San Marino City Council
October 12, 2022

Emergency Operations Plan – PART I
Plan Maintenance, Training and Exercise
87 This method is effective in reaching most people, except those with hearing impairments, and this method should be used in addition to other mass notification systems including San Marino Community Alert, WEA, Nixle, etc. as appropriate.

Activation Authorization:

The use of Public Address System and vehicle siren is authorized by the public safety official who is driving the vehicle.

EOC FUNCTIONAL EXERCISE
The City should conduct at least one EOC functional exercise annually, simulating an actual incident or disaster. This serves to practice policies, procedures, and decision-making skills. The exercise can be for the City alone, or in conjunction with other jurisdictions. This is the most effective method of training staff. Shortly after the functional exercise, a lessons- learned workshop should be held involving all who participated.

Emergency Operations Plan – PART I
Plan Maintenance, Training and Exercise
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Emergency Operations Plan – PART I
Hazard Analysis - Earthquake
89 HAZARD ANALYSIS – EARTHQUAKE

EARTHQUAKE
In March of 2021, the San Marino City Council approved the City’s Earthquake Annex as part of the EOP. The Earthquake Annex was developed to provide specific measures to be taken by City Departments in the event of an earthquake impacting San Marino. The plan ensures coordination, and provides for an efficient and effective response.

The City of San Marino lies within a region with several active faults and therefore is subject to the risks and hazards associated with earthquakes. The most recent significant earthquake event affecting Southern California was the January 17th, 1994 Northridge Earthquake. At 4:31 A.M. on Monday, January 17, a moderate but 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.
57 people were killed and more than 1,500 people seriously injured. For days afterward, thousands of homes and businesses were without electricity; tens of thousands had no gas; and nearly 50,000 had little or no water. Approximately 15,000 structures were moderately to severely damaged, which left thousands of people temporarily homeless. 66,500 buildings were inspected. Nearly 4,000 were severely damaged and over 11,000 were moderately damaged.

Several collapsed bridges and overpasses created commuter havoc on the freeway system.

Extensive damage was caused by ground shaking, but earthquake triggered liquefaction and dozens of fires also caused additional severe damage. This extremely strong ground motion in large portions of Los Angeles County resulted in record economic losses.

However, the earthquake occurred early in the morning on a holiday. This circumstance considerably reduced the potential effects. Many collapsed buildings were unoccupied, and most businesses were not yet open. The direct and indirect economic losses ran into the 10's of billions of dollars. Like many neighboring cities, the City of San Marino felt the jolt of the Northridge Earthquake; fortunately, the City did not experience any significant property damage or loss of life.

Historical and geological records show that California has a long history of seismic events.

Southern California is probably best known for the San Andreas Fault, a 400- mile-long fault running from the Mexican border to a point offshore, west of San Francisco. “Geologic studies show that over the past 1,400 to 1,500 years’ large earthquakes have occurred at about 130-year intervals on the southern San Andreas Fault. As the last large earthquake on the southern San Andreas occurred in 1857, that section of the fault is considered a likely location for an earthquake within the next few decades.”
But San Andreas is only one of dozens of known earthquake faults that crisscross Southern California. Some of the better-known faults include the Newport-Inglewood, Whittier, Chatsworth, Elsinore, Hollywood, Los Alamitos, and Palos Verdes faults.

Emergency Operations Plan – PART I
Hazard Analysis - Earthquake
90 Beyond the known faults, there are a potentially large number of “blind” faults that underlie the surface of Southern California. One such blind fault was involved in the Whittier Narrows earthquake in October 1987.

Although the most widely known fault, the San Andreas, is capable of producing an earthquake with a magnitude of 8+ on the Richter scale, some of the “lesser” faults have the potential to inflict greater damage on the urban core of the Los Angeles Basin.

Seismologists believe that a 6.0 earthquake on the Newport-Inglewood would result in far more death and destruction than a “great” quake on the San Andreas, because the San Andreas is relatively remote from the urban centers of Southern California.

For decades, partnerships have flourished between the USGS, Cal Tech, the California Geological Survey and universities to share research and educational efforts with Californians. Tremendous earthquake mapping and mitigation efforts have been made in California in the past two decades, and public awareness has risen remarkably during this time. Major federal, state, and local government agencies and private organizations support earthquake risk reduction, and have made significant contributions in reducing the adverse impacts of earthquakes.

HISTORY OF EARTHQUAKE EVENTS IN SOUTHERN CALIFORNIA
Since seismologists started recording and measuring earthquakes, there have been tens of thousands of recorded earthquakes in Southern California, most with a magnitude below three.

No community in Southern California, including the City of San Marino, is beyond the reach of a damaging earthquake. Table 13-1 describes the historical earthquake events that have affected Southern California.

To better understand the earthquake hazard, the scientific community has looked at historical records and accelerated research on those faults that are the sources of the earthquakes occurring in the Southern California region. Historical earthquake records can generally be divided into records of the pre-instrumental period and the instrumental period. In the absence of instrumentation, the detection of earthquakes is based on observations and felt reports, and is dependent upon population density and distribution. Since California was sparsely populated in the 1800s, the detection of pre- instrumental earthquakes is relatively difficult. However, two very large earthquakes, the Fort Tejon in 1857 (7.9) and the Owens Valley in 1872 (7.6) are evidence of the tremendously damaging potential of earthquakes in Southern California. In more recent times two 7.3 earthquakes struck Southern California, in Kern County (1952) and Landers (1992).

The damage from these four large earthquakes was limited because they occurred in areas which were sparsely populated at the time they happened. The seismic risk is much more severe today than in the past because the population at risk is in the millions, rather than a few hundred or a few thousand persons.

Emergency Operations Plan – PART I
Hazard Analysis - Earthquake
91 TABLE: SOUTHERN CALIFORNIA REGION EARTHQUAKES WITH A MAGNITUDE OF 5.0 OR GREATER4
Year Earthquake Name Mw Year Earthquake Name Mw
1769 Los Angeles Basin 6.0 1970 Lytle Creek 5.2
1800 San Diego Region 6.3 1971 San Fernando 6.6
1812 Wrightwood 7.5 1973 Point Mugu 5.3
1812 Santa Barbara Channel 7.1 1975 Galway Lake 5.0
1827 Los Angeles Region 5.5 1978 Santa Barbara 5.1
1852 Volcano Lake 6.5 1979 Malibu 5.2
1855 Los Angeles Region 6.0 1979 Imperial Valley 6.4
1857 Fort Tejon 7.9 1980 White Wash 5.5
1858 San Bernardino Region 6.0 1986 North Palm Springs 5.6 1862 San Diego Region 5.9 1986 Oceanside 5.4
1872 Owens Valley 7.4 1987 Superstition Hills 6.6
1881 Parkfield 6.0 1987 Elmore Ranch 6.2
1883 Santa Barbara Channel 5.8 1987 Whittier Narrows 5.9 1890 San Jacinto or Elsinore Fault 6.8 1988 Pasadena 5.0 1892 San Jacinto or Elsinore Fault 6.5 1988 Tejon Ranch 5.4 1893 Pico Canyon 5.7 1989 Malibu 5.0
1894 Lytle Creek Region 6.0 1990 Upland 5.4
1894 San Diego Region 5.7 1991 Sierra Madre 5.8
1899 Cajon Pass 5.7 1992 Mojave 5.7
1899 San Jacinto and Hemet 6.5 1992 Landers 7.3
1901 Parkfield 6.4 1992 Joshua Tree 6.1
1906 Imperial Valley 6.3 1992 Big Bear 6.4
1908 Death Valley Region 6.5 1993 Wheeler Ridge 5.2
1910 Elsinore (Glen Ivy Hot Springs 6.0 1994 Northridge 6.7 1915 Imperial Valley 6.3 1995 Rdigecrest 5.8
1916 Tejon Pass Region 1996 Coso 5.3
1916 South of Death Valley 6.1 1997 Calico 5.3
1918 San Jacinto 6.8 1998 Coso 5.2
1923 North San Jacinto Fault 6.3 1999 Hector Mine 7.1
1925 Santa Barbara 6.8 2001 Anza 5.1
1927 Lompoc 7.1 2003 Big Bear 5.4
1933 Long Beach 6.4 2003 San Simeon
1934 Parkfield 5.8 2004 Parkfield
1937 San Jacinto Fault (Terwilliger Valley) 6.0 2005 Anza 5.2 1940 Imperial Valley 6.9 2005 Wheeler Ridge 5.2
1941 Santa Barbara 5.5 2005 Obsidian Butte 5.1
1942 Fish Creek Mountains 6.6 2008 Chino Hills 5.4
1946 Walker Pass 6.0 2010 Ocotillo (Baja California) 7.2 1947 Manix 6.5 2012 Brawley Earthquake Swarm 5.5
1948 Desert Hot Springs 6.0 2016 Borrego Springs 5.2
1952 Kern County 5.8 2018 Santa Cruz Island 5.3
1952 Kern County 7.5 2019 Searles Valley (Ridgecrest) 6.4 1952 Bakersfield 5.8 2019 Searles Valley (Ridgecrest) 7.1 1954 San Jacinto Fault 6.4 2020 Bodie 5.2
1966 Parkfield 6.0 2020 Lone Pine 5.8
1968 Borrego Mountain 6.5
4 Southern California Earthquake Data Center Chronological Earthquake Index (http://scedc.caltech.edu)

Emergency Operations Plan – PART I
Hazard Analysis - Earthquake
92 CAUSES AND CHARACTERISTICS OF EARTHQUAKES IN SOUTHERN

CALIFORNIA

EARTHQUAKE FAULTS
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.

STRIKE-SLIP 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.

DIP-SLIP FAULT
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 fault. Thrust faults have a reverse fault with a dip of 45 ° or less.

Figure 1 Normal
Figure 2 Strike-Slip Fault
Figure 3 Dip-Slip Fault

Emergency Operations Plan – PART I
Hazard Analysis - Earthquake
93 SOUTHERN CALIFORNIA EARTHQUAKE FAULT MAP
SCEC Community Fault Model
This map shows the 3-dimensional structure of major faults beneath Southern California. Vertical faults such as the San Andreas (yellow band from top left to bottom right) are shown as a thin strip. Faults that are at an angle to the surface are shown as wider ribbons of color. The nearest fault to you might be a few miles beneath your home.

Areas that seem to have few faults can still experience strong shaking from earthquakes on unmapped faults or from large earthquakes on distant faults. (Ref: Putting Down Roots in Earthquake Country 2015 Updated Edition)

Emergency Operations Plan – PART I
Hazard Analysis - Earthquake
94 MAP OF MAJOR EARTHQUAKES IN SOUTHERN CALIFORNIA SINCE 1812 Dr. Kerry Sieh of Cal Tech has investigated the San Andreas fault at Pallett Creek. “The record at Pallett Creek shows that rupture has recurred about every 130 years, on average, over the past 1500 years. But actual intervals have varied greatly, from less than 50 years to more than 300. The physical cause of such irregular recurrence remains unknown.” Damage from a great quake on the San Andreas would be widespread throughout Southern California.

Emergency Operations Plan – PART I
Hazard Analysis - Earthquake
95 MAP OF LOS ANGELES FAULTS

Emergency Operations Plan – PART I
Hazard Analysis - Earthquake
96 EARTHQUAKE RELATED HAZARDS
Ground shaking, landslides, liquefaction, and amplification are the specific hazards associated with earthquakes. The extent or severity of these hazards to the City of San Marino depends on several factors, including soil and slope conditions, proximity to the fault, earthquake magnitude, and the type of earthquake.

GROUND SHAKING
Ground shaking is the motion felt on the earth's surface caused by seismic waves generated by the earthquake. It is the primary cause of earthquake damage. The strength of ground shaking depends on the magnitude of the earthquake, the type of fault, and distance from the epicenter (where the earthquake originates). Buildings on poorly consolidated and thick soils will typically see more damage than buildings on consolidated soils and bedrock.

EARTHQUAKE INDUCED 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. Historically, hillsides in the City of San Marino have not experienced slope failure due to earthquakes. The California Department of Conservation, Division of Mines and Geology has identified and mapped a small amount of hillside areas within the City that are susceptible to seismically induced landslides.

LIQUEFACTION
Liquefaction occurs when ground shaking causes wet granular soils to change from a solid state to a liquid state. This results in the loss of soil strength and the soil's ability to support weight.

Buildings and their occupants are at risk when the ground can no longer support these buildings and structures. Many communities in Southern California are built on ancient river bottoms and have sandy soil. In some cases, this ground may be subject to liquefaction, depending on the depth of the water table. Historically, liquefaction has not presented a significant hazard in the City of San Marino because groundwater levels are low. The California Department of Conservation, Division of Mines and Geology have identified and mapped areas surrounding the City of San Marino as being susceptible to seismically induced liquefaction.

AMPLIFICATION
Soils and soft sedimentary rocks near the earth's surface can modify ground shaking caused by earthquakes. One of these modifications is amplification. Amplification increases the magnitude of the seismic waves generated by the earthquake. The amount of amplification is influenced by the thickness of geologic materials and their physical properties.

Buildings and structures built on soft and unconsolidated soils can face greater risk. Amplification can also occur in areas with deep sediment filled basins and on ridge tops.

Emergency Operations Plan – PART I
Hazard Analysis - Earthquake
98 ABRIDGED MODIFIED MERCALLI INTENSITY SCALE
Intensity Value and Description
Average Peak
Velocity
(cm/sec)
Average Peak
Acceleration
(g = gravity )
I. Not felt except by a very few under especially favorable circumstances (I Rossi-Forel scale).

Damage potential: None. <0.0017
II. Felt only by a few persons at rest, especially on upper floors of high-rise buildings. Delicately suspended objects may swing. (I to II Rossi-Forel scale). Damage potential: None.

III. Felt quite noticeably indoors, especially on upper floors of buildings, but many people do not recognize it as an earthquake. Standing automobiles may rock slightly. Vibration like passing of truck. Duration estimated. (III Rossi-Forel scale). Damage potential: None.

IV. During the day felt indoors by many, outdoors by few. At night some awakened. Dishes, windows, doors disturbed; walls make creaking sound. Sensation like a heavy truck striking building. Standing automobiles rocked noticeably. (IV to V Rossi-Forel scale). Damage potential: None. Perceived shaking: Light.

1.1 – 3.4 0.014 - 0.039
V. Felt by nearly everyone, many awakened. Some dishes, windows, and so on broken; cracked plaster in a few places; unstable objects overturned. Disturbances of trees, poles, and other tall objects sometimes noticed. Pendulum clocks may stop. (V to VI Rossi-Forel scale).

Damage potential: Very light. Perceived shaking: Moderate.

3.4 – 8.1 0.039 - 0.092
VI. Everybody runs outdoors. Damage negligible in buildings of good design and construction; slight to moderate in well-built ordinary structures; considerable in poorly built or badly designed structures; some chimneys broken. Noticed by persons driving cars. (VIII RossiForel scale). Damage potential: Moderate. Perceived shaking: Very strong.

8.1 - 16 0.092 - 0.18
VII. Everybody runs outdoors. Damage negligible in buildings of good design and construction; slight to moderate in well-built ordinary structures; considerable in poorly built or badly designed structures; some chimneys broken. Noticed by persons driving cars. (VIII RossiForel scale). Damage potential: Moderate. Perceived shaking: Very strong. 16 - 31 0.18 - 0.34
VIII. Damage slight in specially designed structures; considerable in ordinary substantial buildings with partial collapse; great in poorly built structures. Panel walls thrown out of frame structures. Fall of chimneys, factory stacks, columns, monuments, and walls. Heavy furniture overturned. Sand and mud ejected in small amounts. Changes in well water. Persons driving cars disturbed. (VIII+ to IX Rossi-Forel scale). Damage potential: Moderate to heavy.

Perceived shaking: Severe.
31 - 60 0.34 - 0.65
IX. Damage considerable in specially designed structures; well-designed frame structures thrown out of plumb; great in substantial buildings with partial collapse. Buildings shifted off foundations. Ground cracked conspicuously. Underground pipes broken. (IX+ Rossi-Forel scale). Damage potential: Heavy. Perceived shaking: Violent. 60 - 116 0.65 - 1.24
X. Some well-built wooden structures destroyed; most masonry and frame structures destroyed; ground badly cracked. Rails bent. Landslides considerable from river banks and steep slopes. Shifted sand and mud. Water splashed, slopped over banks. (X Rossi-Forel scale). Damage potential: Very heavy. Perceived shaking: Extreme. > 116 > 1.24
XI. Few, if any, (masonry) structures remain standing. Bridges destroyed. Broad fissures in ground. Underground pipelines completely out of service. Earth slumps and land slips in soft ground. Rails bent greatly.

XII. Damage total. Waves seen on ground surface. Lines of sight and level distorted. Objects thrown into air.

Emergency Operations Plan – PART I
Hazard Analysis - Earthquake
99 EARTHQUAKE HAZARD ASSESSMENT

HAZARD IDENTIFICATION
In California, many agencies are focused on seismic safety issues: the State’s Seismic Safety Commission, the Applied Technology Council, California Office of Emergency Services, United States Geological Survey, Cal Tech, the California Geological Survey as well as a number of universities and private foundations.

These organizations, in partnership with other state and federal agencies, have undertaken a rigorous program in California to identify seismic hazards and risks including active fault identification, bedrock shaking, tsunami inundation zones, ground motion amplification, liquefaction, and earthquake induced landslides. Seismic hazard maps have been published and are available for many communities in California through the State Division of Mines and Geology.

The maps on pages 6-6 and 6-7 of the City of San Marino Local Hazard Mitigation Plan illustrate the known earthquake faults in Southern California and the Los Angeles area, respectively.

SAN ANDREAS FAULT ZONE
The San Andreas fault is the principal boundary between the Pacific and North American plates, and as such, it is considered the “Master Fault” because it has frequent (geologically speaking), large, earthquakes, and it controls the seismic hazard in southern California. The fault extends over 1,000 miles (1,600 kilometers) from near Cape Mendocino in northern California to the Salton Sea region in southern California. At its closest approach, the San Andreas Fault is approximately 29 miles (46 km) north of San Marino.

Large faults, such as the San Andreas Fault, are generally divided into segments in order to evaluate their future earthquake potential. The segments are generally defined at discontinuities along the fault that may affect the rupture length. In central and southern California, the San Andreas Fault zone is divided into five segments named, from north to south, the Cholame, Carrizo, Mojave, San Bernardino Mountains, and Coachella Valley segments (WGCEP, 1995).

Each segment is assumed to have a characteristic slip rate (rate of movement averaged over time), recurrence interval (time between moderate to large earthquakes), and displacement (amount of offset during an earthquake). While this methodology has some value in predicting earthquakes, historical records and studies of prehistoric earthquakes show that it is possible for more than one segment to rupture during a large quake or for ruptures to overlap into adjacent segments.

The last major earthquake on the southern portion of the San Andreas Fault was the 1857 Fort Tejon (M 8) event. This is the largest earthquake reported in California. The 1857 surface rupture broke the Cholame, Carrizo, and Mojave segments, resulting in displacements of as much as 27 feet (9 meters) along the rupture zone. Peak ground accelerations in the San Gabriel Valley area as a result of the 1857 earthquake are estimated to have been as high as 0.23g. These fault segments are thought to have a recurrence interval of between 104 and 296 years.

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The Mojave segment of the San Andreas fault is 83 miles (133 km) long, extending from approximately Three Points southward to just northwest of Cajon Creek, at the southern limit of the 1857 rupture (WGCEP, 1995). Using a slip rate of 30±8 millimeters per year (mm/yr) and a characteristic displacement of 4.5±1.5 meters (m), the WGCEP (1995) derived a recurrence interval of 150 years for this segment. The Mojave segment is estimated to be capable of producing a magnitude 7.1 earthquake, which could result in peak ground accelerations in the San Marino area of between 0.13g and 0.16g. The WGCEP (1995) calculated that this segment has a 26 percent probability of rupturing sometime between 1994 and 2024.

The San Bernardino Mountains segment extends approximately 49 miles (78 km) from Cajon Creek to the San Gorgonio Pass. This segment is a structurally complex zone that is poorly understood, and for which there are scant data on fault behavior. Using a slip rate of 24±5 mm/yr and a characteristic displacement of 3.5±1.0 m, the 1995 WGCEP derived a recurrence interval on this fault of 146 years. This fault segment is estimated capable of producing a magnitude 7.3 earthquake, which could result in peak ground accelerations in the San Gabriel valley area of between 0.11g and 0.13g. If this fault segment ruptures together with the Mojave and Coachella Valley segments, higher ground motions would be expected. In 1994, the WGCEP (1995) calculated that this fault segment had a 28 percent probability of rupturing sometime in the next 30 years.

The Coachella Valley segment is about 71 miles (114 km) long and extends from San Gorgonio Pass to the Salton Sea. This segment has not produced any large surface-rupturing earthquakes in historic times (Sieh and Williams, 1990). Paleo seismic studies suggest that the last surfacerupturing earthquake on this segment occurred around 1680. The data also suggest that during the 1680 earthquake, and the one prior to that, in 1450, both the Coachella Valley and San Bernardino Mountain segments ruptured simultaneously. Using a slip rate of 25± 5mm/yr and a characteristic displacement of 4.0 (+4,-2) m, the 1995 WGCEP derived a recurrence interval for this fault of 220 ±13 years.

This segment is thought capable of producing a magnitude 7.4 earthquake, which could result in peak ground accelerations in the San Marino area of 0.12g to 0.13 g. The WGCEP (1995) also calculated a 22 percent probability that this fault segment will generate an earthquake sometime between 1994 and 2024.

SIERRA MADRE FAULT
The Sierra Madre fault zone is a north-dipping reverse fault zone approximately 47 miles (75 km) long that extends along the southern flank of the San Gabriel Mountains from San Fernando to San Antonio Canyon, where it continues southeastward as the Cucamonga fault. The Sierra Madre fault has been divided into five segments, and each segment seems to have a different rate of activity. It is the closest ‘active’ fault to the City of San Marino, with the center portion of the “D” segment of the fault zone running just north of the City. The map below shows these segments.

Emergency Operations Plan – PART I
Hazard Analysis - Earthquake
101
The northwestern-most segment of the Sierra Madre fault (the San Fernando segment) ruptured in 1971, causing the Mw 6.7 San Fernando (or Sylmar) earthquake. As a result of this earthquake, the Sierra Madre fault has been known to be active. In the 1980s, Crook and others (1987) studied the Transverse Ranges using general
geologic and geomorphic mapping, coupled
with a few trenching locations, and suggested
that the segments of the Sierra Madre fault
east of the San Fernando segment have not
generated major earthquakes in several
thousands of years, and possibly as long as
11,000 years. By California’s definitions of
active faulting, most of the Sierra Madre fault
would therefore be classified as not active.

Then, in the mid-1990s, Rubin and others (1998) trenched a section of the Sierra Madre fault in Altadena (at Loma Alta Park, see Plate 1-2), and determined that this segment has ruptured at least twice in the last 15,000 years, causing magnitude 7.2 to 7.6 earthquakes. This suggests that the Los Angeles area is susceptible to infrequent, but large near-field earthquakes on the Sierra Madre fault. Rubin et al.’s (1998) trenching data show that during the last earthquake, this fault trace shifted as much as 13 feet (4 meters) at the surface, and that total displacement in the last two events adds to more than 34 feet (10.5 meters).

Although the fault seems to slip at a rate of only about 0.6 mm/yr., over time, it can accumulate a significant amount of strain. The paleo seismic data obtained at the Loma Alta Park site were insufficient to estimate the recurrence interval and the age of the last surface-rupturing event on this segment of the fault. However, Tucker and Dolan (2001) trenched the east Sierra Madre fault at Horsethief Canyon and obtained data consistent with Rubin et al.’s (1998) findings. At Horsethief Canyon, the Sierra Madre fault last ruptured more than 8,000 years ago. Thus, using a slip rate of 0.6 mm/yr. and a slip per event of 5 meters, we can calculate a recurrence interval of about 8,000 years. If the last event occurred more than 8,000 years ago, it is possible that these segments of the Sierra Madre fault are near the end of their cycle, and therefore likely to generate an earthquake in the not too distant future.

As discussed above, ground shaking potential can be expressed qualitatively using the Modified Mercalli Scale or quantitatively by the PHGA (peak horizontal ground acceleration). The PGHA value is calculated based upon the so-called maximum credible earthquake, or the seismic event considered likely to occur on an active fault affecting the City. In the City of San Marino, the Sierra Madre fault represents the controlling force for calculating the PGHA. Assuming a magnitude 6.5 earthquake on this fault, the best PGHA estimate, depending on where you are in the City, is 0.66 g or 0.71 g for loose soils (alluvium) and 0.64 g or 0.72 g for bedrock. This level of ground shaking translates to an approximate Modified Mercalli Scale intensity of VI for the entire City.

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VERDUGO FAULT
The Verdugo fault is a 13-mile (21 km) long, southeast-striking fault that that lies along the southern flank of the Verdugo Mountains, near Burbank. The fault has been interpreted as both a reverse fault (Wesnousky, 1986), and a left-lateral strike-slip fault (Walls et al., 1998). Weber et al. (1980) first reported southwest-facing scarps 2 to 3 meters high in the alluvial fan deposits in the Burbank and West Glendale areas, and other subsurface features indicative of faulting.

Since Weber et al.’s study (1980), no additional surface data on this fault has been published.

Recently, however, several investigators began reviewing the subsurface geology in this area (Tsutsumi and Yeats, 1999; Langenheim et al., 2000; Pujol et al., 2001). Results of these studies suggest that the Verdugo fault changes in character from a reverse fault adjacent to the Pacoima Hills, to a normal fault at the southwest edge of the Verdugo Mountains. Vertical separation on the fault is at least 1000 meters (Tsutsumi and Yeats, 1999).

Clearly, additional studies will be required to resolve these inconsistencies in the style of faulting.

Given its location near highly populated portions of the Los Angeles metropolitan area, several investigations, including trenching of the fault, are likely to be conducted in the next few years to better define this fault’s seismic hazard.

Slip rate on the Verdugo fault is poorly constrained, and currently estimated at about 0.5 mm/yr (CGS, previously CDMG, 1996). The fault’s recurrence interval is unknown. The southern segment of the fault is thought to have ruptured during the Holocene, therefore, the fault is considered active (Jennings, 1994). Based on its length, the Verdugo fault is thought capable of generating magnitude 6.0 to 6.8 earthquakes. A magnitude 6.7 earthquake on this fault would generate peak ground accelerations in the San Gabriel Valley area of between

0.53g and 0.64g.

ELYSIAN PARK FAULT
The Whittier Narrows earthquake of October 1, 1987 occurred on a previously unknown blind thrust fault underneath the eastern part of the Los Angeles basin. Davis et al. (1989) used oil field data to construct cross-sections showing the subsurface geology of the basin, and concluded that the Whittier Narrows earthquake occurred on a thrust ramp they called the Elysian Park thrust fault. They modeled the Elysian Park as a shallow-angle, reverse-motion fault 6 to 10 miles below the ground surface generally located between the Whittier fault to the southeast, and the Hollywood fault to the west-northwest. Although blind thrusts do not extend to the Earth’s surface, they are typically expressed at the surface by a series of hills or mountains. Davis et al. (1989) indicated that the Elysian Park thrust ramp is expressed at the surface by the Santa Monica Mountains, and the Elysian, Repetto, Montebello and Puente Hills.

Davis et al. (1989) estimated a long-term slip rate on the Elysian Park of between 2.5 and 5.2 mm/yr. Dolan et al. (1995) used a different approach to estimate a slip rate on the Elysian Park fault of about 1.7 mm/yr with a recurrence interval of about 1,475 years. Then, in 1996, Shaw and Suppe re-interpreted the subsurface geology of the Los Angeles basin, proposed a new model for what they call the Elysian Park trend, and estimated a slip rate on the thrust ramp beneath the Elysian Park trend of 1.7±0.4 mm/yr. More recently, Shaw and Shearer (1999) relocated the

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main shock and aftershocks of the 1987 Whittier Narrows earthquake, and showed that the earthquake sequence occurred on an east-west trending buried thrust they called the Puente Hills thrust (rather than the northwest-trending Elysian Park thrust).

RAYMOND FAULT
Three revised Official Maps of Alquist-Priolo Earthquake Fault Zones were released on June 15, 2017 by the California Geological Survey (CGS). Areas covered are within Los Angeles County and affect the cities of Arcadia, Los Angeles, Monrovia, Pasadena, San Marino, and South Pasadena.

These maps are released under the authority of the Alquist-Priolo Earthquake Fault Zoning (AP) Act that was passed following the 1971 San Fernando earthquake. The AP Act is a state law designed to reduce the hazard from surface fault rupture during an earthquake. Earthquake Fault Zones are regulatory zones that encompass surface traces of active faults that have a potential for future surface fault rupture.

These revised maps show the location of AP Earthquake Fault Zones (EFZ) and Seismic Hazard Zones (SHZ), if evaluated, and are collectively referred to as Earthquake Zones of Required Investigation. An electronic version of the zone maps, referred to as a GeoPDF file, can be viewed using Adobe Acrobat Reader. This GeoPDF file consists of multiple layers and gives the user greater flexibility in viewing and displaying the maps. Digital Geographic Information System (GIS) files for both AP Earthquake Fault Zones and Seismic Hazard Zones released by CGS are considered the “Official Maps.”
The Raymond fault appears to transfer slip southward from the Sierra Madre fault zone to other fault systems. The Raymond fault was trenched in San Marino, and at the Los Angeles Arboretum in Arcadia (Weaver and Dolan, 2000), where significant data on the recent history of this fault were collected. These studies indicate that the most recent surface-rupturing earthquake on this fault occurred 1,000 to 2,000 years ago, and that between three and five earthquakes occurred on this fault between 41,500 and 31,500 years ago. This suggests that the fault either breaks in cluster earthquakes, or that several more surface-rupturing earthquakes have occurred on this fault that have not been detected in the trenches. Weaver and Dolan (2000) also indicate that the Raymond fault may rupture alone, or together with other nearby faults, such as the Hollywood fault. A strike-slip rate of 4 (+1, -0.5) mm/yr. on the Raymond fault was recently estimated from paleo seismic data (Marin et al., 2000; Dolan et al., in review).

The City of San Marino sits directly above the Raymond fault. The Raymond fault is a left-lateral, strike-slip fault about 13 miles (20 km) long that extends across the San Gabriel Valley. The fault is arcuate in shape, trending east-west in its western section, and east-northeast in its eastern section. The fault produces a very obvious south-facing scarp along much of its length, which led many geologists to favor reverse-slip as the predominant sense of fault motion. However, leftdeflected channels, shutter-ridges, sag ponds, and pressure ridges indicate that the Raymond fault is predominantly a left-lateral strike-slip fault. This sense of motion is confirmed by the seismological record, especially the mainshock and aftershock sequence to the 1988 Pasadena earthquake of local magnitude (ML) 5.0 that probably occurred on this fault (Jones et al., 1990; Hauksson and Jones, 1991).

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Map of Raymond Fault

EARTHQUAKE IMPROVEMENTS
In California, each earthquake is followed by revisions and improvements in the Building Codes.

The 1933 Long Beach resulted in the Field Act, affecting school construction. The 1971 Sylmar earthquake brought another set of increased structural standards. Similar re-evaluations occurred after the 1989 Loma Prieta and 1994 Northridge earthquakes.

These code changes have resulted in stronger and more earthquake resistant structures.

The Alquist-Priolo Earthquake Fault Zoning Act was passed in 1972 to mitigate the hazard of surface faulting to structures for human occupancy. This state law was a direct result of the 1971 San Fernando Earthquake, which was associated with extensive surface fault ruptures that damaged numerous homes, commercial buildings, and other structures. Surface rupture is the most easily avoided seismic hazard.

The Seismic Hazards Mapping Act, passed in 1990, addresses non- surface fault rupture earthquake hazards, including liquefaction and seismically induced landslides. The State Department of Conservation operates the Seismic Mapping Program for California. Extensive information is available at their website: http://gmw.consrv.ca.gov/shmp/index.htm A major earthquake produced along any of the regional fault systems has the potential to produce strong ground shaking in San Marino. Experience from the Whittier Narrows (1987) and Northridge (1994) earthquakes has shown that the City may be susceptible to elevated levels of ground shaking.

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Seismic risks associated with both regional fault systems and the local blind thrust faults underlying the City of San Marino emphasize the need to ensure that all new development projects - and the retrofit of existing structures - incorporate appropriate design features to guard against widespread property damage and loss of life in the event of an earthquake.

EARTHQUAKE SCENARIOS
The following earthquake scenarios enable emergency planners to postulate potential damages, assess risk, and local capabilities. These scenarios are based on historic events and scientific analysis providing helpful data in planning for future damaging earthquakes and training EOC Staff.

Earthquake Planning Scenario for 1857 San Andreas Fault

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Earthquake Planning Scenario for 6.5 Earthquake San Andreas Fault

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Earthquake Planning Scenario for 6.7 Verdugo Fault

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Earthquake Planning Scenario for 7.1 Puente Hills

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Earthquake Planning Scenario for M6.8 Whittier Fault

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Earthquake Planning Scenario for M6.6 Santa Monica

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Earthquake Planning Scenario for M6.9 Newport-Inglewood

BUSINESSES/PRIVATE SECTOR
Natural hazards have a devastating impact on businesses. In fact, of all businesses which close following a disaster, more than forty-three percent never reopen, and an additional twenty-nine percent close for good within the next two years. The Institute for Business and Home Safety has developed “Open for Business”, which is a disaster planning toolkit to help guide businesses in preparing for and dealing with the adverse effects natural hazards (www.ibhs.org). The kit integrates protection from natural disasters into the company's risk reduction measures to safeguard employees, customers, and the investment itself. The guide helps businesses secure human and physical resources during disasters, and helps to develop strategies to maintain business continuity before, during, and after a disaster occurs.

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CALIFORNIA EARTHQUAKE MITIGATION LEGISLATION
California is painfully aware of the threats it faces from earthquakes. Dating back to the 19th century, Californians have been killed, injured, and lost property as a result of earthquakes. As the State’s population continues to grow, and urban areas become even more densely built up, the risk will continue to increase. For decades the Legislature has passed laws to strengthen the built environment and protect the citizens. The table below provides a sampling of some of the 200 plus laws in the State’s codes.

PARTIAL LIST OF THE OVER 200 CALIFORNIA LAWS ON EARTHQUAKE SAFETY
Government Code Section 8870-
8870.95
Creates Seismic Safety Commission.

Government Code Section
8876.1-8876.10
Established the California Center for Earthquake Engineering Research.

Public Resources Code Section
2800-2804.6
Authorized a prototype earthquake prediction system along the central San Andreas fault near the City of Parkfield.

Public Resources Code Section
2810-2815
Continued the Southern California Earthquake Preparedness Project and the Bay Area Regional Earthquake Preparedness Project.

Health and Safety Code Section
16100-16110
The Seismic Safety Commission and State Architect, will develop a state policy on acceptable levels of earthquake risk for new and existing state-owned buildings.

Government Code Section 8871-
8871.5
Established the California Earthquake Hazards Reduction Act of 1986.

Health and Safety Code Section
130000-130025
Defined earthquake performance standards for hospitals.

Public Resources Code Section
2805-2808
Established the California Earthquake Education Project.

Government Code Section
8899.10-8899.16
Established the Earthquake Research Evaluation Conference.

Public Resources Code Section
2621-2630 2621.

Established the Alquist-Priolo Earthquake Fault Zoning Act.

Government Code Section
8878.50-8878.52 8878.50.

Created the Earthquake Safety and Public Buildings
Rehabilitation Bond Act of 1990.

Education Code Section
35295-35297 35295.

Established emergency procedure systems in kindergarten through grade 12 in all the public or private schools.

Health and Safety Code Section
19160-19169
Established standards for seismic retrofitting of unreinforced masonry buildings.

Health and Safety Code Section
1596.80-1596.879
Required all child day care facilities to include an Earthquake Preparedness Checklist as an attachment to their disaster plan.

EARTHQUAKE EDUCATION
Earthquake research and education activities are conducted at several major universities in the Southern California region, including Cal Tech, USC, UCLA, UCSB, UCI, and UCSB. The local

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clearinghouse for earthquake information is the Southern California Earthquake Center located at the University of Southern California, Los Angeles, CA 90089, Telephone: (213) 740-5843, Fax: (213) 740- 0011, Email: [email protected], Website: http://www.scec.org. The Southern California Earthquake Center (SCEC) is a community of scientists and specialists who actively coordinate research on earthquake hazards at nine core institutions, and communicate earthquake information to the public.

SCEC is a National Science Foundation (NSF) Science and Technology Center and is co-funded by the United States Geological Survey (USGS).

In addition, Los Angeles County along with other Southern California counties, sponsors the Emergency Survival Program (ESP), an educational program for learning how to prepare for earthquakes and other disasters.

Locally, the City of San Marino has instituted a very aggressive campaign to educate its residents about local hazards and disaster preparedness. San Marino has an active and well-organized Community Emergency Response Team (CERT). CERT training is conducted by the Fire Department. The San Marino Unified School District has a very active emergency preparedness program that includes earthquake drills and extensive disaster preparedness supplies for all of its students, faculty and staff. The City of San Marino also conducts city exercises every two years focusing on different disaster scenarios.

Priorities were determined by the city departments responsible for the development of mitigation actions and their implementation. Due consideration was given to the importance of each item and evaluated against the estimated costs. Furthermore, these estimated costs were evaluated against projected city revenue.

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HAZARD ANALYSIS – FLOOD
FLOODS
Flooding occurs when climate, geology, and hydrology combine to create conditions where water flows outside of its usual course. In the City of San Marino, geography and climate may combine to create seasonal flooding conditions.

Flooding poses a threat to life and safety, and can cause severe damage to public and private property. The City of San Marino is susceptible to localized flooding from severe storms and urban run-off. There are a number of rivers in the Southern California region, but the river with the best recorded history is the Los Angeles River. The flood history of the Los Angeles River is generally indicative of the flood history of much of Southern California. Several flood control facilities including storm-water systems and debris basins have been constructed and eliminated the flood hazard to date.

While the City of San Marino is just over 11 miles north-east of Los Angeles, it is not so far away as to not be affected by localized storm cells and heavy rains that brought flooding to Los Angeles.

In addition, the towering mountains that give the Los Angeles region its spectacular views also bring a great deal of rain out of the storm clouds passing through. Because the mountains are so steep, the rainwater moves rapidly down the slopes and across the coastal plains on its way to the ocean.

The Santa Monica, Santa Susana, and Verdugo Mountains which surround three sides of the valley seldom reach heights above three thousand feet. The western San Gabriel Mountains, in contrast, have elevations of more than seven thousand feet. These higher ridges often trap eastern moving winter storms.

Although downtown Los Angeles averages just fifteen inches of rain a year, some mountain peaks in the San Gabriel’s receive more than forty inches of precipitation annually. Naturally, this rainfall moves rapidly downstream, often with severe consequences for anything in its path. In extreme cases, flood- generated debris flows will roar down a canyon at speeds near 40 miles per hour with a wall of mud, debris and water tens of feet high.

In Southern California, stories of floods, debris flows, persons buried alive under tons of mud and rock and persons swept away to their death in a river flowing at thirty-five miles an hour are without end. No catalog of chaos could contain all the losses suffered by man and his possessions from the region’s rivers and streams.

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TABLE: HISTORY OF FLOODING INCIDENTS IN LOS ANGELES COUNTY 1811 Flooding
1815 Flooding
1825 L.A. River changed its course back from the Ballona wetlands to San Pedro 1832 Heavy flooding
1861-
62 Heavy flooding. Fifty inches of rain falls during December and January. 1867 Floods create a large, temporary lake out to Ballona Creek. 1876 The Novician Deluge
1884 Heavy flooding causes the river to change course again, turning east to Vernon and then southward to San Pedro.
18881
891
Annual floods
1914 Heavy flooding. Great damage to the harbor.
1921 Flooding
1927 Moderate flood
1934 Moderate flood starting January 1. Forty dead in La Canada. 1938 Great County-wide flood with 4 days of rain. Most rain on day 4. 1941-
44 L.A. River floods five times.
1952 Moderate flooding
1969 One heavy flood after 9-day storm. One moderate flood. 1978 Two moderate floods
1979 Los Angeles experiences severe flooding and mudslides. 1980 Flood tops banks of river in Long Beach. Sepulveda Basin spillway almost opened.
1983 Flooding kills six people.
1992 15-year flood. Motorists trapped in Sepulveda basin. Six people dead. 1994 Heavy flooding
1998 State-wide severe winter storms and flooding
2005 Heavy Flooding
In Los Angeles County, records show that since 1811, the Los Angeles River has flooded 30 times, on average once every 6.1 years. But averages are deceiving, for the Los Angeles basin goes through periods of drought and then periods of above average rainfall. Between 1889 and 1891 the river flooded every year, and from 1941 to 1945, the river flooded 5 times. Conversely,

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from 1896 to 1914, a period of 18 years, and again from 1944 to 1969, a period of 25 years, the river did not have serious floods.

WINTER RAINFALL
Over the last 125 years, the average annual rainfall in Los Angeles is 14.9 inches. But the term “average” means very little as the annual rainfall during this time period has ranged from only

4.35 inches in 2001-2002 to 38.2 inches in 1883-1884. In fact, in only fifteen of the past 125 years, has the annual rainfall been within plus or minus 10% of the 14.9 inch average. And in only 38 years has the annual rainfall been within plus or minus 20% of the 14.9 inch average. This makes the Los Angeles basin a land of extremes in terms of annual precipitation.

The City of San Marino is in the western region of the San Gabriel Valley. It is in close proximity to the San Gabriel Mountains, which increases the collection of rainwater.

MONSOONS
Another relatively regular source for heavy rainfall, particularly in the mountains and adjoining cities is from summer tropical storms. The following table lists tropical storms that have had significant rainfall in the past century, and the general areas affected by these storms. These tropical storms usually coincide with El Niño years.

TABLE: TROPICAL CYCLONES THAT HAVE AFFECTED SOUTHERN
CALIFORNIA DURING THE 20TH CENTURY
Month- Year Date(s) Area(s) Affected Rainfall
July 1902 7/20 – 7/21 Deserts & Southern Mountains up to 2" Aug. 1906 8/18 – 8/19 Deserts & Southern Mountains up to 5" Sept. 1910 9/15 Mountains of Santa Barbara County 2"
Aug. 1921 8/20 – 8/21 Deserts & Southern Mountains up to 2" Sept. 1921 9/30 Deserts up to 4"
Sept. 1929 9/18 Southern Mountains & Deserts up to 4"
Sept. 1932 9/28 – 10/1 Mountains & Deserts, 15 Fatalities up to 7 Aug. 1935 8/25 Southern Valleys, Mountains & Deserts up to 2" 9/4 – 9/7 Southern Mountains, Southern & Eastern
Deserts
up to 7
9/11 – 9/12 Deserts, Central & Southern Mountains up to 4"

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Sept. 1939 9/19 – 9/21 Deserts, Central & Southern Mountains up to 3" 9/25 Long Beach, W/ Sustained Winds of 50 Mph 5"
Surrounding Mountains 6 to 12"
Sept. 1945 9/9 – 9/10 Central & Southern Mountains up to 2” Sept. 1946 9/30 – 10/1 Southern Mountains up to 4"
Aug. 1951 8/27 – 8/29 Southern Mountains & Deserts 2 to 5" Sept. 1952 9/19 – 9/21 Central & Southern Mountains up to 2" July 1954 7/17 – 7/19 Deserts & Southern Mountains up to 2" July 1958 7/28 – 7/29 Deserts & Southern Mountains up to 2" Sept. 1960 9/9 – 9/10 Julian 3.40"
Sept. 1963 9/17 – 9/19 Central & Southern Mountains up to 7" Sept. 1967 9/1 – 9/3 Southern Mountains & Deserts 2"

GEOGRAPHY AND GEOLOGY
The greater Los Angeles Basin is the product of rainstorms and erosion for millennia. “Most of the mountains that ring the valleys and coastal plain are deeply fractured faults and, as they (the mountains) grew taller, their brittle slopes were continually eroded. Rivers and streams carried boulders, rocks, gravel, sand, and silt down these slopes to the valleys and coastal plain. In places these sediments are as much as twenty thousand feet thick.

Much of the coastal plain rests on the ancient rock debris and sediment washed down from the mountains. This sediment can act as a sponge, absorbing vast quantities of rain in those years when heavy rains follow a dry period. But like a sponge that is near saturation, the same soil fills up rapidly when a heavy rain follows a period of relatively wet weather. So even in some years of heavy rain, flooding is minimal because the ground is relatively dry. The same amount of rain following a wet period of time can cause extensive flooding.

The greater Los Angeles basin is for all intents and purposes built out. This leaves precious little open land to absorb rainfall. The lack of open ground forces water to remain on the surface and rapidly accumulate. If it were not for the massive flood control system with its concrete lined river and stream beds, flooding would be a much more common occurrence. And the tendency is towards even less and less open land. In-fill building is becoming a much more common practice in many areas. Developers tear down an older home, which typically covers up to 40% of the lot size, and replace it with three or four town homes or apartments that may cover 90-95% of the lot.

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Another potential source of flooding is “asphalt creep.” The street space between the curbs of a street is a part of the flood control system. Water leaves property and accumulates in the streets, where it is directed towards the underground portion of the flood control system. The carrying capacity of the street is determined by the width of the street and the height of the curbs along the street. Often, when streets are being resurfaced, a one to two-inch layer of asphalt is laid down over the existing asphalt. This added layer of asphalt subtracts from the rated capacity of the street to carry water. Thus the original engineered capacity of the entire storm drain system is marginally reduced over time. Subsequent re-paving of the street will further reduce the engineered capacity even more.

FLOOD TERMINOLOGY

FLOODPLAIN
A floodplain is a land area adjacent to a river, stream, lake, estuary, or other water body that is subject to flooding. This area, if left undisturbed, acts to store excess flood water. The floodplain is made up of two sections: the floodway and the flood fringe. 100-YEAR FLOOD
The 100-year flooding event is the flood having a one percent chance of being equaled or exceeded in magnitude in any given year. Contrary to popular belief, it is not a flood occurring once every 100 years. The 100- year floodplain is the area adjoining a river, stream, or watercourse covered by water in the event of a 100-year flood.

FLOODWAY
The floodway is one of two main sections that make up the floodplain. Floodways are defined for regulatory purposes. Unlike floodplains, floodways do not reflect a recognizable geologic feature.

For NFIP purposes, floodways are defined as the channel of a river or stream, and the overbank areas adjacent to the channel. The floodway carries the bulk of the flood water downstream and is usually the area where water velocities and forces are the greatest. NFIP regulations require that the floodway be kept open and free from development or other structures that would obstruct or divert flood flows onto other properties.

The City of San Marino does not have any areas in a floodway. The NFIP floodway definition is "the channel o14.f a river or other watercourse and adjacent land areas that must be reserved in order to discharge the base flood without cumulatively increasing the water surface elevation more than one foot.”

FLOOD FRINGE
The flood fringe refers to the outer portions of the floodplain, beginning at the edge of the floodway and continuing outward. There are no portions of the city that have been identified as vulnerable to flooding.

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DEVELOPMENT
New construction in the City of San Marino requires the submittal of a drainage and grading plan to insure the proper deviation of water runoff from the property.

For floodplain purposes, there is no development in the City of San Marino that exists in a floodplain.

BASE FLOOD ELEVATION (BFE)
The term "Base Flood Elevation" refers to the elevation (normally measured in feet above sea level) that the base flood is expected to reach. Base flood elevations can be set at levels other than the 100-year flood. Some communities choose to use higher frequency flood events as their base flood elevation for certain activities, while using lower frequency events for others. For example, for the purpose of storm water management, a 25-year flood event might serve as the base flood elevation; while the 500-year flood event may serve as base flood elevation for the tie down of mobile homes. The regulations of the NFIP focus on development in the 100-year floodplain.

CHARACTERISTICS OF FLOODING
The City of San Marino is vulnerable to urban flooding (see descriptions below). In addition, any low-lying area has the potential to flood. The flooding of developed areas may occur when the amount of water generated from rainfall and runoff exceeds a storm water system’s capability to remove it.

URBAN FLOODING
As land is converted from fields or woodlands to roads and parking lots, it loses its ability to absorb rainfall. Urbanization of a watershed changes the hydrologic systems of the basin. Heavy rainfall collects and flows faster on impervious concrete and asphalt surfaces. The water moves from the clouds, to the ground, and into streams at a much faster rate in urban areas. Adding these elements to the hydrological systems can result in flood waters that rise very rapidly and peak with violent force.

During periods of urban flooding, streets can become swift moving rivers and basements can fill with water. Storm drains often back up with vegetative debris causing additional, localized flooding.

DAM FAILURE FLOODING
Loss of life and damage to structures, roads, and utilities may result from a dam failure. Economic losses can also result from a lowered tax base and lack of utility profits. Because a dam failure can have severe consequences, FEMA requires that all dam owners develop Emergency Action Plans (EAP) for warning, evacuation, and post-flood actions.

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Although there may be coordination with county officials in the development of the EAP, the responsibility for developing potential flood inundation maps and facilitation of emergency response is the responsibility of the dam owner.

There have been a total of 45 dam failures in California, since the 19th century. The significant dam failures in Southern California are listed below.

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Table of Historic Dam Failures in California
Sheffield Santa Barbara 1925 Earthquake slide
Puddingstone Pomona 1926 Overtopping during construction Lake Hemet Palm Springs 1927 Overtopping
Saint Francis San Francisquito
Canyon
1928 Sudden failure at full capacity through
foundation, 426 deaths
Cogswell Monrovia 1934 Breaching of concrete cover
Baldwin Hills Los Angeles 1963 Leak through embankment turned into washout, 3 deaths

DEBRIS FLOWS
Another flood related hazard that can affect certain parts of the Southern California region are debris flows. Most typically debris flows occur in mountain canyons and the foothills against the San Gabriel Mountains. However, any hilly or mountainous area with intense rainfall and the proper geologic conditions may experience one of these very sudden and devastating events.

COASTAL FLOODING
Low lying coastal communities of Southern California have one other source of flooding, coastal flooding. This occurs most often during storms which bring higher than normal tides. Storms, the time of year and the tidal cycle can sometimes work to bring much higher than normal tides which cause flooding in low lying coastal areas. This hazard however is limited to those areas.

THE EFFECT OF DEVELOPMENT ON FLOODS
When structures or fill are placed in the floodway or floodplain water is displaced. Development raises the river levels by forcing the river to compensate for the flow space obstructed by the inserted structures and/or fill. When structures or materials are added to the floodway or floodplain and no fill is removed to compensate, serious problems can arise. Flood waters may be forced away from historic floodplain areas. As a result, other existing floodplain areas may experience flood waters that rise above historic levels. Local governments must require engineer certification to ensure that proposed developments will not adversely affect the flood carrying capacity of the Special Flood Hazard Area (SFHA). Displacement of only a few inches of water can mean the difference between no structural damage occurring in a given flood event, and the inundation of many homes, businesses, and other facilities. Careful attention should be given to development that occurs within the floodway to ensure that structures are prepared to withstand base flood events.

In highly urbanized areas, increased paving can lead to an increase in volume and velocity of runoff after a rainfall event, exacerbating the potential flood hazards. Care should be taken in the development and implementation of storm water management systems to ensure that these runoff waters are dealt with effectively.

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HOW FLOOD-PRONE AREAS ARE IDENTIFIED
Flood maps and Flood Insurance Studies (FIS) are often used to identify flood- prone areas. The NFIP was established in 1968 as a means of providing low- cost flood insurance to the nation’s flood-prone communities. The NFIP also reduces flood losses through regulations that focus on building codes and sound floodplain management. NFIP regulations (44 Code of Federal Regulations (CFR) Chapter 1, Section 60, 3) require that all new construction in floodplains must be elevated at or above base flood level. The City's Community Number is 065057. The City's current effective map is designated No Specific Flood Hazard Area (NSFHA). The City entered the regular phase of the National Flood Insurance Program on April 30, 1979.

The FEMA Flood Insurance Rate Maps (FIRM) for the City of San Marino were updated in 2008.

Man-made and natural changes to the environment have changed the dynamics of storm water run-off since then. Although it may not be subject to the 100-year flood, floods of greater magnitude could occur here. In addition, certain structures may be damaged by local drainage problems. The majority of the community is ZONE "X" for flood insurance rating purposes with some areas in a ZONE “D.”

HAZARD ASSESSMENT

HAZARD IDENTIFICATION
Hazard identification is the first phase of flood-hazard assessment. Identification is the process of estimating: (1) the geographic extent of the floodplain (i.e., the area at risk from flooding); (2) the intensity of the flooding that can be expected in specific areas of the floodplain; and (3) the probability of occurrence of flood events. This process usually results in the creation of a floodplain map. Floodplain maps provide detailed information that can assist jurisdictions in making policies and land-use decisions.

VULNERABILITY ASSESSMENT
Vulnerability assessment is the second step of flood-hazard assessment. It combines the floodplain boundary, generated through hazard identification, with an inventory of the property within the floodplain. Understanding the population and property exposed to natural hazards will assist in reducing risk and preventing loss from future events.

Because site-specific inventory data and inundation levels given for a particular flood event (10- year, 25-year, 50-year, 100-year, and 500- year) are not readily available, calculating a community’s vulnerability to flood events is not straightforward.

FLOOD HAZARD MAPS FOR THE CITY OF SAN MARINO
The Flood Hazard Maps for the City of San Marino were developed through various data sources.

The 100-year and 500-year floodplains were mapped through the Flood Insurance Study (FIS) in conjunction with the United States Army Corps of Engineers (USACE) in August of 1987.

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There were previous studies done, including a Housing and Urban Development (HUD) study, which mapped the floodplain in March of 1978. The county has updated portions of the USACE and FEMA maps through smaller drainage studies in the county since that time.

RISK ANALYSIS

COMMUNITY FLOOD ISSUES
Risk analysis is the third and most advanced phase of a hazard assessment. It builds upon the hazard identification and vulnerability assessment. Within the broad components of a risk analysis, it is possible to predict the severity of damage from a range of events. Flow velocity models can assist in predicting the amount of damage expected from different magnitudes of flood events.

The data used to develop these models is based on hydrological analysis of landscape features.

Changes in the landscape, often associated with human development, can alter the flow velocity and the severity of damage that can be expected from a flood event.

The City’s Local Hazard Mitigation Plan includes recommendations for building partnerships that will support the development of a flood risk analysis in the City of San Marino.

The largest impact on communities from flood events is the loss of life and property. During certain years, property losses resulting from flood damage are extensive.

Property loss from floods strikes both private and public property. There have been no significant losses due to flooding in the City of San Marino over the past 25 years.

PROPERTY LOSS RESULTING FROM FLOODING EVENTS
The type of property damage caused by flood events depends on the depth and velocity of the flood waters. Faster moving flood waters can wash buildings off their foundations and sweep cars downstream.

Pipelines, bridges, and other infrastructure can be damaged when high waters combine with flood debris. Extensive damage can be caused by basement flooding and landslide damage related to soil saturation from flood events. Most flood damage is caused by water saturating materials susceptible to loss (i.e., wood, insulation, wallboard, fabric, furnishings, floor coverings, and appliances). In many cases, flood damage to homes renders them unlivable.

BUSINESS/INDUSTRY
Flood events impact businesses by damaging property and by interrupting business. Flood events can cut off customer access to a business as well as close a business for repairs. A quick response to the needs of businesses affected by flood events can help a community maintain economic vitality in the face of flood damage. Responses to business damages can include funding to assist owners in elevating or relocating flood-prone business structures.

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PUBLIC INFRASTRUCTURE
Publicly owned facilities are a key component of daily life for all citizens of the county. Damage to public water and sewer systems, transportation networks, flood control facilities, emergency facilities, and offices can hinder the ability of the government to deliver services. Government can take action to reduce risk to public infrastructure from flood events, as well as craft public policy that reduces risk to private property from flood events.

ROADS
During natural hazard events, or any type of emergency or disaster, dependable road connections are critical for providing emergency services. Road systems in the City of San Marino are maintained by multiple jurisdictions.

Federal, state, county, and city governments all have a stake in protecting roads from flood damage. Road networks often traverse floodway areas. Transportation agencies responsible for road maintenance are typically aware of roads at risk from flooding.

BRIDGES
Bridges are key points of concern during flood events because they are important links in road networks, river crossings, and they can be obstructions in watercourses, inhibiting the flow of water during flood events. The bridges in the City of San Marino are city owned. A statedesignated inspector must inspect all state, county, and city bridges every two years; but private bridges are not inspected, and can be very dangerous. The inspections are rigorous, looking at everything from seismic capability to erosion and scour.

STORM WATER SYSTEMS
Local drainage problems are common throughout the City of San Marino. The problems are often present where storm water runoff enters culverts or goes underground into storm sewers.

Inadequate maintenance can also contribute to the flood hazard in urban areas.

There are a variety of surface water management providers in the county that manage water quality and storm water runoff from new development, the primary one being the Los Angeles County Department of Public Works. The City of San Marino Municipal Code, Chapter 14, article 12 addresses storm water management and discharge.

WATER/WASTEWATER TREATMENT FACILITIES
The County Sanitation District Act of 1923 authorized the formation of sanitation districts based on topographical boundaries that determine efficient wastewater management, rather than political boundaries in Los Angeles County. The City of San Marino has two districts, district 15 and district 16. There are no wastewater treatment facilities in the City.

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WATER QUALITY
Environmental quality problems include bacteria, toxins, and pollution.

WATER DISTRICTS
There are also two water providers in the City of San Marino. • California American Water - 888-237-1333.
• Metropolitan Water District - 213-217-6000
• During a disaster, water districts in the region work together to provide water for the City of San Marino citizens. For example, each water district has the capability to intertie with another district for emergency situation.

THE CITY OF SAN MARINO CODES
The City of San Marino uses building codes, zoning codes, and various planning strategies to address the goals that aim to restrict development in areas of known hazards, and applying the appropriate safeguards.

COMMUNITY ISSUES SUMMARY
Historically, the Public Works Department reports there are three specific local flood areas that exist in the City of San Marino during intense storm periods.

They are as follows:
• Huntington Drive., north side, cross street of Old Mill Road; • Lacy Park; between Virginia Road and St Albans Street; • Huntington Drive., north side, in front of the high school.

All three of the areas are subject only to minor flooding because of storm drain deficiencies. As a result, the problem areas are only a hazard to their specific location and are not expected to threaten or endanger the safety or well-being of persons in the area.

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HAZARD ANALYSIS – LANDSLIDES

LANDSLIDES
Landslides are a serious geologic hazard in almost every state and many cities in America.

Nationally, landslides cause 25 to 50 deaths each year. The best estimate of direct and indirect costs of landslide damage in the United States range between $1 and $2 billion annually. As a seismically active region, California has had significant number of locations impacted by landslides.

Some landslides result in private property damage; other landslides impact transportation corridors, fuel and energy conduits, and communication facilities. They can also pose a serious threat to human life.

Landslides can be broken down into two categories: (1) rapidly moving (generally known as debris flows), and (2) slow moving. Rapidly moving landslides or debris flows 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. Slow moving landslides can cause significant property damage, but are less likely to result in serious human injuries.

The USGS has recognized and mapped a small area of landslide hazard zones within the city and multiple liquefaction zones surrounding the City of San Marino Since the settlement of the City in the 1913, there have not been any instances of landslides associated with seismic activity.

HISTORIC SOUTHERN CALIFORNIA LANDSLIDES
1928 St. Francis Dam Failure
Los Angeles County, California. The dam gave way on March 12, and its waters swept through the Santa Clara Valley toward the Pacific Ocean, about 54 miles away. Sixty-five miles of valley was devastated, and over 500 people were killed.

Damages were estimated at $672.1 million (in year 2000 dollars). 1956 Portuguese Bend, California
Cost $14.6 million (year 2000 dollars) California Highway 14, Palos Verdes Hills.

Land use on the Palos Verdes Peninsula consists mostly of single-family homes built on large lots, many of which have panoramic ocean views. All of the houses were constructed with individual septic systems, generally consisting of septic tanks and seepage pits.

Landslides have been active here for thousands of years, but recent landslide activity has been attributed in part to human activity. The Portuguese Bend landslide began its modern movement in August 1956, when displacement was noticed at its northeast margin. Movement gradually extended downslope so that the entire eastern edge of the slide mass was moving within 6 weeks. By the summer of 1957, the entire slide mass was sliding towards the sea. 1958 –
1971
Pacific Palisades, California
Cost, $29.1 million (year 2000 dollars) California Highway 1 and house damaged.

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1961 Mulholland Cut, California
Cost, $41.5 million (year 2000 dollars) On Interstate 405, 11 miles north of Santa Monica, Los Angeles County.
1963 Baldwin Hills Dam Failure
On December 14, the 650-foot-long by 155-foot-high earth fill dam gave way and sent 360 million gallons of water in a fifty-foot-high wall cascading onto the community below, killing five persons, and damaging 50 million (year 1963 dollars) dollars in property.
1969 Glendora, California
Cost $26.9 million (year 2000 dollars) Los Angeles County, 175 houses damaged, mainly by debris flows.
1969 Seventh Ave., Los Angeles County, California
Cost $14.6 million (year 2000 dollars) California Highway 60. 1970 Princess Park, California
Cost $29.1 million (year 2000 dollars) California Highway 14, 10 miles north of Newhall, near Saugus, northern Los Angeles County.
1971 Upper and Lower Van Norman Dams, San Fernando, California Earthquake-induced landslides Cost $302.4 million (year 2000 dollars). Damage due to the February 9, 1971, magnitude 7.5 San Fernando, California, earthquake.

The earthquake of February 9 severely damaged the Upper and Lower Van Norman Dams.
1971 Juvenile Hall, San Fernando, California
Landslides caused by the February 9, 1971, San Fernando, California, earthquake cost, $266.6 million (year 2000 dollars). In addition to damaging the San Fernando Juvenile Hall, this 1.2 km-long slide damaged trunk lines of the Southern Pacific Railroad, San Fernando Boulevard, Interstate Highway 5, the Sylmar, California, electrical converter station, and several pipelines and canals. 1977-
1980
Monterey Park, Repetto Hills, Los Angeles County, California Cost $14.6 million (year 2000 dollars) 100 houses damaged in 1980 due to debris flows.
1978 Bluebird Canyon, Orange County
California October 2, cost, $52.7 million (year 2000 dollars) 60 houses destroyed or damaged. Unusually heavy rains in March of 1978 may have contributed to initiation of the landslide. Although the 1978 slide area was approximately 3.5 acres, it is suspected to be a portion of a larger, ancient landslide. 1979 Big Rock, California, Los Angeles County
Cost, approximately $1.08 billion (year 2000 dollars) California Highway 1 rockslide.
1980 Southern California slides
$1.1 billion in damage (year 2000 dollars) heavy winter rainfall in 1979- 80 caused damage in six Southern California counties. In 1980, the rainstorm started on February 8. A sequence of 5 days of continuous rain and 7 inches of precipitation had occurred by February 14. Slope failures were beginning to develop by February 15 and then very high- intensity rainfall occurred on February 16. As much as 8 inches of rain fell in a 6 hour period in many locations. Records and

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personal observations in the field on February 16 and 17 showed that the mountains and slopes literally fell apart on those 2 days. 1983 San Clemente, Orange County, California
Cost $65 million (year 2000 dollars), California Highway 1. Litigation at that time involved approximately $43.7 million (year 2000 dollars). 1983 Big Rock Mesa, California
Cost $706 million (year 2000 dollars) in legal claims condemnation of 13 houses, and 300 more threatened rockslide caused by rainfall
1978,
1979,
1980
San Diego County, California
Experienced major damage from storms in 1978, 1979, and 1979-80, as did neighboring areas of Los Angeles and Orange County, California.

One hundred and twenty landslides were reported to have occurred in San Diego County during these 2 years. Rainfall for the rainy seasons of 78-79 and 79-80 was

14.82 and 15.61 inches (37.6 and 39.6 cm) respectively, compared to a 125-year average (1850-1975) of 9.71 inches (24.7 cm). Significant landslides occurred in the Friars Formation, a unit that was noted as slide-prone in the Seismic Safety Study for the City of San Diego. Of the nine landslides that caused damage in excess of $1 million, seven occurred in the Friars Formation, and two in the Santiago Formation in the northern part of San Diego County. 1994 Northridge, California Earthquake Landslides
As a result of the magnitude 6.7 Northridge, California, earthquake, more than 11,000 landslides occurred over an area of 10,000 km. Most were in the Santa Susana Mountains and in mountains north of the Santa Clara River Valley.

Destroyed dozens of homes, blocked roads, and damaged oil-field infrastructure.

It also caused deaths from Coccidioidomycotic (valley fever) the spore of which was released from the soil and blown toward the coastal populated areas. The spore was released from the soil by the landslide activity.

March
1995
Los Angeles and Ventura Counties, Southern California
Above normal rainfall triggered damaging debris flows, deep-seated landslides, and flooding. Several deep-seated landslides were triggered by the storms, the most notable was the La Conchita landslide, which in combination with a local debris flow, destroyed or badly damaged 11 to 12 homes in the small town of La Conchita, about 20 km west of Ventura.

There also was widespread debris-flow and flood damage to homes, commercial buildings, and roads and highways in areas along the Malibu coast that had been devastated by wildfire 2 years before.

January
2005
Los Angeles and Ventura Counties, Southern California
Above normal rainfall triggered damaging debris flows and flooding. Within the City of La Cañada Flintridge, slope failures and debris flows caused over $2.5 million in damage to public property. The most significant incident during this rain event was a slope failure on Inverness Drive which caused the roadway and the adjacent hillside to slide several hundred feet, leaving approximately 4,000 cubic yards of debris blocking a major road in the City.

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February
2010
Los Angeles County, Southern California
Above normal rainfall triggered damaging debris flows that required residential evacuations. The 2009 “Station Fire” had burned 400 miles of the San Gabriel Mountains, right up to residential areas in the foothill communities. All of the vegetation was burned leaving only the hillside left. Following the torrential rains, catch basins designated to hold mud and water filled to capacity and overflowed into neighborhoods damaging multiple homes.

LANDSLIDE CHARACTERISTICS
WHAT IS A LANDSLIDE?
“A landslide is defined as, the movement of a mass of rock, debris, or earth down a slope.

Landslides are a type of “mass wasting” which denotes any down slope movement of soil and rock under the direct influence of gravity. The term “landslide” encompasses events such as rock falls, topples, slides, spreads, and flows. Landslides can be initiated by rainfall, earthquakes, volcanic activity, changes in groundwater, disturbance and change of a slope by man-made construction activities, or any combination of these factors. Landslides can also occur underwater, causing tidal waves and damage to coastal areas. These landslides are called submarine landslides.” 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.

WHAT IS A DEBRIS FLOW?
A debris or mud flow is a river of rock, earth and other materials, including vegetation that is saturated with water. This high percentage of water gives the debris flow a very rapid rate of movement down a slope. Debris flows often with speeds greater than 20 mile per hour, and can often move much faster. This high rate of speed makes debris flows extremely dangerous to people and property in its path.

LANDSLIDE EVENTS AND IMPACTS
Landslides are a common hazard in California. Weathering and the decomposition of geologic materials produces conditions conducive to landslides and human activity further exacerbates many landslide problems. 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.

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Even with proper planning, landslides will continue to threaten the safety of people, property, and infrastructure, but without proper planning, landslide hazards will be even more common and more destructive.

The increasing scarcity of build-able land, particularly in urban areas, increases the tendency to build on geologically marginal land. Additionally, hillside housing developments in Southern California are prized for the view lots that they provide.

Rock falls occur when blocks of material come loose on steep slopes. Weathering, erosion, or excavations, such as those along highways, can cause falls where the road has been cut through bedrock. They are fast moving with the materials free falling or bouncing down the slope. In falls, material is detached from a steep slope or cliff. The volume of material involved is generally small, but large boulders or blocks of rock can cause significant damage.

Earth flows are plastic or liquid movements in which land mass (e.g. soil and rock) breaks up and flows during movement. Earthquakes often trigger flows. Debris flows normally occur when a landslide moves downslope as a semi-fluid mass scouring, or partially scouring soils from the slope along its path. Flows are typically rapidly moving and also tend to increase in volume as they scour out the channel. Flows often occur during heavy rainfall, can occur on gentle slopes, and can move rapidly for large distances.

LANDSLIDE CONDITIONS
Landslides are often triggered by periods of heavy rainfall. Earthquakes, subterranean water flow and excavations may also trigger landslides. Certain geologic formations are more susceptible to landslides than others. Human activities, including locating development near steep slopes, can increase susceptibility to landslide events. Landslides on steep slopes are more dangerous because movements can be rapid.

Although landslides are a natural geologic process, the incidence of landslides and their impacts on people can be exacerbated by human activities. Grading for road construction and development can increase slope steepness. Grading and construction can decrease the stability of a hill slope by adding weight to the top of the slope, removing support at the base of the slope, and increasing water content. Other human activities effecting landslides include: excavation, drainage and groundwater alterations, and changes in vegetation. Wildland fires in hills covered with chaparral are often a precursor to debris flows in burned out canyons.

The extreme heat of a wildfire can create a soil condition in which the earth becomes impervious to water by creating a waxy-like layer just below the ground surface. Since the water cannot be absorbed into the soil, it rapidly accumulates on slopes, often gathering loose particles of soil in to a sheet of mud and debris. Debris flows can often originate miles away from unsuspecting persons, and approach them at a high rate of speed with little warning.

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Figure 4 – Landslide Occurrence

NATURAL CONDITIONS
Natural processes can cause landslides or re-activate historical landslide sites. The removal or undercutting of shoreline-supporting material along bodies of water by currents and waves produces countless small slides each year.

Seismic tremors can trigger landslides on slopes historically known to have landslide movement.

Earthquakes can also cause additional failure (lateral spreading) that can occur on gentle slopes above steep streams and riverbanks.

PARTICULARLY HAZARDOUS LANDSLIDE AREAS
Locations at risk from landslides or debris flows include 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; and
• 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.

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IMPACTS OF DEVELOPMENT
Although landslides are a natural occurrence, human impacts can substantially affect the potential for landslide failures in the City of San Marino. Proper planning and geotechnical engineering can be exercised to reduce the threat of safety of people, property, and infrastructure.

EXCAVATION AND GRADING
Slope excavation is common in the development of home sites or roads on sloping terrain.

Grading these slopes can result in some slopes that are steeper than the pre-existing natural slopes. Since slope steepness is a major factor in landslides, these steeper slopes can be at an increased risk for landslides. The added weight of fill placed on slopes can also result in an increased landslide hazard. Small landslides can be fairly common along roads, in either the road cut or the road fill. Landslides occurring below new construction sites are indicators of the potential impacts stemming from excavation.

DRAINAGE AND GROUNDWATER ALTERATIONS
Water flowing through or above ground is often the trigger for landslides. Any activity that increases the amount of water flowing into landslide- prone slopes can increase landslide hazards.

Broken or leaking water or sewer lines can be especially problematic, as can water retention facilities that direct water onto slopes. However, even lawn irrigation in landslide prone locations can result in damaging landslides. Ineffective storm water management and excess runoff can also cause erosion and increase the risk of landslide hazards. Drainage can be affected naturally by the geology and topography of an area; Development that results in an increase in impervious surface impairs the ability of the land to absorb water and may redirect water to other areas. Channels, streams, ponding, and erosion on slopes all indicate potential slope problems.

Road and driveway drains, gutters, downspouts, and other constructed drainage facilities can concentrate and accelerate flow. Ground saturation and concentrated velocity flow are major causes of slope problems and may trigger landslides.

CHANGES IN VEGETATION
Removing vegetation from very steep slopes can increase landslide hazards. Areas that experience wildfire and land clearing for development may have long periods of increased landslide hazard.

Also, certain types of ground cover have a much greater need for constant watering to remain green. Changing away from native ground cover plants may increase the risk of landslide.

LANDSLIDE HAZARD ASSESSMENT

HAZARD IDENTIFICATION
Identifying hazardous locations is an essential step towards implementing more informed mitigation activities. The California Department of Conservation, Division of Mines and Geology has identified and mapped a small amount of hillside areas within the City of San Marino that are

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susceptible to seismically induced landslides (Refer to the City of San Marino Local Hazard Mitigation Plan, Appendix H: Seismic Hazard Zone Map dated March 25, 1999).

VULNERABILITY AND RISK
Vulnerability assessment for landslides will assist in predicting how different types of property and population groups will be affected by a hazard. Data that includes specific landslide-prone and debris flow locations in the city can be used to assess the population and total value of property at risk from future landslide occurrences.

The potential for slope failure is dependent on many factors and their interrelationships. Some of the most important factors include slope height, slope steepness, sheer strength, and orientation of weak layers in the underlying geologic unity, as well as pore water pressures. Joints and shears, which weaken the rock fabric, allow penetration of water leading to deeper weathering of the rock along with increasing the pore pressures, increasing the plasticity of weak clays, and increasing the weight of the landmass. For engineering of earth materials, these factors are combined in calculations to determine if a slope meets a minimum safety standard. The generally accepted standard is a factor of safety of 1.5 or greater (where 1.0 equilibrium and less than 1.0 is failure).

Natural slopes, graded slopes, or graded/natural slope combinations must meet these minimum engineering standards where they impact planned homes, subdivisions, or other types of developments. Slopes adjacent to areas where the risk of economic losses from landslides is small, such as parks and mountain roadways, are often allowed a lesser factor of safety.

A quantitative vulnerability assessment (an assessment that describes number of lives or amount of property exposed to the hazard) has not yet been conducted for the City of San Marino.

Currently, there are very few qualitative factors that point to potential vulnerability. Landslides can impact major transportation arteries, blocking residents from essential services and businesses.

Factors included in assessing landslide risk include population and property distribution in the hazard area, the frequency of landslide or debris flow occurrences, slope steepness, soil characteristics, and precipitation intensity. This type of analysis could generate estimates of the damages to the city due to a specific landslide or debris flow event. At the time of publication of this plan, data was insufficient to conduct a risk analysis and the software needed to conduct this type of analysis was not available.

COMMUNITY LANDSLIDE ISSUES
Landslides can affect utility services, transportation systems, and critical lifelines. Communities may suffer immediate damages and loss of service. Disruption of infrastructure, roads, and critical facilities may also have a long- term effect on the economy. Utilities, including potable water, wastewater, telecommunications, natural gas, and electric power are all essential to service community needs.

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Loss of electricity has the most widespread impact on other utilities and on the whole community.

Natural gas pipes may also be at risk of breakage from landslide movements as small as an inch or two.

ROADS AND BRIDGES
Losses incurred from hazards in the City of San Marino have been associated with roads. The Public Works Department is responsible for responding to incidents that inhibit the flow of traffic or that are damaging a road or a bridge. The Public Works Department and Police Departments places a priority to notify residents impacted by incidents. Repair work is usually limited to the road itself, as well as the areas adjacent to the incident where the city has the right of way. This type of response activity is often the most cost- effective in the short-term, but is only temporary.

LIFELINES AND CRITICAL FACILITIES
Lifelines and critical facilities should remain accessible, if possible, during a natural hazard event.

The impact of closed transportation arteries may be increased if the closed road or bridge is critical for hospitals and other emergency facilities.

Therefore, inspection and repair of critical transportation facilities and routes is essential and should receive high priority. Losses of power and phone service are also potential consequences of landslide events.

Due to heavy rains, soil erosion in hillside areas can be accelerated, resulting in loss of soil support beneath high voltage transmission towers in hillsides and remote areas. Flood events can also cause landslides, which can have serious impacts on gas lines that are located in vulnerable soils.

LANDSLIDE MITIGATION ACTIVITIES
Landslide mitigation activities include current mitigation programs and activities that are being implemented by local or city organizations.

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Figure 5 – Landslide Mitigation
Methods to reduce the hazard from debris avalanches include construction of a) deflection walls and b) debris fences. Because of the extreme force of impact associated with debris flows, these and similar structures should be carefully engineered and constructed. The specifics of these designs will vary from site to site.

LANDSLIDE BUILDING/ZONING CODES
There are no structural threats to potential landslides should an emergency occur. Therefore, the City has no ordinances or building/zoning codes addressing this The City of San Marino has existing homes built atop a few low grade hillsides.

COMMUNITY ISSUES SUMMARY
Landslides are not a significant problem in the City of San Marino. There are no recorded landslide losses in the City to date. In years the City received a higher than normal amount of rainfall which resulted in saturated ground conditions, the slopes remained stable.

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HAZARD ANALYSIS – WILDFIRE

WILDFIRE THREAT
For thousands of years, fires have been a natural part of the ecosystem in southern California.

However, wildfires present a substantial hazard to life and property in communities built within or adjacent to hillsides and mountainous areas.

Due to its weather, topography, and native vegetation, the entire southern California area is at risk from wildland fires. The extended droughts characteristic of California’s Mediterranean climate result in large areas of dry vegetation that provide fuel for wildland fires. Furthermore, the native vegetation typically has a high oil content that makes it highly flammable. The area is also intermittently impacted by Santa Ana winds, the hot, dry winds that blow across southern California in the spring and late fall.

If ignited structures sustain and transmit the fire from one building to the next, a catastrophic fire can ensure. Insurance carries consider a fire a catastrophe if it triggers at least $25 million in claims or more than 1,000 individual claims. The Oakland Hills firestorm of October 1991 was such an event. Firestorms, especially in areas of wildland-urban interfaces can be particularly dangerous and complex, posing a severe threat to public and firefighter safety, and causing devastating losses of both life and property. Continuous planning, preparedness, and education are required to reduce the fire hazard potential, and to limit the destruction caused by fires.

HISTORIC FIRES IN SOUTHERN CALIFORNIA
Large fires have been part of the southern California landscape for millennia. Written documents reveal that during the 19th century human settlement of southern California altered the fire regime of coastal California by increasing the fire frequency. This was an era of very limited fire suppression, and yet like today, large fires covering tens of thousands of acres were not uncommon. One of the largest fires in Los Angeles County (60,000 acres) occurred in 1878, and the largest fire in Orange County’s history, in 1889, was over half a million acres.

The “Station Fire” of 2009 burned over 160,000 acres and destroyed over 200 structures. The fire began in the Angeles National Forest near the U.S. Forest Service ranger station just north of La Cañada Flintridge. The fire threatened many of the homes on the northern side of the City, as well as neighboring communities. Many La Cañada Flintridge residents were forced to evacuate their homes due to the threat. Two firefighters were killed while responding to the blaze. The “Station Fire” is the 10th largest in modern California history, and the largest wildfire in the modern history of Los Angeles County (based on acres burned).

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TABLE: TOP 20 DEADLIEST CALIFORNIA WILDFIRES
Fire Name Date County Acres Structures Deaths
Camp November
2018
Butte 153,336 18,804 85
Griffith Park October 1933 Los Angeles 47 0 29
Tunnel – Oakland
Hills
October 1991 Alameda 1,600 2,900 25
Tubbs October 2017 Napa &
Sonoma
36,807 5,643 22
North Complex August 2020 Butte, Plumas,
& Yuba
318,395 2,352 15
Cedar October 2003 San Diego 273,246 2,820 15
Rattlesnake July 1953 Glenn 1,340 0 15
Loo November
1966
Los Angeles 2,028 0 12
Hauser Creek October 1943 San Deigo 13,145 0 11
Inaja November
1956
San Deigo 43,904 0 11
Iron Alps
Complex
August 2008 Trinity 105,855 10 10
Redwood Valley October 2017 Mendocino 36,523 544 9
Harris October 2007 San Diego 90,440 548 8
Canyon August 1968 Los Angeles 22,197 0 8
Carr July 2018 Shasta County,
Trinity
229,651 1,614 8
LNU Lightning
Complex
August 2020 Napa, Solano,
Sonoma, Yolo,
Lak, & Colusa
363,220 1,491 6
Atlas October 2017 Napa & Solano 51,624 781 6
Decker August 1959 Riverside 1,425 1 6
Hacienda September
1955
Los Angeles 1,150 0 6
https://fire.ca.gov “Top 20 Deadliest California Wildfires” 4/28/2021 “Structures” is meant to include all loss – homes and outbuildings, etc.

RISK ASSESSMENT FOR SAN MARINO
San Marino has designated the northwest portion of the city as being in a very high fire hazard severity zone. Thus, a small area of the city has been identified as a potential for urban interface brush fires. The topography is ranging from gradual slopes to moderate hillsides. However, the substantial tree canopy within the city makes the entire city vulnerable for a significant wildfire event.

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Although the greatest wildfire risk is contained in the northwest portion of the City, the citywide presence of many homes with wood shake and shingle roofs also presents a significant threat from ember cast from vegetation or structure fires.

WILDFIRE CHARACTERISTICS
There are three categories of interface fire:

1. The classic wildland/urban interface exists where well-defined urban and suburban development presses up against open expanses of wildland areas;

2. The mixed wildland/urban interface is characterized by isolated homes, subdivisions and small communities situated predominantly in wildland settings; and,

3. The occluded wildland/urban interface exists where islands of wildland vegetation occur inside a largely urbanized area. This latter category applies to San Marino.

Certain conditions must be present for significant interface fires to occur. The most common conditions include: hot, dry and windy weather; the inability of fire protection forces to contain or suppress the fire; the occurrence of multiple fires that overwhelm committed resources; and a large fuel load (dense vegetation). Once a fire has started, several conditions influence its behavior, including fuel topography, weather, drought and development.

THE INTERFACE
One challenge Southern California faces regarding the wildfire hazard is from the increasing number of houses being built on the urban/wildland interface. Every year the growing population has expanded further and further into the hills and mountains, including forest lands. The increased "interface" between urban/suburban areas and the open spaces created by this expansion has produced a significant increase in threats to life and property from fires and has pushed existing fire protection systems beyond original or current design and capability. Property owners in the interface are not aware of the problems and threats they face. Therefore, many owners have done very little to manage or offset fire hazards or risks on their own property.

Furthermore, human activities increase the incidence of fire ignition and potential damage.

FUEL
Fuel is the material that feeds a fire and is a key factor in wildfire behavior. Fuel is classified by volume and by type. Volume is described in terms of "fuel loading", or the amount of available vegetative fuel.

The type of fuel also influences wildfire. Chaparral is a primary fuel of Southern California wildfires. Chaparral habitat ranges in elevation from near sea level to over 5,000' in Southern California. Chaparral communities experience long dry summers and receive most of their annual precipitation from winter rains.

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Although chaparral is often considered as a single species, there are two distinct types; hard chaparral and soft chaparral. Within these two types are dozens of different plants, each with its own particular characteristics.

In general, chaparral community plants have adapted to fire through the following methods; a) fire induced flowering; b) bud production and sprouting subsequent to fire; c) in-soil seed storage and fire stimulated germination; and d) on plant seed storage and fire stimulated dispersal.

An important element in understanding the danger of wildfire is the availability of diverse fuels in the landscape, such as natural vegetation, manmade structures and combustible materials. A house surrounded by brushy growth rather than cleared space allows for greater continuity of fuel and increases the fire’s ability to spread. After decades of fire suppression “dog-hair" thickets have accumulated, which enable high intensity fires to flare and spread rapidly.

TOPOGRAPHY
Topography influences the movement of air, thereby directing a fire course. For example, fire travels faster upslope. Gulches and canyons can funnel air and act as chimneys, which intensify fire behavior and cause the fire to spread faster.

Solar heating of dry, south-facing slopes produces up slope drafts that can complicate fire behavior. Unfortunately, hillsides with hazardous topographic characteristics are also desirable residential areas in many communities. This underscores the need for wildfire hazard mitigation and increased education and outreach to homeowners living in interface areas.

WEATHER
Weather patterns combined with certain geographic locations can create a favorable climate for wildfire activity. Areas where annual precipitation is less than 30 inches per year are extremely fire susceptible. High-risk areas in Southern California share a hot, dry season in late summer and early fall when high temperatures and low humidity favor fire activity. The so-called “Santa Ana” winds, which are heated by compression as they flow down to Southern California from Utah, create a particularly high risk, as they can rapidly spread what might otherwise be a small fire.

The San Marino area typically has mild winters that lead to an annual growth of grasses and plants.

This vegetation dries out during the hot summer months and is exposed to Santa Ana wind conditions in the fall. Winds in excess of 40 miles per hour are typical; gusts in excess of 100 miles per hour may occur locally. In the San Marino area, these winds tend to travel from northeast to southwest. However, when combined with winds generated from burning vegetation, wind direction is likely to be extremely erratic.

DROUGHT
Recent concerns about the effects of climate change, particularly drought, are contributing to concerns about wildfire vulnerability. The term drought is applied to a period in which an unusual scarcity of rain causes a serious hydrological imbalance.

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Unusually dry winters, or significantly less rainfall than normal, can lead to relatively drier conditions and leave reservoirs and water tables lower. Drought leads to problems with irrigation and may contribute to additional fires, or additional difficulties in fighting fires.

DEVELOPMENT
Growth and development in scrubland and forested areas is increasing the number of humanmade structures in Southern California interface areas. Wildfire has an effect on development, yet development can also influence wildfire. Owners often prefer homes that are private, have scenic views, are nestled in vegetation and use natural materials. A private setting may be far from public roads, or hidden behind a narrow, curving driveway. These conditions, however, make evacuation and firefighting difficult. The scenic views found along mountain ridges can also mean areas of dangerous topography. Natural vegetation contributes to scenic beauty, but it may also provide a ready trail of fuel leading a fire directly to the combustible fuels of the home itself.

WILDFIRE HAZARD ASSESSMENT

WILDFIRE HAZARD IDENTIFICATION
Wildfire hazard areas are commonly identified in regions of the wildland/urban interface. Ranges of the wildfire hazard are further determined by the ease of fire ignition due to natural or human conditions and the difficulty of fire suppression. The wildfire hazard is also magnified by several factors related to fire suppression/control such as the surrounding fuel load, weather, topography and property characteristics. Generally, hazard identification rating systems are based on weighted factors of fuels, weather and topography.

The following table illustrates a rating system to identify wildfire hazard risk (with a score of 3 equaling the most danger and a score of 1 equaling the least danger.) Table: Hazard Identification Rating System
Category Indicator Rating
Roads and Signage Steep; narrow; poorly signed 3
One or two of the above 2
Meets all requirements 1
Water Supply None, except domestic 3
Hydrant, tank, or pool over 500 feet away 2
Hydrant, tank, or pool within 500 feet 1
Location of the Structure Top of steep slope with brush/grass below 3 Mid-slope with clearance 2
Level with lawn, or watered groundcover 1
Exterior Construction Combustible roofing, open eaves, combustible siding 3
One or two of the above 2
Non-combustible roof, boxed eaves, noncombustible siding 1

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In order to determine the "base hazard factor" of specific wildfire hazard sites and interface regions, several factors must be taken into account. Categories used to assess the base hazard factor include:
• Topographic location, characteristics and fuels;
• Site/building construction and design;
• Site/region fuel profile (landscaping);
• Defensible space;
• Accessibility;
• Fire protection response; and
• Water availability.

The use of Geographic Information System (GIS) technology in recent years has been a great asset to fire hazard assessment, allowing further integration of fuels, weather and topography data for such ends as fire behavior prediction, watershed evaluation, mitigation strategies and hazard mapping.

VULNERABILITY AND RISK
Southern California residents are served by a variety of local fire departments as well as county, state and federal fire resources. Data that includes the location of interface areas in the county can be used to assess the population and total value of property at risk from wildfire and direct these fire agencies in fire prevention and response.

Key factors included in assessing wildfire risk include ignition sources, building materials and design, community design, structural density, slope, vegetative fuel, fire occurrence and weather, as well as occurrences of drought.

The National Wildland/Urban Fire Protection Program has developed the Wildland/Urban Fire Hazard Assessment Methodology tool for communities to assess their risk to wildfire. For more information on wildfire hazard assessment refer to http://www.Firewise.org.

COMMUNITY WILDFIRE ISSUES
WHAT IS SUSCEPTIBLE TO WILDFIRE?
The hills and mountainous areas of Southern California are considered to be interface areas. The development of homes and other structures is encroaching onto the wildlands and is expanding the wildland/urban interface. The interface neighborhoods are characterized by a diverse mixture of varying housing structures, development patterns, ornamental and natural vegetation and natural fuels.

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In the event of a wildfire, vegetation, structures and other flammables can merge into unwieldy and unpredictable events. Factors important to the fighting of such fires include access, firebreaks, proximity of water sources, distance from a fire station and available firefighting personnel and equipment. Reviewing past wildland/urban interface fires shows that many structures are destroyed or damaged for one or more of the following reasons:
• Combustible roofing material;
• Wood construction;
• Structures with no defensible space;
• Fire department with poor access to structures;
• Subdivisions located in heavy natural fuel types;
• Structures located on steep slopes covered with flammable vegetation; • Limited water supply; and
• Winds over 30 miles per hour.

THE THREAT OF URBAN CONFLAGRATION
Although communities without an urban/wildland interface are much less likely to experience a catastrophic fire, in Southern California there is a scenario where any community might be exposed to an urban conflagration similar to the fires that occurred following the 1906 San Francisco earthquake. San Marino may be at a higher risk for a catastrophic fire due to the presence of wood shake and shingle roofs.

Large fires following an earthquake in an urban region are relatively rare phenomena, but have occasionally been of catastrophic proportions. The two largest peace-time urban fires in history, 1906 San Francisco and 1923 Tokyo, were both caused by earthquakes.

The fact that fire following earthquake has been little researched or considered in the United States is particularly surprising when one realizes that the conflagration in San Francisco after the 1906 earthquake was the single largest urban fire, and the single largest earthquake loss, in U.S. history. The loss over three days of more than 28,000 buildings within an area of 12 km2 was staggering: $250 million in 1906 dollars, or about $5 billion at today’s prices.

The 1989 Loma Prieta Earthquake, the 1991 Oakland hills fire, and Japan’s recent Hokkaido Nansei-oki Earthquake all demonstrate the current, real possibility of a large fire, such as a fire following an earthquake, developing into a conflagration. In the United States, all the elements that would hamper fire-fighting capabilities are present: density of wooden structures, limited personnel and equipment to address multiple fires, debris blocking the access of fire-fighting equipment, and a limited water supply.

Thus in Southern California, this scenario highlights the need for fire mitigation activity in all sectors of the region, urban/wildland interface or not.

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WHAT IS VULNERABLE IN SAN MARINO?
The City of San Marino is not located in a Very High Fire Hazard Severity Zone according to the CAL FIRE- Fire Hazard Severity Zone Map (FHSZS06_3) of Los Angeles County.

However, this does not immune the City from wildfires especially in the Fire Enhancement Zone located in the northwest portion of the city due to the presence of wood shake roofs. All homes in the City should still be considered vulnerable should a wildfire break out within the city or adjacent cities.

WILDFIRE IMPACT ON SAN MARINO
The wildfire potential that encompasses the entire City of San Marino identifies a residential population that would have a severe economic impact in this jurisdiction. This City is primarily residential structures. The economic impact of a wildfire in this area should homes be lost would be in the tens of millions.

Road Access
Road access is a major issue for all emergency service providers. As development encroaches into the rural areas of the county, the number of houses without adequate turn-around space is increasing. In many areas, there is not adequate space for emergency vehicle turnarounds in single-family residential neighborhoods, causing emergency workers to have difficulty doing their jobs because they cannot access houses.

As fire trucks are large, firefighters are challenged by narrow roads and limited access, when there is inadequate turn around space, the firefighters can only work to remove the occupants, but cannot safely remain to save the threatened structures.

Water Supply
Firefighters can be faced with limited water supply and lack of hydrant outlets. Pump supplied water distribution areas can become unusable if the wildfire should disrupt electricity to the area causing the water pumps to fail.

WILDFIRE MITIGATION ACTIVITIES
Existing mitigation activities include current mitigation programs and activities that are being implemented by county, regional, state, or federal agencies or organizations.

LOCAL PROGRAMS
In Southern California, there are dozens of independent local fire departments as well as large county wide consolidated fire districts. Although each district or department is responsible for fire related issues in specific geographic areas, they work together to keep Southern California residents safe from fire. Although fire agencies work together to fight urban/wildland interface fires, each separate agency may have a somewhat different set of codes to enforce for mitigation activities.

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The fire departments and districts provide essential public services in the communities they serve and their duties far surpass extinguishing fires. Most of the districts and departments provide other services to their jurisdictions, including Emergency Medical Services who can begin treatment and stabilize sick and injured patients in emergency situations. All of the fire service providers in the county are dedicated to fire prevention and use their resources to educate the public to reduce the threat of the fire hazard, especially in the wildland/urban interface. Fire prevention professionals throughout the county have taken the lead in providing many useful and educational services to Southern California residents. Specifically, in San Marino the following programs are available:
• Home fire safety inspections;
• Assistance developing home fire escape plans;
• Business Inspections;
• Community Emergency Response Team (CERT) training;
• Neighborhood Watch meetings:
• Public Safety presentations;
• Fire cause determination;
• Counseling for juvenile fire-setters;
• Teaching fire prevention in schools;
• Answering citizens' questions regarding fire hazards.

INTERFACE FIRE EDUCATION PROGRAMS AND ENFORCEMENT
Fire protection in urban/wildland interface areas relies heavily on the landowner’s personal initiative to take measures to protect his or her own property. Therefore, public education and awareness may play a greater role in interface areas. In those areas with strict fire codes, property owners who are resistant to maintaining the minimum brush clearances may be cited for failure to clear brush.

FIRE CODES
The City of San Marino shall enforce the brush clearance requirements specified in the California Fire Code (2013 Edition) with local amendments. The Fire Code requirements include:
• Remove from the property all hazardous vegetation, except as otherwise provided herein, if such vegetation is within 100 feet (30.480 m) of a building, within ten (10) feet (3.048 m) of a combustible fence, or within ten (10) feet (3.048 m) of any portion of any highway, street, alley, or driveway improved or used for vehicular travel or other vehicular purposes.
• For areas considered extremely hazardous, the inspecting fire officer, with the approval of the Fire Chief, may require an additional 100 feet of clearance for a total of 200 feet minimum clearance away from any structure.

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• Keep all trees, shrubs, and other vegetation or portions thereof, adjacent to or overhanging any building or structure free of dead limbs, branches, and other combustible matter.
• Maintain 5 feet (1.524 m) of vertical clearance between roof surfaces and portions of trees or shrubs overhanging any building or structure.
• Remove any portion of a tree or shrub which extends within 15 feet (3.048 m) of the outlet of a chimney or stovepipe.

The mission of the San Marino Fire Department is to prepare the community to prevent or manage the most likely emergencies, to mitigate those that cannot be prevented, and to protect those we serve from the adverse effects of all hazards.

HAZARD MITIGATION GRANT PROGRAM
Following a major disaster declaration, the FEMA Hazard Mitigation Grant Program provides funding for long-term hazard mitigation projects and activities to reduce the possibility of damages from all future fire hazards and to reduce the costs to the nation for responding to and recovering from the disaster.

NATIONAL WILDLAND/URBAN INTERFACE FIRE PROTECTION PROGRAM Federal agencies can use the National Wildland/Urban Interface Fire Protection Program to focus on wildland/urban interface fire protection issues and actions. The Western Governors' Association (WGA) can act as a catalyst to involve state agencies, as well as local and private stakeholders, with the objective of developing an implementation plan to achieve a uniform, integrated national approach to hazard and risk assessment and fire prevention and protection in the wildland/urban interface.

The program helps states develop viable and comprehensive wildland fire mitigation plans and performance-based partnerships.

OTHER MITIGATION PROGRAMS AND ACTIVITIES
Some areas of the country are facing wildland/urban issues collaboratively. These are model programs that include local solutions. Summit County, Colorado, has developed a hazard and risk assessment process that mitigates hazards through zoning requirements. In California, the Los Angeles County Fire Department has retrofitted more than 100 fire engines with fire retardant foam capability and San Marino’s fire engines already have this ability.

WILDFIRE RESOURCE DIRECTORY

LOCAL RESOURCES
The San Marino Fire Department is responsible for fire suppression on all private and public lands within the City of San Marino. The San Marino Fire Department constantly monitors the fire hazard in the City and has ongoing programs for investigation and alleviation of hazardous

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situations. Firefighting resources in the immediate San Marino area include the San Marino Fire Department and neighboring mutual aid city departments.

The Fire Department provides a full range of fire and life safety services to the residents and visitors of the City of San Marino. The service objectives of the fire department are currently achieved by maintaining one strategically located fire station within the community. Residents benefit from prompt response of emergency service units. The units average less than 4 minutes to any location in the city. The Fire Department provides effective fire suppression, emergency medical care, fire prevention and brush abatement, hazardous materials emergency response and inspection, fire cause investigation, and special services to the community. Firefighters are deployed on a forty-eight hour basis to assist residential and corporate citizens in preventing and controlling fires, treating and transporting the sick and injured, and minimizing losses when unfortunate accidents occur.

San Marino has mutual aid and automatic aid agreements with adjacent cities as a participant in the Verdugo System. These agreements obligate the departments to help each other under predefined circumstances. Automatic aid agreements obligate the nearest fire company to respond to a fire regardless of the jurisdiction. Mutual aid agreements obligate fire department resources to respond outside of their districtupon request for assistance.

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HAZARD ANALYSIS – WINDSTORM

WINDSTORM THREAT TO THE CITY OF SAN MARINO
Severe windstorms pose a significant risk to life and property in the region by creating conditions that disrupt essential systems such as public utilities, telecommunications, and transportation routes. High winds can and do occasionally cause tornado-like damage to local homes and businesses. Severe windstorms can present a very destabilizing effect on the dry brush that covers local hillsides and urban wildland interface areas. High winds can have destructive impacts, especially to trees, power lines, and other utility services.

WINDSTORM CHARACTERISTICS IN SOUTHERN CALIFORNIA

MOUNTAIN WAVE ACTIVITY
Mountain waves are very difficult to predict, and are very rare. Mountain waves are typically observed near large mountain ranges when the large-scale winds are perpendicular to the mountain ranges. The East to West orientation of the San Gabriel Mountains plays an important role in damaging northerly wind event that impact the San Gabriel Valley. These mountain waves can produce very strong wind gusts in a narrow area along the foothills and can also create strong turbulence which adversely affects aviation. A severe mountain wave windstorm occurred on December 1, 2011 and resulted in significant damage in the foothills and valley communities of the San Gabriel Valley. These NNE winds produced damaging gusts clocked that day at 97 mph.

SANTA ANA WINDS AND TORNADO-LIKE WIND ACTIVITY
Based on local history, most incidents of high winds in the City of San Marino are the result of the Santa Ana wind conditions or microbursts. While high impact incidents are not frequent in the area, significant Santa Ana Wind events have been known to negatively impact the local community.

SANTA ANA WINDS – DEFINITION
Santa Ana winds are generally defined as warm, dry winds that blow from the east or northeast (offshore). 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).

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.

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These regional winds typically occur from October to March, and, according to most accounts, are named either for the Santa Ana River Valley where they originate or for the Santa Ana Canyon, southeast of Los Angeles, where they pick up speed. Santa Ana wind events, which are associated with NE to ENE winds for Los Angeles County, typically produce very little wind in the San Gabriel Valley.

WHAT ARE MICROBURSTS?
Unlike tornados, microbursts are strong, damaging winds which strike the ground and often give the impression a tornado has struck. They frequently occur during intense 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.

Figure 6 – Wet and Dry Microbursts
University of Chicago storm researcher Dr. Ted Fujita first coined the term “downburst” to describe strong, downdraft winds flowing out of a thunderstorm cell that he believed were responsible for the crash of Eastern Airlines Flight 66 in June of 1975.

A downburst is a straight-direction surface wind in excess of 39 miles per hour caused by a smallscale, strong downdraft from the base of convective thundershowers and thunderstorms.

During Dr. Fujita’s investigations into the phenomena, he defined two sub- categories of downbursts: the larger macrobursts and small microbursts.

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. The microburst, on the other hand, is confined to an even smaller 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.

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Figure 7 – Subcategories of Downbursts
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.

Figure 8 – Formation of Downbursts
When the microburst wind hits an object on the ground such as a house, garage, or tree, it can flatten the buildings and strip limbs and branches from the tree. After striking the ground, the powerful outward running gust can wreak further havoc along its path.

Damage associated with a microburst is often mistaken for the work of a tornado, particularly directly under the microburst. However, damage patterns away from the impact area are characteristic of straight line winds rather than the twisted pattern of tornado damage.

Tornados, like those that occur every year in the Midwest and Southeast portions of the United States, are a rare phenomenon in most of California, with most tornado-like activity coming from microbursts.

LOCAL HISTORY OF WINDSTORM EVENTS
The following Santa Ana wind events were featured in news resources:

January 9, 2007
Pasadena Star News
MALIBU - A wildfire fanned by Santa Ana winds destroyed four seaside mansions and damaged at least two others as it spread over more than 20 acres in this celebrity enclave Monday, authorities said.

Flames boiled furiously out of the skeletons of multimilliondollar beach homes for about two hours until there was little left to burn. No injuries were reported, fire officials said.

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November 23, 2007
San Gabriel Valley Tribune
Fire conditions are critical today as Santa Ana winds are expected to return to much of Los Angeles and Ventura
counties.

The National Weather Service has issued a red flag warning and high wind advisory for the region. Low humidity - in the teens and single digits - is expected, service announced.

November 17, 2008
San Gabriel Valley Tribune
A wildfire that began Saturday morning in Corona quickly expanded, fueled by gusting Santa Ana winds.

The blaze, dubbed the Triangle Complex Fire, chewed
through more than 20,000 acres of brush, destroying more than 100 homes and menacing thousands more in Riverside, Orange, San Bernardino and Los Angeles counties.

December 1, 2011
Los Angeles Times
In the early morning hours of December 1, 2011, the foothill and valley communities of the San Gabriel Valley experienced a severe mountain wave wind event that resulted in significant damage.

Pasadena took the brunt of a windstorm that lashed Southern California on Wednesday night and Thursday morning. This event resulted in 13 Proclamations of Local Emergency;
350,000 residents in the San Gabriel Valley losing power, an estimated $40 million in damages and the shutdown of
aviation in Southern California.

While the effects of Santa Ana Winds are often overlooked, it should be noted that in 2003, two deaths in Southern California were directly related to the fierce condition. A falling tree struck one woman in San Diego and a second death occurred when a passenger in a vehicle was hit by a flying pickup truck cover launched by the Santa Ana winds.

WINDSTORM HAZARD IDENTIFICATION
A windstorm event in the region can range from short-term microburst activity lasting only minutes, to a long duration Santa Ana wind condition which may last for several days. This was the case in the December 2011 Santa Ana wind event. Windstorms in the City of San Marino and surrounding areas can cause extensive damage including the destruction of tree stands, road and highway infrastructure, and critical utility facilities. Fortunately, the City has not suffered any major incidents in the recent past.

VULNERABILITY AND RISK
With an analysis of the high wind and tornado events as depicted, we can deduce the common windstorm impact areas including the effect on life, property, utilities, infrastructure, and transportation. Additionally, if a windstorm disrupts power to local residential communities, the American Red Cross and City resources might be called upon for care and shelter duties.

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Displacing residents and utilizing City resources for shelter staffing and disaster cleanup can cause an economic hardship on the community.

Santa Ana Wind Illustration
Figure 9 – Santa Ana Wind Illustration
The illustration as follows shows clearly the direction of the Santa Ana winds as they travel from the stable, high pressure weather system called the great Basin High through the canyons and towards the low pressure system off the Pacific.

WHAT IS SUSCEPTIBLE TO WINDSTORMS

LIFE AND PROPERTY
Based on the history of the region, windstorm events can be expected, perhaps annually, across widespread areas of the region. Obviously, the City of San Marino and surrounding region can be adversely impacted during a windstorm event. This can result in the involvement of the City of San Marino’s emergency response personnel during a wide-ranging windstorm or microburst activity.

Both residential and commercial structures with weak reinforcement 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 damage.

Debris carried along by extreme winds can directly contribute to loss of life and indirectly to the failure of protective building envelopes, siding, or walls. When severe windstorms strike a

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community, downed trees, power lines, and damaged property can be major hindrances to emergency response and disaster recovery.

Table: The Beaufort Scale
The Beaufort scale illustrates the effect that varying wind speed can have on sea swells and structures.

Beaufort
Force
Speed
(MPH) Wind Description – State of Sea – Effects on Land 0 Less 1 Calm – Minor-like – Smoke rises vertically
1 1-3 Light – Air Ripples look like scales; No crests of foam – Smoke drift shows direction of wind, but wind vanes do not
2 4-7 Light Breeze – Small but pronounced wavelets; Crests do not break – Wind vanes move; Leaves rustle; You can feel wind on the face 3 8-12
Gentle Breeze – Large Wavelets; Crests break; Glassy foam; A few whitecaps – Leaves and small twigs move constantly; Small, light flags are extended
4 13-18 Moderate Breeze - Longer waves; Whitecaps - Wind lifts dust and loose paper; Small branches move
5 19-24 Fresh Breeze - Moderate, long waves; Many whitecaps; Some spray - Small trees with leaves begin to move
6 25-31 Strong Breeze - Some large waves; Crests of white foam; Spray - Large branches move; Telegraph wires whistle; Hard to hold umbrellas 7 32-38 Near Gale - White foam from breaking waves blows in streaks with the wind - Whole trees move; Resistance felt walking into wind 8 39-46
Gale - Waves high and moderately long; Crests break into spin drift, blowing foam in well-marked streaks - Twigs and small branches break off trees; Difficult to walk
9 47-54 Strong Gale - High waves with wave crests that tumble; Dense streaks of foam in wind; Poor visibility from spray - Slight structural damage 10 55-63
Storm - Very high waves with long, curling crests; Sea surface appears white from blowing foam; Heavy tumbling of sea; Poor visibility - Trees broken or uprooted; Considerable structural damage
11 64-73
Violent Storm - Waves high enough to hide small and medium sized ships; Sea covered with patches of white foam; Edges of wave crests blown into froth; Poor visibility - Seldom experienced inland; Considerable structural damage
12 >74
Hurricane - Sea white with spray. Foam and spray render visibility almost non-existent - Widespread damage. Very rarely experienced on land.

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UTILITIES
Historically, falling trees 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. For example, tree limbs breaking in winds of only 45 mph can be thrown over 75 feet. As such, overhead power lines can be damaged even in relatively minor windstorm 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.

INFRASTRUCTURE
Windstorms can damage buildings, power lines, and other property and infrastructure due to falling trees and branches. During wet winters, saturated soils cause trees to become less stable and more vulnerable to uprooting from high winds.

Windstorms can result in collapsed or damaged buildings or blocked roads and bridges, damaged traffic signals, streetlights, and parks, among others. Roads blocked by fallen trees during a windstorm may 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. Industry and commerce can suffer losses from interruptions in electric services and from extended road closures. They can also sustain direct losses to buildings, personnel, and other vital equipment. There are direct consequences to the local economy resulting from windstorms related to both physical damages and interrupted services.

INCREASED FIRE THREAT
Perhaps the greatest danger from windstorm activity in Southern California comes from the combination of the Santa Ana winds with the major fires that occur every few years in the urban/wildland interface.

With the Santa Ana winds driving the flames, the speed and reach of the flames is even greater than in times of calm wind conditions. The higher fire hazard raised by a Santa Ana wind condition requires that even more care and attention be paid to proper brush clearances on property in the wildland/urban interface areas. Also with the Santa Ana winds comes an increased potential for dramatic fire spread between structures.

TRANSPORTATION
Windstorm activity can have an impact on local transportation in addition to the problems caused by downed trees and electrical wires blocking streets and highways. During periods of extremely strong Santa Ana winds, major highways can be temporarily closed to truck and recreational vehicle traffic. However, typically these disruptions are not long lasting, nor do they carry a severe long term economic impact on the region.

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EXISTING WINDSTORM MITIGATION ACTIVITIES
Figure 10 – Windstorm Mitigation
As stated, one of the most common problems associated with windstorms is power outage. High winds commonly occur during winter storms, and can cause trees to bend, sag, or fail (tree limbs or entire trees), coming into contact with nearby distribution power lines. Fallen trees can cause short-circuiting and conductor overloading. Wind-induced damage to the power system causes power outages to customers, incurs cost to make repairs, and in some cases can lead to ignitions that start residential and wild land fires.

One of the strongest and most widespread existing mitigation strategies pertains to tree clearance. Currently, California State Law requires utility companies to maintain specific clearances (depending on the type of voltage running through the line) between electric power lines and all vegetation.

Enforcement of the following California Public Resource Code Sections provides guidance on tree pruning regulations.
• 4293: Power Line Clearance Required
• 4292: Power Line Hazard Reduction
• 4291: Reduction of Fire Hazards Around Buildings
• 4171: Public Nuisances
The following pertain to tree pruning regulations and are taken from the California Code of Regulations:
• Title 14: Minimum Clearance Provisions
• Sections: 1250 – 1258
• General Industry Safety Orders

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• Title 8: Group 3: Articles 12, 13, 36,3 7, 38
• California Penal Code: Section 385
Figure 11 – Power Line Clearance Required
Finally, the following California Public Utilities commission section has additional guidance:
• California Public Utilities Commission
• General Order 95: Rule 35

HOMEOWNER LIABILITY
Failure to allow a utility company to comply with the law can result in liability to the homeowner for damages or injuries resulting from a vegetation hazard. Many insurance companies do not cover these types of damages if the policy owner has refused to allow the hazard to be eliminated.

The power companies, in compliance with the above regulations, collect data about tree failures and their impact on power lines. This mitigation strategy assists the power company in preventing future tree failures. From the collection of this data, the power company can advise residents as to the most appropriate vegetative planting and pruning procedures. The local electric utility, Southern California Edison, provides extensive information on trees and power lines at their website: https://www.sce.com.

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MANMADE HAZARDS

MANMADE HAZARD POTENTIAL FOR SAN MARINO
Manmade hazards differ from natural hazards as they result directly from the actions of people.

There are two types of identifiable manmade hazards: technological hazards and terrorism.

Technological hazards, such as hazardous material spills, may result from the improper handling or transportation of toxic chemicals, infectious substances, or radioactive materials. Terrorism encompasses intentional, criminal and malicious acts involving weapons of mass destruction (deployment of biological, chemical, nuclear, and radiological weapons) and conventional weapons (use of arson, incendiary explosives, armed attacks, intentional hazardous material release, and cyber-terrorism). Some manmade hazards such as aviation disasters and explosions may fall under the technological or terrorism heading depending upon the circumstances.

While preventing every accident or deliberate attack is not possible, reducing the likelihood and/or the potential effects of an incident through mitigation is well within this Plan.

TECHNOLOGICAL HAZARDS
GAS PIPELINE – GARFIELD
Pipelines transporting hazardous materials that, when released, can posea danger to public and private property – sometimes just inches below thesurface, these releases can threaten people as well as the natural environment near the pipeline. Pipeline failures are characterized as lowprobability, high-consequence events. They do not happen often; however, the residents of any community that have experienced a significant pipeline failure are likely, in retrospect, to wish they had become more aware of the pipeline and informed of the potential risk.

The Garfield Gas Pipeline is one of many gas pipelines that carries natural gas. The Garfield Pipeline represents a significant risk due to the size of the pipeline and the pressure of the gas being transported in the pipe. Natural gas is the predominant hazardous product transported by and associated with pipelines.

Pipelines can be located anywhere, including under streets, sidewalks one of these pipelines while digging, planting or doing demolition work can cause serious injury, property damage and loss of utility service. The Southern California Gas Company should be notified days before excavating.

Underground Service Alert will coordinate with SoCalGas® and other utility owners in the area to mark the locations of buried utility-owned lines at no charge. Residents can also request a ticket online through https://call811.com/. The Underground Service Alert is available between 6 a.m. and 7 p.m., Monday through Friday (excluding holidays).

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Map of Garfield Avenue Natural Gas Pipeline
Figure 12 – Garfield Avenue Gas Pipeline
• Dark Blue Transmission Lines: Generally large diameter pipelines that operate at pressures above 200 psi and transport gas from supply points to the gas distribution system.
• Light Blue High-Pressure Distribution Lines: Pipelines that operate at pressures above 60 psi and deliver gas in smaller volumes to the lower pressure distribution system. • Accuracy of pipeline locations can vary +/- 500 feet. Residents should be advised to call 811 before digging.

Pipelines and Informed Planning Alliance
Following the 2015 publication of PIPA Recommended Practices, the PIPA team, a group of representative stakeholders, began looking at ways to promote the recommended practices and encourage affected stakeholders to adopt and implement them. Through this effort the team became aware of State, local, and tribal hazard mitigation plans required under the Robert T.

Stafford Act4 and administered by the Federal Emergency Management Agency (FEMA).

The PIPA team, in coordination with PHMSA and FEMA, recognized that many of the PIPA recommended practices are, in effect, hazard mitigation strategies and determined that the PIPA recommended practices could be implemented by local communities into the framework of hazard mitigation plans. Mitigation is commonly defined as sustained actions taken to reduce or eliminate long-term risk to people, property, and the environment from hazards and their effects.

Hazard mitigation focuses attention and resources on community policies and actions that will

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produce successive benefits over time. Hazard mitigation strategies include both structural measures, such as strengthening or protecting buildings and infrastructure from the destructive forces of potential hazards, and nonstructural measures, such as the adoption of sound land-use policies or the creation of public awareness programs.

Source: 2015 Hazard Mitigation Planning: Practices for Land Use Planning and Development near Pipelines Prepared by the Pipelines and Informed Planning Alliance (PIPA).

WEB RESOURCES
“Know what’s below…Call before you dig” - One Call Center https://www.call811.com
Pipeline Association for Public Awareness
https://www.pipelineawareness.org
Pipeline and Hazardous Materials Safety Administration, U.S. Department of Transportation https://www.phmsa.dot.gov
National Pipeline Mapping System
https://www.npms.phmsa.dot.gov/
Common Ground Alliance (Underground Damage Prevention Programs) https://commongroundalliance.com
National Association of State Fire Marshals Pipeline Emergencies https://www.pipelineemergencies.com
National Emergency Number Association Pipeline Emergencies Operations Standard https://www.nena.org/page/PipelineEmergStnd
Pipeline Information from the Web and Mobile Device
https://www.pipelinesnearby.com
Responding to Utility Emergencies on-line training
https://papa.rtueonline.com/
Hydraulic Fracturing
https://www.fracfocus.org/
Chevron Pipe Company
https://www.chevron.com/operations/transportation/chevron-pipe-line-company

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HAZARDOUS MATERIALS
Technological hazards involving hazardous material releases can occur at facilities (fixed site) or along transportation routes (off-site). They can occur because of human carelessness, technological failure, intentional acts (terrorism), and natural acts. A hazardous materials release, depending on the substance involved and type of release, can directly cause injuries and death and contaminate air, water, and soils. While the probability of a hazardous materials releases at either a fixed site or along local transportation corridors is exceedingly low, the consequences of the release of these materials are very serious.

FIXED SITE HAZARDOUS MATERIALS CHARACTERISTICS IN SAN MARINO Location Purpose Hazard
Leon’s Unocal Gas Station Gasoline
Chevron Gas Station Gasoline
Tyree’s Auto Repair Service Station Various Chemicals
Huntington Service Center Service Station Various Chemicals San Marino High School Education Various Chemicals
This list is for illustrative purposes only and should not be construed to be exhaustive.

OFF-SITE HAZARDOUS MATERIALS CHARACTERISTICS IN SAN MARINO The greatest probability of a major hazardous material incident is from a transportation accident.

San Marino has three major highways (Interstate 10; Interstate 110 and Interstate 210) that surround it. All are major transportation corridors in the greater Los Angeles and Southern California area.

A large number of the trucks that transport goods throughout the Los Angeles area pass through the area described above. A great number of them are transporting cargo along these transportation corridors that is considered hazardous material.

HISTORICAL INCIDENTS OF HAZARDOUS MATERIALS RELEASE
To date, the City of San Marino has been fortunate to escape the impact of a major hazardous materials release. However, there have been a number of very minor incidents that are consistent with the characteristics of a community like San Marino.

Most hazardous materials incidents have occurred in the transport corridors such as freeways and other major transport arteries. The most significant of these releases have consisted of petroleum products such as gasoline and diesel fuel. Previous hazardous materials incidents do not accurately reflect the vulnerabilities that the City faces.

VULNERABILITY AND RISK
With the volume of traffic that flows along the transportation routes described above, there is a possibility that a hazardous materials release will occur as the result of an accident. An accident

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of this type would close the freeway or street for several hours requiring traffic to detour through San Marino streets. In the event of an accident involving a vehicle carrying hazardous materials such as a toxic gas, the populated business and residential areas would have to be evacuated.

HAZARDOUS MATERIALS INCIDENT RESPONSE
The City of San Marino has a mutual aid agreement with nearby fire departments from Burbank, Glendale, and Los Angeles County Fire Department (LACoFD). The Cities of Burbank or Glendale will respond to hazardous materials incidents within the City of San Marino. In the event of a hazardous materials incident, either City would provide a qualified hazardous materials response unit. In case a Burbank or Glendale unit is not available, the County of Los Angeles would be utilized to provide hazardous materials units to the City.

The San Marino Police Department (SMPD) is responsible for maintaining the free flow of traffic through the City’s transportation corridors and providing for the safety of the general public. In the event of a hazardous materials spill/release, it would be the SMPD’s responsibility to cordon off the area limiting access to only the appropriate emergency response personnel. In addition, SMPD personnel would be responsible for any necessary evacuations.

AVIATION DISASTERS
Aviation disasters that occur in heavily populated residential area can result in considerable loss of life and property. The impact of a disabled aircraft that strikes the ground creates the likely potential for multiple explosions resulting in intense fires. The resulting explosions and fires have the potential to cause injuries, fatalities, and the destruction of property at and adjacent to the impact point.

AVIATION DISASTER CHARACTERISTICS
Aviation disasters may occur due to mechanical failure, pilot error, or a deliberate act. The number of dead and injured persons along with the amount of property damage that occur from this type of disaster will be dependent upon the size of the aircraft involved, number of persons on the aircraft, location of the crash (residential, commercial, open field, etc.), and number of persons on the ground in the area of the impact. Damage assessment and disaster relief efforts associated with an air crash incident will require support from local governments, private organizations, and from state and local governmental and regulatory agencies.

HISTORIC INCIDENTS OF AVIATION DISASTER
There has never been an aviation disaster in San Marino.

VULNERABILITY AND RISK
The skies above San Marino are filled with commercial and private airplanes. San Marino is not in a major flight path of commercial airplanes inbound to the Los Angeles International Airport (LAX) or Burbank Airport (BUR). While there has never been an aviation disaster in San Marino,

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there is a moderate amount of vulnerability and risk that the first aviation disaster will occur due to the existence of surrounding air traffic.

AVIATION DISASTER RESPONSE
SMPD will also be responsible for perimeter security, access control, traffic/crowd control, evacuations, notifications, and safeguarding evidence. In accordance with ICS, the police department will request law enforcement mutual aid if needed to accomplish these functions. The department will work with Federal (FAA, NTSB), State, and other local law enforcement agencies in coordinating activities and the investigation of the incident.

The San Marino Fire Department will be the lead for any possible fire response, hazardous materials spills, and the medical/rescue operations.

The National Transportation Safety Board’s Family Assistance Plan outlines the roles and responsibilities of Federal, state and local jurisdictions. This document can be downloaded at https://www.ntsb.gov/tda/TDADocuments/Federal-Family-Plan-Aviation-Disasters-rev-12- 2008.pdf.

TERRORISM

TERRORISM AND WEAPONS OF MASS DESTRUCTION (WMD)
Terrorism is defined as the use of fear for intimidation, usually for political goals. Terrorism is a crime where the threat of violence is often as effective as the commission of the violent act itself.

Terrorism is a strategy used by individuals or groups to achieve their political goals through fear, physical injuries, economic losses, psychological trauma, and erosion of faith in government.

Terrorists often use WMDs to achieve their goals of causing mass casualties and panicking the public. WMD incidents are unlike other incidents as the situation may not be easily recognizable, there may be multiple events, first responders are placed at a higher risk of becoming casualties, contamination of critical facilities and large geographic areas may result, the scope of the incident may expand geometrically, there will be a stronger reaction from the public than with other types of incidents, support facilities may be affected, and specialized State and local response capabilities may quickly be overwhelmed.

TERRORIST TARGET CHARACTERISTICS
Throughout California there is a limitless number of targets including government offices, shopping areas, religious facilities, water storage facilities, financial institutions, schools, and utility infrastructures. San Marino is no different than other cities in the Los Angeles metropolitan area in that it contains a number of potential terrorist targets.

HISTORIC INCIDENTS OF TERRORISM/THREAT ANALYSIS
While there is no historic record of terrorist incidents occurring within the City of San Marino, the catastrophic attacks on the World Trade Center and Pentagon demonstrate that there are

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no domestic safe havens from terrorism. There is appropriate concern that the attacks witnessed in Tokyo, New York City, Oklahoma City, London, and Madrid could occur in California.

VULNERABILITY AND RISK
It is not possible to estimate the probability of a terrorist attack. The approach experts use to prioritize mitigation and preparedness efforts is to identify critical sites and assess the vulnerability of these sites to terrorist attack. Critical sites include those that are essential to the functioning of the city, contain critical assets, or would cause significant impacts if attacked. The City of San Marino is in close proximity to the City of Los Angeles, which is often identified as a probable target for terrorism.

Depending upon the type of attack, the City of San Marino will most likely be affected as it is close to downtown Los Angeles. San Marino also is home to governmental, financial, and the world-renowned Huntington Library. However, specific information related to the exact locations, probability, and magnitude of this type of manmade hazard is considered sensitive homeland security related information. Risk and specific loss estimates cannot be calculated because of the unpredictable and sensitive nature of terrorism.

TERRORIST INCIDENT RESPONSE
In the event of a terrorist action within the City of San Marino, the San Marino Police Department will be responsible for perimeter security, access control, traffic/crowd control, evacuations, notifications, and safeguarding evidence. In accordance with ICS, the police department will request law enforcement mutual aid if needed to accomplish these functions. The department will work with Federal, State, and other local law enforcement agencies in coordinating activities.

The San Marino Fire Department will be responsible for fire response, hazardous materials events, and medical/rescue operations.

COMMUNITY MANMADE HAZARD ISSUES
The impact upon the community will depend on the type and breadth of manmade hazard. While specialized resources will respond to the city to assist, it will take time for that assistance to arrive. Local public safety resources may be depleted causing delayed responses to emergency and routine community service requests.

Community panic, intense media interest, and a surge of patients at local hospitals and urgent care centers can be expected. Rapid assessment of the size and type of incident, activation of the ICS emergency management infrastructure, designation of injured field treatment and casualty collection points will be critical. Efforts to assess the situation and provide clear emergency management instructions to the public will be crucial. The following describe some concerns that may be expected from a manmade hazard incident.

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DOWNWIND EVACUATION
The release of a caustic substance may cause a plume that travels for miles. Evacuation of local residents as well as notification to neighboring jurisdictions’ emergency agencies will be necessary.

TRAFFIC RESTRICTIONS AND CONGESTION
Roads, freeways, and transit systems may be affected due to a manmade hazard incident. Panic may cause some residents to self-evacuate. As a result of this, traffic congestion and gridlock may occur. These factors will slow the response time for assisting agencies, specialized resources and equipment, and additional emergency services personnel.

HOSPITAL SURGE
Injured victims or persons that believe they’ve been injured or exposed to a toxic substance may leave the area of a manmade hazard incident and transport themselves to care facilities. The influx of persons seeking treatment will impact the availability of treatment facilities for persons being sent to those facilities by on-site emergency services personnel.

MANMADE HAZARDS MITIGATION ACTION ITEMS
The San Marino Police Department and Fire Department are a part of the Los Angeles Area Terrorist Early Warning Group (TEW). The TEW provides integrated threat and net assessment from a multi-jurisdictional perspective. Local law enforcement and city and county fire departments work with emergency management, FBI, Department of Health Services, as well as other state and local agencies. The TEW group supports field response in the preparation for and response to acts of terrorism. The TEW provides Unified Command Structure, gauges resource needs and shortfalls, continuously monitors situational awareness and status, and acts as the point of contact for inter-agency liaison in order to develop options for incident resolution courses of action. TEW also provides support for Terrorism and Infrastructure protection, Public Order (Riots/Disturbances), Civil-Military Interoperability for Urban Operations, Networked Threats and Emerging Threats, and Counterterrorism Technology Test Bed.

The Manmade Hazards mitigation action items provide direction on specific activities that organizations and residents in the City of San Marino can undertake to reduce risk and prevent loss from manmade events. Each action item is followed by ideas for implementation, which can be used by the Hazard Mitigation Planning Committee and local decision makers in pursuing strategies for implementation.

Mitigation action items appear in their order of priority at the time of submittal of this plan. This is not to negate the option to re-prioritize as may be necessitated by environmental, economic, feasibility or policy influences may dictate. Priorities were determined by the city departments responsible for the development of mitigation actions and their implementation.

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HAZARD RESOURCE DIRECTORY

LOCAL AND REGIONAL RESOURCES
Los Angeles County Fire Department
Hazard: Fire https://fire.lacounty.gov/
1320 N. Eastern Avenue Ph: (323) 881-2411
Los Angeles, CA 90063
Los Angeles County Public Works Department
Hazard: Earthquake, Flood, Landslide, Windstorm http://www.ladpw.org 900 S. Fremont Ave. Ph: (626) 458-5100
Alhambra, CA 91803
The Los Angeles County Department of Public Works protects property and promotes public safety through Flood Control, Water Conservation, Road Maintenance, Bridges, Buses and Bicycle Trails, Building and Safety, Land Development, Waterworks, Sewers, Engineering, Capital Projects and Airports
Sanitation Districts of Los Angeles County
Hazard: Flood https://www.lacsd.org/
1955 Workman Mill Road Ph: (562) 699-7411
Whittier, CA 90607 After Hours: (562) 699-7422
Southern California Earthquake Center (SCEC)
Hazard: Earthquake http://www.scec.org
3651 Trousdale Parkway, Suite 169 Ph: (213) 740-5483
Los Angeles, CA 90089-0742 Fax: (213) 740-0011
The Southern California Earthquake Center (SCEC) gathers new information about earthquakes in Southern California, integrates this information into a comprehensive and predictive understanding of earthquake phenomena, and communicates this understanding to end- users and the general public in order to increase earthquake awareness, reduce economic losses, and save lives.

STATE RESOURCES
California Department of Conservation – California Geological Survey (CGS) Hazard: Earthquake, Flood, Landslide http://www.conservation.ca.gov/cgs 801 K Street, MS 12-30 Ph: (916) 445-1825
Sacramento, CA 95814 Fax: (916) 445-5718
The California Geological Survey develops and disseminates technical information and advice on California’s geology, geologic hazards, and mineral resources.

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California Department of Conservation - Southern California Regional Office Hazard: Earthquake, Flood, Landslide http://www.conservation.ca.gov/ 320 West 4th St., Suite 850 Ph: (213) 239-0878
Los Angeles, CA 90013 Fax: (213) 239-0894
The Department of Conservation provides services and information that promote environmental health, economic vitality, informed land-use decisions and sound management of our state's natural resources.

California Department of Transportation (CalTrans)
Hazard: Earthquake, Landslide, Windstorm, Flood http://www.dot.ca.gov 100 South Main Street Ph: (213) 897-3656
Los Angeles, CA 90012
CalTrans is responsible for the design, construction, maintenance, and operation of the California State Highway System, as well as that portion of the Interstate Highway System within the state's boundaries. Alone and in partnership with Amtrak, CalTrans is also involved in the support of intercity passenger rail service in California.

California Department of Water Resources (DWR)
Hazard: Flood https://water.ca.gov/
1416 Ninth Street Ph: (916) 653-5791
Sacramento, CA 95814
California Division of Forestry and Fire Protection
Hazard: Landslide, Fire, Windstorm https://www.fire.ca.gov/ PO Box 944246 Ph: (916) 653-5123
1416 9th Street Fax: (916) 654-7661
Sacramento, CA 94244-2460
California Governor’s Office of Emergency Services (CalOES) Hazard: Earthquake, Flood, Landslide, Windstorm, Fire https://www.oes.ca.gov 3650 Schriever Avenue Ph: (916) 845-8510
Rancho Cordova, CA 95741-9047 Fax: (916) 845-8910
The Governor's Office of Emergency Services coordinates overall state agency response to major disasters in support of local government. The office is responsible for assuring the state's readiness to respond to and recover from natural, manmade, and war-caused emergencies, and for assisting local governments in their emergency preparedness, response and recovery efforts.

CalOES Southern Region I
Hazard: Earthquake, Flood, Landslide, Windstorm, Fire Contact: Dave Stone P.O. Box 27148 Ph: (916) 642-3837
Anaheim, CA 92809
California Office of the State Fire Marshal
Hazard: Fire https://osfm.fire.ca.gov/
2251 Harvard Street, Suite 400 Ph: (916) 568-3800

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Sacramento, CA 94244-2460
California Resources Agency
Hazard: Earthquake, Flood, Landslide, Windstorm, Fire http://resources.ca.gov/ 1416 Ninth Street, Suite 1311 Ph: (916) 653-5656
Sacramento, CA 95814 Fax: (916) 653-8102
The California Resources Agency restores, protects and manages the state's natural, historical and cultural resources for current and future generations using solutions based on science, collaboration and respect for all the communities and interests involved.

FEDERAL AND NATIONAL RESOURCES
American Public Works Association
Hazard: Earthquake, Flood, Landslide, Windstorm, Fire https://www.usace.army.mil/ 1200 Main Street, Suite 1400 Ph: (816) 472-6100
Kansas City, MO 64105-2100 Fax: (816) 472-1610
Army Corps of Engineers
Hazard: Flood https://www.usace.army.mil/
P.O. Box 532711 Ph: (213) 452-3946
Los Angeles, CA 90053-2325 Fax: (213) 452-4217
The Corps of Engineers administers a permit program to ensure that the nation’s waterways are used in the public interest. Any person, firm, or agency planning to work in waters of the United States must first obtain a permit from the Army Corps of Engineers. The Corps is responsible for the protection and development of the nation’s water resources, including navigation, flood control, energy production through hydropower management, water supply storage and recreation.

Building Seismic Safety Council (BSSC)
Hazard: Earthquake http://www.nibs.org
1090 Vermont Ave., N.W., Suite 700 Ph: (202) 289-7800
Washington, DC 20005 Fax: (202) 289-1092
The Building Seismic Safety Council (BSSC) develops and promotes building earthquake risk mitigation regulatory provisions for the nation.

Bureau of Reclamation
Hazard: Flood https://www.usbr.gov/
California-Great Basin Regional Office Ph: (916) 978-5100 Federal Office Building Fax: (916) 978-5005
2800 Cottage Way
Sacramento, CA 95825-1898
The mission of the Bureau of Reclamation is to manage, develop, and protect water and related resources in an environmentally and economically sound manner in the interest of the American public. The Bureau provides leadership and technical expertise in water resources development and in the efficient use of water through initiatives including conservation, reuse,

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and research. It protects the public and the environment through the adequate maintenance and appropriate operation of Reclamation's facilities and manages Reclamation's facilities to fulfill water user contracts and protect and/or enhance conditions for fish, wildlife, land, and cultural resources.

Federal Emergency Management Agency (FEMA) Region IX
Hazard: Earthquake, Flood, Landslide, Windstorm, Fire http://www.fema.gov 1111 Broadway, Suite 1200 Ph: (510) 627-7100
Oakland, CA 94607 Fax: (510) 627-7112
The Federal Emergency Management Agency is tasked with responding to, planning for, recovering from and mitigating against disasters.

The Federal Insurance and Mitigation Administration manages the National Flood Insurance Program (NFIP) and a range of programs designed to mitigate against future losses from all hazards including floods, earthquakes, tornadoes, and other natural disasters. (https://www.fema.gov/about/offices/insurance-mitigation) Firewise USA
Hazard: Fire https://www.firewise.org
1 Batterymarch Park
Quincy, MA 02169
Firewise USA is a program produced by the NFPA in cooperation with the United States Forest Service. Firewise maintains a Website designed for people who live in wildfire prone areas, but it also can be of use to local planners and decision makers. The site offers online wildfire protection information and checklists, as well as listings of other publications, videos and conferences.

Insurance Institute for Business & Home Safety
Hazard: Earthquake, Flood, Landslide, Windstorm, Fire http://www.ibhs.org 4775 E. Fowler Avenue Ph: (813) 286-3400
Tampa, FL 33617 Fax: (813) 286-9960
The Institute for Business & Home Safety (IBHS) is a nonprofit association that engages in communication, education, engineering and research. The Institute works to reduce deaths, injuries, property damage, economic losses and human suffering caused by natural disasters.

National Fire Protection Association (NFPA)
Hazard: Fire https://www.nfpa.org/
1 Batterymarch Park Ph: (800) 344-3555
Quincy, MA 02169
This is the principal federal agency involved in the National Wildland/Urban Interface Fire Protection Initiative. NFPA has information on the Initiatives programs and documents.

National Flood Insurance Program (NFIP)
Hazard: Flood https://www.fema.gov/flood-insurance
500 C Street, S.W. Ph: (877) 336-2627
Washington, DC 20472

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In Southern California, many cities lie within flood zones as defined in FEMA Flood Maps. The City of San Marino is not a community within a designated flood zone. Flood insurance is available to citizens in communities that adopt and implement NFIP building standards. The standards are applied to development that occurs within a delineated floodplain, a drainage hazard area, and properties within 250 feet of a floodplain boundary.

National Interagency Fire Center (NIFC)
Hazard: Fire https://www.nifc.gov/
3833 Development Avenue Ph: (208) 387-5512
Boise, ID 83705-5354
The NIFC in Boise, Idaho is the nation’s support center for wildland firefighting. Seven federal agencies work together to coordinate and support wildland fire and disaster operations.

These agencies include the Bureau of Indian Affairs, Bureau of Land Management, Forest Service, Fish and Wildlife Service, National Park Service, National Weather Service and Office of Aircraft
National Resources Conservation Service (NRCS) US Department of Agriculture Hazard: Flood, Landslide https://www.nrcs.usda.gov/
1400 Independence Ave., SW Ph: (202) 720-7246
Room 6149-S Fax: (202) 720-7690
Washington, DC 20250
NRCS provides a suite of federal programs designed to assist state and local governments and landowners in mitigating the impacts of flood events. The Watershed Surveys and Planning Program and the Small Watershed Program provide technical and financial assistance to help participants solve natural resource and related economic problems on a watershed basis. The Wetlands Reserve Program and the Flood Risk Reduction Program provide financial incentives to landowners to put aside land that is either a wetland resource, or that experiences frequent flooding. The Emergency Watershed Protection Program (EWP) provides technical and financial assistance to clear debris from clogged waterways, restore vegetation, and stabilizing riverbanks. The measures taken under EWP must be environmentally and economically sound and generally benefit more than one property.

National Weather Service (NWS) Los Angeles Forecast Office Hazard: Flood, Windstorm https://www.weather.gov/lox/
520 North Elevar Street Ph: (805) 988-6610
Oxnard, CA 93030
NWS Office of Water Prediction
Hazard: Flood https://water.noaa.gov/
1325 East West Highway, SSMC2 [email protected]
Silver Spring, MD 20910
The mission of the Office of Water Prediction is to collaboratively research, develop and deliver timely and consistent, state-of-the-science national hydrologic analyses, forecast information, data, guidance, and equitable decision-support services to inform essential emergency management and water resources decisions across all time scales.

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United States Fire Administration (USFA)
Hazard: Fire https://www.usfa.fema.gov/
16825 S. Seton Ave. Ph: (800) 238-3358
Emmitsburg, MD 21727
As an entity of the Federal Emergency Management Agency, the mission of the USFA is to reduce life and economic losses due to fire and related emergencies through leadership, advocacy, coordination and support.

United States Geological Survey (USGS) Region 8 Office
Hazard: Earthquake, Landslide http://www.usgs.gov
6000 J Street, Placer Hall Ph: (916) 278-9551
Suite 5000
Sacramento, CA 95819
The USGS provides reliable scientific information to describe and understand the Earth; minimize loss of life and property from natural disasters; manage water, biological, energy, and mineral resources; and enhance and protect our quality of life.

USGS Landslide Hazards Program
Hazard: Landslides https://www.usgs.gov/natural-hazards/landslide-hazards DFC P.O. Box 25046, MS-966 Ph: (303) 273-8626
Denver, CO 80225
USGS Water Resources / California Water Science Center
Hazard: Flood https://www.usgs.gov/mission-areas/water-resources 6000 J Street, Placer Hall Ph: (916) 278-3000
Sacramento, CA 95819-6129 Fax: (916) 278-3070
This web page offers current US water news; extensive current (including real- time) and historical water data; numerous fact sheets and other publications; various technical resources; descriptions of ongoing water survey programs; local water information; and connections to other sources of water information.

Western States Seismic Policy Council (WSSPC)
Hazard: Earthquake http://www.wsspc.org
801 K Street, Suite 1236 Ph: (916) 444-6816
Sacramento, CA 95814 Fax: (916) 444-8077
WSSPC is a regional earthquake consortium funded mainly by FEMA. Its website is a great resource, with information clearly categorized
- from policy to engineering to education.

ADDITIONAL RESOURCES
International Society of Arboriculture
Hazard: Windstorms https://www.isa-arbor.com/
P.O. Box 191 Ph: (888) 472-8733
Annapolis Junction, MD 20701 Fax: (240) 547-1795

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The International Society of Arboriculture is recognized by the public as the worldwide network for science-based information on the benefits and care of trees.

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GLOSSARY
TERMS
Aerial Reconnaissance: An aerial assessment of the damaged area that includes gathering information on the level and extent of damage and identifying potential hazardous areas for onsite inspections.

Aerosol: Fine liquid or solid particles suspended in a gas, for example, fog or smoke.

Agency: A division of government with a specific function offering a particular kind of assistance.

In ICS, agencies are defined either as jurisdictional (having statutory responsibility for incident management), or as assisting or cooperating (providing resources or other assistance).

Agency Representative: A person assigned by a primary, assisting, or cooperating federal, state, local, or tribal government agency or private entity that has been delegated authority to make decisions affecting that agency's or organization's participation in incident management activities, following appropriate consultation with the leadership of that agency.

All Hazards: Refers to a policy or program that is designed to deal with a variety of natural and technological hazards.

Annex: A document that supplements the Emergency Operations Plan, which provides further planning information for a specific aspect of emergency management.

Appendix: A separate portion of the Emergency Operations Plan that contains guidance and information specific to actions required in emergency management.

Area Command (Unified Area Command): An organization established (1) to oversee the management of multiple incidents that are each being handled by an ICS organization or (2) to oversee the management of large or multiple incidents to which several Incident Management Teams have been assigned. Area Command has the responsibility to set overall strategy and priorities, allocate critical resources according to priorities, ensure that incidents are properly managed, and ensure that objectives are met and strategies followed.

Area Command becomes Unified Area Command when incidents are multi- jurisdictional. Area Command may be established at an emergency operations center facility or at some location other than an incident command post.

Assessment: The evaluation and interpretation of measurements and other information to provide a basis for decision-making.

Assignments: Tasks given to resources to perform within a given operational period that are based on operational objectives defined in the IAP.

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Assistant: Title for subordinates of principal Command Staff positions. The title indicates a level of technical capability, qualifications, and responsibility subordinate to the primary positions.

Assistants may also be assigned to unit leaders.

Assisting Agency: An agency or organization providing personnel, services, or other resources to the agency with direct responsibility for incident management. See also Supporting Agency.

Available Resources: Resources assigned to an incident, checked in, and available for a mission assignment, normally located in a Staging Area.

Biological Agents: Living organisms or the materials derived from them that cause disease in or harm to humans, animals, or plants or cause deterioration of material. Biological agents may be used as liquid droplets, aerosols, or dry powders.

Branch: The organizational level having functional or geographical responsibility for major aspects of incident operations. A branch is organizationally situated between the section and the division or group in the Operations Section, and between the section and units in the Logistics Section. Branches are identified by the use of Roman numerals or by functional area.

Chain of Command: A series of command, control, executive, or management positions in hierarchical order of authority.

Check-In: The process through which resources first report to an incident. Check- in locations include the incident command post, Resources Unit, incident base, camps, staging areas, or directly on the site.

Chemical Agent: A chemical substance that is intended to kill, seriously injure, or incapacitate people through physiological effects. Generally separated by severity of effect: lethal, blister, and incapacitating.

Chief: The ICS title for individuals responsible for management of functional sections:

Operations, Planning, Logistics, Finance/Administration, and Intelligence (if established as a separate section).

Command: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority.

Command Staff: In an incident management organization, the Command Staff consists of the Incident Command and the special staff positions of Public Information Officer, Safety Officer, Liaison Officer, and other positions as required, who report directly to the Incident Commander.

They may have an assistant or assistants, as needed.

Common Operating Picture: A broad view of the overall situation as reflected by situation reports, aerial photography, and other information or intelligence.

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Communications Unit: An organizational unit in the Logistics Section responsible for providing communication services at an incident or an EOC. A Communications Unit may also be a facility (e.g., a trailer or mobile van) used to support an Incident Communications Center.

Emergency Operations Plan: A document required by state regulation that consists of a Basic Plan, Appendices, Supplemental Annexes, and Standard Operating Procedures for the purpose of providing effective mitigation, response to and recovery from disasters.

Consequence Management: Measures to protect public health and safety, restore essential government services, and provide emergency relief to governments, businesses, and individuals affected by the consequences of terrorism. State and local governments exercise primary authority to respond to the consequences of terrorism. (Source: FRP Terrorism Incident Annex, page TI- 2, April 1999). The Federal Emergency Management Agency (FEMA) has been designated the Lead Federal Agency (LFA) for consequence management to ensure that the Federal Response Plan is adequate to respond to terrorism. Additionally, FEMA supports the Federal Bureau of Investigation (FBI) in crisis management.

Continuity of Government: Includes measures to – ensure continued leadership and preservation of vital records, thereby maintaining a viable system of government supported by law; establish emergency authorities legally vested in government leaders so that they have prescribed powers to act; ensure survivability of mechanisms and systems for direction and control so that actions directed by leaders can be communicated and coordinated; sustain essential emergency services and resources so that critical response and recovery actions can achieve widest possible implementation.

Cooperating Agency: An agency supplying assistance other than direct operational or support functions or resources to the incident management effort.

Coordinate: To advance systematically an analysis and exchange of information among principals who have or may have a need to know certain information to carry out specific incident management responsibilities.

Crisis Management: This is the law enforcement aspect of an incident that involves measures to identify, acquire, and plan the resources needed to anticipate, prevent, and/or resolve a threat of terrorism. The FBI is the LFA for crisis management for such an incident. (Source: FBI) During crisis management, the FBI coordinates closely with local law enforcement authorities to provide successful law enforcement resolution to the incident. The FBI also coordinates with other Federal authorities, including FEMA. (Source: FRP Terrorism Incident Annex, April 1999) Damage Assessment: The appraisal or determination of the actual damage resulting from a disaster.

Decontamination: The process of making people, objects, or areas safe by absorbing, destroying, neutralizing, making harmless, or removing the Haz-Mat.

Deputy: A fully qualified individual who, in the absence of a superior, can be delegated the authority to manage a functional operation or perform a specific task. In some cases, a deputy

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can act as relief for a superior and, therefore, must be fully qualified in the position. Deputies can be assigned to the Incident Commander, General Staff, and Branch Directors.

Disaster: The occurrence or imminent threat of widespread or severe damage, injury or loss of life or property resulting from any natural or manmade cause including fire, flood, earthquake, air contamination, blight, drought, infestation, explosion, riot, hostile military or paramilitary action other public calamity requiring emergency action.

Disaster Assistance Center: A location established in a disaster area that houses all federal, state, and local agencies that deal directly with the needs of the individual victim. DAC’s are established only after a Presidential Declaration.

Disaster Declaration: A document executed by an elected government for the purpose of obtaining assistance from a higher level of government.

Disaster Service Workers: All public Employees in California are subject to such emergency or disaster activities as may be assigned by their supervisors or by law.

Dispatch: The ordered movement of a resource or resources to an assigned operational mission or an administrative move from one location to another.

Division: The partition of an incident into geographical areas of operation. Divisions are established when the number of resources exceeds the manageable span of control of the Operations Chief. A division is located within the ICS organization between the branch and resources in the Operations Section.

Drill: A supervised instruction period aimed at testing, developing, and maintaining skills in a particular operation. A drill is often a component of an exercise.

Drop, Cover, and Hold: Shelter position under tables or desks or other protected places away from overhead fixtures, windows, high cabinets, and bookcases, for immediate individual protection during an emergency.

Emergency: Absent a Presidential declared emergency, any incident(s), human- caused or natural, that requires responsive action to protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, an emergency means any occasion or instance for which, in the determination of the President, Federal assistance is needed to supplement State and local efforts and capabilities to save lives and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in any part of the United States.

Emergency Alert System: A program of the Federal Communications Commission (FCC) to coordinate the dissemination of emergency information via commercial broadcasters.

Emergency Coordinator: A position called for in the Emergency Response Organization to carry out emergency management functions on a day-to-day basis at the local level.

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EOC Director: The Emergency Operations Center (EOC) Director is responsible for: the overall management of the city at all times; establishing a chain of command for emergency situations; directing each department head to prepare and publish plans for their department on procedures for emergency or disaster situations; requires that prescribed training and disaster plans are implemented; requires that departments maintain first aid equipment and other emergency supplies; plans for safe storage of city records; and informs the public about the city's emergency program, and its responsibility and participation in the plan. The director also delegates responsibility for the uniform planning and execution of details for the City’s Disaster Preparedness Program.

Emergency Manager: A position called for in the Emergency Response Organization to oversee the implementation of the City of San Marino Emergency Operations Plan at the local level.

Emergency Operations Center: The physical location at which the coordination of information and resources to support domestic incident management activities normally takes place. An EOC may be a temporary facility or may be located in a more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOC’s may be organized by major functional disciplines (e.g., fire, law enforcement, and medical services), by jurisdiction (e.g., federal, state, regional, county, city, tribal), or some combination thereof.

Emergency Operations Plan: The "steady-state" plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards. .

Emergency Response Organization: Organization to direct and control operations of the City during a period of emergency with assigned responsibilities and tasks for planning, response, and recovery in emergency situations.

Emergency Powers: Special authority granted to a chief local official during times of emergency The State delegates emergency powers to designated local officials through an executive order.

Emergency Public Information: Information that is disseminated primarily in anticipation of an emergency or during an emergency. In addition to providing situational information to the public, it also frequently provides directive actions required to be taken by the general public.

Emergency Response Provider: Includes federal, state, local, and tribal emergency public safety, law enforcement, emergency response, emergency medical (including hospital emergency facilities), and related personnel, agencies, and authorities. See Section 2 (6), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002). Also known as an Emergency Responder.

Evacuation: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas, and their reception and care in safe areas. Event:

A planned, non-emergency activity. ICS can be used as the management system for a wide range of events, e.g., parades, concerts, or sporting events.

Federal: Of or pertaining to the Federal Government of the United States of America. Federal Response Plan (FRP): The FRP establishes a process and structure for the systematic,

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coordinated, and effective delivery of Federal assistance to address the consequences of any major disaster or emergency declared under the Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended (42 U.S. Code [USC], et seq.). The FRP Terrorism Incident Annex defines the organizational structures used to coordinate crisis management with consequence management. (Source: FRP Terrorism Incident Annex,) Function: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics, and Finance/Administration. The term function is also used when describing the activity involved, e.g., the planning function. A sixth function, Intelligence, may be established, if required, to meet incident management needs.

General Staff: A group of incident management personnel organized according to function and reporting to the Incident Commander. The General Staff normally consists of the Operations Section Chief, Planning Section Chief, Logistics Section Chief, and Finance/Administration Section Chief.

Group: Established to divide the incident management structure into functional areas of operation. Groups are composed of resources assembled to perform a special function not necessarily within a single geographic division. Groups, when activated, are located between branches and resources in the Operations Section. (See Division.) Hazard: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.

Incident: An occurrence or event, natural or human-caused, that requires an emergency response to protect life or property. Incidents can, for example, include major disasters, emergencies, terrorist attacks, terrorist threats, wildland and urban fires, floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, war-related disasters, public health and medical emergencies, and other occurrences requiring an emergency response.

Incident Action Plan: An oral or written plan containing general objectives reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods.

Incident Command Post (ICP): The field location at which the primary tactical- level, onscene incident command functions are performed. The ICP may be co- located with the incident base or other incident facilities and is normally identified by a green rotating or flashing light.

Incident Command System (ICS): A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. It is used for all kinds of emergencies and

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is applicable to small as well as large and complex incidents. ICS is used by various jurisdictions and functional agencies, both public and private, to organize field-level incident management operations. Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and the release of resources.

The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.

Incident Management Team (IMT): The IC and appropriate Command and General Staff personnel assigned to an incident.

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

Initial Action: The actions taken by those responders first to arrive at an incident site.

Initial Response: Resources initially committed to an incident. Intelligence Officer: The intelligence officer is responsible for managing internal information, intelligence, and operational security requirements supporting incident management activities. These may include information security and operational security activities, as well as the complex task of ensuring that sensitive information of all types (e.g., classified information, law enforcement sensitive information, proprietary information, or export-controlled information) is handled in a way that not only safeguards the information, but also ensures that it gets to those who need access to it to perform their missions effectively and safely.

Joint Information Center (JIC): A facility established to coordinate all incident- related public information activities. It is the central point of contact for all news media at the scene of the incident. Public information officials from all participating agencies should co-locate at the JIC.

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

Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., city, county, tribal, State, or Federal boundary lines) or functional (e.g., law enforcement, public health).

Lead Agency: The Federal department or agency assigned lead responsibility under U.S. law to manage and coordinate the Federal response in a specific functional area. The FBI is the lead

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agency for crisis management and FEMA is the lead agency for consequence management. Lead agencies support the overall Lead Federal Agency (LFA) during all phases of the response.

Lead Federal Agency (LFA): The agency designated by the President to lead and coordinate the overall Federal response is referred to as the LFA and is determined by the type of emergency.

In general, an LFA establishes operational structures and procedures to assemble and work with agencies providing direct support to the LFA in order to provide an initial assessment of the situation, develop an action plan, monitor and update operational priorities, and ensure each agency exercises its concurrent and distinct authorities under U.S. law and supports the LFA in carrying out the President’s relevant policy. Specific responsibilities of an LFA vary according to the agency’s unique statutory authorities.

Level I Emergency: Major emergency or disaster, such as a major earthquake or nuclear explosion.

Level II Emergency: Moderate to severe emergency, such as major fire, moderate earthquake, bomb explosion (with injuries and/or structural damage).

Level III Emergency: Minor to moderate emergency, such as major power outage, bomb threat, air pollution alert, isolated fire, or minor earthquake (no injuries or significant damage).

Liaison: A form of communication for establishing and maintaining mutual understanding and cooperation.

Liaison Officer: A member of the Command Staff responsible for coordinating with representatives from cooperating and assisting agencies.

Local Government: A county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under State law), regional or interstate government entity, or agency or instrumentality of a local government; an Indian tribe or authorized tribal organization, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity. See Section 2 (10), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002).

Logistics: Providing resources and other services to support incident management. Logistics Section: The section responsible for providing facilities, services, and material support for the incident.

Major Disaster: As defined under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. 5122), a major disaster is any natural catastrophe (including any hurricane, tornado, storm, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, snowstorm, or drought), or, regardless of cause, any fire,

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flood, or explosion, in any part of the United States, which in the determination of the President causes damage of sufficient severity and magnitude to warrant major disaster assistance under this Act to supplement the efforts and available resources of States, tribes, local governments, and disaster relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby.

Management by Objective: A management approach that involves a four-step process for achieving the incident goal. The Management by Objectives approach includes the following:
establishing overarching objectives; developing and issuing assignments, plans, procedures, and protocols; establishing specific, measurable objectives for various incident management functional activities and directing efforts to fulfill them, in support of defined strategic objectives; and documenting results to measure performance and facilitate corrective action.

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

Mitigation Phase: Phase of emergency management for site-specific action to minimize hazards and reduce the potential for injury or damage in an emergency.

Mobilization: The process and procedures used by all organizations—federal, state, local, and tribal—for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.

Multiagency Coordination Entity: A multi-agency coordination entity functions within a broader multi-agency coordination system. It may establish the priorities among incidents and associated resource allocations, de-conflict agency policies, and provide strategic guidance and direction to support incident management activities.

Multiagency Coordination Systems: Multi-agency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination.

The components of multi-agency coordination systems include facilities, equipment, emergency operation centers (EOC’s), specific multi-agency coordination entities, personnel, procedures, and communications. These systems assist agencies and organizations to fully integrate the subsystems of the NIMS.

Multi-jurisdictional Incident: An incident requiring action from multiple agencies that each have jurisdiction to manage certain aspects of an incident. In ICS, these incidents will be managed under Unified Command.

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Mutual-Aid Agreement: Written agreement between agencies and/or jurisdictions that they will assist one another on request, by furnishing personnel, equipment, and/or expertise in a specified manner. National: Of a nationwide character, including the federal, state, local, and tribal aspects of governance and polity.

National Disaster Medical System: A cooperative, asset-sharing partnership between the Department of Health and Human Services, the Department of Veterans Affairs, the Department of Homeland Security, and the Department of Defense. NDMS provides resources for meeting the continuity of care and mental health services requirements of the Emergency Support Function 8 in the Federal Response Plan.

National Incident Management System: A system mandated by HSPD-5 that provides a consistent nationwide approach for federal, state, local, and tribal governments; the private sector, and nongovernmental organizations to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity.

To provide for interoperability and compatibility among federal, state, local, and tribal capabilities, the NIMS includes a core set of concepts, principles, and terminology. HSPD-5 identifies these as the ICS; multi-agency coordination systems; training; identification and management of resources (including systems for classifying types of resources); qualification and certification; and the collection, tracking, and reporting of incident information and incident resources.

National Response Plan: A plan mandated by HSPD-5 that integrates Federal domestic prevention, preparedness, response, and recovery plans into one all- discipline, all-hazards plan.

Nongovernmental Organization: An entity with an association that is based on interests of its members, individuals, or institutions and that is not created by a government, but may work cooperatively with government. Such organizations serve a public purpose, not a private benefit.

Examples of NGOs include faith- based charity organizations and the American Red Cross.

Non-persistent Agent: An agent that, upon release, loses its ability to cause casualties after 10 to 15 minutes. It has a high evaporation rate, is lighter than air, and will disperse rapidly. It is considered to be a short-term hazard; however, in small, unventilated areas, the agent will be more persistent.

Operational Period: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan. Operational periods can be of various lengths, although usually not over 24 hours.

Operations Section: The section responsible for all tactical incident operations. In ICS, it normally includes subordinate branches, divisions, and/or groups.

Persistent Agent: An agent that, upon release, retains its casualty-producing effects for an extended period of time, usually anywhere from 30 minutes to several days. A persistent agent usually has a low evaporation rate and its vapor is heavier than air; therefore, its vapor cloud

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tends to hug the ground. It is considered to be a long-term hazard. Although inhalation hazards are still a concern, extreme caution should be taken to avoid skin contact as well.

Personnel Accountability: The ability to account for the location and welfare of incident personnel. It is accomplished when supervisors ensure that ICS principles and processes are functional and that personnel are working within established incident management guidelines.

Planning Meeting: A meeting held as needed prior to and throughout the duration of an incident to select specific strategies and tactics for incident control operations and for service and support planning. For larger incidents, the planning meeting is a major element in the development of the Incident Action Plan (IAP).

Planning Section: Responsible for the collection, evaluation, and dissemination of operational information related to the incident, and for the preparation and documentation of the IAP. This section also maintains information on the current and forecasted situation and on the status of resources assigned to the incident.

Plume: Airborne material spreading from a particular source; the dispersal of particles, gases, vapors, and aerosols into the atmosphere.

Preparedness: The range of deliberate, critical tasks and activities necessary to build, sustain, and improve the operational capability to prevent, protect against, respond to, and recover from domestic incidents. Preparedness is a continuous process.

Preparedness involves efforts at all levels of government and between government and privatesector and nongovernmental organizations to identify threats, determine vulnerabilities, and identify required resources. Within the NIMS, preparedness is operationally focused on establishing guidelines, protocols, and standards for planning, training and exercises, personnel qualification and certification, equipment certification, and publication management.

Preparedness Organizations: The groups that provide interagency coordination for domestic incident management activities in a non-emergency context. Preparedness organizations can include all agencies with a role in incident management, for prevention, preparedness, response, or recovery activities. They represent a wide variety of committees, planning groups, and other organizations that meet and coordinate to ensure the proper level of planning, training, equipping, and other preparedness requirements within a jurisdiction or area.

Preparation (Preparedness) Phase: Phase of emergency management for Employee inservice training in emergency responsibilities, such as prevention of injuries and property damage, first-aid and other response and rescue operations, and for acquisition of adequate supplies and equipment required to respond to an emergency.

Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring.

Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations

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to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting, or disrupting illegal activity and apprehending potential perpetrators and bringing them to justice.

Private Sector: Organizations and entities that are not part of any governmental structure. It includes for-profit and not-for-profit organizations, formal and informal structures, commerce and industry, and private voluntary organizations (PVO). Processes: Systems of operations that incorporate standardized procedures, methodologies, and functions necessary to provide resources effectively and efficiently. These include resource typing, resource ordering and tracking, and coordination.

Public Information Officer: A member of the Command Staff responsible for interfacing with the public and media or with other agencies with incident-related information requirements.

Publications Management: The publications management subsystem includes materials development, publication control, publication supply, and distribution. The development and distribution of NIMS materials is managed through this subsystem. Consistent documentation is critical to success, because it ensures that all responders are familiar with the documentation used in a particular incident regardless of the location or the responding agencies involved.

Qualification and Certification: This subsystem provides recommended qualification and certification standards for emergency responder and incident management personnel. It also allows the development of minimum standards for resources expected to have an interstate application. Standards typically include training, currency, experience, and physical and medical fitness.

Radiation: High-energy particles or gamma rays that are emitted by an atom as the substance undergoes radioactive decay. Particles can be either charged alpha or beta particles or neutral neutron or gamma rays.

Reception Area: This refers to a location separate from staging areas, where resources report in for processing and out-processing. Reception Areas provide accountability, security, situational awareness briefings, safety awareness, distribution of IAP’s, supplies and equipment, feeding, and bed down.

Recovery: The development, coordination, and execution of service- and site- restoration plans; the reconstitution of government operations and services; individual, private- sector, nongovernmental, and public-assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; post- incident reporting; and development of initiatives to mitigate the effects of future incidents.

Recovery Phase: Phase of emergency management for the initiation of short- range and long range recovery plans at each effected site to return to normal operations following an emergency.

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Recovery Plan: A plan developed by a State, local, or tribal jurisdiction with assistance from responding Federal agencies to restore the affected area.

Resources: Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is maintained.

Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC.

Resource Management: Efficient incident management requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under the NIMS includes mutual-aid agreements; the use of special federal, state, local, and tribal teams; and resource mobilization protocols.

Resources Unit: Functional unit within the Planning Section responsible for recording the status of resources committed to the incident. This unit also evaluates resources currently committed to the incident, the effects additional responding resources will have on the incident, and anticipated resource needs.

Response: Activities that address the short-term, direct effects of an incident. Response includes immediate actions to save lives, protect property, and meet basic human needs. Response also includes the execution of emergency operations plans and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice .

Response Phase: Phase of emergency management in which all Employees take appropriate steps in an emergency situation to put the emergency plan into action.

Safety Officer: A member of the Command Staff responsible for monitoring and assessing safety hazards or unsafe situations and for developing measures for ensuring personnel safety.

Safety Section: The organizational level having responsibility for a major functional area of incident management, e.g., Operations, Planning, Logistics, Finance/Administration, and Intelligence (if established). The section is organizationally situated between the branch and the Incident Command.

Span of Control: The number of individuals a supervisor is responsible for, usually expressed as the ratio of supervisors to individuals. (Under the NIMS, an appropriate span of control is between 1:3 and 1:7 but 1:5 being optimum).

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Staging Area: Location established where resources can be placed while awaiting a tactical assignment. The Operations Section manages Staging Areas.

State: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 (2002).

Strategic: Strategic elements of incident management are characterized by continuous long term, high-level planning by organizations headed by elected or other senior officials. These elements involve the adoption of long-range goals and objectives, the setting of priorities; the establishment of budgets and other fiscal decisions, policy development, and the application of measures of performance or effectiveness.

Strike Team: A set number of resources of the same kind and type that have an established minimum number of personnel.

Strategy: The general direction selected to accomplish incident objectives set by the IC.

Supporting Technologies: Any technology that may be used to support the NIMS is included in this subsystem. These technologies include or the photo mapping, remote automatic weather stations, infrared technology, and communications, among various others.

Task Force: Any combination of resources assembled to support a specific mission or operational need. All resource elements within a Task Force must have common communications and a designated leader.

Technical Assistance: Support provided to State, local, and tribal jurisdictions when they have the resources but lack the complete knowledge and skills needed to perform a required activity (such as mobile-home park design and hazardous material assessments).

Terrorism: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources and is a violation of the criminal laws of the United States or of any State or other subdivision of the United States in which it occurs and is intended to intimidate or coerce the civilian population or influence a government or affect the conduct of a government by mass destruction, assassination, or kidnapping. See Section 2 (15), Homeland Security Act of 2002, Pub.

L. 107-296, 116 Stat. 2135 (2002).

Threat: An indication of possible violence, harm, or danger.

Tools: Those instruments and capabilities that allow for the professional performance of tasks, such as information systems, agreements, doctrine, capabilities, and legislative authorities.

Toxicity: A measure of the harmful effects produced by a given amount of a toxin on a living organism.

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Tribal: Any Indian tribe, band, nation, or other organized group or community, including any Alaskan Native Village as defined in or established pursuant to the Alaskan Native Claims Settlement Act (85 stat. 688) [43 U.S.C.A. and 1601 et seq.], that is recognized as eligible for the special programs and services provided by the United States to Indians because of their status as Indians.

Type: A classification of resources in the ICS that refers to capability. Type 1 is generally considered to be more capable than Types 2, 3, or 4, respectively, because of size; power; capacity; or, in the case of incident management teams, experience and qualifications. Unified Area Command: A Unified Area Command is established when incidents under an Area Command are multi-jurisdictional. (See Area Command.)
Unified Command: An application of ICS used when there is more than one agency with incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP.

Unit: The organizational element having functional responsibility for a specific incident planning, logistics, or finance/administration activity.

Unity of Command: The concept by which each person within an organization reports to one and only one designated person. The purpose of unity of command is to ensure unity of effort under one responsible commander for every objective.

Volunteer: For purposes of the NIMS, a volunteer is any individual accepted to perform services by the lead agency, which has authority to accept volunteer services, when the individual performs services without promise, expectation, or receipt of compensation for services performed. See, e.g., 16 U.S.C. 742f(c) and 29 CFR 553.101.

Weapons-Grade Material: Nuclear material considered most suitable for a nuclear weapon.

It usually connotes uranium enriched to above 90 percent uranium-235 or plutonium with greater than about 90 percent plutonium-239.

Weapons of Mass Destruction: Any explosive, incendiary, or poison gas, bomb, grenade, rocket having a propellant charge of more than 4 ounces, or a missile having an explosive incendiary charge of more than 0.25 ounce, or mine or device similar to the above; poison gas; weapon involving a disease organism; or weapon that is designed to release radiation or radioactivity at a level dangerous to human life. (Source: 18 USC 2332a as referenced in 18 USC 921)

ACRONYMS
AFB Air Force Base
ALS Advanced Life Support

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AMS Aerial Measuring System
ANSIR Awareness of National Security Issues and Response Program ARAC Atmospheric Release Advisory Capability
ARG Accident Response Group
ARS Agriculture/Research Service
ATC Air Traffic Control
ATSD(CS) Assistant to the Secretary of Defense for Civil Support BDC Bomb Data Center
CBIAC Chemical and Biological Defense Information and Analysis Center CBRNE Chemical, Biological, Radiological, Nuclear Material, or High-Yield CDC Centers for Disease Control and Prevention
CDRG Catastrophic Disaster Response Group
CEPPO Chemical Emergency Preparedness and Prevention Office CERCLA Comprehensive Environmental Response, Compensation, and Liability Act CHEMTREC Chemical Transportation Emergency Center
CHPPM Center for Health Promotion and Preventive Medicine CIRG Crisis Incident Response Group
CJCS Chairman of the Joint Chiefs of Staff
CM Consequence Management
CMU Crisis Management Unit (CIRG)
CRU Crisis Response Unit
CSREES Cooperative State Research, Education and Extension Service CST Civil Support Teams
CW/CBD Chemical Warfare/Contraband Detection
DAC Disaster Assistance Center
DEST Domestic Emergency Support Team
DFO Disaster Field Office
DMAT Disaster Medical Assistance Team
DMCR Disaster Management Central Resource
DMORT Disaster Mortuary Operational Response Team
DOC Department Operations Center
DOD Department of Defense
DOE Department of Energy
DOJ Department of Justice
DPP Domestic Preparedness Program
DSR Damage Survey Report
DTCTPS Domestic Terrorism/Counter Terrorism Planning Section (FBI HQ) DTIC Defense Technical Information Center
EAS Emergency Alert System
EM Emergency Management
EMAC Emergency Management Assistance Compact
EMI Emergency Management Institute
EMS Emergency Medical Services
EOC Emergency Operations Center

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EOC Emergency Operations Plan
EPA Environmental Protection Agency
EPCRA Emergency Planning and Community Right-to Know Act ERT Emergency Response Team (FBI)
ERT-A Emergency Response Team – Advance Element
ERTU Evidence Response Team Unit
ESF Emergency Support Function
EST Emergency Support Team
EU Explosives Unit
FBI Federal Bureau of Investigation
FEMA Federal Emergency Management Agency
FEST Foreign Emergency Support Team
FNS Food and Nutrition Service
FOG Field Operations Guide
FRERP Federal Radiological Emergency Response Plan
FRMAC Federal Radiological Monitoring and Assessment Center FRP Federal Response Plan
FS Forest Service
GIS Geographic Information System
HazMat Hazardous Materials
HHS Department of Health and Human Services
HMRU Hazardous Materials Response Unit
HQ Headquarters
HRT Hostage Rescue Team (CIRG)
HSPD-5 Homeland Security Presidential Directive – 5
HTIS Hazardous Technical Information Services (DOD)
IAP Incident Action Plan
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IC/UC Incident Command or Unified Command
IMT Incident Management Team
IND Improvised Nuclear Device
JIC Joint Information Center
JIS Joint Information System
JOC Joint Operations Center
JTF-CS Joint Task Force for Civil Support
LEPC Local Emergency Planning Committee
LFA Lead Federal Agency
LNO Liaison Officer
MEDCOM Medical Command
MMRS Metropolitan Medical Response System
MOA Memorandum of Agreement
MSCA Military Support to Civil Authorities

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NAP Nuclear Assessment Program
NBC Nuclear, Biological, and Chemical
NCP National Oil and Hazardous Substances Pollution Contingency Plan NDMS National Disaster Medical System
NDPO National Domestic Preparedness Office
NEST Nuclear Emergency Search Team
NETC National Emergency Training Center
NFA National Fire Academy
NGO Nongovernmental Organization
NIMS National Incident Management System
NMRT National Medical Response Team
NRC Nuclear Regulatory Commission
NRP National Response Plan
NRT National Response Team
NSC National Security Council
NTIS National Technical Information Service
OEP Office of Emergency Preparedness
OFCM Office of the Federal Coordinator for Meteorology
OIG Office of the Inspector General (USDA)
OSC On-Scene Commander
OSLDPS Office for State and Local Domestic Preparedness Support PDD Presidential Decision Directive
PHS Public Health Service
PIO Public Information Officer
POC Point of Contact
POLREP Pollution Report
PT Preparedness, Training, and Exercises Directorate (FEMA) PVO Private Voluntary Organizations
R&D Research and Development
RAP Radiological Assistance Program
RCRA Research Conservation and Recovery Act
RDD Radiological Dispersal Device
REAC/TS Radiation Emergency Assistance Center/Training Site RESTAT Resources Status
ROC Regional Operations Center
ROSS Resource Ordering and Status System
RRIS Rapid Response Information System (FEMA)
RRT Regional Response Team
SAC Special Agent in Charge (FBI)
SARA Superfund Amendments and Reauthorization Act
SBCCOM Soldier and Biological Chemical Command (U.S. Army) SCBA Self-Contained Breathing Apparatus
SDO Standards Development Organizations
SEB State Emergency Board

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SERC State Emergency Response Commission
SIOC Strategic Information and Operations Center (FBI HQ) SITREP Situation Report
SLG State and Local Guide
SO Safety Officer
SOP Standard Operating Procedure
TERC Tribal Emergency Response Commission
TIP Terrorist Incident Plan
TRIS Toxic Release Inventory System
UC Unified Command
UCS Unified Command System
USC U.S. Code
USDA U.S. Department of Agriculture
USFA U.S. Fire Administration
US&R Urban Search and Rescue
VA Department of Veterans Affairs
WMD Weapons of Mass Destruction
WMD-CST WMD Civil Support Team

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Part II
Emergency Organization
Functions

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Common EOC Responsibilities
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EOC EQUIPMENT AND SUPPLIES CHECKLIST
Equipment and supplies should be sufficient for prolonged operation of the fully staffed EOC. The following is a recommended supply list:
 Communications equipment  Uninterruptible Power Supply (UPS for computers)
 Furniture – desks/tables and chairs for all
positions, conference tables, and chairs
 TV, AM/FM Radio
 Computers and printers  Displays, maps, charts, white boards  EOC forms  Administrative
 Copier & copy paper  First Aid and Sanitary Supplies  Supplies and office equipment (pens,
pencils, staplers/staples, note paper)
 Blankets and other items for a sleeping
area
 Emergency generator  Janitorial supplies
 Kitchen equipment and supplies  Food supply
 Flashlights/emergency lighting  Other:

EOC ACTIVATION CHECKLIST
 EOC Activation is ordered by the City Manager (EOC Director). If the City Manager is unavailable, the succession of authority is the Fire Chief, and Chief of Police. The EOC Director will notify the Section Chiefs and Management Section of the EOC.  Upon activation, personnel assigned to the EOC Team should report to the EOClocation and check in with Section Chiefs.
 Enter City Hall and check in at the entrance.
 If first in, review the “First to Arrive Manual” in the EOC and follow the instructions.  If no power is available, begin operation in manual mode and obtain flashlightsand lanterns from the closet in the EOC.
 Sign in (or if you are the first to arrive retrieve an EOC check-in sheet from thecabinets),.  Conduct or receive incident/situation briefing depending if you are first to arrive.  Issue seat and confirm shift assignments.
 Obtain identification vest and credentials and set up the room configuration foreach section. The EOC floor plan is located in the cabinets.  Begin activity or duty forms. Additional EOC printed forms are located in file boxes in the EOC cabinets.

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 Determine staffing needs and acquire additional support as needed.  Check communications equipment (telephones, and radios).  Turn the televisions on to local news channels.
 Locate and lay out necessary supplies and materials.
 Set up phones, laptops, printer, and projector.
 Review and start working off of your Position Checklist.  If EOC is non-functional prepare to move to alternate EOC at Crowell Library.

EOC CLOSEOUT CHECKLIST
 Notify appropriate agencies and individual sites that EOC is being closed.  Collect data, logs, situation reports, message forms, and other significant documentation.

Place in a secure file box. Mark the outside with the date and any state or federal numbers associated with the response.
 Deliver the information to the Administration and Finance Section Chief.  Fold and repack re-usable maps, charts, and materials.  Collect and box all office supplies and unused forms.  Make a list of all supplies that need replacement and forward to the Logistics Section Chief.  Return vest and identification credentials.
 Leave work area in good order.

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MANAGEMENT SECTION

PURPOSE
To direct and manage the City of San Marino’s response and recovery from an emergencyin a uniform, collaborative and coordinated effort.

OVERVIEW
The Management Section is responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations. The elements may include:
• Managing overall emergency response and recovery effort. • Overseeing and directing the Operations, Planning, Logistics and Finance Sections within the EOC.
• Utilizing the principles of the Incident Command System (ICS), the Standardized Emergency Management System (SEMS), and the National Incident Management System (NIMS).

MANAGEMENT GROUP FUNCTIONS
• EOC Director
• Deputy EOC Director
• Public Information Officer
• Liaison Officer
• EOC Coordinator
• Legal Officer
• Safety Officer
• Security Officer
• Policy Group
• City Council

OBJECTIVES
The overall objective of emergency management is to ensure the effective management of response forces and resources in preparing for and responding to situations associated with natural disasters, technological incidents and national security emergencies. To carry out its

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responsibilities, Management Section will accomplish the following objectives during a disaster/emergency:
• Overall management and coordination of emergency response and recovery operations, including on-scene incident management as required.
• Coordinate and liaison with appropriate federal, state and other local government agencies, as well as applicable segments of private sector entities and volunteer agencies. • Establish priorities and resolve any conflicting demands for support. • Prepare and disseminate emergency public information to inform, alert and warn the public.
• Disseminate damage information and other essential data.

CONCEPT OF OPERATIONS
The Management Section will operate under the following policies during a disaster/emergency as the situation dictates:
• The Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS) will be followed.
• All existing city and departmental operating procedures will be adhered to unless modified by the Policy Group or EOC Director.
• All on-duty personnel are expected to remain on duty until properly relieved of duty. Offduty personnel will be expected to return to work in accordance with adopted policies. • While in a disaster mode, operational periods will be 12 hours for the duration of the event. Operational periods should be event driven.

City emergency response and recovery operations will be managed in one of three modes, depending on the magnitude of the emergency: Level 1, Level 2, or Level 3. Refer to Part I:

Emergency Response Levels for a description of each level.

MANAGEMENT SECTION ACTIVATION PROCEDURES
The EOC Director (City Manager) or designated representatives is authorized to activate the Management Section.

WHEN TO ACTIVATE
The Management Section may be activated when the City's Emergency Operations Center (EOC) is activated or upon the order of the City Manager/Director of Emergency Services or designee.

The EOC Director will provide call-back instructions for staff to report to work. City employees are instructed to call the Employee Emergency Information Hotline for instruction at (626) 300- 0761 (Refer to Part III: Additional Documents – San Marino Employee Emergency

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Information Hotline). If communication systems are damaged due to a disaster, personnel shall assume they are needed and report to work immediately.

WHERE TO REPORT
Primary EOC: San Marino City Emergency Operations Center 2200 Huntington Drive
San Marino, CA 91108
Alternate EOC: Crowell Public Library
1890 Huntington Drive
San Marino, CA 91108

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 Record or assign a person to record EOC Director’s actions.  Assign staff to initiate check-in procedures. (Form EOC 211 – Check In Form)  Ensure that the EOC Organization and staffing chart is posted and that arriving team members are assigned by name.
 Ensure the EOC is properly set up and ready for operations.  Direct the implementation of the City’s Emergency Operations Plan.  Appoint and ensure that EOC Section Coordinators (General Staff) are in place as soonas possible and are staffing their respective sections.
o Operations Section Coordinator
o Planning/Intelligence Section Coordinator
o Logistics Section Coordinator
o Finance/Administration Section Coordinator
 Ensure that the Management Section positions are staffed as soon as possible basedon emergency level.
o Deputy EOC Director
o Public Information Officer
o Liaison Officer
o Safety Officer
o Security Officer
o Legal Officer
 Request additional personnel to maintain a 24-hour operation as required.  Brief incoming EOC Section personnel prior to their assuming their duties. Briefings should include:
o Current situation assessment
o Identification of specific job responsibilities
o Identification of co-workers within the job function and/or geographical assignment o Availability of communications
o Location of work area
o Identification of eating and sleeping arrangements as appropriate o Procedural instructions for obtaining additional supplies, services and personnel o Identification of operational period work shifts
 Prepare work objectives for Section staff, brief staff and make staff assignments.  Open and maintain a position log. (EOC General Forms & Documentation – Activity Log ICS 214).
 Using activity log, maintain all required records and documentation to support theAfterAction/Corrective Action Report and the history of the emergency/disaster.  Document the following:
o Messages received
o Action taken
o Decision justification and documentation
o Requests filled
o EOC personnel, time on duty and assignments (Note: Precise information is essential to meet requirements for possiblereimbursement by Cal EMA and FEMA.)

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o Provide briefings on current and forecasted situation and major reportable incidents within affected Operational Area.
o Obtain any additional information from other sources on the current situation assessment.
o Review availability and status of ordered, enroute or staged resources. o Establish with staff the next Operational Period for which the EOC Action Plan should be developed.
o Develop overall goals (strategy) with the EOC Director and Policy Group. o Define priority actions to be accomplished or undertaken within the next Operational Period in light of the known and forecasted situation and status of available resources.
 In conjunction with the Public Information Officer, coordinate and conduct news conferences and review media releases as required. Establish procedure for information releases affecting inter-agency coordination.
 Authorize PIO to release information to the media and to access Emergency Alert System (EAS) as needed through appropriate channels.
 Monitor performance of EOC personnel for signs of stress or under-performance; initiate Critical Incident Stress Debriefing as appropriate in coordination with Personnel Unit of the Logistics Section.
 In conjunction with the Safety Officer, establish and maintain a safe working environment.  Ensure that proper security of the EOC is maintained at all times.  Ensure that the Liaison Officer is providing for and maintaining positive and effective interagency coordination.

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 The JIC should be housed adjacent to the EOC in a separate room.  Determine where Media briefings will be given.
 Schedule and post times and locations of news briefings in the EOC, Media Information Center, and other appropriate areas.
 Prepare and provide approved information to the media. Post news releases in the EOC, Media Information Center and other appropriate areas.
 Develop an information release program.
 Interact with other branches/groups/units to provide and obtain information relative to public information operations.
 Coordinate with the Situation Status Unit of the Planning/Intelligence Section and define areas of special interest for public information action. Identify means for securing the information as it is developed.
 Maintain an up-to-date picture of the situation for presentation to media.  Obtain, process, and summarize information in a form usable in presentations.  Provide periodic briefings and press releases about the disaster situation throughout the affected areas. Refer media representatives to incident level PIOs for specific information.  Develop secure maps, fact sheets, pictures, status sheets and related visual aids for media.  As required, periodically prepare briefings for the jurisdiction executives or elected officials.  Develop a fact sheet for field personnel to distribute to residences and local businesses (include information about water and electrical outages/shortages, water supply stations, health services, etc.).
 Respond to information requests from the EOC Director and EOC management team.  Ensure that a rumor control function is established as necessary, and has the means for identifying false or erroneous information. Develop procedure to be used to squelch such information.
 Provide sufficient staffing and telephones to efficiently handle incoming media and public calls and to gather status information.
 Consider establishing a staffing a resident support hotline to answer inquiries from the public asneeded.
 Broadcast emergency information/updates on cable television either through message board or live taping of Mayor or EOC Director.
 Arrange for meetings between media and city officials or incident personnel.  Prepare a briefing sheet to be distributed to all employees at the beginning of each shift so they can answer questions from the public, such as shelter locations, water distribution sites, LACs, etc. (Refer to Part II: Forms and Support Documentation – Incident Briefing).
 Provide escort service to the media and VIPs; arrange for tours and photo opportunities when available staff and time permit. Coordinate VIP tours with Liaison Officer, and City Council.
 Assist in making arrangements with adjacent jurisdictions for media visits.  Determine which radio and TV stations are operational.

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 Determine requirements for support to the emergency public information function at other EOC levels.
 Monitor broadcast media, and use information to develop follow-up news releases and rumor control.
 When federal emergency response teams respond, coordinate activities through the Los Angeles County Operational Area to ensure coordination of local, state and federal public information activities. If a federal Joint Information Center (JIC) is established, designate a City representative to the JIC.
 Ensure that announcements, information and materials are translated and prepared for special populations (non-English speaking; non-readers; elderly; the hearing, sight and mobility impaired; etc.).
 Prepare materials that describe the health risks associated with each hazard, the appropriate self-help or first aid actions and other appropriate survival measures.  Prepare instructions for people who must evacuate from a high-risk area, including the following information for each threat: evacuation routes; suggestions on types and quantities of clothing, food, medical items, etc. the evacuees should bring; location of shelters.
 During periods of increased national readiness, or in time of need, prepare materials that address national security survival tips.
 Warn all non-English speaking and hearing-impaired persons of the emergency situation/hazard by:
o Using bilingual employees whenever possible.
o Translating all warnings, written and spoken, into appropriate languages. o Contacting media outlets (radio/television) that serve the languages you need. o Utilizing TDD machines and 9-1-1 translation services to contact the deaf. o Using pre-identified lists of disabled and hearing-impaired persons for individual contact.
 Issue timely and consistent advisories and instructions for life safety, health and assistance.

They should attempt to include:
o What to do and why.
o What not to do and why.
o Hazardous areas and structures to stay away from.
o Evacuation routes, instructions and arrangements for persons without transportation or access and functional needs (non-ambulatory, sight-impaired, etc.).
o Location of mass care shelters, first aid stations, food/water distribution points, etc. o Location where volunteers can register and be given assignments. o Street, road, bridges and freeway overpass conditions, congested areas to avoid and alternate routes to take.
o Instructions from the coroner and public health officials pertaining to dead bodies, potable water, human waste and spoiled food disposal.
o Curfew information.
o School information (The School District should issue specific information. The City PIO can issue general information authorized by the School District). o Weather hazards when appropriate.
o Public information hotline numbers.

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o Status of Local Proclamation, Governor’s Proclamation or Presidential Declaration. o Local, state and federal assistance available; locations and times to apply. o Local Application Center (LAC) locations, opening dates and times. o How and where people can obtain information about relatives/friends in the emergency/disaster area. (Coordinate with the Red Cross on the release of this information)
 Issue other information pertaining to the emergency/disaster (acts of heroism, historical property damaged or destroyed, prominence of those injured or killed, other humaninterest stories).  Through the Los Angeles County Operational Area, coordinate with state, federal or private sector agencies to get technical information (health risks, weather, etc.) for release to the public and media.
 Ensure file copies are maintained of all information released and posted in the EOC.  Provide copies of all releases to the EOC Director.
 Prepare final news releases and advise media representatives of points-of-contact for follow-up stories.

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 Notify and coordinate with adjacent jurisdictions on facilities and/or dangerous releases that may impose risk across boundaries.
 Respond to requests for liaison personnel from other agencies.  Act as liaison with county, state or federal emergency response officials and appropriate city personnel.
 Determine if there are communication problems in contacting outside agencies. Provide information to the Information Systems Branch of the Logistics Section.  Know the working location for any Agency Representative assigned directly to a branch/group/unit.
 Compile list of Agency Representatives (agency, name, EOC phone) and make available to all Section and Branch/Group/Unit Coordinators.
 Respond to requests from sections and branches/groups/units for Agency information.

Direct requesters to appropriate Agency Representatives.  Provide periodic briefings to Agency Representatives as necessary.

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OPERATIONS SECTION

PURPOSE
To enhance the capability of the City to respond to emergencies by carrying out coordinated tactical operations based upon the EOC Action Plan. Section priorities are:
• Protect life and property
• Carry out objectives of the EOC Action Plan.
• Ensure coordinated incident response.
• Cooperate with other sections of the City’s emergency response team.

OBJECTIVES
The Operations Section is responsible for coordination of all response elements applied to the disaster/emergency. The Operations Section carries out the objectives of the EOC Action Plan and requests additional resources as needed.

CONCEPT OF OPERATIONS
The Operations Section will operate under the following policies during a disaster/emergency as the situation dictates:
• The Incident Command Systems (ICS) in relation to field operations, the Standardized Emergency Management System (SEMS) for EOC and Operational area coordination and the National Incident Management System (NIMS).
• All existing City and departmental operating procedures will be adhered to unless modified by the City Council or City Manager.
• All on-duty personnel are expected to remain on duty until properly relieved of duty. Offduty personnel may be expected to return to work according to City policies. • While in a disaster mode, operational periods will be 12 hours for the duration of the event. Operational periods will normally change at 7:00 a.m. and 7:00 p.m. and will be event driven.

ORGANIZATION AND RESPONSIBILITIES
The Operations Section’s primary responsibilities in a disaster/emergency are to:
• Manage, coordinate and support tactical operations.
• Assist in the development of the Operations Section portion of the EOC Action Plan. • Request resources needed to implement the Operations Section’s tactics as a part of the EOC Action Plan development.

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OPERATIONS SECTION ACTIVATION PROCEDURES
The EOC Director/Deputy EOC Director and/or designee are authorized to activate the Operations Section as outlined in the EOC Activation Policy detailed in Part One.

WHEN TO ACTIVATE
The Operations Section may be activated when the City's Emergency Operations Center (EOC) is activated or upon the order of the EOC Director/Deputy EOC Director. The Director of Emergency Services (EOC Director) will provide call-back instructions for staff to report to work. Blackboard Connect, the City’s mass notification system may be used to notify employees to report to work. Blackboard Connect instructions are contained in Part III – Appendix of this plan. If communication systems are damaged due to some disaster personnel shall assume they are needed and report to work immediately.

WHERE TO REPORT
Primary EOC: City of San Marino Emergency Operations Center 2200 Huntington Drive
San Marino, CA 91108
Alternate: Crowell Public Library
1890 Huntington Drive
San Marino, CA 91108

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OPERATIONS SECTION ELEMENTS
The Operations Section’s primary responsibility is to coordinate the response operations of various elements involved in the disaster/emergency. These elements may include:

FIRE/RESCUE BRANCH
• Hazardous Materials

LAW ENFORCEMENT BRANCH
• Alert and Warning
• Evacuation Security
• Response to Hazardous Materials

MEDICAL/HEALTH BRANCH
• Health (Los Angeles County)

COMMUNICATIONS

PUBLIC WORKS BRANCH
• Construction and Engineering Group
• Utilities Group

BUILDING AND SAFETY BRANCH

CARE AND SHELTER BRANCH
• Access and Functional Needs

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 Coordinate search and rescue operations.
 Provide heavy equipment crews to assist in rescuing trapped persons.  Assist law enforcement with the direction and management of population evacuation; assist in evacuating non-ambulatory persons.
 Assist in dissemination of warning to the public.
 Provide fire protection and safety assessment of shelters.  Provide for radiation monitoring and decontamination operations and implement the Radiological Protection Procedures if needed.
 Check with the other Operations Section Branches for a briefing on the status of the emergency.
 Coordinate provision of vehicles, shelter, food, water, sanitation, equipment, and supplies for fire personnel. Coordinate additional needs with Logistics Section.  Determine if current and forecasted weather conditions will complicate large and intensive fires, hazardous material, releases, major medical incidents and/or other potential problems.
 Review and approve accident and medical reports originating within the Fire Branch.  Resolve logistical problems reported by the field units.  Notify appropriate local, state, and federal hazard response agencies.  Consider wind direction and other weather conditions. Contact the Situation Status Unit of the Planning/Intelligence Section for updates.
 Assist with the needs of the Incident Command Post(s) as requested.  Assist in efforts to identify spilled substances, including locating shipping papers and placards, and contacting as required. County Health, Cal EMA, shipper, manufacturer, CHEMTREC, etc.
 Ensure that proper clean-up arrangements are made with Environmental Health.  Request activation of evacuation centers or mass care shelters when need is indicated through Care and Shelter Branch.
 Assist in alerting all emergency responders to the dangers associated with hazardous materials and fire.
 Coordinate emergency medical care and transportation to appropriate facilities, utilizing City resources and private providers.
 Assist in dissemination of warning to the public.
 Work with Care and Shelter Branch to provide support for safety assessment for shelter operations.
 Provide support for decontamination operations.
 Coordinate firefighting water supplies with the Public Works Branch. Obtain status of water system and report to field Incident Commander or Command Post.

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 Coordinate with Law Enforcement Branch when implementing any traffic control management strategies.
 Support clean-up and recovery operations during disaster events. Coordinate with County’s Disaster Debris Management Team.
 Clear debris from waterways to prevent flooding. Drain flooded areas, as needed.  Activate City’s Debris Management Annex to develop a debris removal plan to facilitate city clean-up operations, which addresses:
o Disaster Event Analysis/Waste characterization analysis. • Conduct filed assessment survey
• Use video and photographs
• Quantify and document amounts and types of disaster debris • Coordinate with Building and Safety Branch and track their information on damaged buildings inspected to determine the location, type and amount of potential debris
• Expect normal refuse volumes to double after a disaster • Develop a list of materials to be diverted
• Make diversion programs a priority
• Get pre-approval from FEMA, if federal disaster, for recycling programs.

Coordinate this with County Office of Emergency Management (OEM). • Determine debris removal/building deconstruction and demolition needs. • Coordinate with Building and Safety Branch to determine if a city contractor will be needed to remove debris from private property or perform demolition services.
• Consider requesting a Policy decision to make regarding deconstruction or demolition services at no cost as most residents do not have earthquake insurance.
• Building and Safety Branch should seek reimbursement if property owner does have to coordinate with Building and Safety Branch to include separation and salvaging.
• Select debris management program(s) from the following:
• Curbside collection – source separation of wood, concrete, brick, metals and Household Hazardous Waste
• Drop-off sites for the source separation of disaster debris • Household Hazardous Waste – collection event or curbside program • Identify temporary storage/processing sites, if necessary. • Coordinate with surrounding cities and the County.
• Determine capacity needs.
 Selection of sites will depend on type of debris and proximity to where debris is generated.  Coordinate with FEMA regarding reimbursement for temporary sites and sorting which may require moving materials twice. Coordinate this activity with the EOC Director/Deputy EOC Director.
 Identify facilities and processing operations to be used.  Determine contract needs.

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 Develop estimates of types and quantities of debris, location of debris and unit cost data for contracts.
 Document how contract price was developed.
 Work with the Public Information Officer to establish a public information program for debris removal. Establish program length and develop monitoring and enforcement program.
 Prepare report of program activities and results.
 Prepare documentation for reimbursement.

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 Ensure that all Utilities and Construction/Engineering Status Reports, as well as the Initial Damage Estimation are completed and maintained. (Utilize RIMS forms if available).  Refer all contacts with the media to the Public Information Branch.  Ensure that all fiscal and administrative requirements are coordinated through the Finance/ Administration Section (notification of any emergency expenditures and daily time sheets).  Prepare objectives for the Construction/Engineering Branch for the subsequent operations period; provide them to the Operations Section Coordinator prior to the end of the shift and the next Action Planning meeting.
 Provide your relief with a briefing at shift change, informing him/her of all ongoing activities, branch objectives for the next operational period, and any other pertinent information.

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o Resources needed to reactivate system
o Emergency potable water needs (quantity and prioritized areas)  Notify the Los Angeles County Operational Area EOC (OAEOC) of the situation and need for mutual aid and participate in OAEOC Water Chief conference calls as requested.  Evaluate and prioritize potable water needs (quantity/location/duration: minimum 2 gallons per person per day).
 In coordination with the Logistics Section, identify and obtain potable water resources. (If necessary, recommend that the EOC Director/Deputy EOC Director request mutual aid to identify and/or obtain water resources. (A list of approved commercial vendors is maintained by the Food and Drug Branch of DHS and is available through the Regional EOC [REOC] Water Chief.)
 Identify and secure locations for water distribution points (e.g., parks, city halls, shelters, etc.).
 In coordination with the Logistics Section, identify and secure staff resources needed to operate water distribution points. (If necessary recommend that the EOC Director/Deputy EOC Director request mutual aid to obtain required staff resources.)  Consult with DHS District Office, and PIO for appropriate public information announcements and media interface.
 Transmit to Finance/Administration Section data on costs incurred in EOC effort to purchase and distribute potable water.
 Please note: Going directly to the State agency (DHS District Office of Drinking Water) is not the normal channel of coordination. However, the local level must coordinate directly with and obtain approval of the State water quality agency for water system restoration.

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o *Public schools
o City facilities
o Potential HazMat facilities, including gas stations
o Designated shelters
o Unreinforced masonry buildings
o Concrete tilt-up buildings
o Multi-story structures-commercial, industrial and residential o *Mobile homes/modular structures
o Single-family dwellings
*Note: Certain facilities may fall under the jurisdiction of State or County inspectors. These agencies may exercise their jurisdictional authority to inspect these facilities. As a practical matter, there are very few State inspectors available and they may not be able to respond in a timely during the initial stages of the emergency/disaster.
 Use a three-phase approach to inspection based upon existing disaster intelligence:
o General Area Survey of structures
o ATC-20 Rapid Inspection
o ATC-20 Detailed Inspection
 Be prepared to start over due to aftershocks.
 After completion of the safety/damage survey, develop a preliminary estimate of the need for mutual aid assistance.
 Determine priorities for identifying, inspecting and designating hazardous structures to be demolished.
 Track the information on damaged buildings inspected to determine the location, type and amount of potential debris.
 Assess the need and establish contacts for requesting or providing mutual aid assistance.  Alert and stage safety assessment teams as needed.
 Implement procedures for posting of building occupancy safety status using ATC-20 guidelines.
 Activate data tracking system to document and report safety assessment information and forward to the Damage Assessment Unit of the Planning/Intelligence Section.  Arrange for necessary communications equipment from the Information Systems Branch of the Logistics Section and distribute to all field personnel (e.g., radios, cellular phones, etc.)  Brief all personnel on Building and Safety procedures and assignments.  Coordinate with the Personnel Unit of the Logistics Section to ensure that training for personnel includes safety and hazard awareness and is in compliance with OSHA requirements.
 Assess the need to require potentially unsafe structures to be vacated.  Provide structural evaluation of mass care and shelter facilities to the Shelter Branch.  Provide public school inspection reports to the state Architect.  Consider establishing an area field site to direct and coordinate safety assessment and inspection teams.
 Support Building Inspectors and Safety Officers in the field to ensure safety of field operations for employees and volunteers.

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 Coordinate with the Public Works Branch on immediate post-event issues (i.e., debris removal, demolition, fences, etc.)
 Provide policy recommendations to appropriate City officials for:
o Emergency Building and Safety ordinances.
o Expediting plan checking and permit issuance on damaged buildings.  Coordinate with the PIO to establish public information and assistance hotlines.  Consider using 24-hour inspection call-in lines to take damage reports and requests for safety inspections.
 Direct field personnel to advise property owners and tenants that multiple inspections of damage property will be required by various assisting agencies, including American Red Cross; FEMA; Cal EMA; local Building and Safety; insurance carriers and other local, state and federal agencies.
 If needed, request law enforcement escort of safety assessment and inspection personnel.

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 Coordinate with the American Red Cross, other volunteer organizations and private sector if mass feeding or other support is required at spontaneous shelter sites, e.g., in parks, schools, etc.
 Coordinate with the Information Systems Branch of the Logistic Sections to provide communications where needed to link mass care facilities, the EOC and other key facilities.  Coordinate with the Pasadena Humane Society and SPCA for the care of sheltered animals.  Notify the Post Office to divert incoming mail to designated relocation areas or mass care facilities, as necessary.
 Coordinate with the Transportation Unit of the Logistics Section for the transportation needs of sheltered.
 Ensure shelter managers make periodic activity reports to the EOC including requests for delivery of equipment and supplies, any City expenditures, damages, casualties and numbers and types of persons sheltered. The reporting period will be determined by the Operations Section.
 Assist the American Red Cross to ensure adequate food supplies, equipment and other supplies to operate mass care facilities. Coordinate procurement and distribution through the American Red Cross or the Procurement Unit of the Logistics Section if requested by American Red Cross.

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 In conjunction with the San Gabriel - Pomona Valley Chapter of the American Red Cross of Greater Los Angeles, have permission and Memos of Understanding secured for shelter usage.
 In conjunction with the American Red Cross, have procedures for the following inspections and access, both during regular and after hour use, before a shelter is established. o Structural safety inspection arranged with local Building Department. o OSHA safety inspection for safety of shelter residents and workers. o Facility Walk-Through Survey prior to use (to protect owner and user against damage claims).
 Examples of suitable potential shelter sites:
o City-owned facilities such as community centers, recreational facilities or auditoriums (i.e. San Marino Center)
o Churches and other privately-owned facilities.
o School multi-purpose buildings and gymnasiums.
o Convention Centers or conference centers.
 Coordinate with the Facilities Unit of the Logistics Section in the evacuation and relocation or shelter-in-place of any mass care facilities which may be threatened by any hazardous condition.
 Request that the American Red Cross establish Reception Centers as required to reunite rescued individuals with their families and to provide other necessary support services.  Coordinate with the American Red Cross in the opening, relocating and closing of shelter operations. Also coordinate the above with adjacent communities if needed.

ACCESS AND FUNCTIONAL NEEDS

EMERGENCY COMMUNICATIONS
During a disaster, effective communication becomes especially critical. As such, information delivered at press conferences by public officials and broadcasted on television during a disaster needs to be effective, understood, consumable, and actionable by the whole community. Effective communication considerations include:
• Sign Language interpreters for individuals who are deaf or hard of hearing; • Alternative formats for individuals who are blind/low vision; and • Translation services for persons with limited English proficiency or for non- Englishspeaking individuals.

EMERGENCY EVACUATION
When local evacuations become necessary, considerations for the whole community include:
• Accessible transportation options;
• Medical needs; and

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• Keeping individuals connected with their families, personal care providers, essential equipment and technologies, and service animals.

Proper planning is essential to a successful evacuation and includes having agreements and partnerships in place with local public and private accessible transportation providers in order to ensure individuals with disabilities and persons with access and functional needs can evacuate safely during emergencies.

Emergency evacuation plans should be viewed as living documents because communities change and integrating the needs of individuals with access and functional needs is a dynamic process.

Emergency managers should work and partner with their local disability and whole community stakeholders to regularly practice, review, revise, and update their plans to reflect changes in technology, personnel, and procedures.

SHELTERING
Shelters can be stressful environments and may, without proper planning, exacerbate the physical and emotional impacts that survivors with access and functional needs experience during disasters.

Sheltering needs to be inclusive and integrated, not segregated. General population shelters need to be in physically accessible locations and equipped with accessible resources (e.g. bathrooms, cots, showers, etc.) to meet the needs of individuals with access and functional needs in a manner that ensures they can remain with their support systems (e.g. personal care provider, service animal, etc.). Assessing potential sheltering facilities before disasters occur is essential as designated shelters should comply with the requirements of the Americans with Disabilities Act (ADA).

ADDITIONAL RESOURCES
The Cal OES Office of Access and Functional Needs has made resources available to assist communities as they integrate access and functional needs within their emergency planning. Two such tools are:

Web Map
To empower emergency managers to identify the access and functional needs-relatedassets and resources needed to support the health and independence of survivors, the Cal OES Office of Access and Functional Needs partnered with the Cal OES’ GIS Division to create the California AFN Web Map – the first-ever searchable, comprehensive, statewide resource for locating AFNrelated assets and resources in California.

Using data from the U.S. Census, the web map contains the following information forevery county in the State of California:
• Disability - Total number of individuals in each county with a disability, listed into four categories: hearing difficulty; vision difficulty; cognitive difficulty; and ambulatory difficulty.

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• Culture - The ethnicity and primary language(s) spoken at home within each county. • Age - The age (across the life spectrum) of individuals in every county The web map outlines where each of the following resources are located:
• Accessible Hygiene Resources - Showers, toileting, and hand washing stations that meet Americans with Disabilities Act (ADA) standards.
• Accessible Transportation - Organizations providing public transportation services to seniors and individuals with disabilities that meet Americans with Disabilities Act (ADA) standards.
• American Sign Language Interpreting Services - Organizations providing interpreter services for individuals who are deaf or hard of hearing. • Assistive Technology - Organizations providing devices, equipment or technology systems, and services for individuals with disabilities. • Community Emergency Response Teams (CERT) Programs - Local programs that educate individuals about disaster preparedness and train them in basic disaster response skills. • Independent Living Centers - Community-based, non-profit organizations designed and operated by individuals with disabilities.
• Language Translation Services - Organizations providing written text or interpretation services in a language other than English.
• Regional Centers - Non-profit private corporations that contract with the Department of Developmental Services to provide or coordinate services and support for individuals with developmental disabilities.

Library
In order to ensure that community leaders, state agencies, advocacy organizations,emergency managers and others have the best and most current access and functional needs-related planning resources available in an easy to access, one- stop-shop central repository, we created the OAFN Library. The OAFN Library is a comprehensive clearinghouse for access and functional needsspecific best practices, guidance documents, videos, and more.

For additional questions regarding access and functional needs contact the Cal OES Office of Access and Functional needs at: [email protected].

SHELTERING IN PLACE
These instructions are guidelines should the EOC need to shelter-in-place due to hazardous materials exposure from the outside. These instructions may also be used by the Public Information Officer (PIO) to disseminate information to the public about how to shelter in place during a hazardous materials incident.

Bring people inside and:

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1. Close all doors to the outside and close and lock all windows (windows sometimes seal better when locked).

2. Use tape and plastic food wrapping, wax paper, or aluminum wrap to cover and seal bathroom exhaust fan grilles, range vents, dryer vents, and other openings to the outside to the extent possible (including any obvious gaps around external windows and doors).

3. Where possible, ventilation systems should be turned off. Where this is not possible, building superintendents should set all ventilation systems to 100 percent recirculation so that no outside air is drawn into the structure.

4. Turn off all heating systems.

5. Turn off all air conditioners and switch inlets to the “closed” position. Seal any gaps around window-type air conditioners with tape and plastic sheeting, wax paper, or aluminum wrap.

6. Turn off all exhaust fans in kitchens, bathrooms and other areas.

7. Close as many internal doors as possible in your buildings.

8. If the gas or vapor is soluble or even partially soluble in water-hold a wet cloth or handkerchief over your nose and mouth if the gases start to bother you.

9. Don’t worry about running out of air to breathe. That is highly unlikely in normal building.

10. In case of an earthquake, aftershocks will occur-close drapes, curtains and shades over windows. Stay away from external windows to prevent potential injury from flying glass.

11. Minimize the use of elevators in buildings. These tend to “pump” outdoor air in and out of a building as they travel up and down. Elevators can also fail.

12. Tune in to your local radio news station.
• KFI AM 640
• KNX AM 1070
• KFWB AM 980 (Spanish)
• KROQ FM 106.7
• KRLA AM 870
• KCBS FM 93.1
• KABC AM 790

LEGAL REQUIREMENTS
TITLE 2 – GOVERNMENT OF THE STATE OF CALIFORNIA
DIVISION 1 - GENERAL
CHAPTER 7 - California Emergency Services Act
ARTICLE 6.5 - Accessibility to Emergency Information and Services Section 8593.3.

Universal Citation:

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8593.3. (a) A county, including a city and county, shall, upon the next update to its emergency plan, integrate access and functional needs into its emergency plan by addressing, at a minimum, how the access and functional needs population is being served by the following:
(1) Emergency communications, including the integration of interpreters, translators, and assistive technology.
(2) Emergency evacuation, including the identification of transportation resources and resources that are compliant with the federal Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12101 et seq.) for individuals who are dependent on public transportation. (3) Emergency sheltering, including ensuring that designated shelters are compliant with the federal Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12101 et seq.) or can be made compliant through modification and that showers and bathrooms are fully accessible to all occupants.
(b) A local government may enter into an agreement with a, or may use the records of its own, social services department to access the contact information of persons from the access and functional needs population, and the contact information of the designated emergency contacts of those persons, if any, for the sole purpose of enrolling those individuals, who are residents of that local government, in a city-operated, county-operated, or city- and county-operated public emergency warning system.
(c) A county, or city and county, upon the next update to its emergency plan, regarding the integration of access and functional needs into that emergency plan, shall include representatives from the access and functional needs population, pursuant to subdivision (b), including, but not limited to, social service agencies, nonprofit organizations, and transportation providers. (d) A local government that enters into an agreement to access information pursuant to subdivision (b) shall include procedures to enable any covered resident or designated emergency contact to opt out of the warning system and a process to terminate the local government’s access to the contact information of the resident or the designated emergency contact from a county social services department. A local government or any third-party contractor or agent that assists with or administers an emergency warning system shall not use the information gathered for any purpose other than for emergency notification. The local government shall ensure that the confidentiality of the contact information is protected under reasonable security procedures.
(e) A local government that enters into an agreement to access information pursuant to subdivision (b) shall, upon receipt of that information, notify residents and designated emergency contacts that they have been entered into the public emergency warning system. This notification shall include a process to opt out of the warning system and to terminate the local government’s access to the contact information of the resident or the designated emergency contact for purposes of the emergency warning system, regardless of the source of the information.

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(f) For purposes of this section:
(1) “Access and functional needs population” consists of individuals who have developmental or intellectual disabilities, physical disabilities, chronic conditions, injuries, limited English proficiency or who are non-English speaking, older adults, children, people living in institutionalized settings, or those who are low income, homeless, or transportation disadvantaged, including, but not limited to, those who are dependent on public transit or those who are pregnant. (2) “Contact information” means a person’s name, address, telephone number, and email address. (3) “Local government” means a city or county, including a city and county. (g) Any contact information of a person from the access and functional needs population or the contact information of the designated emergency contact for that person, obtained by a local government pursuant to this section shall not specify whether that person receives public benefits or any other information, besides the contact information, that would be considered personal or confidential.
(Amended by Stats. 2020, Ch. 98, Sec. 2. (AB 2213) Effective January 1, 2021.) ASSEMBLY BILL 2311
The California Governor’s Office of Emergency Services (Cal OES), through its Office of Access and Functional Needs, issues the following guidance in order to assist counties and cities in the implementation of Assembly Bill 2311, which became law effective January 1, 2017. Assembly Bill 2311 (Brown, Chapter 520, Statutes of 2016), which added California Government Code section 8593.3, requires each county and city to integrate access and functional needs upon the next update to its emergency response plan. Specifically, jurisdictions must address how it will serve the access and functional needs community in:
• Emergency communications;
• Emergency evacuations; and
• Emergency sheltering.

In keeping with its mission, the purpose of the Cal OES Office of Access and Functional Needs is to identify the needs of individuals with disabilities and people with access and functional needs before, during, and after disasters and to integrate them into the State's emergency management system. The Cal OES Office of Access and Functional Needs utilizes a whole community approach by offering training and guidance to emergency managers and planners, disability advocates and other service providers responsible for planning for, responding to, and helping communities recover from disasters.

Part of any successful planning effort is to understand the impacted population(s). The legal requirements are set forth in Government Code section 8593.3, and define access and functional needs as individuals who have:

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• Developmental, intellectual or physical disabilities; • Chronic conditions or injuries;
• Limited English proficiency or non-English speaking; Or, individuals who are:
• Older adults, children, or pregnant;
• Living in institutional settings;
• Low-income, homeless, and/or transportation disadvantaged; or • From diverse cultures.

Lessons documented from years of assisting individuals with access and functional needs in disasters show three areas repeatedly identified as needing improvement: communications; evacuation, and sheltering.

Jurisdictions should partner with their local disability stakeholders to bring their plans incompliance with Government Code section 8593.3. Contact and locational information for local Independent Living Centers, Regional Centers, and other recommended stakeholders is readily available through the Cal OES Access and Functional Needs Web Map.

Updated plans should also outline how the jurisdiction will address each of the following general areas and the particular access and functional needs-related considerations associated within each area:

ADA BEST PRACTICES
Chapter 7 Addendum 2: The ADA and Emergency Shelters: Access for All in Emergencies and Disasters
One of government’s primary responsibilities is to protect residents and visitors. Providing emergency shelter during disasters and emergencies is a basic way of carrying out this duty.

Shelters are sometimes operated by government entities themselves. More commonly, though, shelters are operated for the state or local government by a third party – often the American Red Cross. Regardless of who operates a shelter, the Americans with Disabilities Act (ADA) generally requires shelters to provide equal access to the many benefits that shelters provide, including safety, food, services, comfort, information, a place to sleep until it is safe to return home, and the support and assistance of family, friends, and neighbors.5 In general, the ADA does not require any action that would result in a fundamental alteration in the nature of a service, program, or activity or that would impose undue financial and administrative burdens.6 This Addendum discusses some of the key issues that emergency managers and shelter operators need to address in order to comply with the ADA when they plan for and provide shelter during emergencies and disasters. Although this Addendum focuses primarily on issues affecting shelter 5 28 C.F.R. §§ 35.130, 35.149.
6 28 C.F.R. §§ 35.130(b)(7), 35.150(a)(3), 35.164.

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residents with disabilities, these issues are also generally applicable to volunteers and employees with disabilities.

A. Advance Planning
• Equal access requires advance planning. During emergencies and disasters, people with disabilities sometimes have different, disability-related needs than other individuals.

Many of these needs cannot be met during emergencies and disasters without advance planning. For example, if a person’s health will be jeopardized without access to lifesustaining medication that must be refrigerated, an emergency shelter will be of little use to him unless he has access to the required medication and a way to keep it sufficiently cold. Resources of this kind will likely be unavailable unless emergency managers and shelter operators arrange to have them available well before an emergency or disaster occurs.

To provide equal access to people with disabilities, effective advance planning requires at least two steps: (1) identify the disability-related needs of the residents and visitors likely to be housed in a shelter, and (2) make the advance arrangements necessary to meet those needs in the event an emergency or disaster strikes. The most effective way for emergency managers and shelter operators to ensure that advance planning addresses the needs of people with disabilities in their community is to involve community members with a wide variety of disabilities in the advance planning process. These individuals will be able to identify the types of disability-related needs that community residents and visitors are likely to have during emergencies as well as some of the community resources that may be available to help meet those needs.

To help in the advance planning process, the following sections of this Addendum identify some of the more common disability-related needs that shelter residents are likely to have. However, since people with different disabilities will typically have different needs, the issues addressed in this document are not exhaustive. Each community will have disability- related issues specific to its own residents and visitors that need to be identified and addressed. These issues are also likely to change over time as residents move into and out of communities and as changes occur in the types of equipment, medication, and technology that people with disability use.

B. Accessibility
• Ensure that the sheltering program is accessible to people with disabilities.

Disasters and emergencies are unpredictable. Even the best emergency managers cannot say with certainty when an emergency will strike, how extensive the damage will be, and which shelters will remain available to house people who must evacuate their homes. For most people, any building designated as a shelter will meet their basic emergency needs so long as it provides a safe place to eat, sleep, and take care of personal hygiene needs.

But an emergency shelter is of little use to a person using a wheelchair if it has steps at the entrance or toilet rooms she cannot use.

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Under the ADA, emergency sheltering programs must not exclude or deny benefits to people with disabilities.7 Emergency managers and shelter operators should therefore seek to ensure that shelters are physically accessible to people with disabilities, including people who use wheelchairs. Before designating a facility as an emergency shelter, emergency managers and shelter operators need to determine if it is accessible. Elements such as a shelter’s parking, walkway to the entrance, entrance, toilets, bathing facilities, drinking fountains, sleeping area, food distribution and dining quarters, first aid/medical unit, emergency notification system, and other activity and recreation areas need to be examined for barriers. Government facilities built since 1992 and private business facilities built since 1993 are often the best candidates for emergency shelters because they were subject to ADA requirements for physical accessibility when they were built.8 Some older facilities have been altered to provide physical accessibility9 or can be made physically accessible by using temporary measures stored on site and readily available for use in the event an emergency occurs. Other older facilities are poor candidates for emergency shelters because they have barriers that are too expensive or infeasible to remove. For guidance on emergency shelter accessibility, please see the Department of Justice’s “ADA Checklist for Emergency Shelters” at www.ada.gov/pcatoolkit/chap7shelterchk.htm. The checklist includes two assessment tools to ensure that emergency shelters provide access to all: (1) a preliminary checklist that will help emergency managers and shelter operators decide if a facility has the characteristics that make it a good candidate for a potential emergency shelter, and (2) a more detailed checklist that will help identify and remove the most common barriers to physical accessibility.

Emergency managers and shelter operators need to ensure that sheltering programs are accessible to people with disabilities, including individuals who use wheelchairs.

C. Eligibility Criteria
Shelters are usually divided into two categories: (1) “mass care” shelters, which serve the general population, and (2) “special needs” or “medical” shelters, which provide a heightened level of medical care for people who are medically fragile. Special needs and medical shelters are intended to house people who require the type and level of medical care that would ordinarily be provided by trained medical personnel in a nursing home or hospital. • House people with disabilities in mass care shelters. Emergency managers and shelter operators sometimes wrongly assume that people need to be housed in special needs or medical shelters simply because they have a disability. But most people with disabilities are not medically fragile and do not require the type or level of medical care that special care and medical shelters are intended to provide. The ADA requires people 7 28 C.F.R. §§ 35.130, 35.149.
8 28 C.F.R. § 35.151(a) (for public facilities); 28 C.F.R § 36.406 (for private facilities that are subject to the requirements of Title III of the ADA because they are public accommodations or commercial facilities).
9 28 C.F.R. § 35.151(b) (for public facilities); 28 C.F.R. §§ 36.402 - 36.405 (for private facilities that are subject to the requirements of Title III of the ADA because they are public accommodations or commercial facilities).