Mark Government Affairs
Representative
United States Post
Office
Andrews, Janet National Preparedness
Specialist
University of
Redlands
Abbey, Leonette Project Management
Coordinator
University of
Redlands
Rogers, Michelle Vice President
Administration
University of
Redlands
Talbott, Jeff Director of Public Safety
University of
Redlands
Walsh, John Chaplain
Valley Preparatory
School
Black, John School Principal
Valley Preparatory
School
Schutz, Derrick Assistant Head of School
LOCAL HAZARD MITIGATION PLAN
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APPENDIX 3 PLANNING TEAM MEMBER MEETING ATTENDANCE MATRIX City of Redlands
Local Hazard Mitigation Plan
Planning Team
Department / Agency 6/16/2020 8/18/2020 9/21/2020 10/19/2020 11/16/2020 1/11/2021 3/16/2021 4/7/2021 5/25/2021 Airport X
City Manager's Office X X X X X X X
Development and Planning Services X X X X X X X X X
Facilities and Community Services X X
Finance X X
Fire Department X X X X X X X X X
Human Resources X X
Information Technology X X X X X X X X X
Library X X X X
Municipal Utilities and Engineering X X X X X X
Police X X X X X
Purchasing X
Amazon
American Red Cross
Arrowhead Christian Academy
Assemblyman James Ramos
CA Public Utilities Commission
CAL Fire
Cal Trans
California Governor's Office of Emergency Services
California Highway Patrol X X X X X X X X X
Carollo X X X X X X X X X
City of Highland
City of Loma Linda X
City of Moreno Valley X X
City of San Bernardino
City of Yucaipa X X X X X
Com Center
ESRI X X X X X X X X
Jonbe Care Retirement Community
Loma Linda Hospital X X X
Metrolink
Montessori in Redlands
North Redlands Visioning Committee
Office of Representative Pete Aguilar X
Updated 6/01/2021
City of Redlands
Local Hazard Mitigation Plan
Planning Team
Department / Agency 6/16/2020 8/18/2020 9/21/2020 10/19/2020 11/16/2020 1/11/2021 3/16/2021 4/7/2021 5/25/2021 Office of Senator Mike Morrell
Omni Trans X
Packinghouse Christian Academy
Plymouth Village Retirement Community
Redlands Adventist Academy
Redlands Area Interfaith Council X X
Redlands Bowl Summer Music Festival
Redlands Chamber of Commerce X X X X X
Redlands Christian Center
Redlands Community Hospital X X X X X
Redlands Historical Society
Redlands Unified School District X
Rochford Foundation
San Bernardino County Office of Emergency Services X
San Bernardino County Public Health
San Bernardino County School Districts
Simpler Life
So Cal Gas X X X X X X X
Southern California Edison
United States Post Office X X X X X X
University of Redlands X X X X X X
Valley Preparatory School
Updated 6/01/2021
LOCAL HAZARD MITIGATION PLAN
129
APPENDIX 4 PUBLIC OUTREACH ANNOUNCEMENTS AND
PRESENTATIONS
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Goutam Dobey of Municipal Utilities/Engineering Department at (909) 798-7584 ext. 5. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 35.102-35.104 ADA Title II)
A G E N D A
This will be a teleconference meeting via Zoom.
The following information comprises the agenda for a regular meeting of the DISASTER COUNCIL of the City of Redlands at the time noted:
Monday, October 26, 2020
4:00 P.M. – 5:00 P.M.
Join Zoom Meeting
o https://cityofredlands.zoom.us/j/92594494297?pwd=TlQ3dy8vUFlCWHpWdDVma2llW mVSdz09
o Meeting ID: 925 9449 4297
o Passcode: 10262020
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o Meeting ID: 925 9449 4297
o Passcode: 10262020
o Find your local number: https://cityofredlands.zoom.us/u/adZ8Ocsdxg HOW TO SUBMIT COMMENTS: Following public health recommendations to limit public gatherings during the COVID-19 pandemic, City Manager Charles M. Duggan Jr., acting as the City of Redlands Emergency Services Director has directed that Commission/Board meetings be closed to the public until further notice or until the current local State of Emergency has been lifted.
In order to have your public comment read into the public record at the meeting, members of the public are asked to submit comments (250 words or less) prior to Thursday, October 22, 2020 at 5:00 p.m. to Esther Martinez by email at [email protected] or by telephone at (909) 307-7313.
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Goutam Dobey of Municipal Utilities/Engineering Department at (909) 798-7584 ext. 5. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 35.102-35.104 ADA Title II) Individuals with a disability, consistent with the Americans with Disabilities Act, who need assistance with public comment, may contact Esther Martinez by telephone (909) 307-7313 or by email at [email protected] at least two hours before the meeting to make alternate arrangements.
A. Call to Order (Mayor Paul W. Foster )
B. Pledge of Allegiance (Mayor Paul W. Foster)
C. Public Comment (Mayor Paul W. Foster)
(At this time, the Disaster Council chair will read all public comments, up to 250 words, into record if they are received in accordance with the deadlines stated above. Please Note: The Disaster Council may not discuss or take action on any public comment made..
D. Introductions / Welcome (Chief Sessler)
E. Approval of Minutes (Mayor Paul W. Foster)
F. Old Business
1. No Follow-up items
G. New Business
1. Presentation by Andy Petrow from APetrow Consulting “City of Redlands Local Hazard Mitigation Plan Update”
a. https://www.cityofredlands.org/sites/main/files/fileattachments/redlands_final_hmp_april_2015.pdf?1552928023 H. Member Announcements (Roundtable)
I. Possible agenda items for next meeting (?)
J. Adjournment
(The next Disaster Council Meeting will be held on January 25, 2021) 5/28/2021
1 City of Redlands
Local Hazard Mitigation Plan Update
PUBLIC KICKOFF MEETING/PRESENTATION
OCTOBER 26, 2020
Purpose of the Meeting/Presentation
▪ Introduce the Project
◦ What and Why were are doing it
▪ Gain Common Understanding of:
◦ Mitigation
◦ Local Hazard Mitigation Plans (LHMP)
▪ Increase Awareness of the City of Redlands LHMP and Update Process ◦ What hazards are being addressed
◦ How the LHMP will be updated
▪ Set expectations moving forward
◦ How you can keep updated on progress
Agenda
▪ Background
▪ Definition of Mitigation
▪ Local Hazard Mitigation Plans (LHMP) Overview
▪ City of Redlands LHMP Overview
▪ Public Outreach Effort
▪ Next Steps
Background
▪ FEMA provides funds after disasters to mitigate future impacts ▪ Historically difficult to identify eligible projects
◦ pressure to obligate funds
▪ In 2000, FEMA revised regulations to require an LHMP to received mitigation funds
▪ LHMP must be comprehensive and identify projects
▪ Project must be in LHMP to be eligible for funding
Definition of Mitigation
▪ Part of the Disaster Cycle
▪ FEMA defines Mitigation as the “effort to reduce and/or eliminate loss of life and property by lessening the impacts from hazards”
▪ Benefits of mitigation include:
◦ Saved lives
◦ Reduced damage to property
◦ Reduced economic losses
◦ Minimized social disruption
◦ Shorter recovery period for the community
Respond
Recover
Mitigate
Prevent
Prepare
Local Hazard Mitigation Plans
Goal-
▪ To develop a strategy to reduce and/or eliminate impacts from hazards Objectives-
▪ Apply a comprehensive planning approach
◦ Involve the Whole Community (regional stakeholders)
◦ Address Multi-hazards
◦ Engage the public
▪ Understand capabilities and vulnerabilities to hazards ◦ Identify Key Assets
▪ Identify projects and actions
▪ Integrated with other planning efforts
5/28/2021
2 Local Hazard Mitigation Plans (cont)
LHMP Requirements
▪ Locals prepare, adopt, and maintain….must be update every 5 years ▪ Cal OES reviews
▪ FEMA approves
What are Cal OES/FEMA are looking for……
◦ Proper documentation of planning process
◦ Current community, hazard, and impact information
◦ Validation/Identification of projects and actions
◦ Method for plan review (updating) and implementation
◦ Verification plan was adopted
▪ Last Approved and Adopted in 2015
▪ Can be found on the City’s website
https://www.cityofredlands.org/pod/emergency-plans
▪ Analyzed the following hazards
▪ Mitigation Actions (projects) focused on priority hazards City of Redlands LHMP
o Chemical Agents
o Chemical/Hazardous Materials Spill
o Crop Losses/Freezing
o Dam Breach
o Disease
o Drought
o Earthquake
o Energy/Power Outage/Excessive Heat
o Flooding
o Infestation
o Mudslide/Landslide
o Tornado
o Wildfire
o Windstorm
City of Redlands LHMP (cont)
2 months 1-2 months 1-2 months 2-3 months 2-3 months Ongoing- 5-years City of Redlands LHMP (cont)
Planning Team
▪ Representatives from the City Departments
▪ Representatives from Regional Stakeholders
◦ State
◦ County
◦ Special Districts
◦ Non-governmental Organizations
◦ Lifelines
◦ Hospitals/Care Facilities
◦ Businesses (large employment corporations)
▪ Consultant Team
Public Outreach Effort
▪ Because of COVID-19 challenges with, outreach will be done virtually ▪ Two (2) public meetings
◦ Project kickoff….this meeting
◦ Draft plan review
▪ Status Updates
◦ City Social Media (Website, FaceBook, Instagram, LinkedIn, Twitter) ◦ Other Social Media (NextDoor, stakeholder social media platforms) ◦ Leverage City Council/Community meetings
◦ Possibly Newspapers/letters (local, regional, city, community organizations) ◦ Possibly Flyer Announcements (inserts in invoices/bills) Next Steps
▪ Review public comments
▪ Hold additional Planning Team meetings
▪ Prepare and Review draft LHMP sections
▪ Provide status updates to the public
5/28/2021
3 Contacts
▪ Esther Martinez
◦ (909) 798-7600
◦ [email protected]
▪ Andy Petrow
◦ (818) 294-5472
◦ [email protected]
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Goutam Dobey of Municipal Utilities/Engineering Department at (909) 798-7584 ext. 5. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 35.102-35.104 ADA Title II)
A G E N D A
This will be a teleconference meeting via Zoom.
The following information comprises the agenda for a regular meeting of the DISASTER COUNCIL of the City of Redlands at the time noted:
Monday, April 26, 2021
4:00 P.M. – 5:00 P.M.
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Find your local number: https://cityofredlands.zoom.us/u/amB3lchzX HOW TO SUBMIT COMMENTS: Following public health recommendations to limit public gatherings during the COVID-19 pandemic, City Manager Charles M. Duggan Jr., acting as the City of Redlands Emergency Services Director has directed that Commission/Board meetings be closed to the public until further notice or until the current local State of Emergency has been lifted.
In order to have your public comment read into the public record at the meeting, members of the public are asked to submit comments (250 words or less) prior to Thursday, April 23, 2021 at In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Goutam Dobey of Municipal Utilities/Engineering Department at (909) 798-7584 ext. 5. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 35.102-35.104 ADA Title II) 5:00 p.m. to Esther Martinez by email at [email protected] or by telephone at (909) 307-7313.
Individuals with a disability, consistent with the Americans with Disabilities Act, who need assistance with public comment, may contact Esther Martinez by telephone (909) 307-7313 or by email at [email protected] at least two hours before the meeting to make alternate arrangements.
A. Call to Order (Mayor Paul Barich )
B. Pledge of Allegiance (Mayor Paul Barich)
C. Public Comment (Mayor Paul Barich)
(At this time, the Disaster Council chair will read all public comments, up to 250 words, into record if they are received in accordance with the deadlines stated above. Please Note: The Disaster Council may not discuss or take action on any public comment made..
D. Introductions / Welcome (Chief Sessler)
E. Approval of Minutes (Mayor Paul Barich)
F. Old Business
1. No Follow-up items
G. New Business
a. Presentation by Andy Petrow from APetrow Consulting “City of Redlands Local Hazard Mitigation Plan Draft”
i. Overview of draft plan for public review.
H. Member Announcements (Roundtable)
I. Possible agenda items for next meeting (?)
J. Adjournment
(The next Disaster Council Meeting will be held on July 26, 2021) 5/28/2021
1 City of Redlands
Local Hazard Mitigation Plan Update
PUBLIC KICKOFF MEETING/PRESENTATION
APRIL 26, 2021
Purpose of the Meeting/Presentation
▪ Quick Overview of the Project
◦ What is a Local Hazard Mitigation Plan (LHMP)
◦ Why are we updating the LHMP
▪ Review Information in the draft LHMP
◦ Federal Requirements
◦ List of Community Hazards
◦ Proposed Mitigation Measures/Actions
▪ Discuss Next Steps
◦ What is left to do
Overview
▪ FEMA provides funds to mitigate hazard impacts but
require a LHMP
◦ Mitigation measure/action must be in LHMP to be eligible ▪ LHMP = City’s strategy to mitigate impacts from hazards ◦ Must include a comprehensive planning process
◦ Must understand capabilities and vulnerabilities
◦ Must include mitigation measures/actions
▪ LHMP must be updated every 5 years
◦ City of Redlands last updated in 2015
Federal Requirements
▪ Locals prepare, adopt, and maintain
▪ Cal OES reviews
▪ FEMA approves
What are Cal OES/FEMA are looking for……
◦ Documentation of planning process
◦ List of current capabilities and hazards
◦ Understanding of impacts (vulnerability)
◦Identification of mitigation measures/actions
◦ Plan for maintaining and implementing LHMP
Capability Assessment
▪ What tools are in your mitigation toolbox
▪ Resources
◦Personnel- who works (can work) on mitigation efforts
◦Governance- what rules are in place to support mitigation ◦ Technical- what special skills are available to support mitigation ◦ Fiscal- what kind of funding is available for mitigation efforts ▪ Analyze all hazards in the community
◦ Provide Description, History, Location, other information ▪ Screen (prioritize) all hazards
◦ Probability vs Impact
▪ Hazards in the LHMP; Priority hazards in bold
Hazards in the Draft LHMP
o Aircraft Accident/Incident
o Chemical Agent Release
o Civil Disturbance
o Dam Breach
o Drought
o Earthquake
o Energy Shortage/Power Outage
o Extreme Temperature
o Flood
o Hazardous Material Accident
o Infectious Disease
o Infestation
o Landslide
o Technology Disruption
o Train Accident/Incident
o Wildfire
o Windstorm
5/28/2021
2 Vulnerability Assessment
▪ Quantitative Impacts
◦ Damage Assessment models (Hazus)
◦ Exposure Assessment (hazard footprint)
▪ Qualitative Impacts
◦ Population
◦ Built Environment
◦ Lifelines
◦ Economy
◦ Environment
Mitigation Strategy
▪ Only need to address priority hazards
▪ Includes actions that cut across multiple hazards
▪ Actions need to be prioritized
◦ Assessed against typical challenges to projects (feasibility assessment) ▪ Must have an implementation plan
◦Identify lead Department
◦ Estimate on how long it will take
◦ Estimate how much it may cost
◦Identify possible funding sources
Proposed Mitigation Measures/Actions
▪ Develop a Key Asset Database
▪ Adopt policy to incorporate hazards into relevant city plans/programs ▪ Develop/Expand MOUs and Public-Private Partnerships
▪ Develop/Expand Public Outreach efforts regarding hazards ▪ Develop/Expand Emergency Management Training and Exercises ▪ Assess City-owned Facilities (structural/non-structural retrofitting) ▪ Develop Mitigation Reference Guide for privately-owned Facilities ▪ Build Closer Working Relationship with utilities, government (State, County, locals), Airports/Rail, Citrus Growers, local Businesses, Faith-based organizations
▪ Improve Drainage throughout the City
Proposed Mitigation Measures/Actions (cont.)
▪ Develop/Expand Plans/Assessments; implement recommendations • Business Continuity Plan
• Emergency Circulation Plan
• Emergency Operations Plan
• Emergency Public Communications Plan
• Energy Strategic Plan
• Extreme Temperature Plan
• Infectious Disease Response/Recovery Plan
• Technology Master Plan; including an IT Incident Response Plan • Vegetation Management Plan
• Water Conservation/Drought Emergency Plan
Next Steps
▪ Review public comments
◦ Draft LHMP can be found on City website by end of the week ▪ Finalize draft LHMP with the Planning Team
▪ Submit and Review draft LHMP with Cal OES/FEMA
◦ Revise as needed
▪ City Council Adoption
Contacts
▪ Esther Martinez
◦ (909) 798-7600
◦ [email protected]
▪ Andy Petrow
◦ (818) 294-5472
◦ [email protected]
LOCAL HAZARD MITIGATION PLAN
130
APPENDIX 5 KEY ASSETS
The City of Redlands has identified the following key building assets (Table APP1). Table3.6 captures the Redlands Unified School District by campus; however, there are several permanent and temporary structures on each campus. Table APP2 depicts the number of permanent and temporary structures on each campus.
Table APP1 Key Building Assets
Facility Name Address Year
Built
Bldg.
Sq. Ft
Structure
Type
Replacement Cost
Fire Station 261 525 E. Citrus Ave. 2001 4,200 Wood
Frame
$1.98M
Fire Station 262 1716 Garden St. 1969 2,500 Wood
Frame
$1.18M
Fire Station 263 10 W. Pennsylvania Ave. 1985 3,000 Wood Frame
$1.42M
Fire Station 264
Police Dispatch 1270 W. Park Ave 1984 8,800 Wood
Frame
$4.16M
Emergency Operations Center 1270 West Park Ave 1985 6,200 Concrete Block/
Reinforced
Masonry
$3.0M
Police Annex 30 Cajon Street 20,000
Animal Control 504 N. Kansas St. 750
Joslyn Senior Center 21 Grant St. 8,700
Community Center 111 W. Lugonia Ave. 27,500
Corporate Yard, including
HAZMAT Storage
1270 W. Park Ave 67,400 $3.4M
Henry Tate Water Treatment
Plant
3050 Mill Creek Rd.,
Mentone
N/A $20.0M
Hinkley Surface Water
Treatment Plant
1604 Crafton Ave. 26,614 $20.0M
Highland Ave. Water Complex Highland Ave. N/A $30.0M
Redlands Wastewater
Treatment Facility
1950 N. Nevada St. N/A
City Hall 35 Cajon Street 20,054 $7.82M
Redlands Municipal Airport 1745 Sessums Dr Various Various Wood and Metal
Framed
$103M
San Bernardino International
Airport
1601 E 3rd St #100 1,329
acres
A.K. Smiley Library 125 W Vine St 1898 64,000 $40M
Contemporary Club 173 S Eureka St 4,000 $6M
Power Plant- Redlands 2492 W San Bernardino Ave 1893 $2B Lincoln Shrine 125 W Vine St 1932 3800 $8M
Agate Ave. Reservoir Agate Ave & Salerno Ave
Arroyo Reservoir Arroyo Crest & Smiley
Heights Dr
LOCAL HAZARD MITIGATION PLAN
131
Country Club Reservoirs Country Club Dr & Verde
Vista Dr
Crafton College Reservoir Crafton Hills Ridge Cir
Dearborn Reservoir 500 N Dearborn St
Fifth Ave. Reservoir Valencia Dr & King St
Highland Avenue Reservoir Parkford Dr & Marshall St
Margarita Reservoir Margarita Dr & Marilyn ln
Mill Creek Reservoir 3040 Mill Creek Rd
Sand Canyon Reservoir Campus Dr & Sand Canyon
Rd
Smiley Heights Reservoir Smiley Heights Dr & Calle de
Las Palmas
South Ave. Reservoir Sunset Dr & Felisa Ct
Sunset Reservoir 13198 Helen Ct
Texas Grove Reservoir 1660 Texas St
Texas Street Site Reservoir 1321 Texas St
Ward Way Reservoir 1369 Fairview ln
Water Quality Lab 1950 Nevada St
Julian Way Effluent Valve
(Tate) 3050 Mill Creek Rd
Ward Way Valve 2594 Mill Creek Rd
Well 38 11143 Nevada St
24" Highline Transmission
Pipeline Various
Zone 1570 Piping/water
distribution system Various
Zone 1750 Piping/water
distribution system Various
Zone 1900 Piping/water
distribution system Various
University of Redlands
Kaiser Permanente Redlands
Medical
1301 California Street
Redlands Community Hospital 350 Terracina Boulevard
ESRI 380 New York Street 1969
Beaver Medical Group 2 West Fern Avenue
Arroyo Verde Elementary
School)
7701 Church Street,
Highland, CA 92346
1989-
1990
50,911 7,564.68*
Beattie Middle School 7800 Orange St., Highland
CA, 92346
2004 92,310 26,053.12*
Bryn Mawr Elementary School 11680 Whittier Ave., Loma
Linda CA, 92354
1990 63,605 10,806.60*
Citrus Valley High School 800 West Pioneer Ave.,
Redlands, CA, 92374
2009 N/A N/A
Clement Middle School 501 East Pennsylvania Ave.,
Redlands CA, 92374
1961
1964
133,124 20,428.36*
Cope Middle School 1000 West Cypress Ave.,
Redlands CA, 92373
1956-
1957
160,739 25,046.61*
Crafton Elementary School 311 North Wabash Ave.,
Redlands CA, 92374
1936-
1965
69,931 9,224.26*
Cram Elementary School 29700 Water St., Highland 1997 52,814 7,696.27*
LOCAL HAZARD MITIGATION PLAN
132
CA, 92346
Franklin Elementary School 850 East Colton Ave.,
Redlands CA, 92374
1955
1969
70,450 11,455.98*
Highland Grove Elementary
School
7700 Orange St., Highland
CA, 92346
2005 46,549 11,375.73*
Judson & Brown Elementary
School
1401 E Pennsylvania Ave.,
Redlands CA, 92374
2006 42,344 13,216.96*
Kimberly Elementary School 301 West South Ave.,
Redlands CA, 92373
1956-
1963
74,670 9,357.75*
Kingsbury Elementary School 600 Cajon St., Redlands CA, 92373
1968 62,205 8,618.97*
Lugonia Elementary School 202 East Pennsylvania Ave.,
Redlands CA, 92374
1955
1963
58,856 9,258.99*
Mariposa Elementary School 30800 Palo Alto Dr.,
Redlands CA, 92373
1964 56,613 7,664.47*
McKinley Elementary School 645 West Olive Ave.,
Redlands CA, 92373
1938
1966
52,529 8,222.37*
Mentone Elementary School 1320 Crafton Ave.,
Mentone CA, 92359
1949 43,566 6,651.36*
Mission Elementary School 10568 California Street,
Redlands, CA 92374
1938,
1965
1970
62,341 11,004.51*
Moore Middle School 1550 East Highland Ave.,
Redlands CA, 92374
1965 144,730 22,765.39*
Orangewood High School
(Continuation)
515 Texas St., Redlands CA,
92374
1940,
1955,
1990
1992
42,142 5,845.34*
Redlands East Valley High
School
31000 East Colton Ave.,
Redlands CA, 92374
1995 326,895 55,068.16*
Redlands High School 840 East Citrus Ave.,
Redlands CA, 92374
1928
1970
393,384 64,529.62*
Smiley Elementary School 1210 West Cypress Ave.,
Redlands CA, 92373
1952,
1963
1980
68,896 9,502.79*
Victoria Elementary School 1505 Richardson St., San
Bernardino CA, 92408
1949
1967
49,264 7,027.26*
Central Administration/
Enrollment Center
7 West Delaware St,
Redlands, CA 92374
1970
1991
11,830 1,744.39*
District Office -North 20 West Lugonia Ave.,
Redlands, CA 92346
1970 30,213 5,793.59*
District Office - South 25 West Lugonia St.,
Redlands, CA 92346
1937
1992
13,979 2,699.90*
Supply Center 250 Church Street,
Redlands, CA 92374
1973 37,192 3,744.82*
Transportation 956 East Citrus Ave.,
Redlands, CA 92374
1929 6,670 527.12*
*- Replacement Value ($1,000)
LOCAL HAZARD MITIGATION PLAN
133
Table APP2 Number of Structures on Redlands Unified School District Campuses Name # of Buildings
Permanent Portable
Arroyo Verde Elementary School 24 11
Beattie Middle School 8 3
Bryn Mawr Elementary School 26 11
Citrus Valley High School N/A N/A
Clement Middle School 35 25
Cope Middle School 42 24
Crafton Elementary School 21 12
Cram Elementary School 27 19
Franklin Elementary School 7 2
Highland Grove Elementary School 6 0
Judson & Brown Elementary School 9 0
Kimberly Elementary School 21 13
Kingsbury Elementary School 12 6
Lugonia Elementary School 19 7
Mariposa Elementary School 16 10
McKinley Elementary School 12 6
Mentone Elementary School 26 19
Mission Elementary School 11 6
Moore Middle School 25 15
Orangewood High School (Continuation) 19 8
Redlands East Valley High School 83 69
Redlands High School 83 48
Smiley Elementary School 11 1
Victoria Elementary School 22 12
Central Administration/ Enrollment Center 3 0
District Office -North 4 3
District Office - South 9 5
Supply Center 5 2
Transportation 3 1
TOTAL 592 338
LOCAL HAZARD MITIGATION PLAN
134
Appendix 6 List of Significant Earthquakes in California Since 1700 Date Magnitude Name, Location, or Region
Affected
Loss of Life and Property
1700, Jan. 26 9.0 Offshore, somewhere between
Cape Mendocino and Canada
Limited data available, magnitude is an estimate.
Shook northern California, Oregon, Washington,
and southern British Columbia; caused tsunami
damage to villages in Japan and western US
1857, Jan 9 7.9 Great Fort Tejon earthquake 1 dead; damage from Monterey to San Bernardino County
1906, Apr 18 7.8 Great 1906 San Francisco
Earthquake and Fire
3,000 dead; $524 million in property damage
(includes damage from fire)
1838, Jun 7.4 San Francisco to San Juan
Bautista
Limited data available, magnitude is an estimate.
Damage to San Francisco and Santa Clara
1872, Mar 26 7.4 Owens Valley 27 dead; 56 injured; $250,000 in property damage
1980, Nov 8 7.4 West of Eureka 6 injured; $2 million in property damage 1812, Dec 8 7.3 Wrightwood Limited data available, magnitude is an estimate. 40 dead at San Juan Capistrano
1892, Feb 24 7.3 Laguna Salida, Baja California Damage to San Diego and Imperial Valley 1922, Jan 31 7.3 Offshore, about 70 mi W of
Eureka
1952, Jul 21 7.3 Kern County earthquake 12 dead; $60 million in property damage 1954, Dec 16 7.3 Fairview Peak, near Fallon, NV
1992, Jun 28 7.3 Landers 1 dead; 402 injured; $91.1 million in property damage
1923, Jan 22 7.2 Off Cape Mendocino Destructive in Humboldt County; strongly felt in Reno
1932, Dec 21 7.2 Cedar Mountain, near Gabbs,
NV
1992, Apr 25 7.2 Petrolia 356 injured; $48.3 million in property damage 1812, Dec 21 7.1 Los Angeles, Ventura, Santa
Barbara
Limited data available, magnitude is an estimate.
1 dead
1927, Nov 4 7.1 40 km west of Lompoc Damage in Santa Barbara and San Luis Obispo counties
1954, Dec 16 7.1 Dixie Valley, near Fallon, NV
1868, Oct 21 7.0 Hayward Fault 30 dead; $350,000 in property damage 1899, Apr 16 7.0 Offshore, about 80 miles west
of Eureka
1934, Dec 31 7.0 In Mexico, about 100 miles SE
of El Centro
1940, May 19 7.0 Imperial Valley 9 dead; $6 million in property damage 1991, Aug 17 7.0 Offshore, about 100 miles NW
of Eureka
Preceded by two quakes (M 6.3 and 6.2) on Aug.
16 and 17
1994, Sep 1 7.0 Offshore, about 70 miles W of
Cape Mendocino
1873, Nov 23 6.9 Crescent City region Damage in California-Oregon border area 1989, Oct 17 6.9 Loma Prieta 63 dead; 3,737 injured; $6 billion in property damage
LOCAL HAZARD MITIGATION PLAN
135
1872, Mar 26 6.8 Owens Valley Aftershock of previous entry 1872, Apr 11 6.8 Owens Valley Aftershock of March 26, 1872 quake 1890, Feb 9 6.8 San Jacinto fault? Little damage
1918, Apr 21 6.8 San Jacinto 1 dead; several injuries; $200,000 in property damage
1925, Jun 29 6.8 Santa Barbara 13 dead; $8 million in property damage 1954, Jul 6 6.8 Rainbow Mountain, near
Fallon, NV
1999, Oct 16 7.1 Bullion Mountains (Hector
Mine)
Minimal injuries and damage due to sparse
population in affected area
1954, Aug 24 6.8 Rainbow Mountain, near
Fallon, NV
1976, Nov 26 6.8 Offshore, about 100 mi WNW
of Eureka
1898, Apr 15 6.7 Fort Bragg - Mendocino Limited data available, magnitude is an estimate.
Damage from Fort Bragg to Mendocino; 3
houses collapsed; landslides reported
1899, Dec 25 6.7 San Jacinto and Hemet 6 dead; $50,000 in property damage 1994, Jan 17 6.7 Northridge 57 dead; more than 9,000 injured; about $40 billion in property damage
1892, Apr 19 6.6 Vacaville 1 dead; $225,000 in property damage 1915, Nov 21 6.6 In Mexico, about 60 miles S of
El Centro
1941, Feb 9 6.6 Offshore, about 65 miles W of
Eureka
1954, Dec 21 6.6 East of Arcata 1 dead; several injured; $2.1 million in property damage
1968, Apr 8 6.6 Borrego Mountain
1971, Feb 9 6.6 San Fernando 65 dead; more than 2,000 injured; $505 million in losses
1987, Nov 24 6.6 Superstition Hills part of above damage 1992, Apr 26 6.6 Petrolia Aftershock of the Apr. 25 quake 1992, Apr 26 6.6 Petrolia Another aftershock of Apr. 25 quake 1852, Nov 29 6.5 Near Fort Yuma, Arizona Limited data available, magnitude is an estimate. 1860, Mar 15 6.5 Carson City Limited data available, magnitude is an estimate. 1865, Oct 8 6.5 Santa Cruz Mountains $0.5 million in property damage 1918, Jul 15 6.5 Offshore, about 40 W of Eureka
1934, Jul 6 6.5 Offshore, about 100 mi WNW
of Eureka
1934, Dec 30 6.5 In Mexico, about 40 miles S of
El Centro
1947, Apr 10 6.5 East of Yermo
1956, Feb 9 6.5 In Mexico, about 80 miles SW
of El Centro
1979, Oct 15 6.5 Imperial Valley 9 injured; $30 million in property damage 1992, June 28 6.5 Big Bear Included with Landers losses, above 2003, Dec 22 6.5 San Simeon
LOCAL HAZARD MITIGATION PLAN
136
1836, Jun 10 6.4 Near San Juan Bautista Limited data available, magnitude is estimate.
Older reports reported quake as possibly larger
and centered near Oakland
1898, Mar 31 6.4 Mare Island $350,000 in property damage 1991, Jul 12 6.6 Offshore west of Crescent City
1899, Jul 22 6.4 Wrightwood Chimneys knocked down; landslides reported 1911, Jul 1 6.4 Morgan Hill area
1933, Mar 11 6.4 Long Beach 115 dead; $40 million in property damage 1942, Oct 21 6.4 About 25 miles W of
Westmoreland
1983, May 2 6.4 Coalinga
1986, Jul 21 6.4 Chalfant Valley
1800, Nov 22 6.3 San Diego/San Juan Capistrano
region
Limited data available, magnitude is an estimate.
Damaged adobe walls of missions in San Diego
and San Juan Capistrano
1922, Mar 10 6.3 Parkfield
1995, Feb 19 6.3 Offshore, about 70 miles W of
Cape Mendocino
1980, May 25 6.2 Mammoth Lakes
1984, Apr 24 6.2 Morgan Hill $8 million in property damage 1908, Nov 4 6.0 SW of Death Valley
1948, Dec 4 6.0 East of Yermo
1980, May 25 6.0 Mammoth Lakes
1987, Oct 1 6.0 Whittier Narrows 8 dead; $358 million in property damage to 10,500 homes and businesses
City of Redlands Attachment 3
Water Shortage Contingency Plan 24
Attachment 3
Adoption Resolution
3 City Council AGENDA ITEM NO. L1.
DATE: June 2, 2026
TO: Honorable Mayor and City Council Members
SUBJECT: Consideration of two Resolutions related to compliance with Senate Bill 707 (SB 707): Resolution No. 8788 amending and restating Protocols for Resolving Disturbances at Public Meetings and Resolution 8787 No. establishing a Policy for Addressing Connection Disruptions During Hybrid Public Meetings (Assistant City Manager McConnell)
MOTION:
If the City Council determines that staff's recommendation is appropriate, the following motions are provided:
1. I move to adopt Resolution No. 8788 amending and restating protocols for resolving disturbances at public meetings and rescinding Resolution No. 7482; and
2. I move to adopt Resolution No. 8787 establishing a policy for addressing connection disruptions of two-way telephone or audiovisual platforms during public meetings pursuant to Senate Bill 707 (Government Code Section 54953.4(b)(1)).
RECOMMENDATION:
Staff recommends that the City Council adopt two resolutions to ensure compliance with Senate Bill 707 (SB 707), including a resolution amending and restating protocols for resolving disturbances at public meetings; and a resolution establishing a policy for addressing connection disruptions during hybrid public meetings.
DISCUSSION:
In 2025, the State of California enacted Senate Bill 707 (SB 707), to expand public access and participation in local government meetings. Beginning July 1, 2026, qualifying legislative bodies, including the City Council, are required to allow members of the public to participate through two-way telephonic or audiovisual platforms. SB 707 also establishes new requirements related to maintaining order during meetings and addressing technical disruptions that may impact remote participation. The two resolutions presented herein are intended to bring the City of Redlands into compliance with these requirements.
Resolution 8788 amends and restates the City’s existing protocols for addressing disturbances during public meetings. Resolution No. 7482, adopted in 2015, established procedures for maintaining order during in-person meetings but does not address remote participation. The proposed updates expand these protocols to apply equally to in-person and remote participants, consistent with SB 707. The resolution establishes a clear warning process and authorizes the Mayor, or presiding officer, to mute or disconnect remote participants who continue to disrupt the meeting after a warning has been issued, while maintaining existing enforcement procedures for inperson disruptions. Adoption of this resolution will rescind Resolution No. 7482 and replace it with updated protocols attached as Exhibit “A.”
Resolution 8788 establishes a formal policy for addressing connection disruptions during hybrid public meetings, as required by SB 707 (Government Code Section 54953.4(b)(1)). If a disruption prevents remote participation, the legislative body must recess the meeting for at least one hour to allow staff to make a good faith effort to restore service. If service is restored, the meeting may reconvene; if not, the legislative body may proceed only upon making findings that good faith efforts were made and that the public interest in continuing the meeting outweighs the need for remote access. This policy establishes clear procedures consistent with SB 707 and applies them across all City legislative bodies conducting hybrid meetings.
ALTERNATIVES:
The City Council may choose not to adopt one or both of the proposed resolutions. However, doing so would result in the City not being fully compliant with SB 707 requirements, which take effect July 1, 2026.
STRATEGIC PLAN:
NA
SUBMITTED BY:
Janice McConnell, Assistant City Manager
RECOMMENDED BY:
Charles M. Duggan Jr., City Manager
REVIEWED BY:
Yvette M. Abich Garcia, City Attorney
Janice McConnell, Assistant City Manager
James Garland, Interim Management Services/Finance Director PREPARED BY:
Whitney Mesna, Management Analyst
FISCAL IMPACT
Fiscal Year: FY 2025/26
Revenue Generating: No
Amount: N/A
Budgeted Y/N: N/A
Account No.: N/A
Additional Appropriation Required: No
Discussion:
There is no direct fiscal impact associated with the adoption of these resolutions. Existing staff and technology resources will be used to implement the requirements of SB 707.
Attachments
Resolution_No_8787_SB_707bm05192026.pdf
Resolution_No_8788_SB_707bm05192026.pdf
1 I:\cmo\Resolutions\Resolution No. 8787 (SB 707).bm.05.19.2026.docx RESOLUTION NO. 8787
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDLANDS
ESTABLISHING A POLICY FOR ADDRESSING CONNECTION
DISRUPTIONS OF TWO-WAY TELEPHONE OR AUDIOVISUAL
PLATFORMS DURING PUBLIC MEETINGS PURSUANT TO SENATE BILL 707 (CALIFORNIA GOVERNMENT CODE SECTION 54953.4(b)(1))
WHEREAS, Senate Bill (“SB”) 707 was enacted into law, which amends the Ralph M.
Brown Act (“Brown Act”) (Government Code Section 54950, et seq.) for the purpose of expanding and diversifying public engagement during public meetings of qualified legislative bodies such as the City Council; and
WHEREAS, among the new requirements in SB 707, the Brown Act now requires hybrid meetings of qualified legislative bodies to allow the public to participate remotely through a twoway telephone or audiovisual platform; and WHEREAS, SB 707 also requires that the City Council adopt a formal policy by or before July 1, 2026 that outlines how the qualified legislative body will address two-way telephone or audiovisual platform disconnections and interruptions that prevent the public from virtually attending and participating in a meeting; and WHEREAS, SB 707 requires the qualified legislative body to take a recess and to attempt to restore service for at least one hour; and after the expiration of one hour, the legislative body may proceed with the meeting if the legislative body finds that good faith efforts were made to restore service and the public interest in continuing the meeting outweighs remote access; and WHEREAS, by this Resolution, the City Council adopts this policy for managing technical disruptions of two-way remote participation of public meetings to comply with SB 707 (Government Code Section 54953.4(b)(1)).
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF REDLANDS AS FOLLOWS;
Section 1. Pursuant to Government Code Section 54953.4(b)(1), the City Council and any other city commission, board or committee that is subject to the Brown Act and conducts hybrid meetings utilizing a two-way telephone or audiovisual platform for public participation shall address connection disruptions as follows:
(a) In the event of a connection disruption that makes remote public participation not possible during a meeting, the presiding officer shall recess the meeting for no less than one (1) hour to allow city staff/consultants to make a good faith effort to restore service and allow the public to participate in the meeting remotely. The City Council may meet in closed session during this period.
2 I:\cmo\Resolutions\Resolution No. 8787 (SB 707).bm.05.19.2026.docx (b) If service is restored by or before the expiration of one (1) hour, the presiding officer shall reconvene the meeting allowing the public to participate remotely. (c) After the expiration of one (1) hour, if service is not restored, the City Council shall adjourn the meeting, unless the majority of the City Council by roll call vote makes the following findings to continue the meeting:
(i) Good faith efforts to restore service to allow remote public participation has been made in accordance with this policy; and
(ii) The public interest in continuing the meeting outweighs the public interest in remote public access.
Section. 2. This Resolution shall take effect immediately upon its adoption.
ADOPTED, SIGNED AND APPROVED this 2nd of June, 2026.
________________________
Mario Saucedo, Mayor
ATTEST:
____________________________
Jeanne Donaldson, City Clerk
3 I:\cmo\Resolutions\Resolution No. 8787 (SB 707).bm.05.19.2026.docx I, Jeanne Donaldson, City Clerk of the City of Redlands, hereby certify that the foregoing Resolution was duly adopted by the City Council at a regular meeting thereof, held on the 2nd day of June, 2026, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
__________________________________
Jeanne Donaldson, City Clerk
1 I:\cmo\Resolutions\Resolution No. 8788 (SB 707).bm.05.19.2026.docx RESOLUTION NO. 8788
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDLANDS
AMENDING AND RESTATING PROTOCOLS FOR RESOLVING
DISTURBANCES AT PUBLIC MEETINGS
WHEREAS, there are certain basic rights of the public of due process, and an opportunity to address issues with equity, fairness, and equal protection of the law; and WHEREAS, it is the policy of the City Council and the City's appointed commissions, boards, and committees that the right of the public to express one's views are fundamental to a free society; however, such right is not absolute and is subject to valid regulations; and WHEREAS, it is the desire of the City Council to balance the right of the public to address the City Council and the City's appointed commissions, boards, and committees with the need to ensure that public comment does not disrupt or hinder the smooth and efficient legislative function of the City Council, and the functions of the City's appointed commission, boards, and committees; and
WHEREAS, during the COVID-19 pandemic of March 2020, in order to comply with Health Department directives, the Governor’s Executive Orders permitted the city councils and other commission, boards and committees to hold meetings virtually and the public to participate in meetings using two-way telephone or audiovisual technology; and WHEREAS, while holding hybrid meetings where members of the public may participate in city council meetings using two-way telephone or audiovisual technology encouraged more public engagement, several jurisdictions slowly transitioned back to in-person participation in public meetings with the introduction of vaccinations, which minimized the public health concerns posed by COVID-19; and
WHEREAS, in 2025, the Governor signed into law Senate Bill (“SB”) 707 amending the Ralph M. Brown Act mandating qualified legislative bodies, such as the City Council, to allow members of the public to participate in public meetings using two-way telephone or audiovisual platforms starting July 1, 2026; and
WHEREAS, SB 707 also makes clear that the warning and removal requirements of the Brown Act for members of the public who disrupt or impede the orderly conduct of the meeting applies equally to those individuals participating remotely through two-way telephone or audiovisual platforms; and
WHEREAS, in 2015 the City Council adopted protocols for resolving disturbances at public meetings by those members attending in-person, but the protocols pre-dated the use of two-way audiovisual technology in public meetings; and
WHEREAS, the enactment of SB 707 now requires that the City Council amend its protocols 2 I:\cmo\Resolutions\Resolution No. 8788 (SB 707).bm.05.19.2026.docx for addressing meeting disruptions to apply to members of the public who interfere with or disturb public meetings while participating remotely.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Redlands as follows:
Section 1. The protocols for resolving disruptions at public meetings of the City Council and the City's appointed commissions, boards and committees, in the form attached hereto as Exhibit "A," is hereby amended and restated.
Section 2. Resolution No. 7482 is hereby rescinded.
Section 3. This Resolution shall take effect immediately upon its adoption.
ADOPTED, SIGNED AND APPROVED this 2nd day of June, 2026. ________________________
Mario Saucedo, Mayor
ATTEST:
____________________________
Jeanne Donaldson, City Clerk
3 I:\cmo\Resolutions\Resolution No. 8788 (SB 707).bm.05.19.2026.docx I, Jeanne Donaldson, City Clerk of the City of Redlands, hereby certify that the foregoing resolution was duly adopted by the City Council at a regular meeting thereof held on the 2nd day of June, 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
______________________________
Jeanne Donaldson, City Clerk
4 I:\cmo\Resolutions\Resolution No. 8788 (SB 707).bm.05.19.2026.docx EXHIBIT "A"
A. Warning. If a member of the public participating in a City Council meeting either in-person or remotely using a two-way telephone or audiovisual platform, disturbs, impedes or interferes with the orderly conduct of the meeting, the following warning shall be given by the Mayor:
(1) The Mayor shall ask that any person violating the public speaking rules of the Redlands City Council, the Brown Act or Penal Code 403 to be orderly and silent. The warning shall be in substantially the form described below:
You are hereby advised that your conduct is in violation of California Penal Code Section 403, and you are directed to be orderly and silent. Penal Code Section 403 states that any person who, without authority of law, willfully disturbs or breaks up a lawfully convened meeting of the City Council is guilty of a misdemeanor.
Continued disruption of this City Council meeting will result in your physical removal from the meeting by the officer present or disconnection from remote participation in the meeting by order of the Mayor, and you will not be permitted to participate for the duration of the meeting. In addition, any continued disruption of this meeting is grounds for your being arrested and charged with a misdemeanor.
Do you understand this admonition?
(2) If, after receiving a clear warning from the Mayor, the person persists in disturbing the meeting, the Mayor may order a brief recess of the Council to regain order.
B. Enforcement of Meeting Protocols for In-Person Participation. If the person persists in disturbing the meeting, despite having been previously warned, the Mayor may order him or her to leave the Council meeting.
(1) If the person does not depart the Council Chambers of his or her own volition, the Mayor may order any law enforcement officer who is on duty at the meeting to escort that person from the Council Chambers.
(2) TheChief of Police or the officer present shall carry out all orders and instructions given him/her by the Mayor for the purpose of maintaining order in the Council Chambers. (3) Upon instructions from the Mayor, it shall be the duty of the Chief of Police or their representative to eject any person from the Council Chambers or place the individual under arrest, or both.
(4) As set forth in the Brown Act (Government Code Section 54957.9), in the event that any meeting is willfully interrupted by a group or groups of persons so as to render the orderly conduct of such meeting unfeasible and order cannot be restored by the removal of individuals who are willfully interrupting the meeting, the members of the Council may order the meeting room cleared and continue in session. Only matters appearing on the agenda may be considered in such a session. Representatives of the press or other news media, except those 5 I:\cmo\Resolutions\Resolution No. 8788 (SB 707).bm.05.19.2026.docx participating in the disturbance, shall be allowed to attend any session held pursuant to this section. Nothing in the section shall prohibit the legislative body from establishing a procedure for readmitting an individual or individuals not responsible for willfully disturbing the orderly conduct of the meeting.
(5) Any person who willfully disturbs or breaks up a Council meeting may be arrested and charged with a misdemeanor, pursuant to California Penal Code Section 403.
Penal Code 403 states:,
"Every person who, without authority of law, willfully disturbs or breaks up any assembly or meeting that is not unlawful in its character, other than an assembly or meeting referred to in Section 302 of the Penal Code or Section 18340 of the Elections Code, is guilty of a misdemeanor."
C. Enforcement of Meeting Protocols for Remote Participation. If the person participating in the meeting by two-way telephonic or audiovisual platform persists in disturbing the meeting, despite having been previously warned, the Mayor may order that the remote connection be muted for the remainder of the meeting.
(1) If the person participating remotely continues to engage in conduct to disrupt the meeting despite the remote connection having been muted, the Mayor may order that the remote connection be disconnected.
D. Commissions, Boards, and Committees. The presiding officers ofCity appointed boards, commissions, and committees shall employ substantially the same protocol as set forth above, including coordination with the City's Chief of Police, to resolve public disturbances that may occur during their respective public meetings.
6 I:\cmo\Resolutions\Resolution No. 8788 (SB 707).bm.05.19.2026.docx
DISTURBANCES AT COUNCIL MEETINGS PROTOCOL
(AMENDED AND RESTATED ON June 2, 2026)
A. WARNING: The Mayor shall ask that any person violating the public speaking rules of the Redlands City Council, the Brown Act, or Penal Code 403 to be orderly and silent. The warning shall be in substantially the form described below.
You are hereby advised that your conduct is in violation of California Penal Code Section 403, and you are directed to be orderly and silent.
Penal Code Section 403 states that any person who, without authority of law, willfully disturbs or breaks up a lawfully convened meeting of the City Council is guilty of a misdemeanor. Continued disruption of this City Council meeting will result in your physical removal from the meeting by the officer present or disconnection from remote participation in the meeting by order of the Mayor, and you will not be permitted to participate for the duration of the meeting. In addition, any continued disruption of this meeting is grounds for your being arrested and charged with a misdemeanor. Do you understand this admonition?
If, after receiving a clear warning from the Mayor, the person persists in disturbing the meeting, the Mayor may order a brief recess of the Council to regain order.
B. IN-PERSON PARTICIPATION: If the person persists in disturbing the meeting, despite having been previously warned, the Mayor may order the individual to leave the Council meeting.
If the person does not depart the Council Chambers of their own volition, the Mayor may order any law enforcement officer who is on duty at the meeting to escort that person from the Council Chambers.
The Chief of Police or the officer present shall carry out all orders and instructions given by the Mayor for the purpose of maintaining order in the Council Chambers.
Upon instructions from the Mayor, it shall be the duty of the Chief of Police or their representative to eject any person from the Council Chambers or place the individual under arrest or both.
7 I:\cmo\Resolutions\Resolution No. 8788 (SB 707).bm.05.19.2026.docx As set forth in the Brown Act (Government Code Section 54957.9), in the event that any meeting is willfully interrupted by a group or groups of persons so as to render the orderly conduct of such meeting unfeasible and order cannot be restored by the removal of individuals who are willfully interrupting the meeting, the members of the Council may order the meeting room cleared and continue in session. Only matters appearing on the agenda may be considered in such a session. Representatives of the press or other news media, except those participating in the disturbance, shall be allowed to attend any session held pursuant to this section. Nothing in the section shall prohibit the legislative body from establishing a procedure for readmitting an individual or individuals not responsible for willfully disturbing the orderly conduct of the meeting.
Any person who willfully disturbs or breaks up a Council meeting may be arrested and charged with a misdemeanor, pursuant to California Penal Code Section 403. Penal Code 403 states, "Every person who, without authority of law, willfully disturbs or breaks up any assembly or meeting that is not unlawful in its character, other than an assembly or meeting referred to in Section 302 of the Penal Code or Section 18340 of the Elections Code, is guilty of a misdemeanor."
C. REMOTE PARTICIPATION. If the person participating in the meeting by two-way telephonic or audiovisual platform persists in disturbing the meeting, despite having been previously warned, the Mayor may order that the remote connection be muted for the remainder of the meeting.
If the person participating remotely continues to engage in conduct to disrupt the meeting despite the remote connection having been muted, the Mayor may order that the remote connection be disconnected.
8 I:\cmo\Resolutions\Resolution No. 8788 (SB 707).bm.05.19.2026.docx City Council AGENDA ITEM NO. L2.
DATE: June 2, 2026
TO: Honorable Mayor and City Council Members
SUBJECT: Consideration of Resolution No. 8789 approving Agreement 3CA07718 with the Department of Forestry and Fire Protection (Cal Fire) for wildland protection during fiscal year 2026-2027 for an amount not to exceed $319,021.75 (Fire Chief Sessler)
MOTION:
If the City Council determines that staff's recommendation is appropriate, the following motion is provided:
I move that the City Council adopt Resolution No. 8789 with the Department of Forestry and Fire Protection (Cal Fire) for wildland fire protection during fiscal year 2026-2027 for an amount not to exceed $319,021.75 RECOMMENDATION:
Staff recommends that City Council approve Resolution No. 8789 with Cal Fire for supplemental fire resources such as helicopters, aircraft retardant drops, hand-crews, and unified command for wildland fire incidents for an amount not to exceed $319,021.75 during fiscal year 2026-2027.
DISCUSSION:
With the annexation of the area located south of Sunset Drive into the City of Redlands in 1990, Cal Fire and the City of Redlands entered into a Wildland Fire Protection Agreement. Since then, the agreement is reviewed, updated and approved annually. The agreement previously provided for the protection of 2,900 acres of wildland within the city. However, the coverage increased to 5,985 acres in fiscal year 2022. This widened the protection of the wildland areas affected. Specifically, Cal Fire provides supplemental fire resources such as helicopters, aircraft retardant drops, hand-crews and unified command for wildland fire incidents. The agreement covers the period beginning July 1, 2026, to June 30, 2027, and requires annual amendments to reflect any changes in Cal Fire's costs for providing service. The annual cost for FY 2026-2027 is $319,021.75. The agreement allows for a more predictable fire suppression cost, considering that just one moderate vegetation fire could result in significant suppression costs associated with the utilization of highly specialized equipment, materials and the costs of command staff and personnel.
ALTERNATIVES:
City Council may choose not to approve the Wildland Fire Protection Agreement for Fiscal Year 2026-2027.
STRATEGIC PLAN:
Priority B - Public Health & Safety
SUBMITTED BY:
Rich Sessler, Fire Chief
RECOMMENDED BY:
Charles M. Duggan Jr., City Manager
REVIEWED BY:
Yvette M. Abich Garcia, City Attorney
Janice McConnell, Assistant City Manager
James Garland, Interim Management Services/Finance Director PREPARED BY:
Bruni Reyes, Management Analyst
FISCAL IMPACT
Fiscal Year: 2026-27
Revenue Generating: No
Amount: $319,021.75
Budgeted Y/N: Y
Account No.:
Additional Appropriation Required: No
Discussion:
The total cost for services under the Wildland Fire Protection Agreement from Cal Fire for fiscal year 2026-2027 is $319,021.75. This cost includes a per acre rate of $47.55 and an administrative rate of 12.10% or $5.75 for a total rate of $53.31. The total cost has been included in the FY2027 Proposed Budget.
Attachments
Resolution_No_8789_Wildland_Protection_w_Cal_Fire.pdf
Exhibit_A_Fully_Executed_Agreement.pdf
For_Reference_Redlands_LGW_FY_26-27_3CA07718.pdf
1 I:\cmo\Resolutions\Resolution No. 8789 Wildland Protection w Cal Fire.bm.05.19.2026.docx RESOLUTION NO. 8789
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDLANDS
APPROVING THE DEPARTMENT OF FORESTRY AND FIRE PROTECTION (CALFIRE) FOR WILDLAND PROTECTION SERVICES DURING FISCAL YEAR 2026/2027.
WHEREAS, the City wishes to approve an agreement with the Department of Forestry and Fire Protection (CALFIRE) for wildland protection services in order to protect the public health and safety from wildfires with supplemental fire resources from CALFIRE such as helicopters, aircraft retardant drops, hand-crews and unified command for wildland fire incidents.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF REDLANDS AS FOLLOWS:
Section 1. The City of Redlands does hereby approve the agreement with the California Department of Forestry and Fire Protection (CALFIRE) dated June 2nd, 2026 (Contract # 3CA07718) attached hereto as Exhibit “A.” This agreement provides Wildland Fire Protection during the State fiscal year 2026/2027.
Section 2. The Mayor of the City of Redlands is hereby authorized to sign and execute said agreement on behalf of the City of Redlands.
BE IT FURTHER RESOLVED the Mayor of the City of Redlands is hereby authorized to sign and execute said agreement on behalf of the City of Redlands.
ADOPTED, SIGNED AND APPROVED ON this 2nd day of June, 2026. ______________________________
Mario Saucedo, Mayor
ATTEST:
____________________________
Jeanne Donaldson, City Clerk
2 I:\cmo\Resolutions\Resolution No. 8789 Wildland Protection w Cal Fire.bm.05.19.2026.docx I, Jeanne Donaldson, City Clerk of the City of Redlands, hereby certify that the foregoing resolution was duly approved by the City Council at a regular meeting thereof held on the 2nd day of June 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
______________________________
Jeanne Donaldson, City Clerk
3 I:\cmo\Resolutions\Resolution No. 8789 Wildland Protection w Cal Fire.bm.05.19.2026.docx EXHIBIT “A”
AGREEMENT FOR PROTECTION OF WILDLANDS
WITHIN LOCAL AGENCY RESPONSBILITY AREA
SCO ID: 3540-3CA07221
NOV 21 2025
BHK:abs
SCO ID: 3540-3CA07221
SCO ID: 3540-3CA07221
SCO ID: 3540-3CA07221
SCO ID: 3540-3CA07221
SCO ID: 3540-3CA07221
SCO ID: 3540-3CA07221
SCO ID: 3540-3CA07221
SCO ID: 3540-3CA07221
SCO ID: 3540-3CA07221
SCO ID: 3540-3CA07221
STATE OF CALIFORNIA NATURAL RESOURCES AGENCY Gavin Newsom, Governor “The Department of Forestry and Fire Protection serves and safeguards the people and protects the property and resources of California.”
DEPARTMENT OF FORESTRY AND FIRE PROTECTION
P.O. Box 944246
SACRAMENTO, CA 94244-2460
(916) 653-7772
Website: www.fire.ca.gov
Rich Sessler April 24, 2026
PO Box 3005
Redlands, CA 92373
Chief Sessler:
Please find the following documents enclosed:
(1) Full LG-W Agreement (Courtesy Copy) - between the City of Redlands and the California Department of Forestry and Fire Protection (CAL FIRE) for Wildland Services during the fiscal years of 2026 through 2027. (1) LG-W Agreement Signature Page Please return dated with the wet/docusigned (scanned) signatures. (See email address below) Additional document required:
Resolution Agreement approved by the board. Please return dated with the wet/docusigned (scanned) signatures. (See email address below) Letter of Intent Signed by your designated official. Please return dated with the wet/docusigned (scanned) signatures. (See email address below) The Resolution must be signed by the same person signing the LG-W Agreement.
Once the signature page, letter of intent, and resolution agreement have been signed, please scan and email them to me at [email protected] I will then forward the completed package to Cooperative Fire in Sacramento. Please do not mail a copy to Sacramento.
Feel free to contact me at 760-442-2594 or via email if you have any questions and/or concerns.
Respectfully,
Alison Wilkins
Battalion Chief, Admin
STATE OF CALIFORNIA
COOPERATIVE FIRE PROGRAMS
LOCAL RESPONSIBILITY AREA WILDLAND PROTECTION
REIMBURSEMENT AGREEMENT
LG-W REV 8/2024
AGREEMENT NUMBER 3CA07718
REGISTRATION NUMBER:
1. This Agreement is entered into between the State Agency and the Local Agency named below:
STATE AGENCY'S NAME
California Department of Forestry and Fire Protection – (CAL FIRE) LOCAL AGENCY’S NAME
City of Redlands
2. The term of this Agreement is: July 1, 2026 through June 30, 2027
3. The maximum amount of this Agreement is: $ 319,021.75 Three hundred nineteen thousand, twenty one dollars and seventy five cents
4. The parties agree to comply with the terms and conditions of the following exhibits which are by this reference made a part of the Agreement.
Exhibit A – Scope of Work – Includes page 2 (contact page) in count for Exhibit A 2 pages Exhibit B – Budget Detail and Payment Provisions 2 pages Exhibit C* – General Terms and Conditions; DGS GTC Version: 02/2025 0 pages Exhibit D – Special Terms and Conditions (Attached hereto as part of this Agreement) 1 pages Exhibit E – Additional Provisions 6 pages
*Items shown with an Asterisk (*), are hereby incorporated by reference and made part of this Agreement as if attached hereto.
General Terms and Conditions can be viewed at: http://www.dgs.ca.gov/ols IN WITNESS WHEREOF, this Agreement has been executed by the parties hereto.
LOCAL AGENCY California Department of General
Services Use Only LOCAL AGENCY’S NAME
City of Redlands
BY (Authorized Signature) DATE SIGNED(Do not type)
PRINTED NAME AND TITLE OF PERSON SIGNING
ADDRESS
PO Box 3005 Redlands, CA 92373-1505
STATE OF CALIFORNIA
AGENCY NAME
California Department of Forestry and Fire Protection
BY (Authorized Signature) DATE SIGNED(Do not type)
PRINTED NAME AND TITLE OF PERSON SIGNING
Matthew Sully, Deputy Director, Cooperative Fire Protection ADDRESS P.O. Box 944246, Sacramento, CA 94244-2460
Contractor Name: City of Redlands
Contract No: 3CA07718
- 2 -
EXHIBIT A
COOPERATIVE FIRE PROGRAMS
AGREEMENT FOR PROTECTION OF WILDLANDS WITHIN LOCAL AGENCY RESPONSIBILITY AREA
1. The project representatives during the term of this Agreement will be:
CAL FIRE Unit Chief:
Name: Shane Littlefield
Local Agency:
Name:
City of Redlands
Rich Sessler
Phone: 909-881-6900 Phone: 909-798-7600
Fax: 909-881-6969 Fax: 909-798-7602
All required correspondence shall be sent through U.S. Postal Service by certified mail and directed to:
CAL FIRE Unit Chief: Shane Littlefield Local Agency: City of Redlands Section/Unit:
Attention:
Address:
Phone:
San Bernardino-InyoMono
Alison Wilkins
3800 N. Sierra Way
San Bernardino, CA
92405
909-881-6900
Section/Unit:
Attention: Rich Sessler
Address: PO Box 3005
Redlands, CA 92373-1505
Phone: 909-798-7600
Fax: 909-881-6969 Fax: 909-798-7602
Send an additional copy of all correspondence to:
CAL FIRE
Cooperative Fire Services
P.O. Box 944246
Sacramento, CA 94244-2460
2. AUTHORIZATION
This Agreement is entered into this 1st day of July, 2026, by and between the State of California, hereinafter called STATE and City of Redlands, County of San Bernardino, State of California, hereinafter called Local Agency through its duly authorized officers. As used herein, Director shall mean Director of the California Department of Forestry and Fire Protection (CAL FIRE). Where the standard clauses for example in Exhibit C, use the word “Contractor” that word shall mean LOCAL AGENCY as LOCAL AGENCY is used in this Agreement.
Section 4142 of the Public Resources Code provides that the Director may enter into cooperative Agreements with local jurisdictions for the purpose of providing wildland fire protection.
3. SCOPE OF WORK
LOCAL AGENCY has the responsibility for protection of life, property, and wildland areas comprising 5985 acres of land as indicated on the map included under Exhibit E and desires to contract with the STATE to provide wildland fire protection to said area.
Contractor Name: City of Redlands
Contract No: 3CA07718
- 3 -
STATE has the ability to provide wildland fire protection for said area, of the type and degree, which it now provides on adjacent State Responsibility Areas.
4. SERVICES BY STATE
A. STATE shall provide wildland fire protection for the areas defined in the above section.
B. For those areas, which are adjacent to State Responsibility Area, STATE will provide wildland fire protection at the same level of service it now provides on adjacent State Responsibility Area.
C. For those areas (islands), which are not adjacent to State Responsibility Area, the wildland fire protection provided by the STATE will be limited to those resources identified in the preplanned wildland response for the respective area. Any resources beyond those specified in the preplanned wildland response are assistance by hire and the financial responsibility of the LOCAL AGENCY.
5. ADMINISTRATION
A. LOCAL AGENCY agrees that STATE may dispatch fire protection resources available under this Agreement to other areas of the state when needed at the sole discretion of STATE.
B. STATE response will be subject to availability of resources.
C. Incident Management within the contract area shall conform to current Incident Command System criteria for Unified Command.
D. STATE and LOCAL AGENCY shall, through established dispatch procedures, immediately notify each other of any fire incident within the contract area.
6. MUTUAL AID
LOCAL AGENCY shall provide mutual aid response into the contract area for wildfires. Structural fire protection remains the jurisdictional and financial responsibility of LOCAL AGENCY.
7. ENTIRE AGREEMENT
This Agreement contains the whole Agreement between the parties. It cancels and supersedes any previous Agreement for the same or similar services.
Contractor Name: City of Redlands
Contract No: 3CA07718
- 4 -
EXHIBIT B
BUDGET DETAIL, INVOICING, PAYMENT AND RECONCILIATION
1. Invoicing and Payment:
A. LOCAL AGENCY shall pay STATE for providing said protection at the rate of $47.55 per acre, plus an 12.10% administrative charge for a total of $319,021.75 upon presentation of an invoice by STATE. The rate per acre and administrative charge will be calculated by STATE prior to January 1, of each year and annually thereafter, for the succeeding fiscal year subject to approval by LOCAL AGENCY. This Agreement shall be amended each fiscal year to reflect new rates.
B. STATE shall provide thirty (30) day written notice to LOCAL AGENCY of the cost per acre and the administrative charge to be assessed for each subsequent fiscal year during the term of this Agreement; LOCAL AGENCY shall have thirty (30) days to approve said rate; if written approval is not received by STATE within said period, STATE’s obligations hereunder shall terminate; LOCAL AGENCY shall be liable for all amounts due up to and including the date of such termination.
C. To minimize the need for reconciliation payment is expected in full after the LOCAL AGENCY receives the STATE invoice. Payments made by the LOCAL AGENCY will cover the protection rate per acre and the administrative charge for the protection services rendered by STATE and including any other costs as provided herein, giving credit for all payments made by LOCAL AGENCY and claiming the balance due to STATE, if any, or refunding to LOCAL AGENCY the amount of any overpayment.
2. Budget Contingency Clause
A. If the LOCAL AGENCY’s governing authority does not appropriate sufficient funds for the current year or any subsequent years covered under this Agreement, which results in an inability to pay the STATE for the services specified in this Agreement, the LOCAL AGENCY shall promptly notify the STATE and this Agreement will terminate pursuant to the notice periods required herein.
B. If funding for any fiscal year is reduced or deleted by the LOCAL AGENCY for purposes of this program, the LOCAL AGENCY shall promptly notify the STATE, and the STATE shall have the option to either cancel this Agreement with no liability occurring to the STATE, or offer an agreement amendment to LOCAL AGENCY to reflect the reduced amount, pursuant to the notice terms herein
C. If the STATE Budget Act does not appropriate sufficient funds to provide the services for the current year or any subsequent years covered under this Agreement, which results in an inability to provide the services specified in this Agreement to the LOCAL AGENCY, the STATE shall promptly notify the LOCAL AGENCY, and this Agreement will terminate pursuant to the notice periods required herein.
Contractor Name: City of Redlands
Contract No: 3CA07718
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D. If funding for any fiscal year is reduced or deleted by the STATE Budget Act for purposes of this program, the STATE shall promptly notify the LOCAL AGENCY, and the LOCAL AGENCY shall have the option to either cancel this Agreement with no liability occurring to the LOCAL AGENCY, or offer an agreement amendment to LOCAL AGENCY to reflect the reduced services, pursuant to the notice terms herein.
E. Notwithstanding the foregoing provisions in paragraphs A and B above, the LOCAL AGENCY shall remain responsible for payment for all services actually rendered by the STATE under this Agreement regardless of LOCAL AGENCY funding being reduced, deleted or not otherwise appropriated for this program. The LOCAL AGENCY shall promptly notify the STATE in writing of any budgetary changes that would impact this Agreement.
F. LOCAL AGENCY and STATE agree that this Budget Contingency Clause shall not relieve or excuse either party from its obligation(s) to provide timely notice as may be required elsewhere in this Agreement.
Contractor Name: City of Redlands
Contract No: 3CA07718
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EXHIBIT D
SPECIAL TERMS AND CONDITIONS
1. Cancellation
Failure of either party to meet any of the terms and conditions of this Agreement, including nonpayment of monies due hereunder, shall be cause for the termination of this Agreement; such termination shall become effective upon written receipt of 30 day notice of cancellation.
2. Audit
If the Agreement is over $10,000, the parties shall, in accordance with Government Code Section 10532, be subject to examination and audit of the State Auditor General for a period of three (3) years after final payment under the Agreement. Examination and audit shall be confined to those matters connected with performance of the Agreement including, but not limited to, cost of administering the Agreement The Contractor warrants by execution of this Agreement, that no person or selling agency has been employed or retained to solicit or secure this Agreement upon Agreement or understanding.
3. Operating Plan
Prior to April 1 of each year, STATE and LOCAL AGENCY shall establish a joint Operating Plan for the contract area, which shall be attached after Exhibit E. If LOCAL AGENCY received its structural fire protection from another local agency, the local agency providing the structural fire protection must be party to the Operating Plan.
4. Extension of Agreement
Unless there is written notice by LOCAL AGENCY to terminate this Agreement STATE shall extend this Agreement for a single one-year period from the original termination date. The cost of services provided by STATE during the extended period shall be based upon the rates published for the fiscal year in which the extended period falls had a new Agreement been entered into.
5. Modification
This Agreement may be amended at any time by written mutual consent of the parties hereto.
6. Indemnification
Each party, to the extent permitted by law, agrees to indemnify and hold harmless the other party, its officers, agents, and employees from any and all claims and losses accruing or resulting to any person, firm or corporation who may be injured or damaged by the indemnifying party.
Contractor Name: City of Redlands
Contract No: 3CA07718
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EXHIBIT E
ADDITIONAL PROVISIONS
Attachments
Budget Plan
Topographic Map
Operating Plan
Annual Report
City of Redlands
3CA07718
Page #: 8
39002
A LOCAL AGENCY
Number of Acres 5985
General Fund Reimbursement 19.67$ $ 117,724.95
Unit Budget 27.88$ $ 166,861.80
Sub-Total $ 284,586.75
Admin Rate 12.10% $ 34,435.00
Total Protection Cost $ 319,021.75
LOCAL RESPONSIBILITY AREA (LRA) WILDLAND PROTECTION REIMBURSEMENT AGREEMENT Program Cost Account (PCA #)
Contract Name:
Contract #:
Comments Section:
AGREEMENT COST CALCULATIONS:
THIS IS THE BUDGET PLAN FOR THE LOCAL RESPONSIBILITY AREA (LRA)
WILDLAND FIRE PROTECTION REIMBURSEMENT AGREEMENT BETWEEN THE
STATE OF CALIFORNIA, DEPARTMENT OF FORESTRY & FIRE PROTECTION (CAL FIRE) AND THE CITY/TOWN OF Redlands
FOR THE 2026/2027 FISCAL YEAR
Contract # 3CA07718