Santa Ana City Council
January 17, 2023

ORDINANCE NO. NS-XXXX

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY

OF SANTA ANA APPROVIN G AMENDMENT
APPLICATION NO. 2022-01 AMENDING THE ZONING
MAP FOR THE PROPERTY LOCATED AT 1700, 1720,
AND 1740 EAST GARRY AVENUE (APN 430- 171-07)
FROM PROFESSIONAL (P) TO LIGHT INDUSTRIAL (M1)

THE CITY COUNCIL OF THE CITY OF SANTA ANA HEREBY ORDAINS AS FOLLOWS:

Section 1. The City Council of the City of Santa Ana hereby finds, determines and declares as follows:

A. Rob Mitchell (“Applicant”) , representing Greenlaw Partners (“Property Owner”) is requesting approval of Amendment Application (AA) No. 2022-01 to change the zoning designation of the property located at 1700, 1720, and 1740 East Garry Avenue (APN 430 -171-07) from Professional (P) to Light Industrial (M1) in order to facilitate construction of a new, 91,500-square foot industrial warehouse and distribution building.

B. Chapter 41, Article I, Division 1, Section 41 -1 of the Santa Ana Municipal Code establishes that because of the necessity of segregating the location of residences, businesses, trades and industries; regulating the use of buildings, structures, and land; and regulating the location, height, bulk and size of buildings and structures, the size of yards and open spaces, the City is divided into land- use districts of such number, shape and area as may be considered best suited to carry out these regulations and provide for their enforcement . The regulations are considered necessary in order to: encourage the most appropriate use of land, conserve and stabilize property value, provide adequate open spaces for light and air and to prevent and fight fires, prevent undue concentration of population, lessen congestion on streets and highways, and promote the health, safety and general welfare of the people, all as part of the general plan of the City . T he City of Santa Ana has adopted a zoning map which has since been amended from time to time.

C. The entire Project as currently proposed entails, among other things, (1) demolition of an existing 105,558 square foot office development consisting of three buildings constructed between 1972 and 1974; (2) redevelopment of the Project Site with a 91,500- square foot warehouse and distribution building with ancillary/supportive office spaces and mezzanines, and associ ated site and public -right-of-way improvements ; (3) approval of Conditional Use Permit No. 2022-14 to allow the use of the building as a distribution center ; and (4) approval of Amendment

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Ordinance No. NS-XXXX

Application No. 2022- 01 to change the site’s zoning designation from Professional (P) to Light Industrial (M1).

D. The a pplicant has demonstrated compliance with all requirements of the Sunshine Ordinance codified at Santa Ana Municipal Code Section 2 -153, including public notification and hosting of required community meeti ngs.

Materials resulting from the meetings were subsequently posted to the City’s webpage for the project.

E. On August 22, 2022, t he Planning Commission held a duly noticed public hearing and voted to recommend that the City Council a dopt an ordinance approving Amendment Application No. 2022 -01. Following information received during the public hearing, the Planning Commission continued the item to its regular meeting on September 26, 2022, after which the project was continued to its regular meeting on Octo ber 10, 2022. During said October 10, 2022 meeting, the Planning Commission voted unanimously to adopt a resolution approving Conditional Use Permit No. 2022-14 and to recommend that the City Council adopt an ordinance approving Amendment Application No. 2022-01.

F. On October 18, 2022 and on October 19, 2022, appellants Molly Greene with Lozeau Drury LLP, on behalf of Supporters Alliance for Environmental Responsibility (SAFER) and Melinda Luthin with Melinda Luthin Law, on behalf of Garry Plaza Office Park A ssociation, filed respective appeal applications, Appeal Nos. 2022- 01 and 2022 -02, respectively, for Conditional Use Permit No. 2022- 14. Pursuant to SAMC Section 41- 645, the City Council is authorized to review appeals of Planning Commission decisions and may, after holding a public hearing, affirm, reverse, change, modify the original decision and may make any additional determination it shall consider appropriate within the limitations imposed by Chapter 41 of the SAMC. The Conditional Use Permit applicat ion and two appeal applications are subject to concurrent City Council consideration with this Amendment Application.

G. The City Council has reviewed applicable general plan policies and has determined that this proposed rezoning is consistent with the purpose of the General Plan. The General Plan identifies on Table LU -A-1 that the Interim Development Standard for the FLEX-3 area is M1. The subject site is designated by the General Plan Land Use Element as FLEX -3. This land use designation by the General Pl an encourages developments that provide context appropriate development in areas with existing industrial uses. The building has been designed to feature taller height and contemporary finishes to ensure it remains aesthetically compatible with the surroun ding area, even as adjacent properties may redevelop with new industrial or mixed- use office, industrial, and/or research and development uses. The project has been designed to conform to all applicable standards of the M1 zoning district.

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Ordinance No. NS-XXXX

H. The City Council, prior to taking action on this ordinance, held a duly noticed public hearing on December 20, 2022.

I. The City Council also adopts as findings all facts presented in the R equest for Council Action dated December 20, 2022, accompanying this matter.

J. For th e reasons contained herein, and each of them, Amendment Application No. 2022- 01 is hereby found and determined to be consistent with the intent and purpose of Chapter 41 of the Santa Ana Municipal Code; thus changing the zoning district is found to be cons istent with the General Plan of the City of Santa Ana and otherwise justified by the public necessity, convenience, and general welfare.

Section 2. The Amendment Application consists of amendments to the Zoning Map, as shown in Exhibit A, attached hereto and incorporated herein by reference.

S ection 3. The City Council has reviewed and considered the information contained in the analysis performed pursuant to the California Environmental Quality Act (CEQA) (Environmental Review No. 2021- 54). Pursuant to Public Resources Code section 21083.3 and CEQA Guidelines Section 15183, the Project is exempt from further review. This type of exemption analysis evaluates whether the potential environmental impacts of the proposed demolition of three office buildings, which total 105,558 square feet , and construction of a new 91,500 square foot light industrial warehousing building that would accommodate two tenants, are addressed in the City of Santa Ana General Plan Update Final Recirculated Program Environmental Impact Report (GPU EIR ). A rez oning that is consistent with an adopted general plan falls within this exemption.

(A) As set forth in CEQA G uidelines Section 15183(a), projects that are “consistent with the development density established by the existing zoning, community plan or general plan policies for which an EIR was certified shall not require additional environmental review, except as might be necessary to examine whether there are project-specific significant effects which are peculiar to the project or its site .” The CEQA Guidelines further state that “[i]f an impact is not peculiar to the parcel or to the project, has been addressed as a significant effect in the prior EIR, or can be substantially mitigated by the imposition of uniformly applied development policies or standards . . . then an additional EIR need not be prepared for the project solely on the basis of that impact.” CEQA Guidelines Section 15183(c).

(B) The GPU was adopted, and the GPU EIR certified, in April 2022 (State Clearinghouse Number 2020029087); the GPU went into effect on May 26, 2022. Any decision by the City affecting land use and development must be consistent with the GPU. The GPU EIR evaluates the potential environmental effects associated with implementation of the GPU and addresses appropriate and feasible mitigation measures that would minimize or eliminate these impacts. A project is consistent with the GPU if its development density is the same or less than the standard expressed for the involved par cel in the general plan for which an EIR has been certified, and the project complies with the density -related standards contained in that plan . CEQA

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Ordinance No. NS-XXXX

Guidelines section 15183(i)(2). Development density standards can include the number of dwelling units per acre, the number of people in a given area, floor area ratio (FAR), and other measures of building intensity, building height, size limitations, and use restrictions.

(C) The GPU identifies that the Interim Development Standard for the FLEX -3 area is M1. The M1 zone provides for a variety of light industrial uses, including warehousing, manufacture, assembly, machine shops, and wholesale businesses. The Project would result in a FAR of 0.42, which is within the projections of the GPU EIR, which evaluated a density of 3.0 FAR on the site. T he GPU EIR adequately anticipated and analyzed the impacts of this Project and identified applicable mitigation measures necessary to reduce impacts of the Project, and the Project implements the applicable mitigation measures.
(D) Specifically, the Project qualifies for the exemption because the following findings can be made:

1. The Project is consistent with the development density established by existing zoning, community plan or general plan policies for which an EIR was certified.

The Project would result in a FAR of 0.42, which is less than the maximum FAR of 3.0 allowable in the FLEX -3 designated area, which is the development density established by the GPU and analyzed in the GPU EIR. The Project site has an Interim Development Sta ndard of M -1 (light Industrial zone). The M -1 zone does not have density requirements.

2. There are no Project specific effects which are peculiar to the Project or its site, and which the GPU EIR failed to analyze as significant effects . The subject property is similar to other properties in the area, including its land use designation and zoning. The property does not support any peculiar environmental features, and the Project would not result in any peculiar effects.

In addition, as explained further in t he prepared Exemption Checklist, project impacts were adequately analyzed by the GPU EIR; and as detailed in the GPU EIR, development projects pursuant to the GPU, such as the proposed Project , could result in potentially significant impacts to air quality , cultural resources, paleontological resources, noise, and tribal cultural resources. However, applicable mitigation measures specified within the GPU EIR would reduce potential impacts to a less than significant level.

3. There are no potentially significant off -site and/or cumulative impacts which the GPU EIR failed to evaluate. The Project is consistent with the density and use characteristics of the development considered by the GPU EIR and would represent a small part of the growth that was forecast for build -out of the GPU.

The GPU EIR considered the incremental impacts of the Project, and as explained further in the prepared Exemption Checklist, no potentially significant off-site or cumulative impacts have been identified which were not previously evaluated.

4. There is no substantial new information which results in more severe impacts than anticipated by the GPU EIR. As explained in the prepared Exemption

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Ordinance No. NS-XXXX

Checklist, no new information has been identified which would result in a determination of a more severe impact than what had been anticipated by the GPU EIR.

5. As explained in the prepared Exemption Checklist, the Project will undertake feasible mitigation measures specified in the GPU EIR. These GPU EIR mitigation measures will be undertaken through Project design, compliance with regulations and ordinances, and through the Project’s conditions of approval. (E) The Project therefore qualifies for an exemption from additional environmental review as set forth in Public Resources Code section 21083.3 and C EQA Guidelines Section 15183. The full exemption analysis is provided as Exhibit 10 of the staff report accompanying this Ordinance . Based on this analysis, a Notice of Exemption, Environmental Review No. 2021-54 will be filed for this project.

Section 4. Conditional Use Permit No. 2022-14 and two appeal applications are subject to concurrent City Council consideration with this Amendment Application.

Section 5. A n amended Sectional District Map, showing the above described changes in use district designation, is hereby approved and attached hereto as Exhibit A, and incorporated by this reference as though fully set forth herein.

Section 6. T he City Council of the City of Santa Ana , after conducting the public hearing, hereby approves A mendment Application No. 2022 -01. This decision is based upon the evidence submitted at the above said hearing, which includes, but is not limited to: the Request for Planning Commission Action dated October 10 , 2022, the Request for Council Action dated December 20, 2022, and exhibits attached hereto; and the public testimony, written and oral, all of which are incorporated herein by this reference.

Section 7. I
f any section, subsection, sentence, clause, phrase or portion of this ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this ordinance. The City Council of the City of Santa Ana hereby declares that it would have adopted t his ordinance and each section, subsection, sentence, clause, phrase or portion thereof irrespective of the fact that any one or more sections, subsections, sentences, clauses, phrases, or portions be declared invalid or unconstitutional.

S
ection 8. This Ordinance shall become effective thirty (30) days after its adoption.

Section 9. The Clerk of the Council shall certify the adoption of this ordinance and shall cause the same to be published as required by law.

ADOPTED this ____ day of ________, 2022.

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Ordinance No. NS-XXXX

_______________________

Mayor
APPROVED AS TO FORM:

Sonia R. Carvalho
City Attorney

By:________________________
John M. Funk
Chief Assistant City Attorney

AYES: Councilmembers ___________________________________

NOES: Councilmembers ___________________________________

ABSTAIN: Councilmembers ___________________________________

NOT PRESENT: Councilmembers ___________________________________

CERTIFICATE OF ATTESTATION AND ORIGINALITY

I, Cler
k of the Council, do hereby attest to and certify the attached Ordinance No. NS - _____________to be the original ordinance adopted by the City Council of the City of Santa Ana on __________________, 2022 and that said ordinance was published in accordance with the Charter of the City of Santa Ana.

D
ate: ____________ ____________________________ Clerk of the Council
City of Santa Ana

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A1 GENERAL AGRICULTURAL CSM SOUTH MAIN STREET COMMERCIAL DIST. R2 TWO- FAMILY RESIDENCE - B PARKING MODIFICATION C1 COMMUNITY COMMERCIAL GC GOVERNMENT CENTER R3 MULTIPLE- FAMILY RESIDENCE - OZ OVERLAY ZONE C1 - MD COMMUNITY COMMERCIAL - MUSEUM DIST. M1 LIGHT INDUSTRIAL R4 SUBURBAN APARTMENT C2 GENERAL COMMERCIAL M2 HEAVY INDUSTRIAL RE RESIDENTIAL ESTATE C4 PLANNED SHOPPING CENTER O OPEN SPACE SD SPECIFIC DEVELOPMENT - HD2 HEIGHT DISTRICT II C5 ARTERIAL COMMERCIAL P PROFESSIONAL SP SPECIFIC PLAN
CR COMMERCIAL RESIDENTIAL R1 SINGLE- FAMILY RESIDENCE OZ1 METRO EAST OVERLAY ZONE

PLANNED RESIDENTIAL

DEVELOPMENT - PRD
C it y o f Sa n t a A n a , C a l if o r n ia

Z O N IN G D IST R IC T S

DEEREAV

BNSF RR

BNSF RR

HOTEL TERRACE DR

CARNEGIEAV

CATHERINE WY

WILLIS ST

ALTON PKWY

RICOH PZ

DAIMLER ST

BLAIR AV

BROOKHOLLO
W
DR

RICOH PZ

BIRTCHER DR

DAIMLER ST

BR O OKHOLLOW
DR
UP RR
B
NSF
RR

PULLMAN ST

GARRY AV

PULLMAN ST
BNSFRR
UP RR

PULLMAN
ST

BROOKHOLLOW DR

BR OOKHOLLOW
DR
TECH
CENTER
D
R

REDHILLAV
S
GRAND
AV

E DYER RD
EWARNE
RAV
C5
C5
M1
M1
M1
M1M1
M1
M1
M1
M1
M1
M1
M1
M2
O
O
O
O
O
O
P
P
P
SD12
SD12
SD63
SD64
SD8
SD88
SD96
M1
P
M1

N/A N/A N/A
29-5-9 N/AN/A
29-5-9
30-5-9
30-5-9
N/A
N/A
30-5-9
Exhibit:

Print Date: 8/16/2022
Sectional District Map: IRS-9
I
A

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Community Development Agency
santa-ana.org/cd
Item # 6
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Housing Successor Annual Report FY 2021-22
AGENDA TITLE:

Housing Successor Annual Report for FY 2021-22 – Low and Moderate Income Housing Asset Fund

RECOMMENDED ACTION
Receive and file.

DISCUSSION
Pursuant to the Dissolution Act, on January 9, 2012 the City Council designated the Housing Authority as the Successor Housing Agency to the dissolved Community Redevelopment Agency of the City of Santa Ana (RDA). Effective February 1, 2012, the Housing Authority retained the housing assets, duties, functions and obligations of the former RDA and continued to complete the housing development projects encumbered prior to the dissolution of the RDA.

Senate Bill (SB) 341, signed by the Governor on October 1, 2013, amended the Health & Safety Code (HSC) Section 34176 and addresses functions to be performed by the housing successor agencies. This bill, effective January 2014, required all housing successor agencies to provide an annual report to its governing body within six months after the end of the fiscal year, starting with FY 2013-14. Among the requirements is an independent financial audit of the Low and Moderate Income Housing Asset Fund (LMIHAF), and information regarding specific housing financial data and activities. The independent financial audit of the LMIHAF was completed after the December 20, 2022 City Council Meeting and, therefore, this report was delayed. The financial audit is included in the City’s Annual Comprehensive Financial Report (ACFR) for FY 2021-22, as prepared by the Finance and Management Services Agency and posted on the City’s website at www.santa-ana.org/financial-reports/ .

Assembly Bill (AB) 1793, signed by the Governor on September 27, 2014, further amended HSC § 34176.1 to require housing successor agencies to include additional information on homeownership units assisted by the former RDA or housing successor

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Housing Successor Annual Report FY 2021-22
January 17, 2023

3 1
5 9
that are subject to covenants or restrictions. The FY 2021-22 annual report includes this additional information required by AB 1793 (Exhibit 1).

FISCAL IMPACT
There is no fiscal impact associated with this action.

EXHIBIT(S)

1. Housing Successor Annual Report FY 2021-22
Submitted By: Michael L. Garcia, Executive Director of Community Development Approved By: Kristine Ridge, City Manager

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HOUSING AUTHORITY OF THE CITY OF SANTA ANA – FY 2020/21 Page 1

HOUSING SUCCESSOR ANNUAL REPORT

REGARDING THE

LOW AND MODERATE INCOME HOUSING ASSET FUND
FOR FISCAL YEAR 2021-2022

PURSUANT TO
CALIFORNIA HEALTH AND SAFETY CODE SECTION 34176.1(f)

FOR THE

HOUSING AUTHORITY OF THE CITY OF SANTA ANA
Thi
s Housing Successor Annual Report (Report) regarding the Low and Moderate Income Housing Asset Fund (LMIHAF) has been prepared pursuant to California Health and Safety Code Section 34176.1(f) and is dated as of January 17, 2023. This Report sets forth certain details of the Housing Authority of the City of Santa Ana (Housing Successor) activities during Fiscal Year 2021-2022 (Fiscal Year). The purpose of this Report is to provide the governing body of the Housing Successor an annual report on the housing assets and activities of the Housing Successor under Part 1.85, Division 24 of the California Health and Safety Code, in particular sections 34176 and 34176.1 (Dissolution Law).

The following Report is based upon information prepared by Housing Successor staff and information contained within the independent financial audit of the Low and Moderate Income Housing Asset Fund, as incorporated in the City of Santa Ana’s Annual Comprehensive Financial Report (ACFR) for Fiscal Year 2021-2022 (Fiscal Year) as prepared by CliftonLarsonAllen LLP (Audit), which Audit is separate from this annual summary Report; further, this Report conforms with and is organized into sections I. through XII., inclusive, pursuant to Section 34176.1(f) of the Dissolution Law:

I. Amount Deposited into LMIHAF: This section provides the total amount of funds deposited into the LMIHAF during the Fiscal Year. Any amounts deposited for items listed on the Recognized Obligation Payment Schedule (ROPS) must be distinguished from the other amounts deposited.

II. Ending Balance of LMIHAF: This section provides a statement of the balance in the LMIHAF as of the close of the Fiscal Year. Any amounts deposited for items listed on t
he ROPS must be distinguished from the other amounts deposited.

III. Description of Expenditures from LMIHAF: This section provides a description of the ex
penditures made from the LMIHAF during the Fiscal Year. The expenditures are to be categorized.

IV. Statutory Value of Assets Owned by Housing Successor: This section provides the statutory value of real property owned by the Housing Successor, the value of loans and grants receivables, and the sum of these two amounts.

EXHIBIT 1

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HOUSING AUTHORITY OF THE CITY OF SANTA ANA – FY 2021/22 Page 2 V. Description of Transfers: This section describes transfers, if any, to another housing su
ccessor agency made in previous Fiscal Year(s), including whether the funds are unencumbered and the status of projects, if any, for which the transferred LMIHAF will be used. The sole purpose of the transfers must be for the development of transit priority projects, permanent supportive housing, housing for agricultural employees or special needs housing.

VI. Project Descriptions: This section describes any project for which the Housing Successor receives or holds property tax revenue pursuant to the ROPS and the status of that project.

VII. Status of Compliance with Section 33334.16: This section provides a status update on c
ompliance with Section 33334.16 for interests in real property acquired by the f
ormer redevelopment agency prior to February 1, 2012. For interests in real property acquired on or after February 1, 2012, provide a status update on the project.

VIII. Description of Outstanding Obligations under Section 33413: This section des
cribes the outstanding inclusionary and replacement housing obligations, if any, under Section 33413 that remained outstanding prior to dissolution of the former redevelopment agency as of February 1, 2012 along with the Housing Successor’s progress in meeting those prior obligations, if any, of the former redevelopment agency and how the Housing Successor’s plans to meet unmet obligations, if any.

IX. Income Test: This section provides the information required by Section 34176.
1(a)(3)(B), or a description of expenditures by income restriction for five year period, with the time period beginning January 1, 2014 and whether the statutory thresholds have been met. Information is provided covering the period of July 1, 2017 – June 30, 2022.

X. Senior Housing Test: This section provides the percentage of units of deed-restrict ed
r
ental housing restricted to seniors and assisted individually or jointly by the Housing S
uccessor, its former redevelopment Agency, and its host jurisdiction within the previous 10 years in relation to the aggregate number of units of deed-restricted rental housing assisted individually or jointly by the Housing Successor, its former Redevelopment Agency and its host jurisdiction within the same time period. For this Report the ten-year period reviewed is January 1, 2012 to December 31, 2021.

XI. Excess Surplus Test: This section provides the amount of excess surplus in the LMIHAF, if any, and the length of time that the Housing Successor has had excess surplus, and the Housing Successor’s plan for eliminating the excess surplus.

XII. Inventory of Homeownership Units: This section provides an inventory of homeownership units assisted by the former redevelopment agency or the Housing S
uccessor that are subject to covenants or restrictions or to an adopted program that EXHIBIT 1

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HOUSING AUTHORITY OF THE CITY OF SANTA ANA – FY 2021/22 Page 3 protects the former redevelopment agency’s investment of moneys from the Low and Moderate Income Housing Fund pursuant to Section 33334.3(f).

This Report is to be provided to the Housing Successor’s governing body by December 31, 2022. However, the final audit opinion was not complete until after the December 20, 2022 City Council meeting which delayed the presentation of this Report to January. In addition, this Report and the former redevelopment agency’s pre-dissolution Implementation Plans are to be made available to the public on the City’s website (https://www.santa-ana. org/successor-
agency-oversight-board/ .)
I. A

MOUNT DEPOSITED INTO LMIHAF
A
total of $410,566 was deposited into the LMIHAF during the Fiscal Year. Of the total funds deposited into the LMIHAF, a total of $0 was held for items listed on the ROPS.

I
I. ENDING BALANCE OF LMIHAF
At the close of the Fiscal Year, the ending balance in the LMIHAF was $5,039,275 of which $0 is held for items listed on the ROPS.

II
I. DESCRIPTION OF EXPENDITURES FROM LMIHAF
The following is a description of expenditures from the LMIHAF by category:

FY 2021/22
Monitoring & Administration Expenditures 1 $ 267,393 Homeless Prevention and Rapid Rehousing Services Expenditures $0 Housing Development Expenditures
 Expenditures on Moderate Income Units $0
 Expenditures on Low Income Units $0
 Expenditures on Very-Low Income Units $0
 Expenditures on Extremely-Low Income Units $0
 Total Housing Development Expenditures $0
Total LMIHAF Expenditures in Fiscal Year2 $ 267,393 ____________________________
1 The independent financial audit of the LMIHAF includes an adjustment of ($835,546) for bad debt expenses for loans receivable, for a total adjusted expenditure of ($568,153). 2 Including the additional item from footnote 1 above, $150,000 for a reimbursement for The Crossrods at Washington project, the total LMIHAF per the audit is ($418,153).

EXHIBIT 1

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HOUSING AUTHORITY OF THE CITY OF SANTA ANA – FY 2021/22 Page 4 IV. STATUTORY VALUE OF ASSETS OWNED BY HOUSING SUCCESSOR IN LMIHAF Under the Dissolution Law and for purposes of this Report, the “statutory value of real property” means the value of properties formerly held by the former redevelopment agency as listed on the housing asset transfer schedule approved by the Department of Finance as listed in such schedule under Section 34176(a)(2), the value of the properties transferred to the Housing Successor pursuant to Section 34181(f), and the purchase price of property(ies) purchased by the Housing Successor. Further, the value of loans and grants receivable is included in these reported assets held in the LMIHAF.

The following provides the statutory value of assets owned by the Housing Successor.

As of End of
Fiscal Year
Statutory Value of Real Property Owned by Housing Authority $ 75,000 Value of Loans and Grants Receivable $ 22,284,000
Total Value of Housing Successor Assets $ 22,359,000

V. DESCRIPTION OF TRANSFERS
The Housing Successor did not make any LMIHAF transfers to other Housing Successor(s) under Section 34176.1(c)(2) during the Fiscal Year.

VI. PROJECT DESCRIPTIONS
The following is a description of project(s) for which the Housing Successor receives or holds property tax revenue pursuant to the ROPS as well as the status of the project(s):

Project Name Status of Project
N/A All former projects on the ROPS have been
completed.

VII. STATUS OF COMPLIANCE WITH SECTION 33334.16
Section 34176.1 provides that Section 33334.16 does not apply to interests in real property acquired by the Housing Successor on or after February 1, 2012; however, this Report presents a status update on the project related to such real property.

With respect to interests in real property acquired by the former redevelopment agency prior to February 1, 2012, the time periods described in Section 33334.16 shall be deemed to have EXHIBIT 1

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HOUSING AUTHORITY OF THE CITY OF SANTA ANA – FY 2021/22 Page 5 commenced on the date that the Department of Finance approved the property as a housing asset in the LMIHAF; thus, as to real property acquired by the former redevelopment agency now held by the Housing Successor in the LMIHAF, the Housing Successor must initiate activities consistent with the development of the real property for the purpose for which it was acquired within five years of the date the DOF approved such property as a housing asset.

The following provides a status update on the real property or properties housing asset(s) that were acquired prior to February 1, 2012 and compliance with five-year period:

Address of Property
Date of
Acquisition
Deadline to
Initiate
Development
Activity
Status of Housing Successor
Activity
Remnant parcels at
Spurgeon & E. 22nd
St.
10/30/2002 2/14/2018
Included in Request for Proposals
#21-136 for the development
and/or sale of the site; No award
from this RFP at this time. Staff
will be working to sell this site at
Fair Market Value.
801, 809 & 809 ½ E.

Santa Ana Blvd. 7/29/2009 2/14/2018
On December 7, 2021, the Housing
Authority entered into a 99-year
Ground Lease with Shelter
Providers of Orange County, Inc.

DBA HomeAid Orange County for
the development of the FX
Residences, a multifamily
affordable housing project with 16
units for people experiencing
homelessness.
826 N. Lacy 7/29/2009 2/14/2018
On November 17, 2020, the
Housing Authority entered into a
99-year Ground Lease for the
development of 2 affordable
homeownership opportunities for
moderate income families
1126 & 1146
Washington 9/5/2007 2/14/2018
On July 25, 2022, the Housing
Authority entered into a 65-year
Ground Lease with Washington
Santa Ana Housing Partners, L.P.
for the development of the
Crossroads at Washington, a
multifamily affordable housing
project with 86 units for extremely
low-income families.

EXHIBIT 1

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HOUSING AUTHORITY OF THE CITY OF SANTA ANA – FY 2021/22 Page 6 The following provides a status update on the project(s) for property or properties that have been acquired by the Housing Successor using LMIHAF on or after February 1, 2012:

Address of Property

Date of
Acquisition
Deadline to
Initiate
Development
Activity

Status of Housing Successor
Activity
N/A

VIII. DESCRIPTION OF OUTSTANDING OBLIGATIONS PURSUANT TO SECTION 33413 Replacement Housing: According to the FY 2010 – FY 2015 Implementation Plan for the former redevelopment agency, the following replacement housing obligations were transferred to the Housing Successor:

One (1) very-low income five-bedroom unit was removed in 2005. The replacement housing obligation transferred to the Housing Successor was fulfilled in a previous fiscal year with the WBBB project that accommodated a five-bedroom unit within the site.

At the end of Fiscal Year 2021-2022, the Housing Successor has met all replacement housing obligations transferred from the former redevelopment agency.

Inclusionary/Production Housing. According to the FY 2010 – FY 2015 Implementation Plan for the former redevelopment agency, no Section 33413(b) inclusionary/production housing obligations were transferred to the Housing Successor. The former redevelopment agency’s Implementation Plans are posted on the City’s website at https://www.santa-ana .org/successor- agency-oversight-board/
IX. EXTREMELY-LOW INCOME TEST
Section 34176.1(a)(3)(B) requires that the Housing Successor must require at least 30% of the LMIHAF to be expended for development of rental housing affordable to and occupied by households earning 30% or less of the AMI. If the Housing Successor fails to comply with the Extremely-Low Income requirement in any five-year report, then the Housing Successor must ensure that at least 50% of the funds remaining in the LMIHAF be expended in each fiscal year following the latest fiscal year following the report on households earning 30% or less of the AMI until the Housing Successor demonstrates compliance with the Extremely-Low Income requirement.

EXHIBIT 1

City Council
6 –
8 1/17/2023

HOUSING AUTHORITY OF THE CITY OF SANTA ANA – FY 2021/22 Page 7 This information below is for the period of July 1, 2017 – June 30, 2022:

AMI FY 2017/181 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Totals 80% - 120% $0 $150,827 $0 $0 $0 $150,827
50% - 80% $1,624,510 $2,921,302 $16,632 $0 $0 $4,562,444 30% - 50% $2,606,004 $471,213 $26,867 $0 $0 $3,104,084 0% - 30% $4,219,469 $1,411,963 $43,499 $0 $0 $5,674,931 Totals $8,449,983 $4,955,305 $86,998 $0 $0 $13,492,286

% of Funds
Expended on 30%
or Less of AMI

49.93% 28.49% 50.00% 0.00% 0.00% 42.06%

1 Expenditures reflected corrected totals as compared to original FY 2017-18 report. $8,437,513 in loans for the development of 69 affordable housing units were not included.

Note: In the upcoming fiscal year, 101 units for families who earn between 0% - 30% AMI will be built on the Housing Successor Agency-owned land at 1126 & 1146 Washington and 801, 809 & 809 ½ E. Santa Ana Blvd. These two parcels have been leased for the development of this affordable housing on-site.

X. SENIOR HOUSING TEST
The Housing Successor is to calculate the percentage of units of deed-restricted rental housing restricted to seniors and assisted by the Housing Successor, the former redevelopment agency and/or the City within the previous 10 years in relation to the aggregate number of units of deed-restricted rental housing assisted by the Housing Successor, the former redevelopment agency and/or City within the same time period. If this percentage exceeds 50%, then the Housing Successor cannot expend future funds in the LMIHAF to assist additional senior housing units until the Housing Successor or City assists and construction has commenced on a number of restricted rental units that is equal to 50% of the total amount of deed-restricted rental units.

The following provides the Housing Successor’s Senior Housing Test for the 10 year period of January 1, 2012 to December 31, 2021:

Senior Housing Test 1/1/2012 – 12/31/2021
# of Assisted Senior Rental Units 0
# of Total Assisted Rental Units 541
Senior Housing Percentage 0%

XI. EXCESS SURPLUS TEST
Excess Surplus is defined in Section 34176.1(d) as an unencumbered amount in the account that exceeds the greater of one million dollars ($1,000,000) or the aggregate amount deposited into the account during the Housing Successor’s preceding four Fiscal Years, whichever is greater.

EXHIBIT 1

City Council
6 –
9 1/17/2023

HOUSING AUTHORITY OF THE CITY OF SANTA ANA – FY 2021/22 Page 8 The following provides the Excess Surplus test for the preceding four Fiscal Years:

FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22
Beginning Balance $36,663,531 $33,014,290 $29,197,585 $26,417,704 Add: Deposits $786,125 $1,371,881 $170,606 $1,246,112 (Less) Expenditures $4,435,366 $5,188,586 $2,950,487 $417,392 Ending Balance $33,014,290 $29,197,585 $26,417,704 $27,246,424

The LMIHAF does not have an Excess Surplus. (Refer to calculation below.)

Fund Balance – June 30, 2022 $27,246,424

Less Unavailable Amounts:

Loans and notes (22,284,000)
Land held for resale (75,000)
Restricted cash and investments with fiscal agent (74,967) Liabilities – Accounts payables & deposits (158,011) Deferred inflows of revenues (4,292)
Project Commitments and Monitoring (2,033,268)

Available Low Income Housing Funds 2,616,886

Limitation (Greater of $1,000,000 or Four Years Deposits):

Aggregate amounts deposited for preceding four fiscal years 2018 – 2019 786,125
2019 – 2020 1,371,881
2020 – 2021 170,606
2021 – 2022 1,246,112

Total deposits for the preceding four fiscal years 3,574,724

Base limitation 1,000,000

Greater Amount 3,574,724

Computed Excess Surplus – June 30, 2022 $ -

EXHIBIT 1

City Council
6 –
10 1/17/2023

HOUSING AUTHORITY OF THE CITY OF SANTA ANA – FY 2021/22 Page 9 XII. INVENTORY OF HOMEOWNERSHIP UNITS
(A) As of June 30, 2022, there was a total of 56 homeownership units and 912 rental units subject to covenants or restrictions. Of this total, all 968 units had a
ffordability restrictions.
(B) During FY 2021-22, two (2) single family units were lost to the portfolio as the bor
rowers paid off the loan earlier than the original maturity date. Four rental units were lost during this fiscal year due to the sale of four rental units. (C) There were no funds returned to the Housing Successor as part of an adopted program that protects the former redevelopment agency’s investment of moneys from the former Low and Moderate Income Housing Fund in FY 2021-22. (D) The Housing Authority of the City of Santa Ana has not contracted with any outside entity for the management of the units.

EXHIBIT 1

City Council
6 –
11 1/17/2023

Public Works Agency
www.santa-ana.org/public-works
Item # 7
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Exchange of Storm Drain Easement

AGENDA TITLE
Authorize Exchange of Storm Drain Easements within 1202 West Edinger Avenue (Applicants and Owners: Mater Dei High School)

RECOMMENDED ACTION
Authorize the City Manager to execute quitclaim deeds relinquishing the City’s interest in drainage easements at 1202 West Edinger Avenue, in exchange for replacement storm drain easement.

DISCUSSION
On March 15, 2016, the City Council approved various actions to allow the Mater Dei High School Parking Structure and School Expansion Project (Exhibit 1).

On June 5, 2018, the City Council adopted a Resolution to vacate portions of Baker Street, Berkeley Street, and Occidental Street .

Mater Dei High School (Mater Dei) has now completed the construction of a three-story parking structure at the southeast section of their campus. After construction of the buildings and associated improvements within the development, the developer discovered that portions of a storm drain easement conflict with the buildings. To remove the conflict, the developer has requested the City quitclaim partial interest in the easement (Exhibit 2), and in exchange, will grant a replacement easement (Exhibit 3).

Generally, storm drain easements provide for conveyance of storm water through private properties to public facilities. In this case, easements will be granted to replace the partial easement being quitclaimed.

Consistent with past practices for similar actions, staff examined whether the City would require compensation for the value of the easement rights being quitclaimed. The replacement easements cover a larger land area, and therefore no compensation is needed. Staff recommends quitclaiming the existing storm drain easement in exchange for receiving the replacement storm drain easement.

City Council
7 –
1 1/17/2023

Exchange of Storm Drain Easements
January 17, 2023

3 1
6 3

FISCAL IMPACT
There is no fiscal impact associated with this action.

EXHIBIT(S)

1. Site Plan

2. Existing Storm Drain Easements

3. Proposed Storm Drain Easements
Submitted By: Nabil Saba, P.E., Executive Director – Public Works Agency Approved By: Kristine Ridge, City Manager

City Council
7 –
2 1/17/2023

EXHIBIT 1
 
City Council
 7 – 3
1/17/2023
 

XXXX
SCALE: 1" = 200'
1 SHEET 1 OF 1
LEGEND

PARKING

STUCTURE
EXHIBIT 2

City Council
7 –
4 1/17/2023

XXXX
SCALE: 1" = 200'
EXHIBIT 3
SHEET 1 OF 1
LEGEND

City Council
7 –
5 1/17/2023

City Manager’s Office
www.santa-ana.org/city-managers-office
Item # 8
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Purchase of Audio Video Equipment for Council Chamber AGENDA TITLE:

Award a Purchase Order to VMI, Inc in the Amount of $61,319 for Audio Video Equipment for the Council Chamber, Playback Room and Control Room (Specification No. 22-162) (General Fund)

RECOMMENDED ACTION
Authorize a one-time purchase and payment of purchase order to VMI, Inc. for the purchase of audio video equipment, in the amount of $61,319, subject to non- substantive changes approved by the City Manager and City Attorney.

DISCUSSION
The council chamber hosts public meetings of the City Council and various boards, commissions, and committees. Accordingly, the council chamber requires the technology needed for speaking protocols, data collection and archiving, visual display, electronic voting, video streaming, and more. Staff assessed the aging video and related equipment in the council chamber, identified its limitations, and determined that much of the equipment has reached the end of its useful life. In response, staff from the Information Technology Department and City Manager’s Office identified an opportunity to procure new video and related equipment, with the goal of improving the technological performance of video and related infrastructure in the council chamber.

The Notice Inviting Bids was advertised on November 18, 2022, on the City’s online bid management and publication system. A summary of the bid invitation and bids received is as follows:
271 vendors were notified
11 Santa Ana vendors were notified
30 vendors downloaded the bid packet
8 bids were received
1 bid was received from an Orange County small business

City Council
8 –
1 1/17/2023

Purchase of Audio Video Equipment for Council Chamber
January 17, 2023

3 1
9 3
The bids were received and opened December 12, 2022 and evaluated (Exhibit 1). The bid received from VMI, Inc. is the lowest responsive to the specifications and meets the City’s requirements. VMI, Inc is a Small Orange County Business and received the local preference.

ENVIRONMENTAL IMPACT
There is no environmental impact associated with this action.

FISCAL IMPACT
Funds are available for expenditure in Fiscal Year 2022-23 as follows:

Fiscal
Year
Accounting
Unit/Account No.
(Project No.)
Fund
Description
Accounting
Unit/Account No.

Description
Amount
2022-
23 02103010-62300 CATV Capital
Support (PEG)
Contract Services-
Professional
$61,319
Total $61,319

EXHIBIT(S)

1. Abstract of Bids
Submitted By: Kristine Ridge, City Manager
Approved By: Kristine Ridge, City Manager

City Council
8 –
2 1/17/2023

EXHIBIT 1 - BID ABSTRACT
IFB 22-162 A/V EQUIPMENT FOR CITY HALL COUNCIL CHAMBER
Bid Due on December 12, 2022 at 2:00 PM (Pacific)

COMMENTS:

FOCUS CAMERA – Did not bid on all items.

ADORAMA – Alternates offered not approved by PM.

No. DESCRIPTION UOM QTY FOCUS CAMERA ADORAMA VMI INC

GOLDEN STAR

TECHNOLOGY B&H INT'L TV PRO GEAR
JEC

INTEGRATION
SYS

RADONICH
CORP
1 Decimators DD-HX cross converter in/out SDI/HDMI Scaler EA 1 $270.00 $295.00 $255.00 $318.55 $307.17 $295.00 $301.00 $383.50 2 Gefen HDMI Splitter EXT-UHD600-14 with EDID EA 1 $300.00 $280.04 $310.00 $319.16 $358.42 $259.00 $300.00 $409.50 3 Shure PGXD24/SM58-X8 Wireless Handheld Mic System EA 1 $390.00 $318.09 $345.00 $334.88 $323.14 $340.86 $329.00 $388.70 4 Whirlwind Qbox audio tester EA 1 $310.00 $263.36 $270.00 $278.23 $209.75 $233.89 $296.00 $410.80 5 Black Magic Teranex TERANEXEXP12GDL EA 1 $1,300.00 $1,187.23 $1,200.00 $1,332.22 $1,349.44 $1,272.24 $1,395.00 $1,813.50 6 Black Magic Design CONVCMIC/HS03G/WPSU HDMI to SDI converter EA 3 $59.00 $158.31 $180.00 $179.97 $192.96 $150.48 $210.00 $253.50 7 AVerMedi a MFR #BU111 Capture Card EA 1 $98.00 $238.30 $185.00 $288.08 $171.72 $79.99 $180.00 $222.29 8 Black Magic Design ATEM 2 ME --20 input switcher SWATEMPSW2ME4K EA 1 $4,200.00 $3,544.68 $3,730.00 $4,045.48 $4,181.80 $3,953.52 $4,335.00 $8,006.70 9 GVM 800-RGB-3L Led Li ght Ki t EA 1 $345.00 $269.31 $335.00 $320.32 $387.72 $359.00 $375.00 $466.70 10 Comprehensi ve CHE-1 HDMI cat 6 extenders, transmi tter and recei vers EA 2 $119.00 $207.42 $230.00 $228.22 $252.12 $239.90 $210.00 $265.28 11 SanDisk SD Card SDSDXXY-128G-ANCIN Extreme Pro 170mbps---128GB EA 3 $23.99 $76.11 $120.00 $90.36 $125.67 $89.25 $75.00 $130.62 12 Belkin lighting to ethernet adapter model B2B165BT EA 1 $98.00 $82.61 $90.00 $87.16 $100.87 $91.82 $89.00 $103.99 13 Shure MX418D/C Desktop gooseneck wired on/off microphone EA 1 $338.00 $251.71 $250.00 $267.68 $290.52 $272.46 $263.00 $310.70 14 Shure MX412D/S Desktop gooseneck wired on/off microphone EA 1 $330.00 $254.26 $250.00 $267.68 $290.52 $272.46 $263.00 $310.70 15 Shure A412MWS Metal mesh wind screen for microphone. EA 7 $20.00 $106.96 $115.50 $117.60 $128.52 $119.70 $119.00 $136.50 16 Tripp Lite UPS 1500VA 810W Battery Back Up Tower LCD USB 120V - UPS - 810-watt EA 2 $219.00 $398.32 $698.00 $410.96 $486.72 $440.32 $414.00 $603.20 17 Panasonic PTZ camera AW-UE145W CAMERAS White 1920X1080 EA 5 $2,650.00 $38,903.40 $40,825.00 $45,270.90 $44,654.40 $48,950.00 $50,545.00 $53,267.50 18 Panasonic AW-RP150 Remote controller EA 1 $4,450.00 $3,913.28 $4,006.00 $4,463.36 $4,696.92 $4,390.00 $4,539.00 $5,193.50 19 Besco PSA124PAN 4pin XLR 12-volt power adapter EA 1 $89.95 $72.67 $90.00 $85.01 $107.95 $89.95 $95.00 $116.94 20 Bl ack Magi c power converters PSUPPLY-5V10WUSBC EA 3 $24.00 $63.84 $75.00 $69.21 $76.47 $68.40 $75.00 $97.50 21 TV One/Magenta 2211114-02 HD One DX-5000 HDBase T (Kit: 1 Transmitter & 1 Receiver) EA 1 * NO BID $573.40 $625.00 $646.80 $831.60 $770.00 $593.00 $700.70 22 P-Touch label Cartridges TZe221 3/8 INCH Black print on white background EA 12 * NO BID $114.36 $144.00 $119.52 $187.20 $43.20 $168.00 $202.68 23 Belden coax cable RG-59 violet 1505A-1000VI 1000-feet roll RL 1 $529.00 $191.49 $675.00 $486.36 $480.60 $1,345.20 $468.00 $860.83 24 Black Magic Design Smart Duo HDL-SMTVDUO2 EA 1 $538.00 $463.83 $490.00 $502.97 $539.01 $497.04 $551.00 $708.50 25 Brightsign LS 424 video media player EA 2 * NO BID $542.56 $490.00 $456.64 $637.20 $590.00 $486.00 $575.26 26 Hellermann Tyton T50R0C2 narrow black zip ties 100 pieces per bag BAG 5 * NO BID $51.80 $37.50 $33.65 $185.75 $29.95 $35.00 $29.65 27 Hellermann Tyton T50R0M4 8-inch black zip ties 1000 pieces per bag BAG 2 * NO BID $248.80 $106.00 $106.74 $287.64 $81.90 $106.00 $149.50 DEL Vendor must enter fixed amount for delivery, shipping, and/or handling fees. LOT 1 $50.00 INCL. INCL. $0.00 INCL.INCL. $300.00 $435.00 $5,331.26 DEL Number of days after recei pt of order DAY 1 30 DAYS 14-30 DAYS 10 DAYS 20 DAYS TBD 30 DAYS 60 DAYS 365 DAYS LOCAL PREFERENCE QUALIFIED? N/A N/A 4% N/A N/A N/A N/A N/A LOT $28,052.92 53,071.14$ 53,891.52$ 61,127.71$ 61,841.80$ 65,670.53$ 67,250.00$ 81,450.00$ BASE BID TOTAL:

City Council
8 –
3 1/17/2023

Public Works Agency
www.santa-ana.org/public-works
Item # 9
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Purchase of a Wood Chipper and a Stump Cutter for Public Works Trees Division

AGENDA TITLE
Award a Purchase Order to RDO Equipment Co. in the Amount of $201,757 for One Vermeer Wood Chipper and One Vermeer Stump Grinder for the Public Works Maintenance Services – Tree Section (Specification No. 22-171) (Non-General Fund)

RECOMMENDED ACTION
Authorize a one-time purchase and payment of purchase order to RDO Equipment Co. for the purchase of a Vermeer wood chipper and a Vermeer stump grinder in the amount of $191,757, plus a contingency of $10,000, for a total amount not to exceed $201,757, subject to non-substantive changes approved by the City Manager and City Attorney.

DISCUSSION
The Public Works Agency’s Fleet Services Division is responsible for the acquisition, maintenance, repair and replacement of vehicles, trucks, and maintenance equipment.

The Public Works Agency’s Maintenance Services Division is responsible for the maintenance of approximately 400 miles of streets and 50,000 street trees. Debris chippers and stump cutters are vital equipment utilized by Maintenance Division staff daily at multiple job sites in the removal of tree trimming and landscaping debris, fallen tree branches, tree limbs, and stump grinding and removal, as well as for use during emergency response situations involving downed trees during storm events. The new equipment will conform to State emission requirements, and contains patented features such as a bottom-feed stop bar for safety and emergency situations, and engine idle systems that reduce noise and greenhouse gas emissions, as well as lowers fuel consumption resulting in reduced costs and better air quality.

Santa Ana Ordinance No. NS-2312 authorizes the City to utilize purchase contracts for any public agency utilizing a competitive bid process. Sourcewell (formerly National Joint Powers Alliance), awarded a contract to Vermeer Corporation (Contract No. 031721-VRM) for procurement of tree maintenance equipment as a result of open competitive bidding on behalf of its members, which includes government agencies.

RDO Equipment Co. is an authorized dealer of Vermeer Corporation extending the contract to the City.

City Council
9 –
1 1/17/2023

Purchase of Stump Grinder and Wood Chipper
January 17, 2023

3 1
7 0
Utilizing the contract awarded to Vermeer Corporation by way of RDO Equipment Co. for the purchase of the wood chipper and stump grinder, authorizes the City to make purchases through May 7, 2025, and is in accordance with the City’s existing purchasing guidelines.

FISCAL IMPACT
Funding for this purchase is included in the current year budget, as follows.

Fiscal
Year
Accounting Unit-
Account #
Fund
Description
Accounting Unit,
Account Description Amount
2022-23 06817641-66400 Sanitation
Fund
Public Works-Roadway
Cleaning, Machinery &
Equipment
$201,757
Submitted By: Nabil Saba, P.E., Executive Director – Public Works Agency Approved By: Kristine Ridge, City Manager

City Council
9 –
2 1/17/2023

Public Works Agency
www.santa-ana.org/public-works
Item # 10
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Purchase of Six BMW Motorcycles for the Santa Ana Police Department

AGENDA TITLE
Award a Purchase Order to Long Beach BMW Motorcycles in the Amount of $185,639 for Six BMW RT-P Motorcycles (Specification No. 22-137) (Non-General Fund)

RECOMMENDED ACTION
Authorize a one-time purchase and payment of purchase order to Long Beach BMW Motorcycles for six BMW RT-P motorcycles in the amount of $180,639, plus a contingency of $5,000, for a total amount not to exceed $185,639, subject to non- substantive changes approved by the City Manager and City Attorney.

DISCUSSION
The Public Works Agency’s Fleet Services Division is responsible for the acquisition, maintenance, repair, and replacement of vehicles, trucks, and maintenance equipment.

The Santa Ana Police Department (SAPD) has a fleet of 245 vehicles, and 25 of these vehicles are BMW motorcycles assigned to the Traffic Division of the Field Operations Bureau. SAPD uses BMW motorcycles as the standard for traffic enforcement services.

The City's Vehicle Replacement Policy provides guidelines and criteria for determining when a vehicle needs replacement. The Equipment Lifecycle Guidelines include the replacement of all police traffic motorcycles every 3 years or every 60,000 miles. This recommended replacement schedule is based on criteria such as vehicle age, mileage, maintenance costs, and safety history. Based on these criteria, six older motorcycles have been identified for replacement.

Santa Ana Ordinance No. NS-2312 authorizes the City to utilize purchase contracts for any public agency utilizing a competitive bid process. On March 29, 2022, a Notice Inviting Bids for IFB (Invitation for Bid) 22-043 BMW RT-P Motorcycle was advertised on the City’s online bid management and publication system. The bid received from Long Beach BMW Motorcycles was deemed responsive.

On April 5, 2022, a contract was awarded to Long Beach BMW Motorcycles for the purchase of one BMW RTP Motorcycle. The vendor has agreed to extend the pricing offered on IFB. 22-043 until May 2, 2023. Therefore, this purchase is in accordance with the City’s existing purchasing guidelines.

City Council
10 –
1 1/17/2023

Purchase of Six BMW Motorcycles
January 17, 2023

3 1
7 4

FISCAL IMPACT
Funding for this purchase is included in the current year budget, as follows:

Fiscal
Year
Accounting
Unit-Account
#
Fund
Description
Accounting Unit,
Account Description Amount
2022-23 07017100-
66400
Equipment
Replacement
Equipment
Replacement,
Machinery & Equipment
$185,638.34
Submitted By: Nabil Saba, P. E., Executive Director – Public Works Agency David Valentin, Police Chief

Approved By: Kristine Ridge, City Manager

City Council
10 –
2 1/17/2023

Police Department
www.santa-ana.org/police
Item # 11
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Contracts for Training and Duty Ammunition
AGENDA TITLE:

Award Contracts to Dooley Enterprises, Inc. and Miwall Corporation for Training and Duty Ammunition in the Annual Aggregate Amount of $105,000 (Specification No. 22- 153) (General Fund)

RECOMMENDED ACTION
Award blanket purchase order contracts to Dooley Enterprises, Inc. and Miwall Corporation for training and duty ammunition for a one-year period beginning February 1, 2023 and expiring January 31, 2024, with provisions for two, one-year renewal options exercisable by the City Manager, in an annual aggregate amount not to exceed $105,000, subject to non-substantive changes approved by the City Manager and City Attorney.

DISCUSSION
The Santa Ana Police Department provides ammunition to its sworn police officers and jail transportation officers, for duty, training and monthly firearms qualification. Officers are required to complete monthly firearms qualifications to maintain proficiency in the use of firearms.

The Notice Inviting Bids was advertised on November 1, 2022 on the City’s online bid and management publication system. A summary of the Invitation for Bid and bids received is as follows:

88 Vendors notified
0 Santa Ana vendors notified
16 Vendors downloaded the bid packet
3 Bids received
0 Bids received from Santa Ana vendors
Bids were solicited, opened on November 22, 2022, and evaluated (Exhibit 1). The bids submitted by Dooley Enterprises, Inc. located in Anaheim, CA, and Miwall Corporation,

City Council
11 –
1 1/17/2023

Contracts for Training and Duty Ammunition
January 17, 2023

3 1
9 2
located in Grass Valley, CA, were the lowest responsive to the specifications and meet the City’s requirements.

FISCAL IMPACT
Funds in the amount of $105,000 are available in the Training Services, Miscellaneous Operating Expenses account (no. 01114410-63001) for expenditure during the current fiscal year. Funds for the renewal options, if exercised, will be included in proposed budgets for subsequent years.

EXHIBIT(S)

1. Invitation for Bid 22-153 Abstract
Submitted By: David Valentin, Police Chief
Approved By: Kristine Ridge, City Manager

City Council
11 –
2 1/17/2023

Item
Num Description
Unit of
Measure Quantity Proforce Marketing Inc. Miwall Corp Dooley Enterprises, Inc. 1 223/5.56 WINCHESTER 55 gr. Full Metal
Jacket (or equivalent) TH 108000
$45,252.00 - Alternative
Aguila Brand 1E223110
$47,520.00 - Alternative
Hornady 5.56 55gr FMJ Training
Part Number 81278
$44,496.00 - Alternative
(Winchester USA223R1K,
W223K, or W2231000)
2 9mm LUGER 124 gr. Brass Enclosed Base
WinClean® (lead-free primer for indoor ranges)
(or equivalent) TH 130000 no bid no bid
$33,540.00 - Alternative
(Winchester WC92 or WC93)
3 9mm HORNADY 9mm Luger Critical Duty 135
gr. (#90235) EA 19000 no bid
$10,070.00 - Alternative
Hornady 9mm 135gr Critical Duty
Part Number 90235 no bid
4 12ga HORNDAY Duty 00 Buckshot versa wat
flite, pellet count: 8 (#86265) EA 4000 no bid
$3,200.00 - Alternative
Hornady 12 GA 00 Buck Part
Number 86265 no bid
Del
Vendor must enter fixed amount for delivery,
shipping, and/or handling fees. LOT 1
Free shipping on rounds over
50,000 $150.00 Shipping included in cost
Del
Lead time to receive items after receipt of order
(enter number of calendar days) DAY 1
30-60 Days for this order. 90-120
Days for furture orders. 30 DAY ARO
Ammo currently in stock, 1-2
Business Days
Total $45,252.00 $60,940.00 $78,036.00
City of Santa Ana IFB 22-153 Abstract
Bid Results for Training and Duty Ammunition
Bid Due on November 22, 2022 2:00PM PST
Exhibit 1

City Council
11 –
3 1/17/2023

Public Works Agency and Library Services
www.santa-ana.org/public-works
Item # 12
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: King Street Urban Greening Project

AGENDA TITLE
Approve an Appropriation Adjustment and Capital Improvement Project Amendment for the King Street Urban Greening Project (Project No. 23-6625) (Non-General Fund)

RECOMMENDED ACTION

1. Approve an appropriation adjustment to recognize $1,491,240 in Clean California Local Grant Program funding from the California Department of Transportation (Caltrans) into the PWA Enterprise Capital Grants, State Grant-Direct Revenue Account and appropriate the same amount into the Public Works-Water Quality and Control, Improvements Other Than Building expenditure account. (Requires five affirmative votes)

2. Approve an amendment to the Fiscal Year 2022-23 Capital Improvement Project to include $1,491,240 of funding from the Caltrans Clean California Local Grant Program for the King Street Urban Greening Project.

DISCUSSION
The Clean California Local Grant Program (CCLGP) is a competitive statewide program created to beautify and clean up local streets and roads, tribal lands, parks, pathways, transit centers, and other public spaces. The program is funded by $296 million in fiscal year 2021-22 General Fund money. Eligible projects include enhanced paving, shade structures or trees, drought tolerant landscaping, irrigation systems, bioretention and other green streets elements, public art installations, and pedestrian or bicycle facilities.

The Public Works Agency submitted a successful application for the King Street Urban Greening Project. The project features the transformation of 9,000 square feet of unused public space at the intersection of King Street and 10th Street. The Project includes bicycle and pedestrian pathways, drought tolerant landscaping, lighting, waste receptacles, seating, interpretive signage, art installations, and a stormwater infiltration system that will capture and infiltrate stormwater runoff form the surrounding neighborhood (Exhibit 1). The project will provide significant aesthetic and

City Council
12 –
1 1/17/2023

King Street Urban Greening Project
January 17, 2023

3 1
7 6
environmental benefits, and received multiple letters of support from the community (Exhibit 2).

On May 17, 2022, the City Council adopted Resolution 2022-035, which authorized the Executive Director of the Public Works Agency to execute agreements with Caltrans for the project. On December 6, 2022, staff was notified that the City was awarded $1,491,240 million for design and construction of the project (Exhibit 3).

A stormwater project design consultant is being procured for project design, which is anticipated to be completed in summer 2023. Construction is anticipated to start in November 2023 and be completed in June 2024.

ENVIRONMENTAL IMPACT
There is no environmental impact associated with this action. The project design consultant will assess the environmental impact of this project in compliance with the California Environmental Quality Act (CEQA).

FISCAL IMPACT
Staff is requesting City Council approval of an appropriation adjustment to recognize the Caltrans CCLGP funding of $1,491,240 from Caltrans into the PWA Enterprise Capital Grants, State Grant-Direct Revenue Account (No. 16417002-52025) and appropriate the same amount into the Public Works-Water Quality and Control, Improvements Other Than Building (No. 16417640-66220). With the approval of the amendment to the FY 2022-23 Capital Improvement Program, funds will be budgeted and available for expenditure in FY 2022-23 (Exhibit 4). The remaining balance not expended at the end of the fiscal year will be presented to City Council for approval of carryovers into FY 2023-24.

The following table summarizes the funds budgeted and available for expenditure to deliver this project.

Fiscal
Year
Accounting Unit -
Account No.
(Project No.)
Fund
Description
Accounting Unit,
Account No.

Description
Amount
2022-23 16417640-66220
(23-6625)
PWA
Enterprise
Capital
Grants
Public Works – Water
Quality and Control,
Improvements Other
Than Building
$1,491,240.00
Total $1,491,240.00

EXHIBIT(S)

1. King Street Urban Greening Project Conceptual Site Plan

2. King Street Urban Greening Project Letters of Support

City Council
12 –
2 1/17/2023

King Street Urban Greening Project
January 17, 2023

3 1
7 6

3. Caltrans CCLGP Award Letter

4. FY 2022-23 CIP Sheet
Submitted By: Nabil Saba, P.E., Executive Director – Public Works Agency Approved By: Kristine Ridge, City Manager

City Council
12 –
3 1/17/2023

Fairview St.N. King St.W. 10th St.

W. 9th St.

R/WFairview St.N. King St.W. 10th St.

W. 9th St.

R/W
R/W
R/WR/W
LANDSCAPE NOTES:Feet04080

KING STREET URBAN GREENING PROJECTCONCEPTUAL SITE PLAN

City Council
12 –
4 1/17/2023

Fairview St.N. King St.W. 10th St.

W. 9th St.

R/WFairview St.N. King St.W. 10th St.

W. 9th St.

TC: 90.30IE: 89.80
TC: 89.07IE: 88.32
TC: 88.80IE: 88.22FL: 88.13
R/W
R/W
R/W
STORM WATER NOTES:Feet04080

KING STREET URBAN GREENING PROJECTSTORM WATER IMPROVEMENTS

City Council
12 –
5 1/17/2023

City Council
12 –
6 1/17/2023

City Council
12 –
7 1/17/2023

“Provide a safe and reliable transportation network that serves all people and respects the environment.”

OFFICE OF CLEAN CALIFORNIA LOCAL GRANT PROGRAM

DIVISION OF LOCAL ASSISTANCE
https://cleancalifornia.dot.ca.gov/local-grants/local-grant-program Clean California Local Grant Program
Transmittal Letter

December 6, 2022

Dear Grant Recipient:

Congratulations on being selected as an awardee for the Clean California Local Grant Program (CCLGP)! A list of awarded projects can be found here:
https://cleancalifornia.dot.ca.gov/local-grants. Please note the CCLGP is a reimbursement program. Reimbursable work cannot commence on a project until you have a fully executed (i.e., signed) Restricted Grant Agreement (RGA) with Caltrans.

Included, is the RGA document for your review and signature. The Agreement will need to be executed by both your agency or tribe and Caltrans before project work can begin. This is not a Notice to Proceed. No funds will be released to a grant awardee until the RGA is fully executed by both parties. Expenses incurred prior to the execution of the grant agreement cannot be reimbursed or counted towards any local match requirements for a project.

In addition to the RGA, an Amendment to the Grant Application may be included for your review and signature based on previous discussions between your agency/tribe and its District Grant Manager. We encourage you to reach out to your District Grant Manager with any questions you may have on these proposed changes to the Grant Application.

A complete RGA package, that includes the following list of documents, will need to be completed and returned to your District Grant Manager before the RGA can be fully executed by Caltrans. Copies of forms that need to be completed and samples of documents have been emailed with this letter.

 Checklist of Documents to include in the RGA Package
 An updated Payee Data Record (form STD. 204). If you have not done this, please email this form to [email protected] and CC your grant manager.

In the email, please request confirmation when the form has been processed by Payee Data Records and a Vendor ID has been generated.

Even if your agency or tribe has previously completed this form for another project and has a Vendor ID, please submit this form again, to ensure that Caltrans has the most up to date information for your agency/tribe and that it will receive reimbursements in a timely manner.

City Council
12 –
8 1/17/2023

December 6, 2022

“Provide a safe and reliable transportation network that serves all people and respects the environment” The Federal Employer Identification Number (FEIN #) can be listed on this form. If the SSN# is listed instead, please black this out, and once the form is received, Payee Data Records will call the requestor for the Social Security Number. For Section 2, Tribes should check “EXEMPT”, and local agencies (e.g., Cities and Counties) should check “ALL OTHERS”. Section 6 should contain the following information.
 A Board, City Council, or Tribal Government resolution (or similar approval document) approving the project and authorizing the agency/tribe to execute the restricted grant agreement with the State of California, Department of Transportation. A sample resolution has been sent with this letter that you can complete with your agency or tribe’s information and present to your agency/tribe. Note, some local agencies have a blanket resolution authorizing it to receive state funds and identifying specific managers to sign contracts up to a certain dollar amount. If that applies to your agency/tribe, you can provide this blanket resolution that authorizes the person signing the RGA instead. In general, if you have an existing resolution that you would like to use instead of the sample resolution provided, please reach out to your District Grant Manager to confirm that it meets the criteria for an agency or tribal resolution.  If requesting reimbursement for indirect costs, an approval letter(s) of the indirect cost rate for the fiscal year(s) that your agency/tribe will be claiming indirect costs from either Caltrans or the federal cognizant agency must be provided. See page 15 of the Program Guidelines and the Independent Office of Audits and Investigations website for details: https://ig.dot.ca.gov/resources.

To ensure the success of your project, please note the following:

 The Clean California Local Gran Program (CCLGP) homepage is located here:
https://cleancalifornia.dot.ca.gov/local-grants/local-grant-program. Resources, including the Program Guidelines, are available to applicants from this main page.

Please re-familiarize yourself with the Grant Guidelines as they will be included in the RGA package as an attachment.
 Prior to executing the RGA, if preconstruction work was not included in Attachment C (Scope of Work, Cost, and Project Schedule Workbook for Infrastructure Projects) as a participating cost, please ensure you have completed all applicable environmental clearances such as CEQA or NEPA. Also, verify that

City Council
12 –
9 1/17/2023

December 6, 2022

“Provide a safe and reliable transportation network that serves all people and respects the environment” any applicable encroachment permits are completed, or almost complete to ensure the project delivery deadline will be met.
 Invoicing will be submitted on a quarterly basis. However, if the agency or tribe requested an advance payment, the agency/tribe shall invoice monthly (refer to the section “Advance Payment Process” of the Program Guidelines). Awardees who requested advance payment will be receiving instructions from their District Grant Managers on how to complete an invoice for this payment.  If requesting reimbursement of funds to be electronically deposited directly to the agency or tribe’s account, please complete the Electronic Funds Transfer Document (FA-2656). Note that participation in the EFT program is limited to local agencies that do not have delinquent account receivables with Caltrans. The Federal Employer Identification Number (FEIN #) can be listed on this form. If the SSN# is listed instead, please black this out, and once the form is received, Payee Data Records will call the requestor for the Social Security Number. Mail original form with wet signatures, along with a voided check or a bank reference number, directly to:

Division of Accounting – MS 33
Attn: Suet Wong/Payee Data Records
P.O. Box 168043
Sacramento, CA 95816
It is recommended that with the original form, you include a note requesting confirmation when this form has been processed. Note that it can take up to 30 days between when the form is submitted and when funds can be transferred electronically.
 Quarterly Progress Reports are to be submitted to Caltrans for review. Agencies will be provided further direction on the schedule and format of these Quarterly Progress Reports from their District Grant Managers. A template for these progress reports will also be provided.
 The project must be completed, open to the public, and/or all capital funds expended by June 30, 2024.
 Final Delivery Reports and invoicing must be submitted to Caltrans no later than November 1, 2024. The final invoice will be paid upon submission and acceptance of the Final Delivery Report.
 Projects may be subject to an audit by Caltrans to evaluate the following:
o Performance of the project
o Whether project costs incurred and reimbursed are compliant with the following:
 Executed RGA and/or approved amendment(s)
 State and Federal laws and regulations
 Contract provisions
 Program Guidelines

City Council
12 –
10 1/17/2023

December 6, 2022

“Provide a safe and reliable transportation network that serves all people and respects the environment”  Approved Indirect cost Rate
o Consistency with project scope, schedule and benefits described in the RGA and/or approved amendment(s), and approved project
application.

If you have any questions about your project or the CCLGP, please contact your District Grant Manager, Troy Andres at [email protected]. We look forward to working with you!

Sincerely,

Gretchen Chavez
Office Chief
Clean California Local Grant Program
Division of Local Assistance

Enclosed:

Restricted Grant Agreement
Amendment to Grant Application
Amended Attachments (If Applicable)
RGA Checklist
STD 204 Form
Sample Resolution
CCLGP Guidelines
Awardees’ Original Grant Application
Electronic Funds Transfer Document (FA-2656)

City Council
12 –
11 1/17/2023

CITY OF SANTA ANA FY
22/23
CIP

CAPITAL IMPROVEMENT PROJECT WORKSHEET
PROJECT DESCRIPTION:

The King Street Urban Greening Project features the transformation of approximately
9,000
square-feet of unused public space at the
intersection of King Street and
10 th Street. The Project includes
bicycle and pedestrian pathways, drought tolerant landscaping, lighting, waste receptacles, seating, interpretive signage, art installations, and a stormwater infiltration system that will capture and infiltrate stormwater runoff form the surrounding neighborhood.

PROJECT NEED:

The abandoned street area at the intersection of King Street and 10 th
Street is unused and is subject to illegal dumping. The Project will beautify this public space and provide benefits to the surrounding community. The Project will also help improve water quality, enhance local water supply, and reduce flooding via the infiltration of stormwater runoff . The Project connects the Artesia Pilar neighborhood to Fairview Street via the installation of pedestrian and bicycle pathways.

PROJECT TITLE:

King Street Urban Greening Project
PROJECT CATEGORY:

Utility/Drainage/Lighting
Improvements
Storm Drain/Water Quality

LOCATION MAP
AGENCY:

DIVISION:

CONTACT:

DATE:

Public Works
CIP Engineering
Craig Foster, NPDES Manager
13-Dec-2022

PROJECT COSTS
FY 22/23
FY 23/24
FY 24/25
FY 25/26
FY 26/27
FY 27/28
FY 28/29
Construction
1,343,240
-
-
-
-
-
-
Engineering
148,000
-
-
-
-
-
-
TOTAL
1,491,240
-
-
-
-
-
-

SOURCE OF FUNDS
FY 22/23
FY 23/24
FY 24/25
FY 25/26
FY 26/27
FY 27/28
FY 28/29

PWA ENTERPRISE CAPITAL
GRANT
1,491,240
-
-
-
-
-
-
TOTAL
1,491,240
-
-
-
-
-
-

City Council
12 –
12 1/17/2023

Public Works Agency
www.santa-ana.org/public-works
Item # 13
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: SB 1383 Grant Funding Recognition

AGENDA TITLE
Approve Appropriation Adjustment to Recognize Grant Revenue from State of California Resources Recycling & Recovery for Senate Bill 1383 Local Assistance Grant in an Amount not to Exceed $435,450

RECOMMENDED ACTION
Approve an appropriation adjustment to recognize State of California Resources, Recycling & Recovery (CalRecycle) Senate Bill (SB) 1383 Local Assistance Grant Program grant funds in the amount of $435,450 in the PWA Refuse Enterprise, State Grant-Direct revenue account and appropriate the same amount to the PWA Refuse Enterprise, Contract Services-Professional expenditure account. (Requires five affirmative votes)

DISCUSSION
SB1383 mandates organics program implementation by municipalities for all customers.

To offset some of the costs associated with this implementation, CalRecycle developed the SB 1383 Local Assistance Grant Program (Exhibit 1). Staff applied and was approved for funding in the amount of $435,450.

The grant will provide specific SB 1383 personnel with technical assistance, fieldwork, and management, in addition to public education, outreach, and organics equipment.

The City will utilize a third party to assist with SB 1383 program management, implementation, and recycling/edible food program reporting. The City will also launch an SB 1383 organics campaign for residents, multi-family properties, and commercial businesses. The campaign will include educational videos, social media campaigns, and advertisements. Grant funds will be used to provide organics containers for businesses and residents to provide free and easy-to-use containers to increase program participation.

FISCAL IMPACT
Approval of the requested Appropriation Adjustment will recognize State of California Resources, Recycling & Recovery (CalRecycle) Senate Bill (SB) 1383 Local Assistance Grant Program grant funds in the amount of $435,450 in the PWA Refuse Enterprise,

City Council
13 –
1 1/17/2023

Senate Bill 1383 Local Assistance Grant Funding Recognition January 17, 2023

3 1
7 1
State Grants-Direct revenue account (No. 06917002-52025), and appropriate the same amount to the PWA Refuse Enterprise, Contract Services-Professional expenditure account (No. 06917640-62300). A proposed carryover of unspent funds will be presented to City Council for the FY 23-24 portion of this contract.

The funds will be available for expenditure as follows:

Fiscal
Year
Accounting Unit-
Account No.
(Project No.)
(Non General
Fund)
Fund
Description
Accounting Unit,
Account No.

Description
Amount
2022-23
(Jan-June)
06917640-62300
(23-6480)
Refuse
Collection
Service
Refuse Collection
Service, Contract
Services-Professional
$275,000
2023-24
(July-June)
06917640-62300
(23-6480)
Refuse
Collection
Service
Refuse Collection
Service, Contract
Services-Professional
$160,450
TOTAL: $435,450

EXHIBIT(S)

1. State of California, Resources, Recycling & Recovery (CalRecycle) Senate Bill (SB) 1383 Local Assistance Grant Program
Submitted By: Nabil Saba, P.E., Executive Director – Public Works Agency Approved By: Kristine Ridge, City Manager

City Council
13 –
2 1/17/2023

County Amount
Awarded
Grantee Contact Grantee Contact
Phone Number
CalRecycle
Grant Manager
Project Summary
Orange $85,018.00 Danna McIntosh 9494989436 Matthew Fong CalRecycle has edited the following summary to reflect the approved grant project: Subject to change please:

Personnel to assist with implementation
Purchase wheeled collection carts, blue and green bins and signage to assist businesses with compliance Production of outreach materials and door-to-door outreach If council a
pproved purchase subscription to a compliance/record keeping software Orange $30,521.00 Elizabeth
Vazquez-Avila
9494970344 Matthew Fong The grant funding will be used for a two-year subscription (April 1, 2022 to April 2, 2024) to the Recyclist Program Tracker, a cloud-based software program. The software enables a wide variety of data tracking, including organics collection service compliance, collection waivers, paper and ROWP procurement, edible food recovery and enforcement. The integrated mobile app, compatible with Tablets and Electronic Devices (seven inches or more measured diagonally), includes fieldwork functionality for logging inspections, route reviews, and other education and outreach activities with the purpose of tracking participation in recycling and organics program. The Program Tracker fulfills all of the SB 1383 jurisdictional implementation record and recordkeeping requirements as detailed in 14 CCR Section 18995.2.

Orange $435,450.00 Mr. Christy
Kindig
7146475088 Matthew Fong The City will utilize CalRecycle's SB170 Budget Act of 2021 to assist in the implementation of SB 1383. The grant will provide specific SB 1383 personnel for technical assistance, fieldwork, and management, in addition to public education, outreach, and organics equipment. The City will utilize third-party consultants to assist with SB 1383 program management, implementation (face-to-face interactions with businesses), and recycling/edible food program reporting. The City will also be launching an SB 1383 Organics campaign for residents, multi-family properties, and commercial businesses. The campaign will include education videos, social media campaigns, and advertisements.

Orange $33,074.00 Mr. Patrick
Galle
gos
5624312527 Matthew Fong The use of grants will be utilized to establish a comprehensive 1383 program.City of Seal Beach
City of Santa
Ana
City of Laguna
Beach
City of San
Clemente
Grants Management System (GMS)
Grants by Grant Cycle
Grantee
Grants matching your search for 2021-22 SB 1383 Local Assistance Grant Program (OWR2)

EXHIBIT 1
 
City Council
 13 – 3
1/17/2023
 

Public Works Agency
www.santa-ana.org/public-works
Item # 14
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: South Main Street Corridor Improvement Project from 1st Street to Dyer Road

AGENDA TITLE
Approve Budget Reallocations and Amendment to the Project Cost Analysis to Increase Project Construction Funding for the South Main Street Corridor Improvements Project (Project No. 17-9001, 18-6911, 20-6958, 21-6451, 21-6461, 21-6014 & 19-6940) (Non- General Fund)

RECOMMENDED ACTION

1. Authorize budget reallocation of $435,000 in unspent Road Maintenance and Rehabilitation Account (SB-1) funds from the Bristol Street Rehabilitation: Santa Clara Avenue to Memory Lane FY 21/22 (No. 22-6990) Project to construction funds for Main Street Rehabilitation from Warner Avenue to Edinger Avenue (Project No. 20-6958).

2. Authorize budget reallocation of $435,000 in unspent Road Maintenance and Rehabilitation Account (SB-1) funds from the Bristol Street Rehabilitation: Santa Clara Avenue to Memory Lane FY 21/22 (No. 22-6990) Project to construction funds for Main Street Rehabilitation from Dyer Road to Warner Avenue (Project No. 19- 6940).

3. Approve an amendment to the Project Cost Analysis in the amount of $1,320,000 for $1,320,000 in additional contingency funds and $250,000 in additional inspection and testing. The new estimated total construction delivery cost is $24,325,389.72, subject to non-substantive changes approved by the City Manager and City Attorney.

DISCUSSION
On January 19, 2021, the City Council awarded a construction contract to C.S. Legacy Construction for the South Main Street Corridor Improvements (Exhibit 1). The project’s scope of work includes monument signs, enhanced lighting, hardscaping, landscaping, irrigation, traffic signals, signing, striping, street pavement rehabilitation, sewer main replacement, and water main repair over a 2.5-mile stretch of Main Street from First Street to Dyer Road (Exhibit 2).

City Council
14 –
1 1/17/2023

South Main Street Corridor Improvement Project from 1st Street to Dyer Road January 17, 2023

3 1
8 0
During construction, unforeseen utilities were encountered along the water main improvement alignment, requiring additional monies to complete the scope. With the added scope, additional material testing is needed to ensure compliance with the contract documents. Staff recommends adding $200,000 in water contingency funds and $250,000 in additional inspection and testing of Water Utility Capital funding.

As a result of the increased scope of work, the project schedule was extended. One of the key improvements for the project is the rehabilitation of the existing pavement. The original schedule projected the completion of pavement to be April 2022, but with project delays the pavement was completed December 2022. Asphalt concrete unit pricing has increased since.

In order to account for the price increase in asphalt concrete pavement material, Staff recommends reallocating $870,000 in unspent Road Maintenance and Rehabilitation Account (SB-1) funds to complete the project’s paving scope. Funding was originally allocated to the Bristol Street Rehabilitation: Santa Clara Avenue to Memory Lane Project (No. 22-6990), but the project start date has been postponed to accommodate the construction of the Well 32 Rehabilitation Project (No. 13-6433) which falls within the same project limits (Exhibit 3). The Bristol Street Rehabilitation project scope of work includes resurfacing the existing pavement and replacing missing or damaged curbs, gutters, sidewalks, driveway approaches, and wheelchair ramps. The Well 32 Rehabilitation project includes undergrounding work for the installation of 12-inch well discharge piping, with parallel fiber optic facilities, constructed from the well site at Morrison Park to the John Garthe Reservoir site. Postponing the Bristol Street Rehabilitation project to begin after Well 32 will avoid tearing up newly paved street in order to install Well 32’s underground infrastructure. Well 32 Rehabilitation project is scheduled to begin Spring 2023 and completed in Fall 2024. Future funds will be added to Bristol Street Rehabilitation: Santa Clara Avenue to Memory Lane. The increased construction funds will allow for continued consistency in delivering the project (Exhibit 4).

ENVIRONMENTAL IMPACT
In accordance with the California Environmental Quality Act, the recommended actions are exempt from further review. Categorical Exemption Environmental Review Nos. ER- 2020-103, ER-2020-105, ER-2020-109, and ER-2020-110 were filed for the project

FISCAL IMPACT
Approval of the request to reallocate funds will provide funding in the amount of $870,000 in unspent Road Maintenance and Rehabilitation Account (SB-1) funds from the Bristol Street Rehabilitation: Santa Clara Avenue to Memory Lane FY 21/22 (No. 22- 6990) Project.

City Council
14 –
2 1/17/2023

South Main Street Corridor Improvement Project from 1st Street to Dyer Road January 17, 2023

3 1
8 0
Funds in the amount of $450,000 which were previously budgeted in Project No. 21- 6461 as Undesignated, will be moved to Progress Pay – Construction, as shown in the CIP amendment.

All funds are available for expenditure in Fiscal Year 2022-2023; however, any remaining balances not expended at the end of the fiscal year will be presented to City Council for approval of carryovers to FY 2023-2024 for expenditure.

The following table summarizes the $1,320,000 that will be made available by the requested Council action to fund the additional construction costs:

Fiscal
Year
Accounting Unit –
Account No.
(Project No.)
Fund
Description
Accounting Unit –
Account No.

Description
Amount

EXISTING PROJECT BUDGET
2022-23 06617647-66301
(21-6461)
Water
Acquisition &
Construction
Water Utility Capital
Projects,
Water Capital Project
$450,000
BUDGET REALLOCATION – REQUESTED COUNCIL ACTION
2022-23
05917665-66220
(From Proj. 22-6990
to 20-6958)
Select Street
Construction
HUTA Gas Tax –
RMRA, Improvements
Other Than Building
$435,000
2022-23 05917665-66220
(From Proj. 22-6990
to 19-6940)
Select Street
Construction
HUTA Gas Tax –
RMRA, Improvements
Other Than Building
$435,000
Total: $1,320,000

EXHIBIT(S)

1. Staff Report: Construction Contract Award 1/19/21

2. Location Map – South Main Street Corridor Improvements

3. Location Map – Well 32 Rehabilitation and Bristol from Santa Clara to Memory

4. Revised Cost Analysis
Submitted By: Nabil Saba, P.E., Executive Director – Public Works Agency Approved By: Kristine Ridge, City Manager

City Council
14 –
3 1/17/2023

Public Works Agency
https://www.santa-ana.org/pw
Item # 11
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 19, 2021
TOPIC: Approve Appropriation Adjustments, Amend CIP, and Award Construction Contract South Main Street Corridor Improvements Project AGENDA TITLE:

Approve appropriation adjustments, approve amendments to the FY 2020-21 Capital Improvement Program, and award a construction contract to C.S. Legacy Construction, Inc. in the amount of $12,759,695 for the South Main Street Corridor Improvements Project with an estimated total delivery cost of $18,309,245 (Project Nos. 17-9001,18- 6911, 19-6940 20-6958, 21-6014, 21-6451, 21-6461) (Non-General & General Fund)

RECOMMENDED ACTION

1. Approve an appropriation adjustment to recognize $3,791,468 of prior year fund balance in the Sanitary Sewer Fund, Capital Recovery Charges, Prior Year Carryforward revenue account and appropriate the same amount to the Sanitary Sewer Fund, Capital Recovery Charges, Improvements Other Than Building expenditure account.

2. Approve an appropriation adjustment to recognize $3,863,143 of prior year fund balance in the Water Fund, Public Works Water Revenue, Prior Year Carryforward and appropriate the same amount to the Acquisition & Construction, Water Utility Capital Projects, Water Capital Project expenditure account.

3. Approve an appropriation adjustment to recognize $71,407 of prior year fund balance in the Peebler Fund Capital Project Revenue, Prior Year Carryforward and appropriate the same amount to the Peebler Fund Capital Project, Improvements Other Than Building expenditure account.

4. Approve an amendment to the Fiscal Year 2020-21 Capital Improvement Program to include $3,791,468 in construction funds for the South Main Street Sewer Improvements Project (Project No. 21-6451).

5. Approve an amendment to the Fiscal Year 2020-21 Capital Improvement Program to include $3,863,143 in construction funds for South Main Street Water Improvements Project (Project No. 21-6461).

6. Reject Bid Protest and award a construction contract to C.S. Legacy Construction, Inc., the lowest responsible bidder, in accordance with the base bid and bid alternatives 1, 2, 3, 4, 5, 7, and 8 in the amount of $12,759,695, for construction of the South Main Street Corridor Improvements Project, for the term beginning January 19, 2020 and ending upon project completion, and authorize the City

City Council
14 –
4 1/17/2023

Approve Appropriation Adjustments, Amend CIP, and Award Construction Contract South Main Street Corridor Improvements Project
January 19, 2021

2 0
1 Manager to execute the contract subject to non-substantive changes approved by the City Manager and the City Attorney.

7. Approve the Project Cost Analysis for a total estimated construction delivery cost of $18,309,245, which includes $12,759,695 for the construction contract, $1,599,050 for contract administration, inspection and testing; and a $3,950,500 project contingency for unanticipated or unforeseen work.

DISCUSSION
The South Main Street Corridor is a diverse and vibrant community with rich history and culture. The South Main Street Corridor Improvements Project is the implementation of many years of effort, community input and planning which resulted in the South Main Street Vision Plan that was adopted in 2016. This project will create a safer and more vibrant street for the community by revitalizing a 2.5-mile stretch of Main Street from First Street to Dyer Road (Exhibit 1).

The construction scope of work includes monument signs, enhanced lighting, hardscaping, landscaping, irrigation, traffic signals, signing, striping, and street pavement rehabilitation, which will take place concurrently as part of a Water Resources Division project. These improvements will establish a sense of arrival, safe walkability, and promote effective placemaking through traffic calming, hardscape softening, and community monuments.

In order to ensure all infrastructure is addressed as part of the South Main Corridor project, the Water Resources Division identified needed water and sewer improvements.

The proposed improvements will replace aging and deficient water mains, sewer mains, fire hydrants, sewer maintenance holes, water services, and sewer laterals within the project limits. The proposed appropriation adjustment and Capital Improvement Projects amendments will allow for these improvements to be included and built in coordination with the South Main Street Improvements (Exhibit 2).

Public Outreach and Contractor Participation
To provide an opportunity for local vendors to submit bids, the City notified a total of 809 regional vendors via PlanetBids, many of which are Santa Ana based. One hundred fifteen vendors requested bidding documents, and a total of seven bids were received.

Bids were not received from any Santa Ana contractors.

As legally required, a Notice Inviting Bids was advertised in the Orange County Register newspaper on September 1 and September 5, 2020. The project was also advertised in PlanetBids from September 1, 2020 through November 4, 2020. Bids were received electronically via PlanetBids on November 4, 2020.

City Council
14 –
5 1/17/2023

Approve Appropriation Adjustments, Amend CIP, and Award Construction Contract South Main Street Corridor Improvements Project
January 19, 2021

2 0
1 Bid Results Summary
RANK BIDDER’S NAME LOCATION
BASE BID +

ALTERNATE
BID 1,2,3,4,5,7,&
8 1 C.S. Legacy Construction, Inc. Chino $ 12,759,695
2 Lonerock, Inc. Irvine $ 13,015,290
3 Excel Paving Co. Long Beach $14,459,791
4 EBS General Engineering, Inc. Corona $14,517,390
5 Beador Construction Corona $15,159,700
6 Griffith Company Santa Fe Springs $15,699,283
7 PUB Construction, Inc. Diamond Bar $17,794,905
A total of seven bids were received and all were deemed responsive. C.S. Legacy Construction, Inc. submitted the lowest responsive base bid in the amount of $9,018,834.03 (Exhibit 3). As specified in the bid documents, the lowest bid shall be determined on the basis of the Base Bid. The City has the option to add one, all, or a combination of alternate bids. Based on the bid analysis and a contractor’s reference check, staff recommends awarding the construction contract to C.S. Legacy Construction, Inc., in the amount of the base bid and bid alternates 1, 2, 3, 4, 5, 7, and 8, totaling $12,759,695 (Exhibit 4).

A Bid Protest was submitted to the City by the second lowest bidder, Lonerock, Inc. who challenged the responsiveness of the apparent low bidder. Subsequently, a hearing was held on November 25, 2020 in which Lonerock, Inc articulated their position on the Protest. Ultimately, the City’s legal counsel and Public Works staff found the minor irregularities in the C.S. Legacy Construction, Inc. bid to be immaterial. Staff recommends waiving the protest and awarding the contract to C.S. Legacy Construction Inc.

Project Delivery
To deliver a complete project, in addition to the construction contract, the estimated total project delivery cost includes construction administration, inspection, and testing, along with an allowance for contingencies to account for unexpected or unforeseen conditions.

Construction administration and inspection includes construction management; implementation of the City’s Community Workforce Agreement requirements; inspection of the Contractor’s work to ensure contract compliance, workmanship, and quality; and materials testing.

City Council
14 –
6 1/17/2023

Approve Appropriation Adjustments, Amend CIP, and Award Construction Contract South Main Street Corridor Improvements Project
January 19, 2021

2 0
1 As indicated in the Cost Analysis (Exhibit 5) and as summarized in the table below, the estimated total construction delivery cost of the project is $18,309,245. In accordance with the Public Works Agency’s “Dig-Once” philosophy, during construction, the condition of the waterline will be assessed. If it is determined that repairs or replacement are needed, this work will be added to the project to avoid unnecessary future impacts to the new improvements or disruptions to the community. An allowance of $2,500,000 is budgeted for this potential water main work and will only be used if needed.

Project Item Total
Construction Contract $12,759,695
Construction Administration, Inspection, Testing $1,599,050 Project Contingencies $1,450,500
Water Main Repair Contingencies $2,500,000
TOTAL CONSTRUCTION DELIVERY COST $18,309,245

ENVIRONMENTAL IMPACT
In accordance with the California Environmental Quality Act, the recommended actions are exempt from further review. Categorical Exemption Environmental Review Nos. ER- 2020-102, ER-2020-103, ER-2020-104, ER-2020-105, ER-2020-109, and ER-2020-110 were filed for the project.

FISCAL IMPACT
As indicated in the Cost Analysis, the estimated total construction delivery cost of the project is $18,309,245, which includes construction, contract administration, inspection, testing, and authorized contingencies of $3,950,500. Approval of the requested Appropriation Adjustments will provide the following funding:

1. Recognize $3,791,468 from prior year fund balance in the Sanitary Sewer Fund, Capital Recovery Charges, Prior Year Carryforward revenue account (No. 05417001-50001) and appropriate the same amount to the Sanitary Sewer Fund, Capital Recovery Charges, Improvements Other Than Building expenditure account (No. 05717647-66220).

2. Recognize $3,863,143 from prior year fund balance in the Water Fund, Public Works Water Revenue, Prior Year Carryforward revenue account (No. 06017002- 50001) and appropriate the same amount to the Acquisition & Construction, Water Utility Capital Projects, Water Capital Project expenditure account (No. 06617647- 66301).

3. Recognize $71,407 from prior year fund balance in the Peebler Fund Capital Project Revenue, Prior Year Carryforward revenue account (no. 41818002-50001)

City Council
14 –
7 1/17/2023

Approve Appropriation Adjustments, Amend CIP, and Award Construction Contract South Main Street Corridor Improvements Project
January 19, 2021

2 0
1 and appropriate the same amount to the Peebler Fund Capital Project, Improvements Other Than Building expenditure account (No. 41818830-66220).

All funds are available for expenditure in Fiscal Year 2020-21; however, any remaining balances not expended at the end of the fiscal year will be carried forward into FY 2021- 22 for expenditure.

The following table summarizes the funds budgeted for expenditure to deliver construction of this project:

Fiscal
Year
Accounting
Unit - Account
No.
(Project No.)
Fund
Description
Accounting Unit -
Account No. Description Amount

APPROPRIATION ADJUSTMENTS
2020-
21 05417647-
66220
(21-6451)
Sanitary
Sewer
Capital
Capital Recovery Charges,
Improvements Other Than
Building
$3,791,468
2020-
21 06617647-
66301
(21-6461)
Water
Acquisition &
Construction
Water Utility Capital
Projects,
Water Capital Project
$3,863,143
2020-
21 41818830-
66220 CDA Capital
Peebler Fund Capital
Projects,
Improvements Other Than
Building
$71,407

EXISTING BUDGET
2020-
21 41818830-
66220
(17-9001)
CDA Capital
Peebler Fund Capital
Projects,
Improvements Other Than
Building
$3,702,362
2020-
21 41818831-
66220
(17-9001)
CDA Capital
South Main Redevelopment
Project, Improvements
Other Than Building
$2,024,774
2020-
21 01117621-
66220
(21-6014)
General
Fund
Bus Shelter Program,
Improvements Other Than
Building
$180,500
2020-
21 03217662-
66220
(18-6911)
Measure M
Street
Construction
Measure M2 Local
Fairshare,
Improvements Other Than
Building
$607,000

City Council
14 –
8 1/17/2023

Approve Appropriation Adjustments, Amend CIP, and Award Construction Contract South Main Street Corridor Improvements Project
January 19, 2021

2 0
1 Fiscal
Year
Accounting
Unit - Account
No.
(Project No.)
Fund
Description
Accounting Unit -
Account No. Description Amount
2020-
21 05917665-
66220
(20-6958)
Select Street
Construction
Gas Tax SB1 Road
Maintenance &
Rehabilitation Account,
Improvements Other Than
Building
$1,148,541
2020-
21 05417647-
66220
(21-6451)
Sanitary
Sewer
Capital
Capital Recovery Charges,
Improvements Other Than
Building
$2,365,000
2020-
21 05917665-
66220
(19-6940)
Select Street
Construction
Gas Tax SB1 Road
Maintenance &
Rehabilitation Account,
Improvements Other Than
Building
$555,050
Total $18,309,245

EXHIBIT(S)

1. Location Map

2. Amended 20/21 CIP Sheets

3. Bid Proposal

4. Construction Contract

5. Cost Analysis
Submitted By:

Nabil Saba, Executive Dir Public Works
Approved By: Kristine Ridge, City Manager

City Council
14 –
9 1/17/2023

PWA

SANTA ANA

PUBLIC WORKS AGENCY
Project No. 17-9001,18-6911, 20-6958, 21-6451, 21-6461 & 19-6940
South Main Street Corridor Improvements
EXHIBIT 1

City Council
14 –
10 1/17/2023

PWA

SANTA ANA

PUBLIC WORKS AGENCY
Well 32 Rehabilitation Project (No. 13-6433) and Bristol Street Rehabilitation: Santa Clara Avenue to Memory Lane Project Limits
EXHIBIT 3
Well 32 Project Limits
Bristol Street Rehabilitation: Santa Clara Avenue to Memory Lane Project Limits Project Limits Overlap

City Council
14 –
11 1/17/2023

Current Cost Analysis Amendment Amount Updated Cost Analysis Construction Contract 12,759,695.00$ 12,759,695.00$
Contract Administration 1,378,191.00$
1,378,191.00$

Inspection and Testing 656,859.00$
250,000.00$
906,859.00$

Contingencies 7,210,644.72$
1,070,000.00$
8,280,644.72$

Public Art 1,000,000.00$
1,000,000.00$

23,005,389.72$
1,320,000.00$
24,325,389.72$

CONSTRUCTION OF PROJECT NOS. 17-9001, 18-6911, 20-6958, 21-6451, 21-6461, & 19-6940: SOUTH MAIN STREET CORRIDOR

IMPROVEMENTS

COST ANALYSIS

TOTAL ESTIMATED CONSTRUCTION COSTS

City Council
14 –
12 1/17/2023

Public Works Agency
www.santa-ana.org/public-works
Item # 15
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Santa Ana City Hall 3rd Floor Tenant Improvements

AGENDA TITLE
Approve an Additional Contingency Funds in the Amount of $165,000 for an Existing Construction Contract with Allinone Construction, Inc., and Additional Contract Administration, Inspection, and Testing in the Amount of $22,500 with an Estimated Project Delivery Cost of $764,020 for the Santa Ana City Hall 3rd Floor Tenant Improvements Project (Project No. 22-1401) (General Fund).

RECOMMENDED ACTION

1. Approve an amendment to the Project Cost Analysis in the amount of $187,500 for $165,000 in additional contingency funds and $22,500 in additional contract administration, inspection and testing for a new estimated total construction delivery cost of $764,020. The new estimated total construction delivery costs include $427,052 for the construction contract, $86,558 for contract administration, inspection and testing, and a $250,410 project contingency for unanticipated or unforeseen work, subject to non-substantive changes approved by the City Manager and City Attorney.

2. Approve an amendment to the Fiscal Year 2022-23 Capital Improvement Program for $187,500, which includes $22,500 in construction engineering funds and $165,000 for construction contingency funds, for the City Hall 3rd Floor Tenant Improvements Project (22-1401).

DISCUSSION
On April 5, 2022, the City Council authorized the award of a construction contract to Allinone Construction, Inc. for the 3rd Floor Tenant Improvements in Santa Ana City Hall (Exhibit 1). The project is currently under construction and additional improvements have been identified that surpass the existing contingency of $85,410. To capitalize on the favorable pricing of the existing contract with Allinone Construction, Inc., staff recommends increasing the project contingency by $165,000 and the contract administration, inspection and testing funds by $22,500 to complete the work and deliver the remaining improvements.

The recommended action will increase the project contingency and contract administration, inspection and testing by $187,500, thereby increasing the total

City Council
15 –
1 1/17/2023

Approve Additional Contingency Funds for the City Hall 3rd Floor Tenant Improvements January 17, 2023

3 1
8 2
estimated construction delivery cost to $764,020, as indicated in the Cost Analysis (Exhibit 2) and as summarized in the table below:

Project Item Current Total New Total
Construction Contract $427,052 $427,052
Construction Administration, Inspection, Testing $64,058.00 $86,558.00 Contingencies $85,410 $250,410
TOTAL CONSTRUCTION DELIVERY COST $576,520 $764,020

FISCAL IMPACT
The funds are available for the requested $165,000 amendment to the Project Cost Analysis in the current Fiscal Year 2022-23 in the General Fund/Finance/Management Services-Accounting, Building Improvement account (No.01110110-66200) (Exhibit3).

EXHIBIT(S)

1. Location Map

2. Cost Analysis

3. FY 2021-22 Capital Improvement Program Sheet
Submitted By: Nabil Saba, P.E., Executive Director, Public Works Agency and Kathryn Downs, Executive Director, Finance & Management Services Approved By: Kristine Ridge, City Manager

City Council
15 –
2 1/17/2023

PWA

SANTA ANA

PUBLIC WORKS AGENCY
Project Nos. 22-1401:

Santa Ana City Hall-Third Floor- Tenant
Improvements
FY 21-22
Exhibit 1

City Council
15 –
3 1/17/2023

EXHIBIT 2
Construction Contract 427,051.62$
Contract Administration, Inspection and Testing 86,558.00$ Contingencies 250,410.32$
TOTAL ESTIMATED CONSTRUCTION COSTS 764,019.94$
CONSTRUCTION OF PROJECT NO. 22-1401: Santa Ana City Hall -3rd floor TI

COST ANALYSIS

City Council
15 –
4 1/17/2023

CITY OF SANTA ANA FY 22/23CIP

CAPITAL IMPROVEMENT PROJECT WORKSHEET
PROJECT DESCRIPTION:

Selective demolition and installation of existing non-bearing interior partitions, electrical, finish ceiling, finishes, and plumbing fixtures.

PROJECT NEED:

Facilities at City Hall and the Ross Annex are currently undergoing floor renovations. To minimize the impact to daily operations of our employees and the general public, work has been programmed to take place in phases. The existing facility on the 3rd floor of City Hall is outdated and some materials are beginning to show signs of deterioration and need of replacement. This project will include updating lighting, plumbing fixtures, finishes, demolition and installation of non-bearing interior partitions and ceiling finishes. Once completed, these improvements will enhance not only the physical aesthetics of the floor but also keep our facility in compliance with the latest building codes and the American Disability Act.

PROJECT TITLE:

Santa Ana City Hall 3rd Floor Tenant
Improvements
PROJECT CATEGORY:

City & Park Facility Improvements
Municipal Facilities

LOCATION MAP
AGENCY: DIVISION: CONTACT: DATE:

Public Works CIP Engineering Edward Torres, Senior Engineer 19-Dec-2022 PROJECT COSTS FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 Contingency 187,500 - - - - - -
TOTAL 187,500 - - - - - -
SOURCE OF FUNDS FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 FY 28/29 GENERAL FUND 187,500 - - - - - -
TOTAL 187,500 - - - - - -
EXHIBIT 3

City Council
15 –
5 1/17/2023

Police Department
www.santa-ana.org/police
Item # 16
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: FY 2022 Patrick Leahy Bulletproof Vest Partnership Grant AGENDA TITLE:

Approve an Appropriation Adjustment Accepting the FY 2022 Patrick Leahy Bulletproof Vest Partnership Grant

RECOMMENDED ACTION
Approve an appropriation adjustment recognizing $14,378 in grant revenue from the U.S. Department of Justice Grants and appropriate same to the Bulletproof Vest Grant expenditure account. (Requires five affirmative votes)

DISCUSSION
The Patrick Leahy Bulletproof Vest Partnership (BVP) was created by the Bulletproof Vest Partnership Grant Act of 1998 and the program is administered by the U.S.

Department of Justice, Office of Justice Programs. The BVP program reimburses counties, federally recognized tribes, cities, and local jurisdictions up to fifty percent of the cost of body armor vests purchased for law enforcement officers. Since 1999, the BVP program has provided federal funds to more than 13,000 jurisdictions for the purchase of over one million bulletproof vests.

The Santa Ana Police Department recently applied for and has been awarded the FY 2022 BVP Program Grant in the amount of $14,378. The BVP grant will facilitate the Santa Ana Police Department’s ability to purchase armor vests for police officers by providing the City with up to fifty percent reimbursement for each vest purchased. The performance period of the grant is April 1, 2022 through August 31, 2024. During the current Fiscal Year 2022-23, the Police Department anticipates purchasing approximately 35 vests, at an estimated cost of $838 per vest, for a total cost of $29,330. Of this amount, the City will be reimbursed $14,378.

FISCAL IMPACT
Approval of the appropriation adjustment will recognize $14,378 in the Department of Justice Grants, Federal Grant-Direct revenue account (no. 12714002-52000) and appropriate same to the Bulletproof Vest Grant expenditure account (no. 12714411-

City Council
16 –
1 1/17/2023

FY 2022 Patrick Leahy Bulletproof Vest Partnership Grant January 17, 2023

3 1
8 9
63001) for expenditure in the current fiscal year. Any funds unspent will be carried forward for expenditure in the subsequent year.

EXHIBIT(S)

1. Award Notification and Amount
Submitted By: David Valentin, Police Chief
Approved By: Kristine Ridge, City Manager

City Council
16 –
2 1/17/2023

From: BVP Email Account <[email protected]>
Date: September 21, 2022 at 9:21:16 AM PDT
To: "Valentin, David" <[email protected]>
Subject: Bulletproof Vest Partnership (BVP) – FY 2022 Award Announcement Reply-To: [email protected]

Dear BVP applicant,
The Bureau of Justice Assistance (BJA) is pleased to inform you that your jurisdiction will receive an award under the Fiscal Year (FY) 2022 Patrick Leahy Bulletproof Vest Partnership (BVP) solicitation. These funds have been posted to your account in the BVP System. A complete list of FY 2022 BVP awards is available at:
https://www.ojp.gov/program/bulletproof-vest-partnership/overview.

Important: Jurisdictions must be registered in the SAM system (https://www.sam.gov/SAM/) in order to be paid for any 2022 BVP funds. Please ensure the banking information in SAM is up to date. For more information about renewing and updating your existing SAM registration, or registering in SAM as a new entity, please visit https://sam.gov/content/status-tracker. The SAM Helpdesk can be reached at 866- 606-8220.

The FY 2022 award may be used for National Institute of Justice (NIJ) compliant armored vests which were ordered after April 1, 2022. The deadline to request payments from the FY 2022 award is August 31, 2024, or until all available funds have been requested. Awards will not be extended past that date, and any unused funds will be forfeited.

Please see the following website for a list of NIJ compliant vests:
https://cjtec.org/compliance-testing-program/compliant-product-lists/. As a reminder, all jurisdictions that applied for FY 2022 BVP funding certified that a mandatory wear policy was in place for their jurisdiction. BJA will be conducting reviews of the mandatory wear policies as funds are requested from the BVP System. For more information on the BVP mandatory wear policy, please see the BVP Frequently Asked Questions document:
https://www.ojp.gov/sites/g/files/xyckuh241/files/media/document/FAQsBVPMand atoryWearPolicy_0.pdf.

City Council
16 –
3 1/17/2023

Finally, please visit the following page for checklists and guides for each step of the BVP process: https://www.ojp.gov/program/bulletproof-vest-partnership/program- resources.

For questions regarding the BVP Program or your award, please do not hesitate to contact the BVP Help Desk at [email protected] or 1-877-758-3787.

In addition, please visit BJA’s Officer Robert Wilson III Preventing Violence Against Law Enforcement Officers and Ensuring Officer Resilience and Survivability (VALOR) Initiative website to obtain other information regarding officer safety: VALOR Officer Safety and Wellness Initiative | Overview | Bureau of Justice Assistance (ojp.gov). The VALOR Initiative is a comprehensive set of programs that deliver no-cost officer safety, wellness, resilience training, resources, and technical assistance to law enforcement throughout the country. VALOR brings together the latest research and practices to address current and emerging officer safety and wellness issues/threats. Please see the VALOR Initiative Overview- Booklet for a detailed synopsis of this important initiative: BJA VALOR INITIATIVE (ojp.gov).

Thank you BVP Program Support Team
Bureau of Justice Assistance

This email was sent to [email protected] using GovDelivery Communications Cloud on behalf of: Department of Justice ꞏ Washington, DC

City Council
16 –
4 1/17/2023

FY 2022 BVP Awards
State Jurisdiction Name (City) BVP Funding Amount
AK ALASKA $14,305.41
AK ANCHORAGE MUNICIPALITY $21,818.19
AK CORDOVA CITY $1,537.50
AK FAIRBANKS CITY $2,999.50
AK HOMER CITY $6,395.00
AK JUNEAU CITY AND BOROUGH $6,156.00
AK KENAI CITY $2,815.00
AK KODIAK CITY $3,300.00
AK PALMER CITY $4,758.00
AK SEWARD CITY $3,378.00
AK SITKA CITY AND BOROUGH $1,921.50
AK SOLDOTNA CITY $1,175.00
AK WASILLA CITY $5,630.00
AK WRANGELL CITY $1,330.00
Totals for AK(14 Jurisdictions): $77,519.10
AL ALABAMA $34,012.42
AL ALABASTER CITY $3,930.36
AL ANNISTON CITY $5,006.50
AL ARAB CITY $4,253.18
AL ATHENS CITY $11,028.50
AL AUTAUGA COUNTY $4,009.50
AL BAY MINETTE CITY $2,187.00
AL BUTLER COUNTY $800.00
AL CENTRE CITY $3,232.83
AL COFFEE COUNTY $2,516.50
AL COTTONWOOD TOWN $400.00
AL CULLMAN COUNTY $4,312.50
AL DAPHNE CITY $7,590.13
AL DECATUR CITY $16,222.50
AL DEMOPOLIS CITY $1,083.00
AL DOTHAN CITY $26,900.00
AL FAIRHOPE CITY $3,690.00
AL FLORENCE CITY $12,213.00
AL FOLEY CITY $5,788.50
AL FULTONDALE CITY $6,930.00
AL GADSDEN CITY $18,037.50
AL GORDO TOWN $2,717.50
AL GREENVILLE CITY $3,316.52
AL GUNTERSVILLE CITY $3,636.00
AL HALE COUNTY $2,322.05
AL HARTSELLE CITY $11,462.00
AL HENRY COUNTY $2,000.00
AL HOOVER CITY $28,636.00
AL HUEYTOWN CITY $3,514.07
AL JACKSONVILLE CITY $5,614.41
AL JEFFERSON COUNTY $21,822.45

City Council
16 –
5 1/17/2023

AL LEE COUNTY $4,007.42
AL LIMESTONE COUNTY $2,064.40
AL LOXLEY TOWN $6,642.50
AL MADISON CITY $7,120.00
AL MONTGOMERY CITY $5,892.86
AL MONTGOMERY COUNTY $8,905.38
AL MORGAN COUNTY $651.52
AL MOUNTAIN BROOK CITY $3,200.00
AL NORTHPORT CITY $5,242.50
AL OPELIKA CITY $10,015.50
AL PELL CITY $4,210.00
AL PHENIX CITY $6,561.00
AL PRATTVILLE CITY $9,477.00
AL RED BAY CITY $2,555.00
AL ROANOKE CITY $9,345.00
AL ROBERTSDALE CITY $1,757.50
AL SCOTTSBORO CITY $6,468.00
AL TALLAPOOSA COUNTY $2,131.50
AL TALLASSEE CITY $6,908.00
AL THOMASVILLE CITY $1,407.00
AL TROY CITY $4,374.00
AL TRUSSVILLE CITY $3,795.00
Totals for AL(53 Jurisdictions): $371,916.00
AR ALMA CITY $3,687.60
AR ARKANSAS $43,794.05
AR AUSTIN TOWN $1,183.43
AR BATESVILLE CITY $2,450.00
AR BELLA VISTA CITY $3,613.89
AR BENTON CITY $12,194.81
AR BENTON COUNTY $14,638.23
AR BERRYVILLE CITY $1,119.98
AR BONANZA CITY $1,599.50
AR CABOT CITY $2,271.96
AR CADDO VALLEY TOWN $2,497.50
AR CLARK COUNTY $13,813.87
AR CONWAY CITY $18,529.56
AR EL DORADO CITY $9,979.00
AR FAYETTEVILLE CITY $19,183.68
AR FORT SMITH CITY $28,959.00
AR GARLAND COUNTY $2,035.98
AR GASSVILLE CITY $2,422.93
AR GENTRY CITY $2,350.00
AR GRAVETTE CITY $1,606.86
AR GREENBRIER CITY $3,795.00
AR GREERS FERRY CITY $1,279.31
AR HAMBURG CITY $3,773.70
AR HEBER SPRINGS CITY $2,773.72
AR HOPE CITY $4,520.03
AR HOT SPRINGS CITY $15,211.62

City Council
16 –
6 1/17/2023

AR JACKSONVILLE CITY $2,214.65
AR JONESBORO CITY $19,922.36
AR LAKEVIEW CITY $1,564.61
AR LOGAN COUNTY $890.34
AR LONOKE COUNTY $2,278.14
AR MAGNOLIA CITY $1,600.00
AR MONTICELLO CITY $8,445.00
AR MOUNTAIN HOME CITY $2,507.93
AR NORTH LITTLE ROCK CITY $20,075.00
AR OSCEOLA CITY $2,510.07
AR PEA RIDGE CITY $2,022.00
AR PINE BLUFF CITY $15,494.80
AR POINSETT COUNTY $800.00
AR POLK COUNTY $487.28
AR ROGERS CITY $20,000.00
AR RUSSELVILLE CITY $9,710.70
AR SHERIDAN CITY $1,272.95
AR SPRINGDALE CITY $20,166.65
AR TEXARKANA CITY $12,821.27
AR VAN BUREN CITY $7,340.47
AR WEST MEMPHIS CITY $439.00
AR WHITE HALL CITY $2,709.94
AR WYNNE CITY $1,500.00
Totals for AR(49 Jurisdictions): $376,058.37
AZ APACHE COUNTY $3,068.45
AZ ARIZONA $66,169.34
AZ AVONDALE CITY $18,000.00
AZ BUCKEYE TOWN $6,139.57
AZ BULLHEAD CITY $10,564.95
AZ CASA GRANDE CITY $5,229.50
AZ CHANDLER CITY $12,318.03
AZ CHINO VALLEY TOWN $4,023.00
AZ CLARKDALE TOWN $2,400.00
AZ COOLIDGE CITY $4,210.85
AZ EAGAR TOWN $830.00
AZ ELOY CITY $5,599.03
AZ FLAGSTAFF CITY $14,485.36
AZ FLORENCE TOWN $3,123.30
AZ GLENDALE CITY $2,458.21
AZ GOODYEAR CITY $11,678.21
AZ GRAHAM COUNTY $14,679.73
AZ KINGMAN CITY $11,600.00
AZ LA PAZ COUNTY $7,963.99
AZ LAKE HAVASU CITY $17,740.68
AZ MARANA TOWN $9,407.63
AZ MARICOPA CITY $20,342.50
AZ MOHAVE COUNTY $4,585.85
AZ ORO VALLEY TOWN $17,273.37
AZ PAGE CITY $2,805.49

City Council
16 –
7 1/17/2023

AZ PARADISE VALLEY TOWN $6,000.00
AZ PARKER TOWN $897.41
AZ PAYSON TOWN $5,158.76
AZ PEORIA CITY $11,315.80
AZ PIMA COUNTY $1,942.17
AZ PINETOP-LAKESIDE TOWN $1,017.02
AZ PRESCOTT CITY $10,178.34
AZ PRESCOTT VALLEY TOWN $6,000.00
AZ QUARTZSITE TOWN $2,870.00
AZ SANTA CRUZ COUNTY $9,116.97
AZ SIERRA VISTA CITY $6,400.00
AZ SNOWFLAKE TOWN $6,185.70
AZ ST JOHNS CITY $2,111.18
AZ TEMPE CITY $31,374.04
AZ THATCHER TOWN $4,590.10
AZ TUCSON CITY $93,933.99
AZ WICKENBURG TOWN $2,957.59
AZ WINSLOW CITY $4,850.00
AZ YAVAPAI APACHE NATION $2,782.50
AZ YUMA CITY $25,885.44
Totals for AZ(45 Jurisdictions): $512,264.05
CA ALAMEDA COUNTY $58,473.34
CA ALBANY CITY $2,168.19
CA AMADOR COUNTY $11,100.00
CA ANAHEIM CITY $40,352.90
CA ANDERSON CITY $8,402.80
CA ARCADIA CITY $6,755.06
CA AUBURN CITY $1,521.75
CA AZUSA CITY $6,000.00
CA BANNING CITY $1,911.63
CA BARSTOW CITY $5,355.21
CA BEAUMONT CITY $4,621.61
CA BELL GARDENS CITY $11,218.00
CA BELMONT CITY $2,949.84
CA BEVERLY HILLS CITY $8,147.11
CA BISHOP CITY $3,356.13
CA BLYTHE CITY $6,361.50
CA BRAWLEY CITY $9,937.25
CA BREA CITY $4,553.22
CA BUENA PARK CITY $6,785.42
CA BURLINGAME CITY $9,740.00
CA CALIFORNIA $1,054,305.98
CA CAMPBELL CITY $4,542.33
CA CARMEL BY THE SEA CITY $899.00
CA CERES CITY $7,482.26
CA CHINO CITY $15,265.55
CA CHOWCHILLA CITY $2,653.59
CA CHULA VISTA CITY $7,219.88
CA CITRUS HEIGHTS CITY $11,631.62

City Council
16 –
8 1/17/2023

CA CLAREMONT CITY $4,164.19
CA CLEARLAKE CITY $1,792.34
CA COALINGA CITY $2,990.00
CA COLTON CITY $4,148.63
CA COLUSA COUNTY $3,579.24
CA CORONA CITY $3,251.78
CA CORONADO CITY $5,442.85
CA COSTA MESA CITY $5,967.19
CA COVINA CITY $10,500.00
CA CULVER CITY $18,304.65
CA CYPRESS CITY $6,353.64
CA DEL NORTE COUNTY $5,382.70
CA DESERT HOT SPRINGS CITY $1,825.50
CA DINUBA CITY $1,609.50
CA DIXON CITY $3,567.65
CA DOWNEY CITY $6,866.68
CA DUBLIN CITY $6,400.00
CA EAST BAY REGIONAL PARK DIST $1,061.97
CA EL PASO DE ROBLES CITY $5,223.00
CA EL SEGUNDO CITY $4,765.56
CA EMERYVILLE CITY $4,002.46
CA ESCALON CITY $5,172.23
CA EUREKA CITY $5,861.20
CA EXETER CITY $3,099.22
CA FOLSOM CITY $10,043.52
CA FONTANA UNIFIED SCH DIST $3,235.91
CA FORT BRAGG CITY $1,981.00
CA FORTUNA CITY $2,481.07
CA FOSTER CITY $4,038.75
CA FOWLER CITY $1,429.01
CA FRESNO COUNTY $50,208.87
CA FULLERTON CITY $4,329.33
CA GALT CITY $4,666.22
CA GARDENA CITY $9,471.69
CA GLENDORA CITY $7,762.69
CA GLENN COUNTY $12,548.55
CA GONZALES CITY $4,031.96
CA GRASS VALLEY CITY $5,360.47
CA GREENFIELD CITY $5,140.33
CA GRIDLEY CITY $3,312.50
CA GROVER BEACH CITY $2,371.58
CA HANFORD CITY $9,612.94
CA HEMET CITY $11,461.82
CA HERCULES CITY $4,708.54
CA HOLLISTER CITY $10,100.81
CA HUMBOLDT COUNTY $19,881.75
CA IMPERIAL COUNTY $4,960.28
CA INDIO CITY $7,468.00
CA INGLEWOOD CITY $8,453.90

City Council
16 –
9 1/17/2023

CA INYO COUNTY $20,769.80
CA KINGSBURG CITY $7,134.62
CA LA HABRA CITY $6,200.90
CA LA VERNE CITY $469.63
CA LAKEPORT CITY $2,170.38
CA LARKSPUR CITY $8,366.10
CA LASSEN COUNTY $7,303.01
CA LIVERMORE CITY $14,512.50
CA LODI CITY $9,417.50
CA LOMPOC CITY $4,982.30
CA LOS ANGELES CITY $128,234.95
CA LOS GATOS TOWN $6,029.96
CA MADERA COUNTY $1,797.92
CA MANHATTAN BEACH CITY $9,017.33
CA MANTECA CITY $10,483.00
CA MARIN COUNTY $5,721.11
CA MARIPOSA COUNTY $11,992.58
CA MARYSVILLE CITY $4,662.82
CA MENDOTA CITY $2,813.62
CA MENIFEE CITY $5,119.34
CA MERCED CITY $21,912.88
CA MILL VALLEY CITY $2,048.00
CA MILPITAS CITY $11,078.17
CA MONO COUNTY $7,663.91
CA MONROVIA CITY $6,543.98
CA MONTCLAIR CITY $9,878.76
CA MONTEBELLO CITY $21,628.49
CA MONTEREY CITY $6,437.50
CA MONTEREY PARK CITY $7,773.84
CA MOUNTAIN VIEW CITY $6,377.28
CA MURRIETA CITY $2,943.47
CA NAPA CITY $4,310.00
CA NATIONAL CITY $29,673.79
CA NEVADA CITY $2,865.01
CA NEWARK CITY $4,390.83
CA NEWMAN CITY $2,088.46
CA NEWPORT BEACH CITY $21,184.73
CA NORWALK CITY $789.50
CA NOVATO CITY $3,578.20
CA ONTARIO CITY $7,830.86
CA ORANGE CITY $6,240.40
CA ORANGE COVE CITY $3,800.00
CA PALM SPRINGS CITY $18,700.00
CA PALO ALTO CITY $14,888.00
CA PALOS VERDES ESTATES CITY $6,417.50
CA PARADISE TOWN $3,412.50
CA PARLIER CITY $4,668.75
CA PECHANGA BAND OF MISSION INDIANS $4,000.00
CA PETALUMA CITY $4,877.50

City Council
16 –
10 1/17/2023

CA PIEDMONT CITY $1,884.23
CA PLACENTIA CITY $13,016.00
CA PLACERVILLE CITY $3,572.22
CA PLEASANT HILL CITY $7,077.90
CA PLUMAS COUNTY $5,501.00
CA POMONA CITY $8,978.67
CA RED BLUFF CITY $6,297.25
CA REDDING CITY $11,973.00
CA REDLANDS CITY $6,877.08
CA REDONDO BEACH CITY $4,832.80
CA REEDLEY CITY $5,017.50
CA RIPON CITY $3,059.00
CA RIVERSIDE CITY $8,872.21
CA ROCKLIN CITY $6,637.50
CA ROHNERT PARK CITY $12,889.25
CA SAN BERNARDINO CITY $4,335.17
CA SAN BERNARDINO CITY UNIF SCHOOL DIST $10,398.62
CA SAN BRUNO CITY $19,998.90
CA SAN FERNANDO CITY $21,891.62
CA SAN FRANCISCO BAY AREA RAPID TRANSIT DIST $6,515.14
CA SAN FRANCISCO CITY AND COUNTY $137,683.12
CA SAN JOAQUIN COUNTY $12,983.12
CA SAN JOSE CITY $15,361.94
CA SAN LUIS OBISPO CITY $7,546.49
CA SAN MARINO CITY $4,031.70
CA SAN MATEO CITY $5,696.34
CA SAN RAFAEL CITY $11,252.90
CA SAN RAMON CITY $17,293.01
CA SANGER CITY $11,909.65
CA SANTA ANA CITY $14,377.52
CA SANTA CLARA COUNTY $139,135.29
CA SANTA CRUZ CITY $16,422.09
CA SANTA CRUZ COUNTY $11,268.95
CA SANTA FE SPRINGS CITY $2,747.01
CA SANTA MONICA CITY $34,496.29
CA SAUSALITO CITY $2,664.38
CA SCOTTS VALLEY CITY $8,789.00
CA SEAL BEACH CITY $9,781.76
CA SHASTA COUNTY $6,477.61
CA SIERRA MADRE CITY $510.78
CA SIMI VALLEY CITY $3,459.49
CA SOLANO COUNTY $1,090.68
CA SOUTH GATE CITY $9,865.00
CA SOUTH SAN FRANCISCO CITY $7,918.09
CA SUTTER COUNTY $7,062.00
CA TEHAMA COUNTY $10,628.00
CA TORRANCE CITY $10,751.00
CA TRINITY COUNTY $12,000.00
CA TUOLUMNE COUNTY $19,496.95

City Council
16 –
11 1/17/2023

CA TURLOCK CITY $5,658.24
CA TWIN RIVERS DISTRICT $5,784.24
CA UNION CITY $5,559.67
CA VACAVILLE CITY $12,106.96
CA VENTURA COUNTY $31,473.37
CA WATSONVILLE CITY $9,877.90
CA WEST SACRAMENTO CITY $6,900.25
CA WESTMINSTER CITY $2,174.67
CA WHITTIER CITY $15,577.19
CA WILLIAMS CITY $1,296.36
CA WINTERS CITY $2,417.82
CA WOODLAKE CITY $2,234.82
CA WOODLAND CITY $4,767.13
CA YREKA CITY $3,848.77
CA YUROK TRIBE $2,757.50
Totals for CA(190 Jurisdictions): $2,994,066.63
CO ALAMOSA CITY $3,832.50
CO ARAPAHOE COUNTY $8,632.56
CO ARVADA CITY $8,632.56
CO AURORA CITY $24,431.76
CO AVON TOWN $2,375.00
CO BASALT TOWN $1,385.28
CO BENT COUNTY $2,100.00
CO BRIGHTON CITY $8,000.00
CO BROOMFIELD CITY $12,000.00
CO CASTLE ROCK TOWN $10,350.00
CO CHERRY HILLS VILLAGE CITY $1,425.00
CO COLORADO $4,805.42
CO COLUMBINE VALLEY TOWN $1,393.59
CO CORTEZ CITY $2,014.35
CO CRIPPLE CREEK CITY $475.00
CO DELTA CITY $5,535.00
CO DILLON TOWN $4,669.90
CO DOLORES COUNTY $2,250.00
CO DURANGO CITY $5,179.31
CO EAGLE COUNTY $3,257.06
CO EAGLE TOWN $3,513.00
CO ELBERT COUNTY $7,350.00
CO EMPIRE TOWN $2,566.00
CO ENGLEWOOD CITY $7,200.00
CO ESTES PARK TOWN $6,742.00
CO FOUNTAIN CITY $6,258.00
CO FRISCO TOWN $3,035.46
CO GILPIN COUNTY $7,650.00
CO GLENWOOD SPRINGS CITY $2,000.00
CO GOLDEN CITY $4,000.00
CO GRAND COUNTY $9,750.00
CO GRAND JUNCTION CITY $12,450.00
CO GREELEY CITY $1,478.94

City Council
16 –
12 1/17/2023

Public Works Agency
www.santa-ana.org/public-works
Item # 17
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Amend Agreement for On-Call Development Plan Checking Services

AGENDA TITLE
Amend Agreement with Adams Streeter Civil Engineers, Inc. for On-Call Development Plan Checking Services by an Additional $50,000 Annually for the Remainder of the Agreement Term (Non-General Fund)

RECOMMENDED ACTION
Authorize the City Manager to execute an amendment to the agreement with Adams Streeter Civil Engineers, Inc. for on-call development plan checking to increase the amount by $50,000 annually, for a total annual amount not to exceed $200,000 for the remainder of the term, subject to non-substantive changes approved by the City Manager and City Attorney.

DISCUSSION
On June 1, 2021, at the conclusion of a competitive bidding process, the City Council awarded a three-year agreement to Adams Streeter Civil Engineers, Inc., with the provision for one two-year renewal option, to provide on-call development plan checking services for the Public Works Agency’s Water Resources Division. Water Resources staff review development applications to determine the impact of proposed developments on the City’s domestic water and sanitary sewer infrastructure, and conditions of approval are prepared to mitigate development impact. This process ensures that the development of public improvements is accomplished in accordance with applicable regulations and meets City standard plans and specifications.

Since the initial agreement was awarded in 2021, staff has observed an increased volume of development plan submittals, especially those for large developments. Staff has made an effort to provide greater customer service through improved coordination with developers and other City staff, as well as accelerated turnaround times. For these reasons, staff has exceeded the initial estimation of utilization of the contracted services. Staff recommends amending the agreement with Adams Streeter Civil Engineers, Inc. to increase the annual funding amount for the remainder of the term in order to continue to meet the increased demands and provide outstanding customer service.

City Council
17 –
1 1/17/2023

Amend Agreement for Development Plan Checking Services
January 17, 2023

3 1
7 2

FISCAL IMPACT
Funding for the requested increase of $50,000 to the agreement is budgeted and available for expenditure in the current fiscal year. Proposed budgets for future fiscal years will include the amounts shown in the following table.

Fiscal Year Accounting Unit
– Account #
Fund
Description
Accounting Unit –
Account Description Amount
FY 2022-23 06017645-62300 Water
Water Administration &
Engineering, Contract
Services-Professional
$50,000
FY 2023-24 06017645-62300 Water
Water Administration &
Engineering, Contract
Services-Professional
$50,000
FY 2024-25 06017645-62300 Water
Water Administration &
Engineering, Contract
Services-Professional
$50,000
FY 2025-26 06017645-62300 Water
Water Administration &
Engineering, Contract
Services-Professional
$50,000
Total $200,000

EXHIBIT(S)

1. Agreement with Adams Streeter Civil Engineers, Inc.

Submitted By: Nabil Saba, P.E., Executive Director – Public Works Agency Approved By: Kristine Ridge, City Manager

City Council
17 –
2 1/17/2023

FIRST AMENDMENT TO AGREEMENT WITH ADAMS STREETER CIVIL
ENGINEERS, INC., TO PROVIDE ON-CALL DEVELOPMENT PLAN CHECKING

SERVICES FOR WATER RESOURCES DIVISION
THIS FIRST AMENDMENT to the above -referenced agreement is entered into on January 17, 2023, by and between Adams Streeter Civil Engineers, Inc. (“Consultant”), and the City of Santa Ana, a charter city and municipal corporation organized and existing under the Constitution and laws of the State of California (“City”).

RECITALS
A. Following City’s issuance of Request for Proposal No. 21-020, t he parties entered into Agreement No. A-2021-085, dated June 1, 2021, by which Consultant agreed to provide on- call development plan checking services for the Water Resources Division of the City’s Public Works Agency (“Agreement”).

B. The Agreement is current and in effect through May 31, 2024.

C. The parties now wish to amend the Agreement to increase the annual not to exceed amount under the Agreement due to an increase in volume of plans submitted to the City.

The Parties therefore agree:

1. Section 2.a., Compensation, is amended to increase the annual not to exceed amount by $50,000 for a total annual not to exceed amo unt of $200,000 for the remainder of the term of the Agreement.

2. Except as modified by this First Amendment, and all prior amendments, all terms and conditions of the Agreement shall remain in full force and effect.

IN WITNESS WHEREOF, the parties hereto have executed this First Amendment to the Agreement on the date and year first written above.
_______________________________ ______________________________ Kristine Ridge
Clerk of the Council City Manager
[signatures continued on next page]
EXHIBIT 1

City Council
17 –
3 1/17/2023

APPROVED AS TO FORM CONSULTANT
SONIA R. CARVALHO
City Attorney

By:___________________________ _______________________________ Brandon Salvatierra Name:

Deputy City Attorney Title:

RECOMMENDED FOR APPROVAL

________________________________
Nabil Saba
Executive Director
Public Works Agency
Nicholas A. Streeter
Senior Vice President

City Council
17 –
4 1/17/2023

Public Works Agency
www.santa-ana.org/public-works
Item # 18
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Amend Agreement for Pool Maintenance Services

AGENDA TITLE
Amend the Agreement with Blueray Management, LLC to Provide Pool Maintenance at Various City Pools by Extending the Term for an Additional Six Months and Increasing the Agreement Amount by $200,000 (General Fund).

RECOMMENDED ACTION
Authorize the City Manager to execute an amendment to the agreement with Blueray Management, LLC to provide pool maintenance services at various City Pools, to extend the term of the agreement for an additional six-month term beginning January 21, 2023 through June 30, 2023, and increase the amount by $200,000, for a total agreement amount of $971,481, subject to non-substantive changes approved by the City Manager and City Attorney.

DISCUSSION
As of July 1, 2022, park maintenance functions have transferred from the Parks, Recreation and Community Services Agency to the Public Works Agency. Public Works Parks is responsible for providing maintenance services to five municipal swimming pools.

On November 7, 2019, the Parks, Recreation, and Community Services Agency released a Request for Proposal (RFP) seeking qualified and experienced aquatic facility operators to provide seasonal and year-round aquatic programs at City pools, including swimming lessons, recreational/open swim, swim team, and water polo coaching, aqua aerobics, lap swim, lifeguard training services and pool maintenance.

Blueray Management, LLC. was awarded an agreement beginning January 21, 2020 and expiring January 20, 2021, with provisions for two, 1-year renewal options. The agreement is currently in its final renewal option period, which is set to expire on January 20, 2023.

Due to the aging infrastructure, there has been an increased need for pool repairs and in efforts to increase efficiencies, during this amendment period Blueray Management LLC. will be required to provide the necessary chemicals and supplies to complete their services.

City Council
18 –
1 1/17/2023

Agreement Amendment with Blueray Management, LLC
January 17, 2023

3 1
7 5
On November 30, 2022, in preparation for the expiration of the agreement, staff released an RFP for enhanced pool maintenance services and is scheduled to award an agreement in the first quarter of 2023. To provide adequate time to complete the RFP process, staff is requesting to extend the existing agreement with Blueray Management, LLC for a six-month period, and increase the agreement amount by $200,000. The facilities served under this agreement include five municipal pools, located at El Salvador Park, Jerome Park, Memorial Park, Rosita Park, and Santa Anita Park.

FISCAL IMPACT
Funds are available for expenditure in the FY 2022-23 budget as follows:

Fiscal
Year
Accounting Unit
– Account #
Fund
Description
Accounting Unit,
Account Description Amount
2022-23 01117651-62320 General Fund
PWA-Park Maintenance
Service Enhancement,
Maintenance & Repair
Buildings & Grounds
$200,000

EXHIBIT(S)

1. Second Amendment with Blueray Management, LLC.

Submitted By: Nabil Saba, P.E., Executive Director – Public Works Agency Approved By: Kristine Ridge, City Manager

City Council
18 –
2 1/17/2023

EXHIBIT 1

City Council
18 –
3 1/17/2023

City Council
18 –
4 1/17/2023

Public Works Agency
www.santa-ana.org/public-works
Item # 19
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Real Property Acquisition for Warner Avenue Street Improvements

AGENDA TITLE
Approve Purchase Agreement in the Amount of $740,000 for Full Real Property Acquisition for Warner Avenue Improvements Phase 2 (Property Owners: Fidel Solis and Margarita Solis) (Project No. 18-6901) (Non-General Fund)

RECOMMENDED ACTION
Authorize the City Manager to execute a purchase agreement with Fidel Solis and Margarita Solis, for the full acquisition and goodwill (if any), of the property located at 909 E Warner Avenue (APN 016-105-21) in the amount of $740,000, subject to non- substantive changes approved by the City Manager and the City Attorney.

DISCUSSION
Warner Avenue is classified as an East-West Major Arterial in the City’s General Plan Circulation Element and the County of Orange Master Plan of Arterial Highways.

Improving the one-mile segment of Warner Avenue from Main Street to Wright Street has been a long-term priority project that is being constructed in several phases.

Improvements include widening the street from a four-lane roadway to a six-lane arterial, to address safety issues and provide adequate vehicular capacity. Also included in the project is the installation of parkways, raised median landscaping, storm drains, protected bike lanes, sound walls, street lights, and traffic signals. The City is acquiring properties for the development of Phase 2 of the Warner Avenue Improvements Project, bounded by Oak Street and Grand Avenue. Construction is anticipated to begin in Summer 2023.

The proposed improvements for the Project originated as a mitigation measure for the Tustin Legacy Project, which involves the redevelopment of the former Tustin Marine Corps Air Station as a mixed-use commercial, residential, and industrial project. As such, the City of Tustin agreed to partially fund the improvements on Warner Avenue between Main Street and Grand Avenue.

The recommended property acquisition (Exhibit 1) is necessary to accommodate the street improvements for Phase 2. The purchase offer was determined based on the

City Council
19 –
1 1/17/2023

Real Property Purchase Agreement: Warner Avenue Improvements, Phase 2 January 17, 2023

3 1
7 7
appraised value prepared by a California State licensed appraiser and accepted by the property owner (Exhibit 2).

ENVIRONMENTAL IMPACT
On September 1, 2015, the City Council approved the Warner Avenue Final Environmental Impact Statement (SCH No. 2012101004).

FISCAL IMPACT
Funds in the amount of $740,000 are budgeted and available in the Warner Avenue Improvements Project (No. 18-6901) for property acquisition expenditures in FY 2022- 23 as follows:

Fiscal
Year
Accounting
Unit–Account
No.

Fund Description
Accounting Unit,
Account No.

Description
Amount
2022-23 03217663-66100 Measure M-
Street Construction
Measure M2 Competitive
Street, Land $555,000
2022-23 05917668-66100
Select Street
Construction
(City of Tustin
Contribution)
Warner Ave-Tustin
Community Facilities
District, Land
$185,000
TOTAL $740,000

EXHIBIT(S)

1. Location Map

2. Purchase Agreement – APN 016-105-21
Submitted By: Nabil Saba, P.E., Executive Director – Public Works Agency Approved By: Kristine Ridge, City Manager

City Council
19 –
2 1/17/2023

H AL LA D A Y ST

H ALLA D A Y ST

HICK ORY ST

CEDAR ST

O A K ST

KILSO N DR

HICK ORY ST
W
A
R
N
E
R

AV
E
LEGEND:
-SUBJECT PROPERTY
TITLE:

EXHIBIT 1
PWA

SANTA ANA

PUBLIC WORKS AGENCY

NONGENERAL FUND)

PURCHASE AGREEMENTS FOR WARNER AVENUE
-ACQUIRED PROPERTIES
IMPROVEMENTS (PROJECT NO. 18-6901
N
(NTS)
W
A
R
N
E
R

AV
E

SEE TOP RIGHT

MATCHLINE

SEE BOTTOM LEFT

MATCHLINE
2 2 4 6
S.

O A K
ST
016
-
101
-
28 2 2 4 5
S.

O A K
ST
016
-
102
-
24 016
-
102
-
23 22 4
6 S. KILSO N
DR
016
-
103
-
23 705 E.

WARNER A V
E
0 1 6-1 0 5-1 9
2 2 4 5 S. H AL LA D A Y ST
0 1 6-1 0 4-2 9
224 4 S. H AL LAD A Y ST
01 6-10 4-21
809 E. WARNER AVE
0 1 6-1 0 5-2 0
9 0 5 E. WARNER A VE
0 1 6-1 0 5-2 1
9 0 9 E. WARNER A VE
016
-
214
-
12 22 4
6 S.

CED A
R ST
01 6
-
212
-
26 22 4
7 S. CED A
R ST
0 1 6-1 0 3-2 2
2 2 4 5 S. KILSO N DR
01 6-09 0-2 6
0 16-0 9 0-2 5
0 1 6-0 9 0-2 4
0 1 6-0 9 0-2 1
0 1 6-0 9 0-2 2
0 1 6-0 90-22
016-133-44
016-133-33
016-133-32
016-133-31

EL EMENTARY
MONROE
ARMORY

NATION AL G U ARD
ARMORY

NATION AL GUARD

DELHI PARK
ARMORY

NATIONAL GUARD

DELHI PARK
016
-
104
-
28 22 4
5 S. HICK O
RY ST
EXHIBIT 1

City Council
19 –
3 1/17/2023

EXHIBIT 2

City Council
19 –
4 1/17/2023

City Council
19 –
5 1/17/2023

City Council
19 –
6 1/17/2023

City Council
19 –
7 1/17/2023

City Council
19 –
8 1/17/2023

City Council
19 –
9 1/17/2023

December 13

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10 1/17/2023

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11 1/17/2023

City Council
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12 1/17/2023

City Council
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13 1/17/2023

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City Council
19 –
15 1/17/2023

City Council
19 –
16 1/17/2023

City Council
19 –
17 1/17/2023

City Council
19 –
18 1/17/2023

Public Works Agency
www.santa-ana.org/public-works
Item # 20
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Amend Agreement for Additional Right-of-Way Coordination Services

AGENDA TITLE
Amend the Agreement with Alliance Consulting Services, Inc., to Increase the Total Agreement Amount by $72,000 for Right-of-Way Coordination Services for the Remaining Term of the Agreement (Non-General Fund).

RECOMMENDED ACTION
Authorize the City Manager to execute the first amendment to the agreement with Alliance Consulting Services, Inc. to update the scope of work to include additional locations and increase the total compensation amount by $72,000 for an updated agreement amount not to exceed $121,500, for the remainder of the agreement term expiring June 30, 2025, with two one-year renewal periods, subject to non-substantive changes approved by the City Manager and City Attorney.

DISCUSSION
In July 2022, the City of Santa Ana entered into an agreement with Alliance Consulting Services, Inc. (Alliance), for citywide real estate and right-of-way (ROW) coordination services, which includes Bristol Street Improvements, Fairview Bridge, Warner Street Improvements, Citywide Sale of Surplus Properties, and miscellaneous Right-of-Way Acquisitions associated with Capital Improvement Program (CIP) Projects. They currently help monitor negotiations by other consultants and review existing: leases, licenses, franchises, easements, permits, and other agreements. Additionally, Alliance will help coordinate the activity tied to all right-of way processes associated with relocation necessary with transportation improvement enhancements, and related consultant contracts, including property appraisal, furniture, fixture and equipment appraisal, business goodwill appraisal, acquisition/relocation, property management services, and City real estate properties.

Since the expiration of Alliance’s prior agreement for $49,500 on April 17, 2022, the City agreed to compensate for any services provided, and due to the growing number of outstanding ROW service projects, the total agreement amount has been maximized.

The consultant has updated rates for service, and additional costs are attributed to the updated scope of work necessitated by Parks, Recreation, and Community Services Agency (PRCSA) for activation of vacant lots. The Public Works Agency is thereby

City Council
20 –
1 1/17/2023

Contract Amendment with Alliance Consulting Services, Inc.

January 17, 2023

3 1
7 9
requesting to enlarge this contract’s capacity, and are thus requesting additional funds for the Agreement to cover all upcoming project expenditures (Exhibit 1).

The intent of this action is to establish increased spending authority within the existing agreement based on additional hours necessitated at updated rates. Staff is looking ahead and will be soliciting a Request for Proposal for ROW coordination services via an on-call contract for any future services necessitated moving forward.

FISCAL IMPACT
The following table summarizes the projects with funds budgeted and available for as- needed expenditures for on-call ROW Coordination Services to be provided by the agreement in the current and future fiscal years, contingent upon City Council approval of the annual budget during future fiscal years and approval of appropriation adjustments for carry-forward requests.

Fiscal
Year(s)
Accounting Unit
– Account #
Fund
Description
Accounting Unit,
Account
Description
Amount
2022-23 03217662-66220
(23-6900)
Measure M-
Street
Construction
Measure M,
Improvements Other
Than Building
$10,000
2022-23 03217663-66220
(17-6883)
Measure M-
Street
Construction
Measure M,
Improvements Other
Than Building
$10,000
2022-23 05917661-66220
(11-6741)
OCTA Bristol St
Corridor
Improvements
OCTA,
Improvements Other
Than Building
$7,000
2022-23 05917668-66220
(18-6901)
Select Street
Construction
Warner Avenue.

Tustin CFD,
Improvements Other
Than Building
$20,000
2022-25 05113263-62320
(23-2600)
Cell Tower
Funds
Maintenance and
Repair Buildings $7,000
2022-25 Various RRNTP Various $18,000
TOTAL $72,000
Any unused agreement amounts may be utilized by projects not listed above by following the established on-call services process during FY 2022-23 and beyond for the remaining agreement term. CIP Engineering may also utilize operating funds in the Contracts Services – Professional Accounting Unit (08617613-62300) under this

City Council
20 –
2 1/17/2023

Contract Amendment with Alliance Consulting Services, Inc.

January 17, 2023

3 1
7 9
agreement. City staff must receive Finance and Management Services Agency approval of project activities to be used to ensure funds are available. Upon successful completion of the fiscal review, a corresponding Notice to Proceed containing the specific scope and maximum expenditure for the task order will be issued.

EXHIBIT(S)

1. Contract Amendment with Alliance Consulting Services, Inc.

Submitted By: Nabil Saba, P.E., Executive Director – Public Works Agency Approved By: Kristine Ridge, City Manager

City Council
20 –
3 1/17/2023

FIRST AMENDMENT TO AGREEMENT TO PROVIDE

REAL ESTATE AND RIGHT OF WAY

COORDINATION SERVICES

THIS FIRST AMENDMENT to the above -referenced agreement is entered into on January 17, 2023, by and between Alliance Consulting Services , Inc. (“Consultant”), and the City of Santa Ana, a charter city and municipal corporation organized and existing under the Constitution and laws of the State of California (“City”).

RECITALS
A. The parties entered into Agreement No. N-2022-210, dated July 15, 2022, by which Consultant agreed to provide real estate and right of way coordination (“Agreement”).

B. The Agreement remains in effect through June 30, 2025 , with provision for extension up to two (2) additional one (1) year periods. The Agreement is current and in-effect.

C. The City’s Public Works Agency expanded its role and services to include services, as defined by the Agreement’s Scope of Services, for updated rates for service, a nd additional costs attributed to and required to enlarge the scope of work necessitated by Parks, Recreation, and Community Services Agency (PRCSA) for activation of vacant lots.

D. City and Consultant agreed upon a proposed quote, dated October 18, 2022, reflective of the required services to add new locations for services provided by the Agreement and compensate Consultant for the additional hours required to complete said services.

E. The parties now wish to amend and augment the scope of services set forth in the Agreement and increase the total compensation to pay for services rendered by the Consultant for said services. No other changes, including extension of the Agreement, are contemplated by this Amendment.

The Parties therefore agree:

1. Section 1, Scope of Services, is hereby amended to include the locations identified as “Parks Parcels”, as well as to augment the required hours to complete existing projects set forth in the Agreement, per the October 18 , 2022 proposal, attached hereto as Exhibit A -1 to this Amendment. Consultant agrees that it has not provided any services detailed in Exhibit A -1 and will not begin any services prior to the effective date provided above. Consultant will provide services for the listed projects on an on-call basis.

As it relates to the services for projects detailed as “Parks Parcels”, City will have the sole discretion regarding the selection of “Parks Parcels” sites and locations. City will provide the Consultant, in writing, the details regarding “Parks Parcels” sites requiring services.

Consultant shall not perform services at any Parks Parcels sites without written approval by the City.

2. Section 2, Compensation, is amended to increase the total compensation to be expended under

City Council
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4 1/17/2023

the Agreement by an additional $72,000. This amount includes the base amount of $60,000, pursuant to the costs detailed in Exhibit A-1 to this Amendment, and a contingency amount of $12,000 for services as directed by the City. Consultant agrees that it has not rendered services, detailed by this Amendment and its attachments, to which it is owed payment by the City prior to the effective date noted above.

3. Except as modified by this Amendment, all terms and conditions of the Agreement shall remain in full force and effect.

IN WITNESS WHEREOF, the parties hereto have executed this Amendment to the Agreement on the date and year first written above.

ATTEST
_______________________________
Norma Orozco
Acting Clerk of the Council

APPROVED AS TO FORM
Sonia R. Carvalho
City Attorney
By:___________________________
Jonathan T. Martinez
Assistant City Attorney

CITY OF SANTA ANA
______________________________
Kristine Ridge
City Manager

CONSULTANT
_______________________________
By: Souri Amirani
Title:

RECOMMENDED FOR APPROVAL
________________________________
Nabil Saba
Executive Director
Public Works Agency
President

City Council
20 –
5 1/17/2023

ARPA
Exhibit A-1
Alliance Consulting Services Inc.
975 La Mirada Street, Laguna Beach CA 92651
(949)315-1444

October 18, 2022

Project Staff; Souri Amirani, PE, RE – Right-of-Way Coordinator, (Broker Number 01718958)

Additional hours:

Project Name Hours Hourly Rate $ Total $
Parks Parcels

PRCSA FUNDS
30 170 5,100
Bristol Phase 4 30 170 5,100

Warner Phase 2 100 170 17,000

Misc. & Surplus
properties
30 170 5,100
On-Call Services /
Future Tasks
As needed 170
(estimated)
27,700
Proposed
contingency
12,000

Total $72,000

City Council
20 –
6 1/17/2023

Public Works Agency
www.santa-ana.org/public-works
Item # 21
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Amendment for Landscape Maintenance Services at City Parks AGENDA TITLE:

Amend Agreement with DMS Facility Services, to Increase the Contract Amount by $545,800 for Enhanced Landscape Services of City Park and Park Buildings (General Fund and Parking Fund)

RECOMMENDED ACTION
Authorize the City Manager to execute the third amendment to the agreement with DMS Facility Services, to provide landscape maintenance and repairs at City Parks, increasing the amount by $545,800, which includes a $100,000 contingency, for the remaining term from January 17, 2023 through January 31, 2024, for a total agreement amount of $16,038,396 subject to non-substantive changes approved by the City Manager and the City Attorney.

DISCUSSION
As of July 1, 2022, park maintenance functions have transferred from the Parks, Recreation, and Community Services Agency (PRCSA) to the Public Works Agency (PWA). PWA’s Parks, Fleet, and Facilities Division provides landscape maintenance services at city parks and facilities.

On October 7, 2019, PRCSA released a Request for Proposal (RFP) for landscape maintenance services, and on February 1, 2020, DMS Facility Services was awarded the contract for a not to exceed amount of $14,586,000. DMS Facility Services has provided continuous landscape maintenance and clean up services at city parks and facilities. Their highly professional and prompt response has been instrumental in keeping park sites clean and maintained. With the adoption of the City’s FY 22/23 budget, the City Council approved an additional $2.5 Million for park maintenance.

Over the years, there has been a need for an increased level of maintenance services due to vandalism, theft of our irrigation systems, and the need for cleanup services in and around landscape areas. The enhanced services are to increase trash pick-ups and repair damages created by transients; to provide clean and safe park spaces. Secondly, the increase will allow for an increase in pressure washing of picnic areas, benches, new trash receptacles, and park amenities providing a welcoming site for residents to enjoy our parks. Lastly, our aging irrigation infrastructure continues to fail to cause

City Council
21 –
1 1/17/2023

Increase Contingency for DMS Facility Services, LLC
January 17, 2023

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unnecessary water wasting. DMS Facility Services irrigation technicians will assist with repairs to the existing irrigation systems, and avoid over and under-watering.

DMS Facility Services has provided high-quality maintenance service to the City since February 2020. To fund the enhanced services, staff recommends increasing the agreement amount by $545,800.

ENVIRONMENTAL IMPACT
There is no environmental impact associated with this action.

FISCAL IMPACT
Additional funds in the amount of $285,750 are available for expenditure in the current Fiscal Year 2022-23. Funds in the amount of $260,050 will be included in the proposed FY 2023-24 budget.

Fiscal
Year
Accounting Unit-
Account #
Fund
Description
Accounting Unit, Account
Description
Amount
2022-23
(Jan-
June) 01117651-62320 General
Fund
PWA-Park Maintenance
Service Enhancement,
Maintenance & Repair
Buildings & Grounds
$185,750
2022-23
(Jan-
June) 02718133-62300 Parking
Fund
Downtown Enhancement,
Contract Services-
Professional
$100,000
2023-24
(July-Jan) 01117651-62320 General
Fund
PWA-Park Maintenance
Service Enhancement,
Maintenance & Repair
Buildings & Grounds
$260,050

EXHIBIT(S)

1. Amendment Agreement with DMS Facility Services
Submitted By: Nabil Saba, P.E., Executive Director of Public Works Agency Approved By: Kristine Ridge, City Manager

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2 1/17/2023

EXHIBIT 1
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Public Works Agency
www.santa-ana.org/public-works
Item # 22
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Amend Agreement for On-Call Pavement Management Program and Geographic Information Systems Professional Services

AGENDA TITLE
Amend an Agreement with Bucknam Infrastructure Group, Inc. to Increase the Total Agreement Amount by $66,286, for a Total Amount not to Exceed $157,286, for Pavement Management Program and Geographic Information System Professional Services (Non-General Fund) (Project 22-6898)

RECOMMENDED ACTION
Authorize the City Manager to execute an amendment to the agreement with Bucknam Infrastructure Group, Inc. to increase the total compensation by $66,286, for a total agreement amount not to exceed $157,286, for the remainder of the agreement term expiring October 18, 2023, with two one-year renewal periods, subject to non- substantive changes approved by the City Manager and City Attorney.

DISCUSSION
The City’s Public Works Agency is responsible for the maintenance, rehabilitation and reconstruction of over 400 miles of streets. The pavement management program (PMP) is an essential tool in determining the condition, expected life, recommended improvements, and associated costs of the City’s pavement assets. This program enables the City to prioritize pavement rehabilitation projects where they are most cost- effective. In addition, an updated PMP is required for the City to remain eligible for Orange County Transportation Authority (OCTA) Measure M2 funding programs and to qualify for a reduced local match requirement for using those funds.

On October 18, 2021, at the conclusion of a competitive Request for Proposal process, the City Council awarded a contract to Bucknam Infrastructure Group, Inc. to perform services necessary to update the City’s PMP and assure the City maintains maximum funding eligibility. The Public Works Agency is requesting an amendment to the agreement to increase compensation to perform additional related smart technology services. These services will include Geographic Information Systems (GIS) mapping and database updates, the implementation of a new PMP web-portal that provides robust and instantaneous information for Public Works engineers to make better street repair recommendations, and the integration of a cloud-based artificial intelligence tool

City Council
22 –
1 1/17/2023

Contract Amendment with Bucknam Infrastructure Group, Inc.

January 17, 2023

3 1
8 3
that will ensure that all street segmentation is up to date and that quantities are verified, accurate, and reliable. Using this technology, necessary quality control measurements can be implemented and the City’s PMP street database can be more effectively maintained over time.

Approval of the Recommended Action will allow the Public Works Agency to refine and substantiate the City’s street GIS data, necessary Pavement Management Program data, and support required reporting, as well as citywide mapping, forecasting, and other data analysis and public requests.

FISCAL IMPACT
Funding for the requested increase amount of $66,286 is budgeted and available in the approved Fiscal Year 2022-23 Capital Improvement Program (Project #22-6898), from the Measure M2 Local Fairshare Program (Account No.03217662-66220), any remaining unspent amounts will be presented to City Council for carryover to FY23-24.

EXHIBIT(S)

1. Contract Amendment with Bucknam Infrastructure Group, Inc. for On-Call Pavement Management Program Services and Geographic Information Services.

Submitted By: Nabil Saba, P.E., Executive Director – Public Works Agency Approved By: Kristine Ridge, City Manager

City Council
22 –
2 1/17/2023

AMENDMENT TO AGREEMENT TO PROVIDE

PAVEMENT MANAGEMENT PROGRAM AND

GIS MAP INTERGRATION SERVICES

THIS AMENDMENT to the above-referenced agreement is entered into on January 17, 2023, by and between Bucknam Infrastructure Group , Inc. (“Consultant”), and the City of Santa Ana, a charter city and municipal corporation organized and existing under the Constitution and laws of the State of California (“City”).

RECITALS
A. The parties entered into Agreement No. A-2021-211, dated October 19, 2021, by which Consultant agreed to provide Pavement Management Program Updates (“Agreement”). The engagement of Consultant for said services was based on the selection of Consultant’s proposal to a Request for Proposal No. 21-076 (“RFP”).

B. The Agreement remains in effect through October 18, 2023, with provision for extension up to two (2) additional one (1) year periods. The Agreement is current and in-effect.

C. In its Proposal, incorporated as Exhibit B to the Agreement, Consultant detailed a series of optional services to refine and substantiate the City’s GIS data, necessary Pavement Management Program data, and support required reporting, as well as citywide mapping, forecasting, and other data analysis / public requests which the City referenced in its Exhibit A, Scope of Services, but did not detail within the budget for the Agreement.

D. City and Consultant agreed upon a n augmented scope of services, dated August 8, 2022, reflective of the required On-Call PMP/GIS Services, which are deemed an essential tool to perform annual PMP database, and reporting updates for the City.

E. The parties now wish to amend and augment the scope of services set forth in the Agreement to complete this vital service and increase the total compensation to pay for services rendered by the Consultant for said services. No other changes, including extension of the Agreement, are contemplated by this Amendment.

The Parties therefore agree:

1. Section 1, Scope of Services, is hereby amended to include additional services detailed in the August 8, 2022 proposal, attached hereto as Exhibit A-1 to this Amendment. Consultant agrees that it has not provided any services detailed in Exhibit A -1 and will not begin any services prior to the effective date provided above.

2. Section 2, Compensation, is amended to increase the total compensation to be expended under the Agreement by $66,286.00. This amount includes the base amount of $ 55,238.00, as detailed in Exhibit B -1 to this Amendment, and a contingency amount equal to twenty (20) percent of the base amount. Consultant agrees that it has not rendered services, detailed by this Amendment and its attachments, to which it is owed payment by the City prior to the effective date noted above.

City Council
22 –
3 1/17/2023

City Council
22 –
4 1/17/2023

August 8, 2022
Mr. Kenny Nguyen
Senior Civil Engineer
City of Santa Ana
20 Civic Center Plaza (M-36); 3rd Floor, Ross Annex
Santa Ana, CA 92701
Subject: Proposal for On-Call Pavement Management Program Services Dear Kenny:

It is our pleasure to subm it our proposal to assist the City of Santa Ana in continuing the proactive management of your Pavement Management Program (PMP). With the City seeking to move toward stronger infrastructure management methodologies through advanced pavement inspections, Capital Improvement reporting (CIP), OCTA compliance and GIS devel opment, Bucknam Infrastructure Group, Inc. has identified a proactive and cost-efficient method to assist the City in sustaining a successful PMP.

Our team will focus our long-term PMP knowledge, extensive Santa Ana-Southern California experience and GIS/GPS technologies to optimize the City’s maintenance dollars by implementing a manageable and reliable PMP methodology.

Our PMP services will build upon the City’s existing pavement manageme nt n etwork with cost- conscience on-call services and GIS support.

By selecting Bucknam Infrastructure Group, Inc. , the City of Santa Ana will continue to have a strong, knowledgeable, innovative, and communicative team with the experience to implement a cost-effective pavement management program. Our handpicked pavement management professionals are committed to delivering quality services to the City.

Respectfully submitted,
Bucknam Infrastructure Group, Inc.

Peter J. Bucknam
President/Project Manager
Exhibit A-1

City Council
22 –
5 1/17/2023

Scope of Work
City of Santa Ana 1-1
On-Call Pavement Management Program Services
Based on our numerous conversation and discussions with City staff throughout the most recent 2022 Pavement Management Program (PMP) u pdate we have been asked to perform essential PMP On-Call PMP-GIS services . Thes e include annual PMP da tabase and reporting updates , reconfiguration of Arterial / Collector segmentation , true ar ea adjustments of city boundary segments, confirmation of MPAH/Circulation cl assifications and the imp lementation of Bucknam’s MyRoads™.

TASK 1: On-Call PMP / GIS Services
Through these discussions we have prop osed the following scope of work for the City’s consideration. Our services are to be considered “ on-call” and will focus on the City’s priority projects as well as support general PMP tasks. These services will include:
 Correcting the City boundary segments within the City’s StreetSaver database o Assess and correct true area values for shared boundary sections o Database correction in Streetsaver (length, true area, segmentation)  Re-segmentation of Arterial sections to eliminate directional classification  Confirmation of MPAH street classification based on the latest circulation element  Creation of custom columns tracking:
o Specific AC/PCC application s appl ied for preventative, rehabilitation and reconstruction projects (i.e. application type and depth) o Street designations for truck / bus routes and Average Daily Traffic (ADT)  Publication of Santa Ana MyRoads™ PMP web-portal
 General StreetSaver management (i.e. work history data entry, reporting, IT services)  On-Call arterial and local street inspections (as-needed)  GIS management and map production pertaining to the PMP  M & R budget scenarios, general budgetary reporting, PCI deterioration studies With the combination of the City and Bucknam staff working as a team, pavement management knowledge, and defined goals, our On-Call PMP support will be essential to t he continued success of the Santa Ana PMP. Any major tasks above and beyond those mentioned herein will be considered a change in scop e; our staff will nego tiate additional t asks with the City if the y arise.

TASK 2: Santa Ana MyRoads™ PMP Web-Portal
Santa Ana MyRoads™ Web-Portal – Bucknam’s proprietary MyRoads™ is a great match for the Santa Ana PMP today and the fut ure. MyRoads™ brings your PMP data to lif e within a dynamic PMP dashboard! Bucknam now provides all our PMP clients with a unique and agency driven “MyRoads™” web -portal that provides instant aneous access to your pave ment management database. This “ dashboard” allows users to toggle t hrough individual sections via

City Council
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6 1/17/2023

Scope of Work
City of Santa Ana 1-2
On-Call Pavement Management Program Services
GIS mapping sel ections, zone queries, rank selection, PCI ranges, etc. to review all section metrics, latest/previous inspections, work histories generate fi ltered PCI reports and identify potential maintenance costs based up on your uni que need s. Bucknam ha s show n above a current MyRoads™ account actively working ! This tool will be accessed by City staff simply through a Username/Pas sword methodology. As cha nges are made to the Santa Ana PMP database the MyRoads™ data set is changed to reflect work hi story edits, PCI ins pections and section changes.

In summary, MyRoads™ allows the user
perform the following dynamic functions:
 Query specific pavement s egment(s)
to view current/historic PCI, work
history inspection;
 Filter for pavement sections within a
defined zone, PCI range and/or
functional class;
 Select a pavement section or
grouping of section through the on -
board GIS tool;
 Enter slurry, overlay &
reconstruction unit costs to
determine p reliminary cost of
maintenance and resulting citywide
PCI
o Display critical st reet /
sidewalk / ROW assets along
pavement section(s) that are
critical to Engineering Bid
development and solicitation (ADA ramps, utilities, manholes, trees, etc.  Displays all final GIS project maps (PCI, work history, 5-yr forecasted maintenance, etc.)  Bucknam will train Santa Ana staff on the simply use of the MyRoads™ dashboard

City Council
22 –
7 1/17/2023

Scope of Work
City of Santa Ana 1-3
On-Call Pavement Management Program Services
TASK 3: Optional Services – Pavement True Area AI Calculation First and foremost, the assessment of the City’s pavement segmentation is one o f the key priorities for this project. Within any PMP is essential to verify that all Arterial, Collector and Local segmentation is up -to-date and that section SF q uantities are verified, accurate and reliable. This will be completed by utilizing the Buc knam-Fuscoe cloud -based learning technology (AI) to correct ly quantify square footages for each pavement section (see sample below).

Bucknam (powered by Fuscoe’s unique use of cloud -based learning technology technology) allows our staff to provide the AI with the City of Santa Ana’s most recent aerial image; in doing so, all AC and PCC pavement areas are immediately calculated for each def ined pavement segment shown in StreetSaver. This instant calculation is possible due to the cloud -based learning tech’s inherent working knowledge of how to recognize pavement surfaces and asphalt types (edge of pavement to edge of pavem ent). All new SF segment true areas will be upload into StreetSaver and the City’s GIS PMP layer.

This ability will allow Bucknam to obta in the necessary qual ity control measurements for all Santa Ana PMP segments and to perform segment SF variance reports. This will in turn create s a more accurate total centerline / square footage of the Santa Ana network as well as for each unique pavement segments.

Within our proposed fee, we have demonstrated the cost per functional classification as well as citywide.

City Council
22 –
8 1/17/2023

Exhibit B-1
City of Santa Ana 1-4
On-Call Pavement Management Program Services
Proposed Fee
Tasks 1 & 2 will accomplished on a time and materials, not-to-exceed basis in accordance with the standard hourly r ate schedule attached; totaling $29,798. Bucknam will provide Task 1 & 2 work efforts within the first four months of the annual support. Our services are will cover a 10 month period (Sept 2022 to June 2023).

Should the City desire to increase the service level above the task descriptions for the Task 1 & 2 or require other services not descri bed herein, a fee adjustment wo uld be negotiate d and mutually agreed upon by both parities.

City Council
22 –
9 1/17/2023

Scope of Work
City of Santa Ana 1-5
On-Call Pavement Management Program Services
Standard Hourly Rate Schedule
Category Rate
Principal $ 295

Senior Project Manager 215

Senior Engineer / Planner 195

Construction Manager 190

Pavement Management Project Manager 190

Management Analyst 170

Project Engineer / Planner 160

Sr. Engineer / Sr. Technician / GIS Manager / Sr. Inspector 150

Assistant Engineer / Technician / GIS Analyst / Inspector 140

CADD Operator 110

Administrative Assistant 105

Field Technician 98

Clerical / Word Processing 85

Forensic Services Quote

Reimbursables

Mileage $0.72/mile

Subconsultant Services Cost + 15%

Reproduction Cost + 15%

Travel & Subsistence Cost + 15%

Fees & Permits Cost + 15%

Computer Services (External) Cost + 15%

Rates Effective 1/1/2022

City Council
22 –
10 1/17/2023

Information Technology
www.santa-ana.org/IT
Item # 23
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Amend an Agreement for Volume Licensing and Maintenance for Microsoft Software and Products
AGENDA TITLE:

Approve and Amend a Three-year Agreement for Volume Licensing and Maintenance for Microsoft Software and Products through Software One, Inc. for an Amount not to Exceed $1,500,000 (Non-General Fund)

RECOMMENDED ACTION
Approve and amend an agreement to renew licensing solution provider agreement with Software One, Inc. for the purchase of Microsoft software licenses, for a three-year period, beginning February 1, 2023, through January 31, 2026, in the amount not to exceed $1,500,000, subject to non-substantive changes approved by the City Manager and City Attorney.

DISCUSSION
The City of Santa Ana licenses many products from Microsoft Corporation. The City’s core software infrastructure is based on Microsoft’s desktop, server, collaboration and development products. The Microsoft Enterprise Agreement positions the City to continue to acquire product licenses at a volume discount.

The risk from the liability of using unlicensed Microsoft products could be monetarily very large. Purchasing a Microsoft enterprise volume license for the entire organization is a cost effective means for managing Microsoft software as a resource and greatly simplifies licensing by requiring a single transaction to acquire licenses for the City. In addition, the enterprise volume license allows the City to obtain software assurance, which will provide the City with the legal right to continue to receive the current version of some Microsoft products used by the City, including our Exchange Server, SharePoint Server, Windows Servers, and SQL Server databases. The City is opting to not maintain software assurance on the MS Office Suite of products in anticipation of moving to Office 365 within the next three to five years.

The City of Santa Ana purchases Microsoft software licenses through a joint, volume

City Council
23 –
1 1/17/2023

Amend an Agreement for Volume Licensing and Maintenance for Microsoft Software and Products
January 17, 2023

3 1
8 6
licensing program known as the County of Riverside’s Microsoft Enterprise Agreement (‘MSEA’). This request is for a renewal of the City’s MSEA. The County of Riverside’s master agreement with Microsoft (exhibits 1), is based on participation of any county, city, and special district in the state. The very large volume of Microsoft products used by these statewide agencies has allowed the County of Riverside to obtain deep discounts for these products which in turn are passed on to agencies participating under this master agreement with Microsoft.

Specifically, this is a request for the City to participate in the volume licensing and support services agreement for Microsoft Product Licensing and Maintenance as described in the Riverside County Microsoft Enterprise Agreement (MSEA), effective November 1, 2019. The City’s participation under this agreement will ensure the City the lowest pricing for Microsoft licensing and support services.

Acting as Microsoft’s reseller for the agreement will be Software One, Inc. The County of Riverside conducted a competitive process among ten firms qualified to serve as the Licensing Solution Provider (LSP) under the County of Riverside / Microsoft agreement.

In summary, staff requests City Council approval of a three-year enterprise volume licensing agreement and a three-year Select program agreement with Microsoft Licensing, GP, using the terms and conditions set forth by the County of Riverside, California using Software One, Inc. as the Licensing Solution Provider.

ENVIRONMENTAL IMPACT
There is no environmental impact associated with this action.

FISCAL IMPACT
The current year budget includes funding for the FY 2022-23 expected cost of $500,000. Within the Information Technology Data Center Software Maintenance & Support, account 10920147-62306. Funding for future fiscal years will be included in the proposed budgets for City Council consideration. The annual amount fluctuates to support changes in City business operations. The table below indicates an estimate of what may be required, allowing for growth.

Fiscal Year Amount
2022-23 $500,000
2023-24 $500,000
2024-25 $500,000
2025-26 $0

City Council
23 –
2 1/17/2023

Amend an Agreement for Volume Licensing and Maintenance for Microsoft Software and Products
January 17, 2023

3 1
8 6

EXHIBIT(S)

1. County of Riverside Master Agreement PSA-0001530

2. Microsoft Enterprise Enrollment Forms

3. Software One, Inc. Licensing Solution Provider Agreement Submitted By: Jack Ciulla, Chief Technology Innovations Officer Approved By: Kristine Ridge, City Manager

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3 1/17/2023

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12/05/2022
Shirley Snyder
Microsoft Corporation Authorized Signatory

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Bridget Hardwick
Senior Microsoft Sales Operations Analyst
12/5/2022

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23 –
55 1/17/2023

City Manager’s Office
www.santa-ana.org/city-managers-office
Item # 24
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Immigration Legal Defense Services
AGENDA TITLE:

Approve an Amendment to the Agreement with Immigrant Defenders Law Center For Immigration Legal Defense Services for a Two-Year Term in an Amount not to Exceed $400,000 (General Fund)

RECOMMENDED ACTION
Authorize the City Manager to execute an amendment to the agreement with Immigrant Defenders Law Center to provide immigration legal defense services to Santa Ana residents, for a term beginning February 1, 2023 and ending January 31, 2025, in an amount not to exceed $400,000, subject to non-substantive changes approved by the City Manager and City Attorney.

DISCUSSION
On March 16, 2021, the City entered into an agreement with Immigrant Defenders Law Center (ImmDef) to serve as the City's legal service provider (LSP) to provide immigration legal defense services. These services are provided under the universal representation model: providing publicly funded universal representation for anyone in immigration proceedings who cannot afford a lawyer (akin to public defense in criminal cases). Whereas traditional legal service programs may identify eligibility for representation through screening for viable immigration relief, the universal representation model ensures each client, regardless of potential relief, is given an opportunity to be heard. ImmDef works closely with community-based organizations, such as the Orange County Rapid Response Network, Resilience Orange County, Santa Ana - Building Healthy Communities, the Public Law Center, legal service providers, and other immigration advocates to ensure that their services are accessible to the Santa Ana community.

ImmDef's clients represent a wide cross- section of Santa Ana residents, including single mothers, fathers, homeless individuals, youth, older adults, and victims of domestic violence. Client examples include a long-time Santa Ana resident single

City Council
24 –
1 1/17/2023

Immigration Legal Defense Services
January 17, 2023

3 1
9 1
mother fleeing domestic violence, a father of six U.S. citizen children, and a young man fleeing his abusive father in his home country.

To ensure continuity of service delivery, staff recommends amending the existing agreement with ImmDef to extend the term for an additional two years. The amendment to the agreement provides the same $200,000 annual budget, for a total not-to-exceed amount of $400,000 for the two-year period.

ENVIRONMENTAL IMPACT
There is no environmental impact associated with this action.

FISCAL IMPACT
Funds in the amount of $100,000 are available for expenditure in FY 2022-23 in the Non-Departmental Contract Services - Professional account (No. 01105015- 62300).

Additional funds will be made available during FY 2023-24 and FY 2024-25, contingent upon annual budget approval, as follows:

Fiscal
Year
Accounting
Unit
Fund
Name
Accounting
Unit
Description
Amount
FY
2022-
23 01105015-
62300
General
Fund
Contract
Services -
Professional
$100,000
FY
2023-
24 01105015-
62300
General
Fund
Contract
Services -
Professional
$200,000
FY
2024-
25 01105015-
62300
General
Fund
Contract
Services -
Professional
$100,000

EXHIBIT(S)

1. Amendment to Agreement
Submitted By: Kristine Ridge, City Manager
Approved By: Kristine Ridge, City Manager

City Council
24 –
2 1/17/2023

FIRST AMENDMENT TO AGREEMENT WITH IMMIGRANT

DEFENDERS LAW CENTER FOR A PUBLICLY FUNDED

REMOVAL DEFENSE PROGRAM
THIS FIRST AMENDMENT TO AGREEMENT is entered into this 17th day of January, 2023, by and between Immigrant Def enders Law Center, a Californ ia non-p rofit corporation (“Immigrant Defenders”), and the City of Santa Ana, a charter city and municipal corporation duly organized and existing under the Constitution and laws of the State of California (“City”).

RECITALS
A. On M
arch 16, 2021, t he City entered into Agreement #A-2021-037 (“Agreement”) with Immigration Defenders to provide funding for the provision of removal (deportation) defense services that contribute to the protection of families in Santa Ana; and B. In acco
rdance with the terms and conditions of the Agreement, the parties desire to amend the compensation to provide additional funding for services and extend the term of the Agreement.

THE PA
RTIES THEREFORE AGREE:

1. Section 2, TERM OF AGREEMENT, shall be amended to extend the term of said Agreement
for an additional two (2) year period from February 1, 2023 through January 31, 2025.

2. Section
3, USE OF FUNDING; PAYMENT, shall be amended to increase the c
ompensation for the extended term in the amount not to exceed $400,000, as described and
set forth below in this First Amendment. Therefore, the total amount of the Agreement shall not
exceed $400,000 to pay for the services during the extended term.

Date Amount
February 1, 2023 $50,000
May 1, 2023 $50,000
August 1, 2023 $50,000
November 1, 2023 $50,000
February 1, 2024 $50,000
May 1, 2024 $50,000
August 1, 2024 $50,000
November 1, 2024 $50,000
Exce
pt as hereinabove modified, the terms and conditions of said Agreement remain unchanged and in full force and effect.
[Si
gnatures on the following page]

City Council
24 –
3 1/17/2023

IN WITNESS WHEREOF, the parties hereto have executed this First Amendment to the Agreement the date and year first above written.

ATTEST: CITY OF SANTA ANA

___________________________ ________________________

KRISTINE RIDGE
Clerk of the Council City Manager

APPROVED AS TO FORM:

Sonia R. Carvalho, City Attorney

_____________________________
By: Jose Montoya
Assistant City Attorney

IMMIGRANT DEFENDERS LAW CENTER

_______________________________
By: Lindsay Toczylowski
Title: Executive Director

City Council
24 –
4 1/17/2023

Police Department
www.santa-ana.org/police
Item # 25
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Amendment to the Agreement with The Counseling Team International AGENDA TITLE:

Approve Amendment to the Agreement with The Counseling Team International in the amount of $6,145 for Law Enforcement Psychological Services (General Fund)

RECOMMENDED ACTION
Authorize the City Manager to execute an amendment to the agreement with The Counseling Team International in an amount not to exceed $6,145 for law enforcement psychological services for a total aggregate amount not to exceed $84,145 for the agreement term ending on September 30, 2025, subject to non-substantive changes approved by the City Manager and City Attorney.

DISCUSSION
The Santa Ana Police Department utilizes contract psychologists to provide pre- employment screenings, employee support and counseling, critical incident counseling, training, and SWAT consultation. On October 4, 2022, the City Council authorized a new agreement with The Counseling Team International (TCTI) to provide law enforcement psychological services for a three year period. TCTI was one of three selected consultants to provide these services.

After the approval of the agreement, the Police Department became aware of past-due invoices totaling $6,145 for services rendered by TCTI under the previous agreement that expired on September 30, 2022. Due to insufficient contract authority remaining on the now expired agreement, the Department is unable to compensate TCTI for past services rendered. Therefore, this amendment is necessary to increase the total not-to- exceed amount from $78,000 to $84,145 and add language to include these outstanding invoices.

FISCAL IMPACT
Funds in the amount of $6,145 for this amendment are available in the Human Resources, Contract Services account (no. 01114402-62300).

City Council
25 –
1 1/17/2023

Amendment to the Agreement with The Counseling Team International January 17, 2023

3 1
8 7

EXHIBIT(S)

1. Agreement Amendment with The Counseling Team International Submitted By: David Valentin, Police Chief
Approved By: Kristine Ridge, City Manager

City Council
25 –
2 1/17/2023

City Council
25 –
3 1/17/2023

City Council
25 –
4 1/17/2023

Police Department
www.santa-ana.org/police
Item # 26
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Updated Hazard Mitigation Plan
AGENDA TITLE:

City of Santa Ana Updated Hazard Mitigation Plan

RECOMMENDED ACTION
Adopt a resolution approving the updated 2022 Hazard Mitigation Plan and direct staff to submit the resolution to the Federal Emergency Agency Management Agency (FEMA) for final approval of the Plan.

DISCUSSION
The Disaster Mitigation Act of 2000 requires communities to develop, implement and update hazard mitigation plans recognizing potential natural hazards and to identify and consider mitigation measures to reduce the risks associated with those hazards. The Plan is a tool to aid facility and infrastructure planning and improvements and is required to qualify for federal hazard mitigation grants. FEMA approved the City’s prior Hazard Mitigation Plan in 2005.

A Local Hazard Mitigation Plan (HMP) identifies the primary natural hazards that may impact the City, such as earthquakes, flood, or drought. Next, it estimates the losses that could be expected to occur, such as injuries, deaths, property damage, or economic loss. Finally, the Plan identifies and prioritizes projects that can be performed beforehand to reduce the expected losses, including seismic retrofitting of buildings, improvements to flood control infrastructure, strengthening other critical infrastructure, or improvements to building codes or other regulatory protections. Once an HMP is reviewed and approved by the State of California and FEMA and formally adopted by the City, the City will become eligible to apply for hazard mitigation funding to complete the mitigation projects identified in the Plan.

On May 5, 2020, the City received Hazard Mitigation Grant Program (HMGP) funding (per City Council resolution) to hire a contractor to assist the City in researching, drafting, and submitting a Plan. The HMP planning process began in November 2020 with assistance from Emergency Planning Consultants (EPC) and the City’s Hazard

City Council
26 –
1 1/17/2023

City of Santa Ana Updated Hazard Mitigation Plan
January 17, 2023

3 1
8 8
Mitigation Planning Team, made up of representatives from the City Manager’s Office, Finance and Management Services, Planning and Building, Police and Public Works Departments as well as Orange County Fire Authority and Santa Ana Unified School District. Six Planning Team meetings were held before issuing the First Draft of the HMP. Through the planning process, the Planning Team developed a Mitigation Actions Matrix that identifies desired and planned projects, including those from existing City plans, including the General Plan and Capital Improvement Program, and reflects the following goals: (1) protect life and property, (2) enhance public awareness, (3) preserve natural systems, (4) encourage partnerships and implementation, and (5) strengthen emergency services.

The Planning Team invited the public to participate in the planning process by making the Second Draft Plan available during the plan-writing phase. External agencies were provided an invitation to comment on the Second Draft Plan. Emails were distributed to external agencies and staff on September 1, 2021, containing a link to the Second Draft Plan’s web posting. Emails were distributed to Nixle subscribers and posted on social media on September 9, 2021, including a link to the Second Draft Plan’s web posting.

Adoption of the HMP will allow the City to seek mitigation grant funding when funding opportunities become available. In addition, the HMP will be a living document to be reviewed by Planning Team members annually to ensure the Mitigation Actions Matrix is implemented.

FEMA issued a letter of Approval Pending Adoption of the updated Plan on September 23, 2022, stating that the local jurisdiction’s governing body must adopt the updated Plan prior to FEMA issuing a Final Letter of Approval. Therefore, staff is seeking a resolution adopting the updated Hazard Mitigation Plan.

ENVIRONMENTAL IMPACT
Pursuant to the California Environmental Quality Act (“CEQA”) and CEQA Guidelines, adoption of this Resolution is exempt from CEQA review pursuant to section 15061(b)(3), in that CEQA applies only to projects which have the potential for causing a significant effect on the environment, and staff found that there is no possible significant effect directly related to the Plan. Further, CEQA Guidelines Sections 15262 and 15269 provide additional guidance that the Project is a planning study that does not tacitly approve projects that would otherwise require independent environmental review under CEQA.

FISCAL IMPACT
There is no fiscal impact associated with this action.

EXHIBIT(S)

1. Resolution

2. Hazard Mitigation Plan

City Council
26 –
2 1/17/2023

City of Santa Ana Updated Hazard Mitigation Plan
January 17, 2023

3 1
8 8
Submitted By: David Valentin, Police Chief
Approved By: Kristine Ridge, City Manager

City Council
26 –
3 1/17/2023

TB 1.3.2023
RESOLUTION NO. 2023-xxx

A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF SANTA ANA ADOPTING THE 2022 HAZARD MITIGATION
PLAN
WHEREAS, the City of Santa Ana is vulnerable to natural hazards which may result in loss of life and property, economic hardship, and threats to public health and safety; and
WHEREAS, Section 322 of the Disaster Mitigation Act of 2000 ( “DMA 2000 ”) requires state and local governments to develop and submit for approval a mitigation plan that outlines processes for identifying their respective natural hazards, risks, and vulnerabilities; and
WHEREAS, the City of Santa Ana acknowledges the requirements of Section 322 of DMA 2000 to update th e 2005 Hazard Mitigation Plan in order to be eligible for pre - and post-disaster federal hazard mitigation grant funds; and WHEREAS, the Hazard Mitigation Plan was developed by a Planning Team with representatives from the City, pertinent municipalities and other stakeholders; and WHEREAS, a public involvement process consistent with the requirements of DMA 2000 was conducted to develop the Hazard Mitigation Plan; and WHEREAS, the Planning Team developed a Mitigation Action s Matrix, which identifies desired and planned projects , including from existing City plans, the General Plan and Capital Improvement Program reflective of the following goals: (1) protect life and property, (2) enhance public awareness, (3) preserve natural systems, (4) encourage partnerships and implementation, and (5) strengthen emergency services; and WHEREAS, the Hazard Mitigation Plan is to be reviewed by Planning Team members on an annual basis to ensure the Mitigation Actions Matrix is implemented; and WHEREAS, the 2022 Hazard Mitigation Plan recommends mitigation activities that will reduce losses to life and property affected by both natural and human-caused hazards that face the City; and
WHEREAS, pursuant to the California Environmental Quality Act (“CEQA”), City Staff determined that the adoption of the 202 2 Hazard Mitigation Plan (”Project”) is covered by the general rule, pursuant to Section 15061(b)(3) of the State CEQA Guidelines (14 CCR§ 15061(b)(3)), that CEQA applies only to projects which have the potential for causing a significant effect on the environment, and City Staff found that there is no possible significant effect directly related to the Project. Furthermore, C EQA Guidelines Sections 15262 and 15269 provide additional guidance, in the context, that the Project is a planning study that does not tacitly approve projects that would otherwise EXHIBIT 1

City Council
26 –
4 1/17/2023

Resolution 2023-xxx

require independent environmental review under CEQA; and

WHEREAS, the Federal Emergency Management Agency (“FEMA”) has issued a letter to the City of Approval Pending Adoption on September 23, 2022, and the updated HMP must be adopted by the local jurisdiction’s governing body prior to FEMA issuing a Final Letter of Approval.

NOW, THEREFORE, TH E CITY COUNCIL OF THE CITY OF S A N T A A N A, RESOLVES AS FOLLOWS:

Section 1. The City Council finds that all of the facts set forth in the Recitals of this Resolution are true and correct.

Section 2. The City Council has reviewed the Project and, based upon the whole record before it, in the exercise of its independent judgment and analysis, concurs that the adoption of the City of Santa Ana 2022 Hazard Mitigation Plan is exempt from consideration under the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines Section 15061 (b)(3) because it can be seen with certainty that there is no possibility that the adoption of this Plan, in and of itself, may have a significant effect on the environment; and future projec ts described within the Plan may be subject to independent environmental review pursuant to CEQA, and therefore no further action is required under CEQA at this time.

Section 3. If section, subsection, sentence, clause, phrase or word of this Resolution is for any reason held to be invalid by a court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Resolution. The City Council hereby declares that it would have passed and adopted this Resolution, and each and all provisions hereof, irrespective of the fact that one or more provisions may be declared invalid.

Section 4. This Resolution shall take effect immediately upon its adoption by the City Council, and the Clerk of the Council shall attest to and certify the vote adopting this Resolution.

ADOPTED this day of January 2023.

Valerie Amezcua
Mayor

City Council
26 –
5 1/17/2023

Resolution 2023-xxx

APPROVED AS TO FORM:

Sonia R. Carvalho, City Attorney

By:

Tamara Bogosian
Sr. Assistant City Attorney

AYES: Councilmembers_______________________________________ NOES: Councilmembers_______________________________________ ABSTAIN: Councilmembers_______________________________________ NOT PRESENT: Councilmembers_______________________________________

CERTIFICATE OF ATTESTATION AND ORIGINALITY

I, Clerk of the Council, do hereby attest to and certify the attached Resolution No. 2023- XXX to be the original resolution adopted by the City Council of the City of Santa Ana on .

Date:

Clerk of the Council
City of Santa Ana

City Council
26 –
6 1/17/2023

October 11, 2022 | Hazard Mitigation Plan
Exhibit 2

City Council
26 –
7 1/17/2023

Hazard Mitigation Plan | 2022
Credits
- 2 -
Credits
Q&A | ELEMENT A: PLANNING PROCESS | A1c.

Q: Does the plan identify who represented each jurisdiction? (At a minimum, it must identify the jurisdiction represented and the person’s position or title and agency within the jurisdiction.) (Requirement §201.6(c)(1))
A: See Hazard Mitigation Planning Team below.

Hazard Mitigation Planning Team:

Name Department/Division Position Title
City of Santa Ana
Daisy Perez City Manager’s Office Senior Management Assistant Waldo Barela Finance Budget Supervisor
Jason Kwak Planning & Building Building Safety Manager
Anson So Planning & Building Senior Plan Check Engineer Ricardo Soto Planning & Building Associate Planner
Richard (Joe) Weber Police Department Homeland Security Division Commander Steve Rhyner, Chair Police Department Emergency Operations Coordinator Tyrone Chesanek Public Works Deputy Public Works Director- Construction Phil Neff Public Works Facilities Maintenance Manager
Ruben Castaneda Public Works Associate Engineer
Bryan Lopez Public Works Public Works Safety Coordinator Craig Foster Public Works NPDES Manager
City of Anaheim
Sagar Patel Anaheim Fire & Rescue Emergency Manager
Jannine Wilmoth Anaheim Fire & Rescue Assistant Emergency Manager Santa Ana Unified School District
Camille Boden Risk Management Director
Kevin Phillips SAUSD Police Sergeant/EOC Coordinator
Orange County Fire Authority
Steve Horner Orange County Fire Authority Administrative Captain Emergency Planning Consultants
Carolyn Harshman Emergency Planning Consultants President

City Council
26 –
8 1/17/2023

Hazard Mitigation Plan | 2022
Credits
- 3 -
Q&A | ELEMENT A: PLANNING PROCESS | A1b.

Q: Does the plan list the jurisdiction(s) participating in the plan that are seeking approval? (Requirement §201.6(c)(1))
A: See Acknowledgements below.

Acknowledgements
City of Santa Ana
✓ Vicente Sarmiento, Mayor
✓ Thai Viet Phan, Ward 1
✓ David Penaloza, Ward 2
✓ Jessie Lopez, Ward 3
✓ Phil Bacerra, Ward 4
✓ Johnathan Ryan Hernandez, Ward 5
✓ Nelida Mendoza, Ward 6

Q&A | ELEMENT A: PLANNING PROCESS | A1c.

Q: Does the plan identify who represented each jurisdiction? (At a minimum, it must identify the jurisdiction represented and the person’s position or title and agency within the jurisdiction.) (Requirement §201.6(c)(1))
A: See Point of Contact below.

Point of Contact
To request information or provide comments regarding this mitigation plan, please contact:

Consulting Services
Emergency Planning Consultants
✓ Principal Planner: Carolyn J. Harshman, MPA, CEM
✓ Planning Assistant: Megan R. Fritzler, BA

3665 Ethan Allen Avenue
San Diego, California 92117
Phone: 858-483-4626
[email protected]
www.carolynharshman.com

Name & Position Title Steve Rhyner, Emergency Operations Coordinator, City of Santa Ana, Santa Ana Police Department, Homeland Security Division Email [email protected]
Mailing Address 60 Civic Center Plaza, PO Box 1981, M-18, Santa Ana, CA 92702 Telephone Number 714-647-5315

City Council
26 –
9 1/17/2023

Hazard Mitigation Plan | 2022
Credits
- 4 -
Mapping
The maps in this plan were provided by the City of Santa Ana , Orange County , Federal Emergency Management Agency (FEMA), or were acquired from public Internet sources . Care was taken in the creation of the maps contained in this plan, however they are provided "as is" .

The City of Santa Ana cannot accept any responsibility for a ny errors, omissions, or positional accuracy, and therefore, there are no warranties that accompany these products (the maps) .

Although information from land surveys may have been used in the creation of these products, in no way does this product represent or constitute a land survey. Users are cautioned to field verify information on this product before making any decisions.

Mandated Content
In an effort to assist the reader s and reviewers of this document , the jurisdiction has inserted “markers” emphasizing mandated content as identified in the Disaster Mitigation Act of 2000 (Public Law – 390). Following is a sample marker:
*EXAMPLE*

Q&A | ELEMENT A: PLANNING PROCESS | A1a.

Q Does the plan document the planning process, including how it was prepared (with a narrative description, meeting minutes, sign-in sheets, or another method)? (Requirement §201.6(c)(1)) A:

City Council
26 –
10 1/17/2023

Hazard Mitigation Plan | 2022
Table of Contents
- 5 -
Table of Contents
CREDITS ................................ ................................ ................................ ............................... 2 TABLE OF CONTENTS ................................ ................................ ................................ ......... 5 PART I: PLANNING PROCESS .................................................................................... 6 INTRODUCTION ................................ ................................ ................................ .................. 6 PLANNING PROCESS ................................ ................................ ................................ .......... 9 PART II: RISK ASSESSMENT ................................................................................... 26 CITY PROFILE ................................ ................................ ................................ .....................26 RISK ASSESSMENT ................................ ................................ ................................ ...........35 EARTHQUAKE HAZARDS ................................ ................................ ................................ ..48 FLOOD HAZARDS ................................ ................................ ................................ ...............71 CLIMATE CHANGE HAZARDS ................................ ................................ ...........................83 EPIDEMIC/PANDEMIC/VECTOR-BORNE DISEASE HAZARDS ................................ .....92 PART III: MITIGATION STRATEGIES ................................................................... 101 MITIGATION STRATEGIES ................................ ................................ ............................. 101 Mitigation Actions Matrix ................................ ................................ ........................ 108 PLAN MAINTENANCE ................................ ................................ ................................ ....... 124 ATTACHMENTS ......................................................................................................... 131 FEMA Letter of Approval ................................ ................................ ......................... 131 City Council Resolution ................................ ................................ ........................... 132 Secondary Stakeholders Involvement ................................ ................................ ...16 Planning Team Sign-In Sheet: Meeting 1 – January 13, 2021 ........................ 142 Planning Team Sign-In Sheet: Meeting 2 – January 27, 2021 ........................ 144 Planning Team Sign-In Sheet: Meeting 3 – February 10, 2021 ...................... 145 Planning Team Sign-In Sheet: Meeting 4 – February 24, 2021 ...................... 146 Planning Team Sign-In Sheet: Meeting 5 – April 24, 2021 .............................. 147

City Council
26 –
11 1/17/2023

Hazard Mitigation Plan | 2022
Introduction
- 6 -
Part I: PLANNING PROCESS
Introduction
Q&A | ELEMENT A: PLANNING PROCESS | A1b.

Q: Does the plan list the jurisdiction(s) participating in the plan that are seeking approval? (Requirement §201.6(c)(1))
A: See Introduction below.

The Hazard Mitigation Plan (Mitigation Plan) was prepared in response to the Disaster Mitigation Act of 2000 (DMA 2000). DMA 2000 (also known as Public Law 106-390) requires state and local governments to prepare mitigation plans to document their mitigation planning process, and identify hazards, potential losses, mitigation needs, goals, and strategies . This type of planning supplements City of Santa Ana emergency management planning programs. The City’s first hazard mitigation plan was approved by FEMA on May 10, 2005.

Although the City may face a wide range of potential hazards, FEMA’s hazard mitigation planning requirements focus on natural hazard events. Other hazards are analyzed and discussed in the City’s Emergency Operations Plan.

Q&A | ELEMENT A: PLANNING PROCESS | A4
Q: Does the plan describe the review and incorporation of existing plans, studies, reports, and technical information? (Requirement §201.6(b)(3))
A: See Planning Approach below.

Planning Approach
The four -step planning approach outlined in the FEMA publication, Developing the Mitigation Plan: Identifying Mitigation Actions and Implementing Strategies (FEMA 386 -3) was used to develop this plan:
✓ Develop mitigation goals and objectives - The risk assessment (hazard characteristics, inventory, and findings), along with municipal policy documents, were utilized to develop mitigation goals and objectives.
✓ Identify and prioritize mitigation actions - Based on the risk assessment, goals and objectives, existing literature/resources, and input from participating entities, mitigation activities were identified for each hazard.
✓ Prepare implementation strategy - Generally, high priority activities are recommended for implementation first. However, based on organizational needs and goals, project costs, and available funding, some medium or low priority activities may be implemented before some high priority items.
✓ Document mitigation planning process - The mitigation planning process is documented throughout this plan.

City Council
26 –
12 1/17/2023

Hazard Mitigation Plan | 2022
Introduction
- 7 -
Q&A | ELEMENT C. MITIGATION STRATEGY | C2
Q: Does the plan address each jurisdiction’s participation in the NFIP and continued compliance with NFIP requirements, as appropriate? (Requirement §201.6(c)(3)(ii)) A: See NFIP Participation below.

National Flood Insurance Program
Established in 1968, the NFIP provides federally backed flood insurance to homeowners, renters, and businesses in communities that adopt and enforce floodplain management ordinances to reduce future flood damage.

Established in 1968, the NFIP provides federally backed flood insurance to homeowners, renters, and businesses in communities that adopt and enforce floodplain management ordinances to reduce future flood damage. The City of Santa Ana adopted a floodplain management ordinance and has Flood Insurance Rate Maps (FIRM) that show floodways, 100-year flood zones, and 500- year flood zones. The Executive Director of Planning & Building and the Executive Director of Public Works are designated as the floodplain administrator.

NFIP Participation
The City of Santa Ana participates in NFIP and the FEMA FIRM maps for the City were last updated December 3, 2009 . These studies and maps represent flood risk at the point in time when FEMA completed the studies and does not incorporate planning for floodplain changes in the future due to new development. Although FEMA is considering changing that policy, it is optional for local communities. According to FEMA, the City is located within flood Zones X , A, AE, AH, and AO.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B4 Q: Does the Plan address NFIP insured structures within the jurisdiction that hav e been repetitively damaged by floods? (Requirement §201.6(c)(2)(ii))
A: See Repetitive Loss Properties below.

Repetitive Loss Properties
Repetitive Loss Properties (RLPs) are most susceptible to flood damages; therefore, they have been the focus of flood hazard mitigation programs. Unlike a Countywide program, the Floodplain Management Plan (FMP) for repetitive loss properties involves highly diversified property profiles, drainage issues, and property owner’s interest . It also requires public involvement processes unique to each RLP area . The objective of an FMP is to provide specific potential mitigation measures and activities to best address the problems and needs of communities with repetitive loss properties. A repetitive loss property is one for which two or more claims of $1,000 or more have been paid by the National Flood Insurance Program (NFIP) within any given ten-year period.

According to FEMA resources, none of the City owned facilities are designated as a Repetitive Loss Property (RLPs).

City Council
26 –
13 1/17/2023

Hazard Mitigation Plan | 2022
Introduction
- 8 -
Map: Flood Hazard Severity Zone Map Determined by FEMA
(Source: Santa Ana General Plan, 2020)

City Council
26 –
14 1/17/2023

Hazard Mitigation Plan | 2022
Planning Process
- 9 -
Q&A | ELEMENT A: PLANNING PROCESS | A1b.

Q: Does the plan list the jurisdiction(s) participating in the plan that are seeking approval? (Requirement §201.6(c)(1))
A: See Planning Process below.

Planning Process
Throughout the project, the Planning Team served as the primary stakeholders while also making a concerted effort to gather information from the general public, external agencies (utility providers and special districts). In addition, t he Planning Team solicited information from agencies and people with specific knowledge of hazards and past historical events, as well as building codes and facilities maintenance planning. The hazard mitigation strategies contained in this plan were developed through an extensive planning process involving City staff, general public, and external agencies.

Following review and input by the Planning Team to the First Draft Plan, next (still during the Plan Writing Phase), the Second Draft Plan was shared with the general public and external agencies (adjoining jurisdictions, utility providers, special districts, etc.). The general public and external agencies served as the secondary stakeholders. Next, the comments gathered from the secondary stakeholders were incorporated into a Third Draft Plan which was submi tted to Cal OES and FEMA along with a request for a determination of “Approval Pending Adoption”.

Next, the Planning Team completed amendments to the Plan to reflect mandated input by Cal OES and FEMA. The F inal Draft Plan was then posted in advance of the City Council public meeting. Any comments gathered were included in the staff report to the City Council. Following adoption by the City Council , proof of adoption was forwarded to FEMA with a request for approval. The FEMA Letter of Approval was included in the Final Plan. The planning process described above is portrayed below in a progression:

Q&A | ELEMENT A: PLANNING PROCESS | A1a.

Q: Does the plan document the planning process, including how it was prepared (with a narrative description, meeting minutes, sign-in sheets, or another method)? (Requirement §201.6(c)(1)) A: See Plan Methodology and Planning Phases Progression below.

Q&A | ELEMENT A: PLANNING PROCESS | A3a.

Q: Does the plan document how the public was given the opportunity to be involved in the planning process? (Requirement §201.6(b)(1))
A: See Planning Phases Progression below.

Q&A | ELEMENT A: PLANNING PROCESS | A6a.

Q: Does the plan identify how, when, and by whom the plan will be monitored (how will implementation be tracked) over time? (Requirement §201.6(c)(4)(i))
A: See Planning Phases Progression below.

City Council
26 –
15 1/17/2023

Hazard Mitigation Plan | 2022
Planning Process
- 10 -
Figure: Planning Phases Progression

PLANNING PHASES PROGRESSION
Plan Writing Phase
(First & Second Draft
Plan)
Plan Review Phase
(Third Draft Plan)
Plan Adoption Phase
(Final Draft Plan)
Plan Approval Phase
(Final Plan)
Plan Implementation
Phase
• Planning Team
input – research,
meetings, writing,
review of First Draft
Plan
• Incorporate input
from the Planning
Team into Second
Draft Plan
• Invite public and
external agencies
via email and web
posting to review,
comment, and
contribute to the
Second Draft Plan
• Incorporate input
into the Third Draft
Plan
• Third Draft Plan
sent to Cal OES
and FEMA for
approval pending
adoption
• Address any
mandated
revisions
identified by Cal
OES and FEMA
into Final Draft
Plan

• Post public notice
of City Council
meeting along
with the Final
Draft Plan
• Final Draft Plan
distributed to City
Council in
advance of
meeting
• Present Final
Draft Plan to the
City Council for
adoption
• City Council
adopts Plan

• Submit Proof of
Adoption to
FEMA with
request for final
approval
• Receive FEMA
Letter of
Approval
• Incorporate
FEMA approval
and City Council
resolution into
the Final Plan
• Conduct annual
Planning Team
meetings
• Integrate
mitigation action
items into budget
and other funding
and strategic
documents

Q&A | ELEMENT E: PLAN ADOPTION | E1
Q: Does the plan include documentation that the plan has been formally adopted by the governing body of the jurisdiction requesting approval? (Requirement §201.6(c)(5)) A: See Plan Adoption Process below.

Plan Adoption Process
Adoption of the plan by the local governing body demonstrates City’s commitment to meeting mitigation goals and objectives. Governing body approval legitimizes the plan and authorizes responsible agencies to execute their responsibilities.

The Third Draft Plan was submitted to Cal OES and FEMA for review and approval. FEMA issued an Approval Pending Adoption on September 23, 2022 requiring the adoption of the Plan by the City Council. The adoption resolution was submitted to FEMA along with a request fo r a FEMA Letter of Approval.

In preparation for the public meeting with the City Council, the Planning Team prepared a Staff Report including an overview of the Planning Process, Risk Assessment, Mitigation Goals, and Mitigation Actions. The staff presentation concluded with a summary of the input received during the public review of the document. The meeting participants were encouraged to present their views and make suggestions on possible mitigation actions.

City Council
26 –
16 1/17/2023

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The City Council heard the item on _______. The Council voted to _________ the Hazard Mitigation Plan. The Resolution of adoption is located in the Attachments: City Council Resolution.

Plan Approval
FEMA approved the Plan on _______. A copy of the FEMA Letter of Approval is in the Attachments: FEMA Letter of Approval.

Q&A | ELEMENT A: PLANNING PROCESS | A1a.

Q: Does the plan document the planning process, including how it was prepared (with a narrative description, meeting minutes, sign-in sheets, or another method)? (Requirement §201.6(c)(1)) A: See Plan Methodology below.

Plan Methodology
The Planning Team discussed knowledge of hazards and past historical events, as well as building codes and facilities maintenance plans.

The rest of this section describes the mitigation planning process including 1) Planning Team involvement, 2) general public and ext ernal agency involvement; and 3) integration of existing data and plans.

Q&A | ELEMENT A: PLANNING PROCESS | A1a.

Q: Does the plan document the planning process, including how it was prepared (with a narrative description, meeting minutes, sign-in sheets, or another method)? (Requirement §201.6(c)(1)) A: See Planning Team Involvement below.

Planning Team Involvement
The Planning Team consisted of representatives from City departments, Santa Ana Unified School District, City of Anaheim, and Orange County Fire Authority. The Planning Team served as the primary stakeholders throughout the planning process . The general public and external agencies served as secondary stakeholders in the planning process . The Planning Team was responsible for the following tasks:

✓ Updating planning goals
✓ Preparing timeline for plan development
✓ Ensuring plan meets DMA 2000 requirements
✓ Organizing and soliciting involvement of the public and external agencies ✓ Gathering hazard information
✓ Reviewing HAZUS loss projection estimates
✓ Developing mitigation action Items
✓ Participating in Planning Team meetings and a City Council public meeting ✓ Providing existing resources including maps and data

City Council
26 –
17 1/17/2023

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Q&A | ELEMENT A: PLANNING PROCESS | A1a.

Q: Does the plan document the planning process, including how it was prepared (with a narrative description, meeting minutes, sign-in sheets, or another method)? (Requirement §201.6(c)(1)) A: See Planning Team Level of Participation below.

Q&A | ELEMENT A: PLANNING PROCESS | A1b.

Q: Does the plan list the jurisdiction(s) participating in the plan that are seeking approval? (Requirement §201.6(c)(1))
A: See Planning Team Level of Participation below.

Q&A | ELEMENT A: PLANNING PROCESS | A1c.

Q: Does the plan identify who represented each jurisdiction? (At a minimum, it must identify the jurisdiction represented and the person’s position or title and agency within the jurisdiction.) (Requirement §201.6(c)(1))
A: See Planning Team Level of Participation below.

The Planning Team , with assistance from Emergency Planning Consultants, identified and profiled hazards; determined hazard rankings; estimated potential exposure or losses; evaluated development trends and specific risks; and developed mitigation goals and action items.

Table: Planning Team Level of Participation
Name
Risk Assessment, Plan Research, Writing
Planning Team Meeting 1: January 13, 2021
Planning Team Meeting 2: January 27, 2021
Planning Team Meeting 3: February 10, 2021
Planning Team Meeting 4: February 24, 2021
Planning Team Meeting 5: March 31, 2021
Planning Team Meeting 6: April 14, 2021
Community Input - Distribute Second Draft Plan to General Public and External Agencies
Incorporate input from Public, and External Agencies into the Third Draft Plan
Submit Third Draft Plan to Cal OES/FEMA for Approval
Pending Adoption
Receive FEMA Approval Pending Adoption
Post Final Draft Plan in Advance of City Council Meeting Present Final Draft Plan to City Council at Public Meeting for Plan Adoption
Submit Proof of Adoption to FEMA for Final Approval
Receive FEMA Final Approval and Incorporate FEMA
Approval into Final Plan
City of Santa Ana
Daisy Perez X X
Waldo Barela X X X X X X
Steve Horner X X
Jason Kwak X X X X X X
Anson So X X X X
Ricardo Soto X X X X X X

City Council
26 –
18 1/17/2023

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Name
Risk Assessment, Plan Research, Writing
Planning Team Meeting 1: January 13, 2021
Planning Team Meeting 2: January 27, 2021
Planning Team Meeting 3: February 10, 2021
Planning Team Meeting 4: February 24, 2021
Planning Team Meeting 5: March 31, 2021
Planning Team Meeting 6: April 14, 2021
Community Input - Distribute Second Draft Plan to General Public and External Agencies
Incorporate input from Public, and External Agencies into the Third Draft Plan
Submit Third Draft Plan to Cal OES/FEMA for Approval
Pending Adoption
Receive FEMA Approval Pending Adoption
Post Final Draft Plan in Advance of City Council Meeting Present Final Draft Plan to City Council at Public Meeting for Plan Adoption
Submit Proof of Adoption to FEMA for Final Approval
Receive FEMA Final Approval and Incorporate FEMA
Approval into Final Plan
Richard (Joe) Weber X X
Steve Rhyner, Chair X X X X X X X X X X X
Tyrone Chesanek X X X X
Phil Neff X X X X X X
Ruben Castaneda X X X X X X
Bryan Lopez X X X X X X
Craig Foster X
Santa Ana Unified
School District
Camille Boden X
Kevin Phillips X
City of Anaheim
Sagar Patel X
Jannine Wilmoth X
EPC
Carolyn Harshman X X X X X X X X X X X
Megan Fritzler X X X X

City Council
26 –
19 1/17/2023

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Q&A | ELEMENT A: PLANNING PROCESS | A1a.

Q: Does the plan document the planning process, including how it was prepared (with a narrative description, meeting minutes, sign-in sheets, or another method)? (Requirement §201.6(c)(1)) A: See Planning Team Timeline below.

Table: Planning Team Timeline
Task
November 2020
December
January 2021
February
March
April
May
June
July
August
September
October
November
December
January 2022
February-August
September
October
Conduct Risk Assessment X X
Prepare HAZUS X X
Plan Writing - First, Second,
Third, and Final Drafts, Final
Plan

X X X X X X X X X X X X X X X X X
Planning Team Meeting #1 HMP
Overview and Initial Hazard
Briefing
X
Planning Team Meeting #2 Best
Practices and Plan Integration X
Planning Team Meeting #3
HAZUS and Mitigation Action
Items
X
Planning Team Meeting #4
Mitigation Action Items X
Planning Team Meeting #5
Review First Draft Plan X
Planning Team Meeting #6
Review HAZUS Maps and
Reports
X
Encourage Public Participation
in Mitigation Activities X
General Public and External
Agencies Input to Second Draft
Plan
X
Submit Third Draft Plan to Cal
OES/FEMA. Complete
Mandated Revisions.

X X X X
Receive FEMA’s Approval
Pending Adoption X
Post and Conduct City Council
Meeting to Adopt the Final Draft
Plan and submit Proof of
Adoption to FEMA

Receive FEMA Final Approval
Incorporate FEMA Final
Approval into Final Plan

City Council
26 –
20 1/17/2023

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Q&A | ELEMENT A: PLANNING PROCESS | A2a.

Q: Does the plan document an opportunity for neighboring communities, local, and regional agencies involved in hazard mitigation activities, agencies that have the authority to regulate development, as well as other interested parties to be involved in the planning process? (Requirement §201.6(b)(2)) A: See Secondary Stakeholders below.

Q&A | ELEMENT A: PLANNING PROCESS | A2b.

Q: Does the plan identify how the stakeholders were invited to participate in the process? (Requirement §201.6(b)(2))
A: See Secondary Stakeholders below.

Q&A | ELEMENT A: PLANNING PROCESS | A3
Q: Does the plan document how the public was involved in the planning process during the drafting stage? (Requirement §201.6(b)(1))
A: See Secondary Stakeholders below.

Q&A | ELEMENT A: PLANNING PROCESS | A3a.

Q: Does the plan document how the public was given the opportunity to be involved in the planning process? (Requirement §201.6(b)(1))
A: See Secondary Stakeholders below.

Q&A | ELEMENT A: PLANNING PROCESS | A3b.

Q: Does the plan document how the public’s feedback was incorporated into the plan? (Requirement §201.6(b)(1))
A: See Secondary Stakeholders below.

Secondary Stakeholders
In addition to the Planning Team, the secondary stakeholders also provided information, expertise, and other resources during plan writing phase. The secondary stakeholders included the general public and external agencies. All gathered input was incorporated into the Third Draft Plan prior to submission to Cal OES and FEMA . For a specific accounting of the date, source, information gathered, and use of information during the Plan Writing Phase, please see below.

In advance of the City Council public meeting, City staff, general public, and external agencies were informed of the F inal Draft Plan and encouraged to participate in the public meeting. Any comments gathered were noted in the Planning Team Staff Report and added to the Final Plan.

The Hazard Mitigation Planning Team (Planning Team) consisted of City department staff from City’s Manager’s Office, Police, Public Works, Planning & Building, Finance, Human Resources as well as representatives from Santa Ana Unified School District, City of Anaheim, and Orange County Fire Authority. The Planning Team served as the primary stakeholders throughout the planning process.

As required by DMA 2000, the Planning Team involved “the public”. The gene ral public and external agencies were invited to contribute to the mitigation plan during the plan writing phase.

Emails were distributed to external agencies and staff on September 1, 2021, containing a link to the Second Draft Plan’s web posting. Emails were distributed to the Nixle subscribers and posted on social media on September 9, 2021, containing a link to the Second Draft Plan’s web posting.

Emails requested comments back from external agencies and staff by September 24, 2021 and

City Council
26 –
21 1/17/2023

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requested comments from the public by October 1, 2021 . See Attachment: Email to External Agencies for the sample email.

The general public and external agencies served as secondary stakeholders with opportunity to contribute to the plan during the Plan Writing Phase of the planning process.

Table: Secondary Stakeholder Involvement
Source: Emergency Planning Consultants
Date Invited
to Provide
Input or
Input
Gathered
Agency Represented,
Name, Position Title
Information Received How Information was
Incorporated into Plan
September
1-24, 2021
Robert Simmons, City of
Irvine, Emergency
Management
Administrator
N/A
September
1-24, 2021
Jason Dempsey, City of
Costa Mesa, Emergency
Services Administrator
N/A
September
1-24, 2021
Stephen Foster, City of
Tustin, Emergency
Operations Coordinator
N/A
Sent
September
1, 2021

Jannine Wilmoth, City of
Anaheim, Emergency
Manager
Recommended several
grammatical changes.

All revisions were made.

Sent
September
1, 2021

Linda Morin, City of
Garden Grove, Emergency
Operations Coordinator
Recommended several
formatting changes.

Planning Team chose to leave
the format and content as
written.

Sent
September
1, 2021

Vicki Osborn, Municipal
Water District of Orange
County, Emergency
Management Director
Plan looks good.

September
1-24, 2021
Michelle Anderson, County
of Orange, Emergency
Management Director
N/A
September
1-24, 2021
James Henery, Orange
County Fire Authority,
Division Chief
N/A
September
1-24, 2021
Shane Sherwood, Orange
County Fire Authority,
Division Chief
N/A

City Council
26 –
22 1/17/2023

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Date Invited
to Provide
Input or
Input
Gathered
Agency Represented,
Name, Position Title
Information Received How Information was
Incorporated into Plan
September
1-24, 2021
Sara Nazir, Santa Ana
Unified School District,
Director of Risk
Management
N/A
September
1-24, 2021
John Hill, Santa Ana
Unified School District
Police Department,
Lieutenant
N/A
September
1-24, 2021
Rosa Gonzalez, Garden
Grove Unified School
District, Director of
Business Services
N/A
September
1-24, 2021
Donald Maus, Rancho
Santiago Community
College District, Director of
Risk Management
N/A
September
1-24, 2021
Ralph Webb, Santa Ana
College, Director of Safety
and Security
N/A

Q&A | ELEMENT C. MITIGATION STRATEGY | C1a.

Q: Does the plan document each jurisdiction’s existing authorities, policies, programs and resources? (Requirement §201.6(c)(3))
A: See Capability Assessment – Existing Processes and Programs below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C1b.

Q: Does the plan document each jurisdiction’s ability to expand on and improve these existing policies and programs? (Requirement §201.6(c)(3))
A: See Capability Assessment – Existing Processes and Programs below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C5b.

Q: Does the plan identify the position, office, department, or agency responsible for implementing and administering the action/project, potential funding sources and expected timeframes for completion? (Requirement §201.6(c)(3)(iv)); (Requirement §201.6(c)(3)(iii)) A: See Capability Assessment – Existing Processes and Programs below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C6a.

Q: Does the plan identify the local planning mechanisms where hazard mitigation information and/or actions may be incorporated? (Requirement §201.6(c)(4)(ii)) A: See Capability Assessment – Existing Processes and Programs below.

City Council
26 –
23 1/17/2023

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Q&A | ELEMENT C. MITIGATION STRATEGY | C6b.

Q: Does the plan describe each community’s process to integrate the data, information, and hazard mitigation goals and actions into other planning mechanisms? (Requirement §201.6(c)(4)(ii)) A: See Capability Assessment – Existing Processes and Programs below.

Capability Assessment – Existing Processes and Programs The City will incorporate mitigation planning as an integral component of daily operations . This will be accomplished by the Planning Team working with their respective departments to integrate mitigation strategies into the planning documents and City operational guidelines . FEMA identifies four types of capabilities:

✓ Planning and Regulatory
✓ Administrative and Technical
✓ Financial
✓ Education and Outreach

The table below includes a broad range of capabilities within the City to successfully accomplish mitigation.

City Council
26 –
24 1/17/2023

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Table: Capability Assessment - Existing Processes and Programs (Source: City of Santa Ana Website, 2021, Emergency Planning Consultants) Type of Capability Name of Capability Capability Description and Ability to Support Mitigation Planning & Regulatory
Administrative & Technical
Financial
Education & Outreach

City of Santa Ana Departments
X X City Attorney’s Office The City Attorney, appointed by and serving at the pleasure of the City Council, is mandated to provide legal services to the various officials and departments of the City of Santa Ana. The powers and duties of the City Attorney include appearing in litigation on behalf of the City and its officials; drafting all ordinances, resolutions and contracts; and advising officials and employees on all matters of law pertaining to official duties. The Santa Ana City Attorney is also empowered to prosecute violations of municipal and state law on behalf of the People of the State of California.

X X X X City Manager’s Office The City Manager’s Office is responsible for implementing all of the City Council’s policy decisions and direction, providing leadership and direction to department heads and other staff, as well as working with both Council and staff to develop action plans and programs to support the City’s mission, values and priorities and serve our great community. The City of Santa Ana operates under the ‘council- manager’ form of government, meaning that the Council appoints the city manager, who is then responsible for the administrative and staff-appointment duties. The City Council also appoints the City Attorney and the City Clerk, and makes appointments to City Boards and Commissions . Contrary to the ‘strong mayor’ form of government the day -to-day operations of the City are under the authority of the City Manager. The City Manager appoints and manages the City’s department heads (Chief of Police, Public Works Services Director , Community Development Director , Human Resources Director , Parks, Recreation and Community Ser vices Director, Information Technology Director , Planning and Building Director, and Finance Director). There are a number of guiding and strategic documents to assist the City of Santa Ana serve the community and deliver on our purpose, which is to provide quality service to enhance the safety, livability and prosperity of the community. The City Council approves a strategic plan to provide a high-level guiding document to support strategic goals and measure outcomes. The Budget is the City’s financial roadmap to support the City’s strategic plan and goals and contains funding details to deliver city services, programs and capital improvement projects.

X X Clerk of the City
Council
The Clerk of the Council Office is responsible for the care of official records and documents of the city such as agendas, minutes, resolutions, ordinances, and for providing and maintaining legal and

City Council
26 –
25 1/17/2023

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Type of Capability Name of Capability Capability Description and Ability to Support Mitigation Planning & Regulatory
Administrative & Technical
Financial
Education & Outreach

historical records and inform ation. The Clerk of the Council also coordinates all municipal and special elections held by the city, coordinates the annual boards, commissions, and committees recruitment process, administers the records retention and destruction policy, and receives o fficial filings required by the Fair Political Practices Commission “FPPC”, such as the Campaign Contribution Reports, Statements of Economic Interest, and other such filings. The Clerk’s office prepares and posts the bi -monthly City Council meeting agendas. These agendas may be viewed on this website. Copies of agendas, minutes of prior meetings, videos, and other public documents are also available and may be requested via the Public Records Request process.

X X X X Community
Development
The Community Development Agency is responsible for providing services in the area of economic development, job training, affordable housing, and downtown development. The Agency plans, develops and administers programs to accomplish the public policy goals of the Santa Ana City Council, Santa Ana Housing Authority and Workforce Investment Board.

X Finance and
Management
The Finance and Management Department’s mission is to manage internal City financial operations and controls at the highest level of efficiency with effective staffing and management. Its purpose is to safeguard public funds through proper internal controls, expenditure, and service operations. In addition, it provides supporting services for all City agencies and residents. There are several divisions within the Finance and Management Services Agency including: Treasury & Customer Service, Purchasing, Budget and Accounting.

X X Human Resources Human Resources Administration staff assist city departments with interpretation and application of the provisions in the city's labor agreements, address and resolve employee grievances, conduct administrative investigations, assist departments in addressing employee conflict resolution, disciplinary concerns and performance issues, and coordinate disciplinary review hearings before the Personnel Board. Human Resources Administration staff also investigate discrimination and harassment complaint s, and administer the city's employee drug and alcohol testing programs.

City Council
26 –
26 1/17/2023

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Type of Capability Name of Capability Capability Description and Ability to Support Mitigation Planning & Regulatory
Administrative & Technical
Financial
Education & Outreach

X X Information
Technology
The Information Technology Department is an Internal Service department within the City of Santa Ana organization. With about 17 FTEs and an operating budget of around $9m, IT is organized into three main divisions – Administration, Applications & Client Services, and Infrastructure Services. The department is a full service organization providing a centralized resource for technology deployment and support throughout the City. Services provided include e-mail, Internet/Intranet, business application s ystems and support, geographic information system (GIS) support, project management, voice and data network management, server and data center management, cybersecurity, user support help desk, personal computer, printer, and technology acquisition and sup port. The department strives to provide customers high value and excellent customer service.

X Library Services Santa Ana Public Library's purpose is to respond to our community's informational, educational, and personal interest needs using books, materials, technology, and professional expertise. Santa Ana Public Library is committed to serving the needs of Santa Ana residents first and foremost. Santa Ana is one of the 100 largest cities in the United States and its residents have the youngest median age of any of those cities. For that reason, the Library places special emphasis on services to children, youth and their families.

Santa Ana’s Library staff shares the cultural heritage of the community and each staff member strives to provide the highest level of customer service. The two Library locations are maintained as safe and wholesome places for young people and their families to spend out of school and leisure time.

X Parks and Recreation The Parks, Recreation and Community Services Agency is responsible to deliver a variety of services to the community that includes recreation programs, parks, libraries, and operations of the Santa Ana Zoo. The core services the agency provides are essential in making lives and communities better now and in the future by providing access to nature, outdoor space to play and exercise, facilities for self -directed and organized recreation, positive

City Council
26 –
27 1/17/2023

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Type of Capability Name of Capability Capability Description and Ability to Support Mitigation Planning & Regulatory
Administrative & Technical
Financial
Education & Outreach

alternatives for youth, and activities that encourage social connections, human development, and lifelong learning.

X X X Planning and Building The Planning Division maintains the City's General Plan and Zoning documents. Planning is also responsible for environmental review, historic preservation, implementation of commercial cannabis regulations, and new development. Planning provides staff support to the City's Planning Commission, the Historic Resources Commission, and the City Council.

X X Police The mission of the Santa Ana Police Department is to deliver public safety services to the community with the utmost professionalism and integrity. The Police Department’s values of teamwork, excellence, accountability, and making a difference act as the guidelines for the discretionary use of police powers and are the basis by which employee actions are evaluated.

X X Public Works The Public Works Agency is responsible for building and maintaining all public streets, storm drains, sewers, and water facilities. In addition, it coordinates the collection and recycling of refuse, sweep public streets, landscape the public right -of-way, trim trees, and remove graffiti. The Public Works department ensures that the community enjoys high quality dri nking water and is able to travel around the City efficiently through the use of our state -of-the-art traffic management system. The department works with
neighborhood associations to resolve speeding, parking, and traffic problems and with developers to ensure that City development standards are met.

Plans and Programs
X X X X Santa Ana Strategic
Plan
On March 18, 2014, the City Council adopted a 5-year strategic plan.

The adoption of this plan marked a major milestone for both the city and the community which began in 2012 with the adoption of the Sunshine Ordinance. The Strategic Plan provides a clear statement of where the city is going and how it intends to get there. It includes a vision, a description of the mission of the organization, a set of guiding principles (values) that will guide actions, a set of multi -year goals that guide decisions, objectives and strategies for each goal, and a plan for implementation and accountability.

X X X X City Budget Detail
(FY 2020-2021)
The City of Santa Ana has an annual fiscal budget, which begins in July and ends in June of the following year. The approach is to combine the strategic plan and annual financial plan for operations and capital improvements. This process enables us to di rect our

City Council
26 –
28 1/17/2023

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Type of Capability Name of Capability Capability Description and Ability to Support Mitigation Planning & Regulatory
Administrative & Technical
Financial
Education & Outreach

resources towards programs and activities with the greatest potential to successfully achieve our Vision and Purpose.

X X X X Capital Improvement
Program 2020-2021
The City’s Capital Improvement Program (CIP) is a long -term plan which articulates, identifies, and prioritizes both large and expensive projects focusing on infrastructure improvements, equipment purchases, and facilities improvements as well as annual and day - to-day maintenance and repair of the City’s infrastructure. The plan is executed by the City Council in rolling five-year increments based on long -term needs of the City balanced with available funding sources necessary to meet those needs.

X X X X Storm Drain Master
Plan (2018)
The purpose of this study is to provide comprehensive long -range planning for the implementation and development of storm drainage facility improvements in the City, determine the capital improvement costs, identify grant opportunity programs, and discuss priorities of the drainage impro vements. The City of Santa Ana encompasses approximately 27 square miles and is located adjacent to the cities of Orange, Garden Grove, Westminster, Tustin, Irvine, Costa Mesa, and Fountain Valley. The Santa Ana River and Santiago Creek run through Santa Ana, carrying flows to the ocean.

External Agencies
X X X Orange County Fire
Authority
The Orange County Fire Authority is a regional fire service agency that serves 23 cities in Orange County and all unincorporated areas.

The OCFA protects nearly 2 million residents from its 77 fire stations located throughout Orange County. The OCFA, founded in 1995, is a premier public safety agency providing superior fire protection and medical emergency services to its communities.

Q&A | ELEMENT A: PLANNING PROCESS | A4
Q: Does the plan describe the review and incorporation of existing plans, studies, reports, and technical information? (Requirement §201.6(b)(3))
A: See Use of Existing Data below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C1a.

Q: Does the plan document each jurisdiction’s existing authorities, policies, programs and resources? (Requirement §201.6(c)(3))
A: See Use of Existing Data below.

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29 1/17/2023

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Use of Existing Data
The Planning Team gathered and reviewed existing data and plans during p lan writing and specifically noted as “sources”. Numerous electronic and hard copy documents were used to support the planning process:

City of Santa Ana Website
https://www.santa-ana.org/
Applicable Incorporation: City Council, Maps, Location and the Environment, City Profile, Capability Assessment
Santa Ana General Plan, Public Hearing Draft (2020)
https://www.santa-ana.org/sites/default/files/pb/general-plan/documents/Public%20Review%20Draft/2%20- %20Safety%20Element.pdf
Applicable Incorporation: Hazard Chapter Information

Santa Ana General Plan, Public Safety Element Draft (2021) https://www.santa-ana.org/sites/default/files/pb/general-plan/documents/new-elements/PublicSafety.pdf Applicable Incorporation: Flood Chapter Information

City of Santa Ana Storm Drain Master Plan (2018)
https://www.santa-ana.org/sites/default/files/Documents/MasterSantaAnaMPD6_2_2016.pdf Applicable Incorporation: Flood Chapter Information, Mitigation Actions Matrix

Census 2020 California Hard-to-County Fact Sheet, Santa Ana (2020) https://census.ca.gov/wp-content/uploads/sites/4/2021/05/cahtci_all.pdf Applicable Incorporation: City Profile, Demographics

State of California Hazard Mitigation Plan (2018)
www.caloes.ca.gov/cal-oes-divisions/hazard-mitigation/hazard-mitigation-planning/state-hazard-mitigation- plan
Applicable Incorporation: Used to identify hazards posing greatest threat to State

Vulnerability Assessment Report for the General Plan Update (2020) https://www.santa-ana.org/sites/default/files/pb/general- plan/documents/SantaAna_Vulnerability_Assessment_Report_transmittal.pdf Applicable Incorporation: Climate Change Hazard Information

Orange County General Plan, Safety Element (2013)
https://www.ocgov.com/civicax/filebank/blobdload.aspx?blobid=40234 Applicable Incorporation: Hazard chapter Information

California’s Fourth Climate Change Assessment: Los Angeles Region Report (2018)
https://www.energy.ca.gov/sites/default/files/2019-07/Reg%20Report-%20SUM-CCCA4-2018- 007%20LosAngeles.pdf
Applicable Incorporation: Climate Information

Southern California Association of Governments, Profile of the City of Santa Ana (2019) https://scag.ca.gov/sites/main/files/file-attachments/santaana_localprofile.pdf?1606012682 Applicable Incorporation: Maps

City Council
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30 1/17/2023

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HAZUS Maps and Reports
Created by Emergency Planning Consultants
Applicable Incorporation: Numerous HAZUS maps and reports have been included for Earthquake and Flooding to determine specific risks and impacts to the City

FEMA “How To” Mitigation Series (386-1 to 386-9)
www.fema.gov/media
Applicable Incorporation: Mitigation Measures Categories and 4-Step Planning Process are quoted in the Executive Summary

National Flood Insurance Program
www.fema.gov/national-flood-insurance-program
Applicable Incorporation: Used to confirm there are no repetitive loss properties within the City

Local Flood Insurance Rate Maps
https://msc.fema.gov/portal/home
Applicable Incorporation: Provided by FEMA and included in Flood Hazard section

California Department of Conservation
www.conservation.ca.gov/cgs
Applicable Incorporation: Seismic hazards mapping

U.S. Geological Survey (USGS)
www.usgs.gov
Applicable Incorporation: Earthquake records and statistics

Using HAZUS for Mitigation Planning (2018)
https://www.fema.gov/media-library-data/1540479624999-
ab1eca852448e271f0de82cf2031a01b/Using_Hazus_in_Mitigation_Planning_20180820_Final_508_Compli ant.pdf
Applicable Incorporation: HAZUS Information

NOAA National Centers for Environmental Information, Storms Database (2021) https://www.ncdc.noaa.gov/cag/county/time-series
Applicable Incorporation: Previous hazard occurrences

Cal OES MyHazards (2021)
https://myhazards.caloes.ca.gov/
Applicable Incorporation: Map for Flooding Hazard.

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Part II: RISK ASSESSMENT
City Profile

Q&A | ELEMENT B3:

Q: Is there a description of each identified hazard’s impact on the community as well as an overall summary of the community’s vulnerability for each jurisdiction? (Requirement §201.6(b)(3)) A: See Location and the Environment below.

Location and the Environment
According to the City’s website, Don Gaspár de
Portolá, a Spanish expedition party leader,
discovered a picturesque valley and river in
Southern California, which he christened Santa
Ana, in honor of Saint Anne, on July 26, 1769.

José Antonio Yorba, a youthful expedition
soldier, and his nephew Juan Peralta, were
given a Spanish land grant for the area. They
developed the Rancho Santiago de Santa Ana
for cattle grazing and productive farmland. In
1869, William H. Spurgeon purchased 70 acres
from the Yorba family and plotted a town site.

The new town was given the name Santa Ana.

In 1886, Santa Ana was incorporated as a city.

Orange County was separated from Los Angeles
in 1889, and Santa Ana was designated the
County Seat. Santa Ana is the financial and
governmental center of Orange County and a
major city in the state.

According to the Ci ty of Santa Ana General Plan, Public Draft (2020), Santa Ana has a long, dynamic history of growth and development, starting from its establishment in 1869 (and later incorporation in 1886) on just over 74 acres of land. In the past 151 years, the City, which sits at 115 feet elevation and 35 meters above sea level, has grown to encompass over 27 square miles, with a population of more than 330,000 residents and businesses and institutions employing over 160,000 workers (both as of 2020). By the 1990s, ve ry little vacant land remained in the City; new growth since then has largely involved the recycling and intensification of already developed properties. In the past 15 years, dozens of unique and creative projects have infused new life and investment int o the City. The City has also expanded beyond its historic role as the civic center of Orange County. It is emerging as the county’s cultural and economic hub.

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Map: City of Santa Ana
(Source: City of Santa Ana General Plan, Public Draft 2020)

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Map: Southern California Association of Governments Map of District 16 (Source: Profile of the City of Santa Ana, 2019)

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Climate
General Climate
The City of Santa Ana sits within Orange C ounty, which experiences a Mediterranean climate, according to California’s Fourth Climate Change Assessment (2018) . This climate consists of hot, dry summers and cool, wet winters.

Temperatures
According to the US Climate Data, the City experiences an annual high average temperature of 76 degrees and a low average of 55 degrees. Average precipitation consists of 13.63 inches.

Graph: Weather Averages in Santa Ana
(Source: US Climate Data)

Table: Seasonal Average Temperatures
(Source: Santa Ana Website)
Season Lows Highs
Winter 49:0°F 70:0°F
Spring 56:33°F 73:33°F
Summer 68:66ºF 84:33°F
Fall 60:3ºF 83:66ºF

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Graph: Weather Averages in Santa Ana
(Source: NOAA)

Precipitation
According to the Santa Ana website, the City experienced a rainfall total 19.71 inches from 2018- 2019. This is an increase from the City’s annual seasonal average from 1977 -2017, which was

13.53 inches.

Population and Demographics
According to the Census 2020 California Hard-to-Count Fact Sheet, Santa Ana has a population of 334,493. Most of the population identifies as Hispanic or Latino (77.3%).

Table: City of Santa Ana Demographics
(Source: Census California Hard-to-Count Fact Sheet, 2020) Racial/Ethnic Group Population Percentage (%)
Hispanic or Latino of any race 258,563 77.3%
White alone 31,442 9.4%

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Racial/Ethnic Group Population Percentage (%)
Black alone 2,675 0.8%
American Indian or Alaska Native alone 334 0.1%
Asian alone 38,132 11.4%
Native Hawaiian and Other Pacific
Islander alone
668 0.2%
Other race alone 334 0.1%

Housing
According to the Profile of the City of Santa Ana (2019), b etween 2000 and 2018, the median home sales price of existing homes increased 198% from $181,000 to $540,000.

Table: City of Santa Ana Housing Data
(Source: Profile of the City of Santa Ana, 2019)
2000 2010 2018
Owners 49.3% 47.5% 45.4%
Renters 50.7% 52.5% 54.6%
Median Home Sale Price $181,000 $288,000 $540,000

The most common housing type is the Single Family Detached. 53% of homes are single family and 41.8% are multi-family.

Table: City of Santa Ana Housing Data
(Source: Profile of the City of Santa Ana, 2019)
Housing Type Number of Units Percent of Total Units
Single Family Detached 35,640 45.6%
Single Family Attached 5,762 7.4%
Multi-Family: 2-4 Units 7,553 9.7%
Multi-Family: 5+ Units 25,048 32.1%
Mobile Home 4,049 5.2%
Total 78,052 100.0%

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Employment and Industry
According to the Profile of the City of Santa Ana (2019), the predominant employment industries for Santa Ana residents include Professional (23.1%), Education (18.2%), and Manufacturing (11.4%).

Table: City of Santa Ana Jobs by Sector, 2017
(Source: Profile of the City of Santa Ana, 2019)

Table: City of Santa Ana Jobs by Sector
(Source: Profile of the City of Santa Ana, 2019)
Industry 2007 2017
Percent % Percent %
Professional 19.8 23.1
Education 15.2 18.2
Leisure 6.5 8.0
Other 3.5 2.7
Public 5.2 4.1
Agriculture 0.2 n/a
Construction 6.7 5.3
Manufacturing 14.8 11.4
Wholesale 5.6 7.0
Retail 8.2 8.5
Transportation 3.7 2.5
Information 2.2 2.3
Finance 8.4 7.0

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Transportation and Commuting Patterns
According to the Profile of the City of Santa Ana (2019), 44% of residents spend between 15-30 minutes commuting to work and 24% of people commute 30-45 minutes to work.

Table: City of Santa Ana Travel Time to Work, 2018
(Source: Profile of the City of Santa Ana, 2019)

Most residents choose to drive alone (73%) and only 14% of residents carpool. Public transit is utilized by 6% of the population, while the remainder of residents use alternate forms of transportation such as walking, bicycling, or they have in-home employment.

Table: City of Santa Ana Transportation Data
(Source: Profile of the City of Santa Ana, 2019)
2000 2010 2018
Drive Alone 61% 62% 73%
Carpool 25% 22% 14%
Public Transit 9% 11% 6%
Other 5% 6% 7%

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Q&A | ELEMENT D: MITIGATION STRATEGY | D1
Q: Was the plan revised to reflect changes in development? (Requirement §201.6(d)(3)) A: See Changes in Development below

Changes in Development
Since its incorporation, Santa Ana has grown into a flourishing urban city. As such, the City of Santa Ana has essentially been built out for many years, with very little vacant land remaining for new development. Since the 2005 Hazard Mitigation Plan, t he majority of development in the City has consisted remodeling of existing structures or redevelopment of properties requiring demolition and replacement of existing buildings.

Since the adoption of the 2005 Plan, there have been no significant alterations to the development pattern of the City in the hazard prone areas. This conclusion was reached after a thorough review of the General Plan and discussion with the Planning Team. Furthermore, the Planning Team concluded the overall vulnerability to identified hazards remained approximately the same.

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Risk Assessment
What is a Risk Assessment?
Conducting a risk assessment can provide information regarding: the location of hazards; the value of existing land and property in hazard locations; and an analysis of risk to life, property, and the environment that may result from natural hazard events. Specifically, the five levels of a risk assessment are as follows:

1. Hazard Identification

2. Profiling Hazard Events

3. Vulnerability Assessment/Inventory of Existing Assets

4. Risk Analysis

5. Assessing Vulnerability/Analyzing Development Trends

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B1a.

Q: Does the plan include a general description of all natural hazards that can affect each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Hazard Identification below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B1b.

Q: Does the plan provide rationale for the omission of any natural hazards that are commonly recognized to affect the jurisdiction(s) in the planning area? (Requirement §201.6(c)(2)(i)) A: See Hazard Identification below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B1c.

Q: Does the plan include a description of the location for all natural hazards that can affect each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Hazard Identification below.

1) Hazard Identification
This section is the description of the geographic extent, potential intensity, and the probability of occurrence of a given hazard . Maps are used in this plan to display hazard identification data .

The City of Santa Ana utilized the categorization of hazards as identifi ed in California’s State Hazard Mitigation Plan, including Earthquakes, Floods, Levee Failures, Wildfires, Landslides and Earth Movements, Tsunami, Climate-Related Hazards, Volcanoes, and Other Hazards.

Next, t he Planning Team reviewed existing document s to determine which of these hazards posed the most significant threat to the City and its ability to deliver services . In other words, which hazard would likely result in a proclamation of local emergency.

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The geographic extent of each of the identified hazards was identified by the Planning Team utilizing maps and data contained in the Santa Ana General Plan (2020) and the Orange County General Plan (2013). Utilizing the Calculated Priority Risk Index (CPRI) ranking tec hnique, the Planning Team concluded the following hazards posed a significant threat against the City.

Earthquake | Flood | Climate Change (sub-hazards Drought and Extreme Heat) | Epidemic/Pandemic/Vector-Borne Diseases
Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B1e.

Q: Does the plan include a description of the extent for all natural hazards that can affect each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Table: Calculated Priority Risk Index Ranking below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B2b.

Q: Does the plan include information on the probability of future hazard events for each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Table: Calculated Priority Risk Index Ranking below.

The hazard ranking system is described in Table: Calculated Priority Risk Index, while the actual ranking is shown in Table: Calculated Priority Risk Index Ranking for the City of Santa Ana.

Table: Calculated Priority Risk Index
(Source: FEMA Emergency Management Institute – Risk Assessment Course) CPRI
Category
Degree of Risk Assigned
Weighting
Factor Level ID Description Index
Value
Probability
Unlikely
Extremely rare with no documented history of occurrences or events.

Annual probability of less than 1 in 1,000 years.
1 45%
Possibly Rare occurrences.

Annual probability of between 1 in 100 years and 1 in 1,000 years. 2 Likely
Occasional occurrences with at least 2 or more documented historic events.

Annual probability of between 1 in 10 years and 1 in 100 years. 3 Highly Likely Frequent events with a well-documented history of occurrence.

Annual probability of greater than 1 every year. 4
Magnitude/
Severity
Negligible
Negligible property damages (less than 5% of critical and non- critical facilities and infrastructure. Injuries or illnesses are treatable with first aid and there are no deaths.

Negligible loss of quality of life. Shut down of critical public facilities for less than 24 hours.
1 30%
Limited
Slight property damage (greater than 5% and less than 25% of critical and non-critical facilities and infrastructure). Injuries or illnesses do not result in permanent disability, and there are no deaths. Moderate loss of quality of life. Shut down of critical public facilities for more than 1 day and less than 1 week.
2 Critical Moderate property damage (greater than 25% and less than 50% of critical and non-critical facilities and infrastructure). Injuries or 3

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illnesses result in permanent disability and at least 1 death. Shut down of critical public facilities for more than 1 week and less than 1 month.

Catastrophic
Severe property damage (greater than 50% of critical and non- critical facilities and infrastructure). Injuries and illnesses result in permanent disability and multiple deaths.

Shut down of critical public facilities for more than 1 month. 4 Warning
Time
> 24 hours Population will receive greater than 24 hours of warning. 1 15%
12–24 hours Population will receive between 12-24 hours of warning. 2 6-12 hours Population will receive between 6-12 hours of warning. 3 < 6 hours Population will receive less than 6 hours of warning. 4 Duration
< 6 hours Disaster event will last less than 6 hours 1
10%
< 24 hours Disaster event will last less than 6-24 hours 2 < 1 week Disaster event will last between 24 hours and 1 week. 3 > 1 week Disaster event will last more than 1 week 4

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Table: Calculated Priority Risk Index Ranking for the City of Santa Ana (Source: City of Santa Ana Planning Team)
Hazard
Probability
Weighted 45%
(x.45)
Magnitude Severity
Weighted 30% (x.3)
Warning Time
Weighted 15%
(x.15)
Duration
Weighted 10% (x.1)
CPRI Total
Earthquake – Newport-Inglewood Fault M7.2 3 1.35 4 1.2 4 0.6 1 0.1 3.25 Earthquake – Whittier Fault M7.0 3 1.35 4 1.2 4 0.6 1 0.1 3.25 Earthquake – San Andreas Fault M7.9 3 1.35 3 0.9 4 0.6 1 0.1 2.95 Earthquake – Elsinore Fault M7.5 2 0.9 4 1.2 4 0.6 1 0.1 2.80 Earthquake – Compton M7.4 2 0.9 4 1.2 4 0.6 1 0.1 2.80
Earthquake – Anaheim M6.4 2 0.9 4 1.2 4 0.6 1 0.1 2.80
Flood 3 1.35 2 0.6 2 0.3 2 0.2 2.45
Epidemic/Pandemic/Vector-Borne Diseases 2 0.9 2 0.6 2 0.3 4 0.4 2.20 Climate Change 3 1.35 1 0.3 1 0.15 4 0.4 2.20
Drought 3 1.35 1 0.3 1 0.15 4 0.4 2.20
Extreme Heat 3 1.35 1 0.3 1 0.15 4 0.4 2.20

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B1b.

Q: Does the plan provide rationale for the omission of any natural hazards that are commonly recognized to affect the jurisdiction(s) in the planning area? (Requirement §201.6(c)(2)(i)) A: See Profiling Hazard Events below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B1c.

Q: Does the plan include a description of the location for all natural hazards that can affect each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Profiling Hazard Events below.

2) Profiling Hazard Events
This process describes the causes and characteristics of each hazard and what part of City facilities, infrastructure, and environment may be vulnerable to each specific hazard. A profile of each hazard discussed in this plan is provided in the Hazard Analysis . Table: Vulnerability:

Location, Extent, and Probability for the City of Santa Ana indicates a generalized perspective of the City’s vulnerability of the various hazards according to extent (or degree), location, and probability.

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Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B1b.

Q: Does the plan provide rationale for the omission of any natural hazards that are commonly recognized to affect the jurisdiction(s) in the planning area? (Requirement §201.6(c)(2)(i)) A: See Table: Vulnerability: Location, Extent, and Probability for the City below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B1c.

Q: Does the plan include a description of the location for all natural hazards that can affect each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Table: Vulnerability: Location, Extent, and Probability for the City below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B1d.

Q: Does the plan include a description of the extent for all natural hazards that can affect each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Table: Vulnerability: Location, Extent, and Probability for the City below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B1e.

Q: Does the plan include a description of the extent for all natural hazards that can affect each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Table: Vulnerability: Location, Extent, and Probability for the City below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B2a.

Q: Does the plan include information on previous occurrences of hazard events for each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Table: Vulnerability: Location, Extent, and Probability for the City below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B2b.

Q: Does the plan include information on the probability of future hazard events for each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Table: Vulnerability: Location, Extent, and Probability for the City below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B3b.

Q: Is there a description of each identified hazard’s overall vulnerability (structures, systems, populations, or other community assets defined by the community that are identified as being susceptible to damage and loss from hazard events) for each jurisdiction? (Requirement §201.6(c)(2)(ii)) A: See Table: Vulnerability: Location, Extent, and Probability for the City below.

Table: Vulnerability: Location, Extent, and Probability for the City of Santa Ana Hazard
Location (Where) Extent
(How Big an Event)
Probability
(How Often) *
Previous Occurrences
Earthquake (San
Andreas Fault
M7.9)
Entire City The Southern California Earthquake
Center (SCEC) in 2007 concluded
that there is a 99.7 % probability
that an earthquake of M6.7 or
greater will hit California within 30
years.1
Likely March 10, 1933: Long
Beach earthquake,
caused substantial
structural damage on
4th street.

Flood
City facilities located
within 100-Year and
500-Year flood zones,
as well as Northern
border of the City and
along the Santa Ana
100-Year and 500-Year Flood Zone
areas subject to inundation,
flooding, and flash flooding.

Likely December 6, 2018:
rainfall at a rate of 1
inch per hour, flash
flooding across the
entire region.

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Hazard
Location (Where) Extent
(How Big an Event)
Probability
(How Often) *
Previous Occurrences
River on the West side
of the City.

Climate Change Entire City Impacts would range from mild to severe throughout the City. Likely
Increasing
temperatures
throughout the region
over the past century.

Drought Entire City Statewide Drought 2011-2015 Likely
2013-2015. City
issued mandatory
reductions of 13% in
2013 and another
12% in 2015.

Extreme Heat Entire City Impacts would range from mild to severe throughout the City. Likely
As recently as 2022,
heat and humidity are
increasing.

Epidemic /
Pandemic / Vector-
Borne Diseases
Entire City Impacts would range from mild to
severe throughout the City. Likely Coronavirus March
2020-present
* Probability is defined as: Unlikely = 1:1,000 years, Possibly = 1:100-1:1,000 years, Likely = 1:10-1:100 years, Highly Likely = 1:1 year
1 Uniform California Earthquake Rupture Forecast

HAZUS-MH
The hazard maps in the Mitigation Plan were
generated by Emergency Planning Consultants
using FEMA’s Hazards United States – Multi Hazard
(HAZUS-MH) software program. The HAZUS
complete reports are attached separately.

Once the location and size of a hypothetical
earthquake are identified, HAZUS-MH estimates the
intensity of the ground shaking, the number of
buildings damaged, the number of casualties, the
amount of damage to transportation systems and
utilities, the number of people displaced from their
homes, and the estimated cost of repair and clean
up. It’s important to note that the “project are a” is based on Census Tracts not jurisdictional boundaries.

As per FEMA’s HAZUS Guidebook, HAZUS is a GIS-based software that can be used to estimate potential damage, e conomic loss, and social impacts from earthquake, flood, tsunami and hurricane wind hazards. The HAZUS software includes nationwide general GIS datasets, and a model for the four natural disasters below. The model results can support the risk assessment piece of mitigation planning.

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Graphic: Model Results to Support Risk Assessment for Mitigation Planning (Source: Using HAZUS for Mitigation Planning, Federal Emergency Management Agency, 2018)

HAZUS is packaged with datasets that include building inventories and infrastructure for the entire United States. Because HAZUS is currently built on GIS technology, the inventory and infrastructure datasets can be mapped and intersected with the hazard information created from the four models.

Following the intersection, HAZUS determines the effects of wind, ground shaking, and water depths on buildings and infrastructure to calculate losses and damages. The outputs and estimates can be used in hazard mitigation planning, emergency response, and planning for recovery and reconstruction.

Losses estimated in HAZUS are based on the accuracy of input data. Basic analysis can be developed using the default data and parameter data provided within HAZUS. Users can conduct more advanced analysis using more accurate data that is specific to the region, hazard, population, etc. User-supplied data improves the accuracy of inventories and/or parameters.

Advanced-level analyses may also incorporate data from third -party studies. The user m ust determine the appropriate level of analysis to meet the user’s needs and resources.

HAZUS analysis can be performed at three different levels:

• A Level 1 basic analysis can be performed simply using the default data provided. This level of analysis is very coarse, and because the results will be subject to a much higher level of uncertainty, this should serve primarily as a baseline for further study. The user

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will still be able to produce basic maps and results. Limited additional data will be required to complete the flood analysis. Site specific input data produces more accuracy in vulnerability identification and loss estimation amounts. If the data is available, it is highly recommended that a user integrate site specific data to reduce uncertainty associated with the results of default data. Using a user defined depth grid, in the flood model, against default state data is classified as a level 1 analysis and is the recommendation of HAZUS Program.

• A Level 2 advanced analysis increases the accuracy and precision of an analysis by incorporating user-supplied data relevant to a given hazard. While the data included with the HAZUS software can be utilized to run a basic level one analysis, level two inputs are supplied by local sources and contain a higher level of detail. This can include datasets that model the hazards in more detail, or datasets that increase the accuracy of the inventory information. Incorporating more detailed data will improve the quality of the results. Level 2 is broadly defined as the incorporation of user -defined hazard and updated GBS or site-specific data.

• A Level 3 advanced analysis achieves the highest degree of precision and involves modifying or substituting the model parameters and/or e quations, relevant to a given hazard. Users can modify inputs depending on the time and resources available. Keeping track of the data used is suggested so that any relationships between input and results is documented. It is usually done by advanced users experienced with both the hazard and the HAZUS software.

FEMA’s Natural Hazard Risk Assessment Program (NHRAP) encourages users to conduct Level 2 or 3 analyses to improve the accuracy of results and recommends the use of user defined data (e.g., depth grids for all flood analysis) for mitigation planning.

Graphic: HAZUS Analysis Levels
(Source: Using HAZUS for Mitigation Planning, Federal Emergency Management Agency, 2018)

HAZUS creates credible estimates for losses and damages; datasets created on the local level typically provide greater detail than the datasets that are packaged with HAZUS (Level 1).

Incorporating local datasets into the analysis will improve the results.

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It’s important to note that the HAZUS maps and reports on flooding, that loss estimations are for specific riverine scenarios. FEMA flood maps are not used in HAZUS analysis, in that it does not use historical flood data as an input. However, physical data (i.e. , USGS DEM, or Depth Grids) are used to define the terrain in the study area. Once a scenario is chosen (100-year, 500-year) the model estimates the physical, economic, and social impacts of that one event, a snapshot in time.

HAZUS analysis does not supersede the comprehensive investigation of FEMA Flood Maps, the results will never match exactly the flooding areas found on FEMA flood maps. However, if you compare the two, you'll be able to verify areas of potential flood risk, and the result from the model will aid to identify the possible damages and the financial cost from that event.

HAZUS Outputs
The user plays a major role in selecting the scope and nature of the output of a HAZUS analysis.

A variety of maps can be generated for visualizing the extent of the losses. Numerical results may be examined at the level of the census block or tract or may be aggregated by county or region. There are three main categories of HAZUS outputs: direct physical damage, induced damage, and direct losses. Direct physical damage includes general building stock (GBS), essential facilities, high potential loss facilities, transportation systems, utility systems, and user defined facilities. Induced damage includes building debris, tree debris generation and fire following disaster occurrence. Direct losses include losses for buildings, contents, inventory, income, crop damage, vehicle loss, injuries, casualties, sheltering needs and displaced households.

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Graphic: HAZUS Outputs
(Source: Using HAZUS for Mitigation Planning, Federal Emergency Management Agency, 2018)

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B3b.

Q: Is there a description of each identified hazard’s overall vulnerability (structures, systems, populations, or other community assets defined by the community that are identified as being susceptible to damage and loss from hazard events) for each jurisdiction? (Requirement §201.6(c)(2)(ii)) A: See Vulnerability Assessment/Inventory of Existing Assets below.

3) Vulnerability Assessment/Inventory of Existing Assets A Vulnerability Assessment in its simplest form is a simultaneous look at the geographical location of hazards and an inventory of the underlying land uses (populations, structures, etc.). Facilities that provide critical and essential services following a major emergency are of particular concern because these locations house staff and equipment necessary to provide important public safety, emergency response, and/or disaster recovery functions.

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Critical Facilities
FEMA separates critical buildings and facilities into the five categories shown below based on their loss potential. All of the following elements are considered critical facilities:

Essential Facilities are essential to the health and welfare of the whole population and are especially important following hazard events. Essential facilities include hospitals and other medical facilities, police and fire stations, emergency operations centers and evacuation shelters, and schools.

Transportation Systems include airways – airports, heliports; highways – bridges, tunnels, roadbeds, overpasses, transfer centers; railways – trackage, tunnels, bridges, rail yards, depots; and waterways – canals, locks, seaports, ferries, harbors, drydocks, piers.

Lifeline Utility Systems such as potable water, wastewater, oil, natural gas, electric power and communication systems.

High Potential Loss Facilities are facilities that would have a high loss associated with them, such as nuclear power plants, dams, and military installations.

Hazardous Material Facilities include facilities housing industrial/hazardous materials, such as corrosives, explosives, flammable materials, radioactive materials, and toxins.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B3a.

Q: Is there a description of each hazard’s impacts on each jurisdiction (what happens to structures, infrastructure, people, environment, etc.)? (Requirement §201.6(c)(2)(ii)) A: See Table: Critical Facilities Vulnerable to Hazards below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B3b.

Q: Is there a description of each identified hazard’s overall vulnerability (structures, systems, populations, or other community assets defined by the community that are identified as being susceptible to damage and loss from hazard events) for each jurisdiction? (Requirement §201.6(c)(2)(ii)) A: See Table: Critical Facilities Vulnerable to Hazards below.

Table: Critical Facilities Vulnerable to Hazards below illustrates the hazards with potential to impact critical facilities owned by or providing services to the City.

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Table: Critical Facilities Vulnerable to Hazards
(Source: Santa Ana website and Emergency Planning Consultants)

City of Santa Ana Critical Facilities
Earthquakes
Flood
Epidemic / Pandemic /
Vector-Borne Diseases
Climate Change
Drought
Extreme Heat
City Offices & Governmental Functions
City of Santa Ana City Hall X X X X X
City of Santa Ana City Hall Ross Annex X X X X X
City of Santa Ana Corporate Yard X X X X X X
City Community Center Shelter Sites
Jerome Recreation Center X X X X X X
Logan Recreation Center X X X X X
McFadden Learning Center (PAAL) X X
Memorial Recreation Center X X X X X
Salgado Recreation Center X X X X X
Santa Ana Senior Center X X X X X
Santa Anita Recreation Center X X X X X X
Southwest Senior Center X X X X X X
Emergency Services
Santa Ana Police Department X X X X X X
Santa Ana Police Department Detention Facility X X X X X OCFA Fire Station 70 X X X X X
OCFA Fire Station 71 X X X X X
OCFA Fire Station 72 X X X X X
OCFA Fire Station 73 X X X X X X
OCFA Fire Station 74 X X X X X
OCFA Fire Station 75 X X X X X
OCFA Fire Station 76 X X X X X
OCFA Fire Station 77 X X X X X X
OCFA Fire Station 78 X X X X X X
OCFA Fire Station 79 X X X X X
Water Reservoirs
Cambridge Station X X X X X
Crooke Station X X X X X
East Station X X X X X
Elevated Tank X X X X X
J. Garthe Station X X X X X X
South Station X X X X X
Walnut Station X X X X X

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City of Santa Ana Critical Facilities
Earthquakes
Flood
Epidemic / Pandemic /
Vector-Borne Diseases
Climate Change
Drought
Extreme Heat
West Station X X X X X X
Water Wells
Well 16 X X X X X
Well 18 X X X X X X
Well 20 X X X X X X
Well 21 X X X X X X
Well 24 X X X X X X
Well 26 X X X X X
Well 27 X X X X X X
Well 28 X X X X X
Well 29 X X X X X
Well 30 X X X X X X
Well 31 X X X X X
Well 32 X X X X X
Well 33 X X X X X
Well 34 X X X X X
Well 35 X X X X X X
Well 36 X X X X X X
Well 37 X X X X X
Well 38 X X X X X
Well 39 X X X X X X
Well 40 X X X X X
Well 41 X X X X X
Sewer Lift Stations
Maxine Life Station X X X X X
Segerstrom Life Station X X X X X

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Earthquake Hazards
Hazard Definition
An earthquake is a sudden motion or trembling
that is caused by a release of strain accumulated
within or along the edge of the Earth's tectonic
plates. The effects of an earthquake can be felt
far beyond the site of its occurrence. They usually
occur wi thout warning and, after just a few
seconds, can cause massive damage and
extensive casualties. Common effects of
earthquakes are ground motion and shaking,
surface fault ruptures, and ground failure.

There are two tools used to describe earthquake
intensity. The first is the Magnitude Scale, which
is sometimes referred to as the Richter Scale. The
two are similar but not exactly the same. The
Magnitude Scale was devised as a means of rating earthquake strength and is an indirect measure of seismic energy released. The Scale is logarithmic with each one-point increase corresponding to a 10 -fold increase in the amplitude of the seismic shock waves generated by the earthquake. In terms of actual energy released, however, each one -point increase on the Richter scale corresponds to about a 32-fold increase in energy released. Therefore, a Magnitude 7 (M7) earthquake is 100 times (10 X 10) more powerful than a M5 earthquake and releases 1,024 times (32 X 32) the energy.

Image: Richter Scale
(Source: USGS)

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Image: Magnitude Scale
(Source: USGS)

The second scale is the Modified Mercalli (MM) Intensity Scale. According to the US Geological Survey, this scale consists of a series of certain key responses such as people awakening, movement of furniture, damage to chimneys, and finally - total destruction. Although numerous intensity scales have been developed over the last several hundred years to evaluate the effects of earthquakes, the one currently used in the United States is the Modified Mercalli (MM) Intensity Scale. It was developed in 1931 by the American seismologists Harry Wood and Frank Neumann.

This scale, composed of increasing levels of intensity that range from imperceptible shaking to catastrophic destruction, is designated by Roman numerals. It does not have a mathematical basis; instead it is an arbitrary ranking based on observed effects.

The Modified Mercalli Intensity value assigned to a specific site after an earthquake has a more meaningful measure of severity to the nonscientist than the magnitude because intensity refers to th e effects actually experienced at that place. The lower numbers of the intensity scale generally deal with the manner in which the earthquake is felt by people. The higher numbers of the scale are based on observed structural damage. Structural engineers usually contribute information for assigning intensity values of VIII or above. Below is an image of the scale.

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Table: Modified Mercalli Intensity Scale
(Source: USGS)

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B2a.

Q: Does the plan include information on previous occurrences of hazard events for each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Previous Occurrences of Earthquakes in the City below.

Previous Occurrences of Earthquakes in the City
The most significant earthquake to impact the City was the 1933 Long Beach earthquake. On March 10, 1933 , the Newport - Inglewood Fault ruptured with a magnitude 6.4 earthquake.

Santa Ana suffered substantial structural damage from the event, especially on 4th street (as seen in adjoining photo). Santa Ana suffered 3 of the 4 deaths occurring in Orange County during this earthquake. All 3 of the deaths all occurred in downtown Santa Ana. The original Santa Ana City Hall and the original Santa Ana High School, the first high school opened in Orange County, were both destroyed by this earthquake.

The City has experience d multiple earthquakes since then, but none have had the same devastation.

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Table: Historic Earthquakes Affecting Communities Near Orange County (Source: USGS)
(Date Earthquake Damage
March 29, 2014 La Habra,
M5.1
On March 29, 2014, at 9:09pm, an earthquake hit one mile away from La Habra. It was followed by 30 aftershocks. The quake resulted in roughly 2,000 people without power, but the community suffered minimal damage.

July 29, 2008 Chino Hills,
M5.4

On Tuesday, July 29, 2008, at 11:42 a.m. Pacific Daylight Time, a magnitude 5.4 earthquake rumbled the East Los Angeles area of California. The epicenter of the quake was about 9 miles beneath the Chino Hills. According to reports from the U.S. Geological Survey (USGS), the quake and several aftershocks caused strong shaking from the Chino Basin in the north to the Los Angeles basin in the southwest. Some shaking was felt as far away as Las Vegas, Nevada, and Yuma, Arizona.

March 11, 1933 Long Beach,
M6.4

In the early evening hours on March 10, 1933, the treacherous Newport -Inglewood fault ruptured, jolting the local citizenry just as the evening meals were being prepared. The Magnitude 6.4 earthquake caused extensive damage (approximately $50 million in 1933 dollars) throughout the City of Long Beach and surrounding communities. Damage was most significant to poorly designed and unreinforced brick structures. Sadly, the earthquake caused 120 fatalities. Within a few seconds, 120 schools in and around the Long Beach area were damaged, of which 70 were destroyed. Experts concluded that if children and their teachers were in school at the time of the earthquake, casualties would have been in the thousands.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B1a.

Q: Does the plan include a general description of all natural hazards that can affect each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Local Conditions below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B3b.

Q: Is there a description of each identified hazard’s overall vulnerability (structures, systems, populations, or other community assets defined by the community that are identified as being susceptible to damage and loss from hazard events) for each jurisdiction? (Requirement §201.6(c)(2)(ii)) A: See Local Conditions below.

Local Conditions
According to the Orange County General Plan, Safety Element (2013), potentially hazardous, active fault zones run along the coastal and inland edges of the County. The best known of the faults is the Newport -Inglewood Fault , which angles from offshore near Dana Point, inland through what is now the City of Newport Beach, on into Los Angeles County through the cities of Long Beach and Torrance. This fault zone produced the catastrophic 1933 Long Beach earthquake with a Richter scale magnitude of 6.3. It is believed this fault is capable of generating a maximum 7.5 magnitude earthquake.

Due to the proximity of active and potentially active faults in and around Orange County and its degree of urbanization, the risk of structural damage and loss of life due to ground shaking is considerable. The risk of secondary hazards is also great. According to various geologic experts, much of Orange County is highly susceptible to slope failure (activated by ground shaking), lurching and displacement. Another secondary hazard of particular concern to some portions of Orange County is that of liquefaction.

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Map: Local Faults
(Source: Safety Element, Santa Ana General Plan, 2020)

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San Andreas Fault Zone
The San Andreas Fault Zone falls East of the City. This fault zone extends from the Gulf of California northward to the Cape Mendocino area where it continues northward along the ocean floor. The total length of the San Andreas Fault Zone is approximately 750 miles. The activity of the fault has been r ecorded during historic events, including the 1906 (M8.0) event in San Francisco and the 1857 (M7.9) event between Cholame and San Bernardino, where at least 250 miles of surface rupture occurred. These seismic events are among the most significant earthquakes in California history. Geologic evidence suggests that the San Andreas Fault has a 50 percent chance of producing a magnitude 7.5 to 8.5 quake (comparable to the great San Francisco earthquake of 1906) within the next 30 years.

Map: Shake Intensity Map – San Andreas Fault M7.9
(Source: USGS)

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Map: HAZUS – San Andreas Fault M7.9
(Source: Emergency Planning Consultants)

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Newport-Inglewood Fault
This fault zone consists of a right -lateral, local reverse slip associated with fault steps. It is 75 kilometers in length with a slip rate of .6 millimeters per year. The communities nearest to this fault are Culver City, Inglewood, Gardena, Compton, Si gnal Hill, Long Beach, Seal Beach, Huntington Beach, Newport Beach, and Costa Mesa. Its most recent surface rupture was in 1933 with a magnitude of 6.4. This fault has a probable magnitude of 6.0 -7.4. According to the Earthquake Data Center, Surface tra ce is discontinuous in the Los Angeles Basin, but the fault zone can easily be noted there by the existence of a chain of low hills extending from Culver City to Signal Hill. South of Signal Hill, it roughly parallels the coastline until just south of New port Bay, where it heads offshore, and becomes the Newport-Inglewood - Rose Canyon fault zone.

Map: Shake Intensity Map – Newport-Inglewood Fault M7.2 (Source: USGS)

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Map: HAZUS – Newport-Inglewood Fault M7.2
(Source: Emergency Planning Consultants)

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Whittier Fault
The Whittier Fault lies North of the City. It is a 40-kilometer right-lateral strike-slip fault that runs along the Chino Hills range between the cities of Chino Hills and Whittier. The fault has a slip rate of 2.5 to 3.0 millimeters per year. It is estimated that this fault could generate a quake of 6.0 – 7.2M.

Map: Shake Intensity Map – Whittier Fault M7.0
(Source: USGS)

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Map: HAZUS – Whittier Fault M7.0
(Source: Emergency Planning Consultants)

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Elsinore Fault Zone
The Elsinore fault zone lies approximately 18 miles East of the City. According to USGS, i t’s projected to have a magnitude of 7.0 with a depth of 11.6 km. The Elsinore fault zone is a major dextral shear system, parallel to the southern San Andreas fault, that accommodates about 5 mm/year of the Pacific-North American Plate boundary slip. The northern elements o f the fault zone, the Chino and Whittier faults, bound the Puente Hills, an uplifted block of Tertiary sediments.

The Glen Ivy section forms the northeast boundary of the Santa Ana Mountains, and, together with the Temecula section, forms the Elsinore trough. To the southeast the fault zone (Temecula, Julian, and Coyote Mountain sections) cuts diagonally across various Peninsular Range batholithic and pre-batholithic metamorphic terrain until it reaches the southwestern margin of the Salton Trough as the Laguna Salada fault. Total strike-slip is reported to be as much as 40 km but is more likely only 10–15 km, and total vertical separation is about 200 m.

Map: Shake Intensity Map – Elsinore Fault M7.5
(Source: USGS)

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Map: HAZUS – Elsinore Fault M7.5
(Source: Emergency Planning Consultants)

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Anaheim Scenario
The earthquake scenario places the epicenter in Anaheim approximately 6 miles Northwest of Santa Ana. Like what occurred during the Northridge Earthquake caused by a previously unknown upward thrust fault, the scenario is not based on a known fault but rather a possible location. The scenario assumes a magnitude of 6.4 with a depth of 10.5 km.

Map: Shake Intensity Map – Anaheim Scenario M6.4
(Source: USGS)

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Map: HAZUS – Anaheim Scenario M6.4
(Source: Emergency Planning Consultants)

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Compton Fault
The Compton fault lies Northwest of the City. According to USUS, the Compton thrust fault (blind) extends below the western Los Angeles Basin, lying entirely within Mesozoic metamorphic basement (Catalina Schist). Most of the thrust fault is a ramp that rises to the southwest from depths as great as 10 km up to 5 km. The ramp connects the Central Basin Decollement, a thrust flat below the Los Angeles Basin, with shallower parts of the thrust fault near its tip below the Palos Verdes Peninsula. It was estimated to have a slip rate of 1.2+0.5, -0.3 mm/year.

Map: Shake Intensity Map – Compton Fault M7.4
(Source: USGS)

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Map: HAZUS – Compton Fault M7.4
(Source: Emergency Planning Consultants)

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Earthquake Related Hazards
Ground shaking, landslides, and liquefaction are the specific hazards associated with earthquakes. The severity of these hazards depends on several factors, including soil and slope conditions, proximity to the fault, 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.

Rock falls may happen suddenly and without warning but are more likely to occur in response to earthquake induced ground shaking, during periods of intense rainfall, or as a result of human activities, such as grading and blasting. Ground acceleration of at least 0.10g in steep terrain is necessary to induce earthquake-related rock falls.

The following map shows the minimal risk of earthquake-induced landslide risk within the City.

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Map: Landslide Susceptibility
(Source: Department of Conservation)

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Liquefaction
Liquefaction is a phenomenon in which the strength and stiffness of a soil is reduced by earthquake shaking or other events. Liquefaction occurs in saturated soils, which are soils in which the space between individual soil particles is completely filled with water. This water exerts a pressure on the soil particles that influences how tightly the particles themselves are pressed together. Prior to an earthquake, the wat er pressure is relatively low. However, earthquake shaking can cause the water pressure to increase to the point where the soil particles can readily move with respect to each other. Because liquefaction only occurs in saturated soil, its effects are most commonly observed in low lying areas. Typically, liquefaction is associated with shallow groundwater, which is less than 50 feet beneath the earth’s surface. Map: Liquefaction Zones shows the City’s significant susceptibility to liquefaction.

Map: Liquefaction Zones
(Source: Department of Conservation)

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Structures and Building Code
The built environment is susceptible to damage from earthquakes. Buildings that collapse can trap and bury people. Lives are at risk, and the cost to clean up the damages is great. In most California communities, including the City of Santa Ana, many buildi ngs were built before 19 73 when building codes were not as strict. In addition, retrofitting is not required except under certain conditions and can be expensive. Therefore, the number of buildings at risk remains high.

Perhaps at greatest risk are the unreinforced masonry buildings. The California Seismic Safety Commission makes annual reports on the progress of the retrofitting of unreinforced masonry buildings. According to the State of California’s 2006 URM Report, all URM buildings within the City have been identified and upgraded to meet local municipal requirements.

Implementation of earthquake mitigation policy most often takes place at the local government level. The City of Santa Ana Planning and Building Department enforces buildin g codes pertaining to earthquake hazards.

Additionally, the City has implemented basic building requirements that are above and beyond what the State demands for hazard mitigation. Newly constructed buildings in Santa Ana that are built in an area subject to earthquake-induced landslide or liquefaction are typically built with extra foundation support. Such support is found in the post-tension reinforced concrete foundation; this same technique is used by coastal cities to prevent home destruction during cases of liquefaction.

Generally, these codes seek to discourage development in areas that could be prone to flooding, landslide, wildfire and/or seismic hazards; and where development is permitted, that the applicable construction standards are met. Developers in hazard-prone areas may be required to retain a qualified professional engineer to evaluate level of risk on the site and recommend appropriate mitigation measures.

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Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B3a.

Q: Is there a description of each hazard’s impacts on each jurisdiction (what happens to structures, infrastructure, people, environment, etc.)? (Requirement §201.6(c)(2)(ii)) A: See Impact of Earthquakes in the City below.

Vulnerability of City to Earthquakes
According to the 2021 County of Orange and Orange County Fire Authority Local Hazard Mitigation Plan, following major earthquakes, extensive search and rescue operations may be required to assist trapped or injured persons. Emergency medical care, food and temporary shelter would be required for injured or displaced persons. In the event of a truly catastrophic earthquake, identification and burial of the fatalities would pose difficult problems. Mass evacuation may be essential to save lives, particularly in areas below dams. Many families could be separated if the earthquake should occur during working hours. Emergency operations could be seriously hampered by the loss of communications and damage to transportation routes within, to and out of the disaster area and by the disruption of public utilities and services. Unless properly secured, hazardous materials can be released, causing significant damage to the environment and people. Extensive federal assistance could be required and could continue for an extended period.

A significant earthquake (5.0 or greater) in the Orange County area or the region can strike without warning, and may create cascading effects including:
• Earthquakes can cause large and sometimes disastrous landslides and mudslides. Any steep slope is vulnerable to slope failure, often as a result of loss of cohesion in clay-rich soils. • Earthquakes can also cause dam failures. The most common mode of earthquake-induced dam failure is slumping or settlement of earth-fill dams where the fill has not been property compacted. If the slumping occurs when the dam is full, then overtopping of the dam, with rapid erosion leading to dam failure is possible. Dam failure is also possible if strong ground motions heavily damage concrete dams. Earthquake-induced landslides into reservoirs have also caused dam failures.
• Another secondary effect of earthquakes that is often observed in low-lying areas near water bodies is ground liquefaction. Liquefaction is the conversion of water-saturated soil into a fluid- like mass. This can occur when loosely packed, waterlogged sediments lose their strength in response to strong shaking. Liquefaction effects may occur along the shorelines of the ocean, rivers, and lakes and they can also happen in low-lying areas away from water bodies in locations where the ground water is near the earth’s surface. • Tsunamis can be formed as a result of undersea earthquakes of the Orange County coastline when huge amounts of energy are released as a result of quick, upward bottom movement. A wave is formed when huge volumes of ocean water are pushed upward. A large earthquake can lift large portions of the seafloor, which will cause the formation of huge waves.

Impact of Earthquakes in the City
Based on the risk assessment, it is evident that earthquakes will continue to have potentially devastating economic impacts to the City. Impacts that are not quantified, but can be anticipated in future events, include:

✓ Injury and loss of life
✓ Commercial and residential structural damage

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✓ Disruption of and damage to public infrastructure
✓ Secondary health hazards e.g. mold and mildew
✓ Damage to roads/bridges resulting in loss of mobility ✓ Significant economic impact (jobs, sales, tax revenue) upon the community ✓ Negative impact on commercial and residential property values ✓ Significant disruption to citizens as temporary facilities and relocations would likely be needed

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Flood Hazards
Hazard Definition
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. 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 po pular 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. Schematic: Floodplain and Floodway shows the relationship of the floodplain and the floodway.

Figure: Floodplain and Floodway
(Source: FEMA How-To-Guide Assessing Hazards)

Types of Flooding
Two types of flooding primarily affect the region: slow-rise or flash flooding. Slow-rise floods may be preceded by a warning period of hours or days. Evacuation and sandbagging for slow -rise floods have often effectively lessened flood related damage. Conversely, flash floods are most difficult to prepare for, due to extremely limited, if any, advance warning and preparation time.

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Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B2a.

Q: Does the plan include information on previous occurrences of hazard events for each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Previous Occurrences of Flooding in the City below.

Previous Occurrences of Flooding in the City
According to the NOAA Storm Events Database, the most recent flooding event to occur within the City was on December 6, 2018. A moisture plume with a weak atmospheric river arrived on December 5th and brought rain to the region. On December 6th, a strong closed upper level low pressure brought an unstable air mass into Southern California with showers and thunderstorms, especially Orange and San Diego Counties. Rainfall of 1 inch per hour amounts occurred in Costa Mesa as well as adjacent cities. The main storm system on December 6th brought widespread rain to the entire region. All
mountains and the coast and valleys areas received 1 -3 inches and some spots receiving over 4 of rainfall over higher terrain. The most significant mud and debris flows occurred at recent Holy burn scar areas, and many reports of flash flooding across the region. Snow fell as low as 4000 feet with mountains receiving 1 to 4 inches of snow.

John Wayne Airport reported 2.56 inches of rainfall in
about 2 hours on December 6th. This is a 1 in 100 year return interval. Cars in nearby Costa Mesa were seen
completely submerged or stalled in deep water up to the windows.

Orange County has experienced the following flood events since 2018:

Table: Flooding and Flash Flooding Events in Orange County Source: NOAA Storm Events Database:

Date Location
04/06/2020 Peralta Hills
04/06/2020 Costa Mesa
04/06/2020 Los Alamitos
04/06/2020 Cypress
11/28/2019 Huntington Beach
11/19/2019 San Clemente
05/22/2019 Fullerton
03/06/2019 Freeway
02/13/2019 Laguna Beach
02/04/2019 Arcilla
01/15/2019 Seal Beach
12/06/2018 San Clemente
12/06/2018 Esperanza
12/06/2018 Anaheim
12/06/2018 Santa Ana
01/09/2018 San Clemente

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According to the Santa Ana River Vision Plan (2006), the Santa Ana River experienced flooding most recently in 1969, when flooding along the watershed caused damage to nearby tributaries.

After this incident, the Santa Ana River was considered the greatest flood threat west of the Mississippi, which prompted the installation of the concrete lining in the river channel.

Table: Santa Ana River Flood History
(Source: History of the Santa Ana River, Santa Ana Website) Date Description
1969 Flooding along the Watershed, damaged nearby tributaries 1938 Flash flood, 19 deaths, 2,000 homeless, 68,400 acres flooded

Photo: January 12, 2017 Flooding at Bristol and 17th Street (Source: 2018 Storm Drain Master Plan)

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B1a.

Q: Does the plan include a general description of all natural hazards that can affect each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Local Conditions below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B3b.

Q: Is there a description of each identified hazard’s overall vulnerability (structures, systems, populations, or other community assets defined by the community that are identified as being susceptible to damage and loss from hazard events) for each jurisdiction? (Requirement §201.6(c)(2)(ii)) A: See Local Conditions below.

Local Conditions
According to the Orange County General Plan (2013), Orange County’s geography and climate increase its susceptibility to flooding. Commonly, where a broad alluvial plain exists, such as the one created by the Santa Ana River, there has been and is a continual expansion of urban development.

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According to the Vulnerability Assessment Report (2020), flooding can cause significant harm to buildings, people, and infrastructure. Floodwater can be deep enough to drown people and may move fast enough to carry people or heavy objects (such as cars) away. Flooding can be caused by heavy rainfall or long periods of moderate rainfall, or clogged drains during periods of rainfall.

In rare instances, a break in a dam, water pipe, or water tank can also cause flooding.

Additionally, heavy periods of rain fall can stress levee systems, and overtopping can lead to catastrophic flooding. Storm drainage systems throughout the city collect stormwater runoff and convey water to prevent flooding, although these systems are typically designed based on winter storms recorded in the past and may not be designed to accommodate more intense storms. The levee system along the Santa Ana River is designed for a 190 -year flood and may also not be able to accommodate a more intense storm or heavy rainfall over a short period of time. Scientists project that climate change will increase the frequency and intensity of floods within Santa Ana, although total annual precipitation levels are not expected to change very much.

The northern, southern, and western portions of Sa nta Ana are within the 100 -year or 500-year flood zone, or an area with reduced flood risk due to a levee. The portion of Santa Ana east of Broadway is outside of the flood zone. Due to a projected increase in frequency and intensity of rainstorms, flooding could occur more frequently, leaving major roadways and highways, bridges, and railroads highly vulnerable to damage. While parks and open space can absorb stormwater, park facilities such as restrooms and pedestrian paths can be damaged by floodwaters, rendering the parks unusable. Other buildings east of Main Street are also vulnerable to flooding, including commercial buildings in Downtown Santa Ana, industrial buildings in western Santa Ana near the Santa Ana River, and over half of school buildings, including the Santa Ana Community College.

Many of the community services are also highly vulnerable to flooding, such as wastewater services that can back up due to an increase in wet weather flow and roadways that can become impassable from flood wa ters, disrupting public transit services, emergency medical response, and public safety response. Disruption of these services could be detrimental to both residents and businesses. Community services, such as emergency medical response, are highly vulnerable to human health hazards, such as vector -borne diseases, that can overwhelm and create shortages of facilities, equipment, pharmaceuticals, and personnel if health care workers become sick or if supply chains are disrupted.

Santa Ana River and Santiago Creek
According to the Public Safety Element of Santa Ana’s General Plan (20 10), the City has two major drainage courses with potential for significant flooding: Santiago Creek and the Santa Ana River. The Santa Ana River, with its normally dry riverbed and broad engineered channel and armored levees, does not appear to present a significant flood hazard. However, the Santa Ana River has a long history of overflowing its banks and flooding in the surrounding areas. Another reference document concerning flooding is the Santa Ana Storm Drain Master Drain (2018) which is referenced in the Mitigation Actions Matrix.

To reduce this risk, the U.S. Army Corps of Engineers (Corps) is constructing the $2.2 billion Santa Ana River Mainstem Project which includes raising the height of Prado Dam and constructing new gate-works allowing for contro lled water releases up to 30,000 cubic feet per second and constructing channel improvements between Prado Dam and the ocean. Given the progress to date, the Corps’ project provides 100-year flood protection for Orange County. When completed, the project is designed to provide 190 -year level protection from flooding due to the Santa Ana River. Located in Riverside County at the head of Santa Ana Canyon, Prado Dam is a single purpose dam designed to reduce the flood risk for metropolitan area in Orange County.

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Map: HAZUS Flood Results – 100 Year Flood Scenario
(Source: HAZUS - Emergency Planning Consultants)

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Map: HAZUS Flood Results – 500 Year Flood Scenario
(Source: HAZUS - Emergency Planning Consultants)

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Map: Flood Hazard Severity Zone Map Determined by FEMA
(Source: Santa Ana General Plan, 2020)

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Map: Flood Zones for City of Santa Ana
(Source: Cal OES MyHazards)

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Q&A | ELEMENT C. MITIGATION STRATEGY | C2
Q: Does the Plan address each jurisdiction’s participation in the NFIP and continued compliance with NFIP requirements, as appropriate? (Requirement §201.6(c)(3)(ii)) A: See NFIP Participation below.

National Flood Insurance Program
The City participates in the National Fl ood Insurance Program (NFIP). Created by Congress in 1968, the NFIP makes flood insurance available in communities that enact minimum floodplain management rules consistent with the Code of Federal Regulations §60.3. According to FEMA, the City is located within flood Zones X, A, AE, AH, and AO.

Definitions of FEMA Flood Zone Designations
Flood zones are geographic areas that the FEMA has defined according to varying levels of flood risk. These zones are depicted on a community's Flood Insurance Rate Map (FIRM) or Flood Hazard Boundary Maps as shown in Map: Flood Hazard Severity Zone Map Determined by FEMA above. Each zone reflects the severity or type of flooding in the area.

Moderate to Low Risk Areas
In communities that participate in the NFIP, flood insurance is available to all property owners and renters in these zones:

ZONE DESCRIPTION
B and X (shaded)
Area of moderate flood hazard, usually the area between the limits of the 100 -year and 500-year floods.

B Zones are also used to designate base floodplains of lesser hazards, such as areas protected by levees from 100-year flood, or shallow flooding areas with average depths of less than one foot or drainage areas less than 1 square mile.

C and X
(unshaded)
Area of minimal flood hazard usually depicted on FIRMs as above the 500 -year flood level. Zone C may have ponding and local drainage problems that don't warrant a detailed study or designation as base floodplain. Zone X is the area determined to be outside the 500-year flood and protected by levee from 100-year flood.

High Risk Areas
In communities that participate in the NFIP, mandatory flood insurance purchase requirements apply to all of these zones:

ZONE DESCRIPTION
A
Areas with a 1% annual chance of flooding and a 26% chance of flooding over the life of a 30-year mortgage. Because detailed analyses are not performed for such areas; no depths or base flood elevations are shown within these zones.

AE The base floodplain where base flood elevations are provided. AE Zones are now used on new format FIRMs instead of A1-A30 Zones.

A1-30 These are known as numbered A Zones (e.g., A7 or A14). This is the base floodplain where the FIRM shows a BFE (old format).

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ZONE DESCRIPTION
AH
Areas with a 1% annual chance of shallow flooding, usually in the form of a pond, with an average depth ranging from 1 to 3 feet. These areas have a 26% chance of flooding over the life of a 30 -year mortgage.

Base flood elevations derived from detailed analyses are shown at selected intervals within these zones.

AO
River or stream flood hazard areas, and areas with a 1% or greater chance of shallow flooding each year, usually in the form of sheet flow, with an average depth ranging from 1 to 3 feet. These areas have a 26% chance of flooding over the life of a 30-year mortgage. Average flood depths derived from detailed analyses are shown within these zones.

AR
Areas with a temporarily increased flood risk due to the building or restoration of a flood control sy stem (such as a levee or a dam). Mandatory flood insurance purchase requirements will apply, but rates will not exceed the rates for unnumbered A zones if the structure is built or restored in compliance with Zone AR floodplain management regulations.

A99
Areas with a 1% annual chance of flooding that will be protected by a Federal flood control system where construction has reached specified legal requirements. No depths or base flood elevations are shown within these zones.

Undetermined Risk Areas

ZONE DESCRIPTION
D Areas with possible but undetermined flood hazards. No flood hazard analysis has been conducted. Flood insurance rates are commensurate with the uncertainty of the flood risk.

Dam Failure
Failed dams can create floods that are catastrophic to life and property as a result of the tremendous energy of the released water. A catastrophic dam failure could easily overwhelm local response capabilities and require mass evacuations to save lives. Dams typically are constructed of earth, rock, concrete, or min ing tailings. Two factors that influence the potential severity of a full or partial dam failure are the amount of water impounded and the density, type, and value of development and infrastructure located downstream.

Prado Dam and Reservoir, completed by the Corps of Engineers in 1941, are intended to provide flood protection to the Lower Santa Ana River basin. The earthen dam and its reservoir were designed in the 1930s to control floods of magnitudes that could be reasonably expected to occur under anticipated future development of the watershed (typically a 200-year flood). Since Prado Dam was built, however, changes have occurred in the drainage area. Historical data on rainfall and runoff, coupled with advances in predicting future flood potential, have shown Prado Dam to presently offer only 70 -year flood protection. In addition, intensive urbanization within the drainage area has occurred, further complicating this problem. Another serious concern is that the existing Prado Dam and spillway could not accommodate a probable maximum flood, resulting in overtopping of the dam.

\

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Map: HAZUS Flood Results – Prado Dam Flood Scenario
(Source: HAZUS - Emergency Planning Consultants)

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Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B3a.

Q: Is there a description of each hazard’s impacts on each jurisdiction (what happens to structures, infrastructure, people, environment, etc.)? (Requirement §201.6(c)(2)(ii)) A: See Impact of Flooding in the City below.

Vulnerability of City to Flooding
According to the 2021 County of Orange and Orange County Fire Authority, the largest impact to communities in a flood event is the loss of life and property to both private and public entities.

Development in the floodplains of Orange County increases the risk of extensive property loss resulting in flooding and flood damage. The type of property damage resulting from flood events is dependent upon the depth and velocity of the floodwaters. Fast moving floodwaters can wash buildings off their foundations and sweep cars downstream. High waters combined with flood debris can damage infrastructure, pipelines, and bridges.

Landslide damage related to soil saturation can cause extensive damage. Water saturation of materials susceptible to loss (i.e., wood, insulation, wallboard, fabric, furnishings, floor coverings, and appliances), in many cases, renders a home unlivable. Flooding impacts businesses when damaged property interrupts operation, forcing closure for repairs, and customer access is cut off. A community maintains economic vitality in the face of flood damage with quick response to the needs of businesses affected by the flood. Response to business damages can include funding to assist owners in elevating or relocating flood-prone business structures.

Impact of Flooding in the City
Floods and their impacts vary by location and severity of any given flood event, and likely only affect certain areas of the region during specific times. Based on the risk assessment, it is evident that floods will continue to have potentially devastatin g economic impacts to the City. Impacts that are not quantified, but anticipated in future events include:

✓ Injury and loss of life
✓ Commercial and residential structural damage
✓ Disruption of and damage to public infrastructure
✓ Secondary health hazards e.g. mold and mildew
✓ Damage to roads/bridges resulting in loss of mobility ✓ Significant economic impact (jobs, sales, tax revenue) upon the community ✓ Negative impact on commercial and residential property values ✓ Significant disruption to citizens as temporary facilities and relocations would likely be needed

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Climate Change Hazards
Hazard Definition
“Climate change” refers to seasonal changes over a long period of time. It is generally perceived in the emergency management profession that climate change will have a measurable impact on the occurrence and severity of natural hazards around the world. Changes could include:

• Sea ice and snow cover losses will continue, and declining snowpack will affect snow - dependent water supplies and stream flow levels around the world. • Sea level is projected to rise 7 to 23 inches during the 21st century due to melting snow and ice on land and thermal expansion of ocean waters.
• The risk of drought and the frequency, intensity, and duration of heat waves are expected to increase.
• More extreme precipitation is likely, increasing the risk of flooding; if the world’s average temperature warms only an ad ditional 2.7ºF to 4.5ºF above pre -industrial levels, an estimated 20 to 30 percent of known plant and animal species would be at increasingly high risk of extinction.

Climate change will affect communities in a variety of ways. Impacts could include an increased risk for extreme events such as drought, storms, flooding, forest fires; more heat -related stress; the spread of existing or new vector -born disease into a community; and increased erosion and inundation of low-lying areas along coastlines.

According to the State of California Multi-Hazard Mitigation Plan (2018), climate change is already affecting California. Sea levels have risen by as much as seven inches along the California coast over the last century, increasing erosion and pressure on the state’s infrastructure, water supplies, and natural resources. The State has also seen increased average temperatures, more extreme hot days, fewer cold nights, a lengthening of the growing season, shifts in the water cycle with less winter precipitation falling as snow, and both snowmelt and rainwater running off sooner in the year. In addition to changes in average temperatures, sea level, and precipitation patterns, the intensity of extreme weather events is also changing.

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Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B2a.

Q: Does the plan include information on previous occurrences of hazard events for each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Previous Occurrences of Climate Change in the City below.

Previous Occurrences of Climate Change in the City
The City has expereinced gradual Climate Change, with
warmer temperatures increasing over the past century.

According to California’s Fourth Climate Change
Assessment (2018), observations over the past century
indicate that temperature has increased across southern California. Based on 1896-2015 temperature records for the California South Coast NOAA Climate Di vision,
which encompasses the LA region (which includes
Orange County), researchers found significant trends in annual average, maximum, and minimum temperature
around 0.16°C per decade. Every month has
experienced significant positive trends in monthly
average, maximum, and minimum temperature. Monthly average and minimum temperatures have increased the most in September and monthly maximum temperatures have increased the most in January, with each trend exceeding 0.2°C per decade. Recently, the Califor nia South Coast Climate Division has experienced sustained record warmth. The top 5 warmest years in terms of annual average temperature have all occurred since 2012: 2014 was the warmest, followed by 2015, 2017, 2016, and 2012.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B1a.

Q: Does the plan include a general description of all natural hazards that can affect each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Local Conditions below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B3b.

Q: Is there a description of each identified hazard’s overall vulnerability (structures, systems, populations, or other community assets defined by the community that are identified as being susceptible to damage and loss from hazard events) for each jurisdiction? (Requirement §201.6(c)(2)(ii)) A: See Local Conditions below.

Local Conditions (Sub-Hazards): Extreme Heat, Drought
In recognition of the priorities mentioned above, the Planning Team identified drought and extreme heat as “sub-hazards” of climate change. As such, hazard profiles have been prepared for each and hazard mitigation action items included in the Mitigation Strategy.

Extreme Heat
According to the Vulnerability Assessment Report of the General Plan (2020) , e xtreme heat occurs when temperatures rise significantly above normal levels. In Santa Ana, an extreme heat day occurs when temperatures reach above 96.3 degrees Fahrenheit. As shown in the Figure below, the projected number of extreme heat days in Santa Ana is projected to increase to an

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average of 11 extreme heat days per year by mid-century and an average of 25 extreme heat days per year by end of century.

Figure: Projected Extreme Heat Days in Santa Ana
(Source: Vulnerability Assessment Report for the General Plan Update, 2020)

Extreme heat can also occur in the form of warmer nights, as temperatures do not cool down overnight and provide relief from the heat. In Santa Ana, a warm night occurs wh en the temperature remains above 68.3 degrees Fahrenheit. As shown in the Figure below, the projected number of warm nights in Santa Ana is projected to increase to an average of 39 warm nights per year by mid -century and an average of 87 warm nights per year by the end of the century.

Figure: Projected Warm Nights in Santa Ana
(Source: Vulnerability Assessment Report for the General Plan Update, 2020)

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Figure: NOAA’s National Weather Service Heat Index
(Source: NOAA National Weather Service, 2016)

Figure: Observed U.S. Temperature Change
Source: Source: Melillo, et al., 2014

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According to CDC’s Extreme heat causes more deaths than any other weather-related hazard— more than hurricanes, tornadoes, or flooding. In addition, thousands of people who are exposed to extreme heat seek medical treatment each year. In fact, each - summer more than 65,000 Americans on average visit an emergency room for acute heat illness.

Figure: Fatalities by Hazard, 2006–2015
Source: NOAA National Weather Service, 2016

Drought
Previous Occurrences
According to the City’s Public Works Department website, t hroughout California's history there have been periods of low rainfall and even drought. However, the 2015 drought was referred to at the time as the worst in our state's history. The severity of the five -year drought put us in a state of emergency and Governor Brown asked for a voluntary 20% reduction in water use statewide. That same year, the City of Santa Ana adopted a strategic plan, which—among other important initiatives— focused on completing the City's Climate Action Plan with mea sures to address water conservation, energy efficient buildings (city and community) and greenhouse gas emissions. Creating awareness for and educating the community about water conservation is an important component of the plan.

Drought conditions looked even more dire in 2015. The close of our official rainy season, which provides California with 90% of its water, was marked with record high temperatures and record low rainfall. Reservoirs were low. Landscapes were parched. And the Sierra Nevada snowpack, which usually supplies 30% of the state's water as it melts through early summer, was at its second-lowest level on record. It was no surprise, then, that Governor Brown issued an Executive Order on April 1, 2015 that called for the first-ever statewide mandatory water reduction to slash water use by 25% (compared to 2013 levels) and increase enforcement to prevent wasteful water use. As a result, the State Water Resources Control Board (SWRCB) adopted an expanded emergency regulation and has imposed a new round of water conservation rules, including sharp restrictions on landscape watering as well as orders to restaurants not to serve water to customers unless asked.

Since Santa Ana had already reduced its water consumption by 13% since 2013, the City called for a mandatory 12% reduction in water use and issued emergency conservation requirements for all water users to comply with state regulations and local ordinances. On March 28, 2022, Governor Newsom urged water agencies to "take more aggressive actions" and increase

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enforcement to prevent wasteful water use. In response, the State Water Resources Control Board (SWRCB) adopted regulation requiring water suppliers to implement conservation actions under Level 2 of their Water Conservation Contingency Plans by June 10, 2022. Currently, there is no water supply emergency for Santa Ana , however the City Council supports the actions necessary to comply with the State’s requirements. As such, Santa Ana residents and businesses were asked to reduce water usage by following water conservation practices inside and outside the home, and for businesses to improve their water use processes. Santa Ana’s reduction actions for a Level 2 Water Supply Conservation, recently implemented by City Council resolution, limits outdoor watering to two days a week and only between the hours of 6 p.m. and 6 a.m. It also reduces the time to repair leaks to within 48 hours of notification by the City. These new requirements were effective on June 7, 2022.

Local Conditions
It’s impossible to separate drought from water supply shortages. Drought is defined as a deficiency of precipitation over an extended period of time, usually a season or more. This deficiency results in a water shortage for some activity, group, or environmental sector. Drought should be considered relative to some long -term average condition of balance between precipitation and evapotranspiration (i.e., evaporation + transpiration) in a particular area, a condition often perceived as "normal". It is al so related to the timing (e.g., principal season of occurrence, delays in the start of the rainy season, occurrence of rains in relation to principal crop growth stages) and the effectiveness of the rains (e.g., rainfall intensity, number of rainfall events).

Other climatic factors such as high temperature, high wind, and low relative humidity are often associated with it in many regions of the world and can significantly aggravate its severity.

Drought should not be viewed as merely a physical phenomenon or natural event. Its impacts on society result from the interplay between a natural event (less precipitation than expected resulting from natural climatic variability) and the demand people place on water supply. Human beings often exacerbate the im pact of drought. Recent droughts in both developing and developed countries and the resulting economic and environmental impacts and personal hardships have underscored the vulnerability of all societies to this natural hazard.

One dry year does not normally constitute a drought in California but serves as a reminder of the need to plan for droughts. California's extensive system of water supply infrastructure — its reservoirs, groundwater basins, and inter-regional conveyance facilities — mitigates the effect of short-term dry periods for most water users. Defining when a drought begins is a function of drought impacts to water users. Hydrologic conditions constituting a drought for water users in one location may not constitute a drought for water users elsewhere, or for water users having a different water supply. Individual water suppliers may use criteria such as rainfall/runoff, amount of water in storage, or expected supply from a water wholesaler to define their water supply conditions.

Drought is a gradual phenomenon. Although droughts are sometimes characterized as emergencies, they differ from typical emergency events. Most natural disasters, such as floods or forest fires, occur relatively rapidly and afford little time for preparing for d isaster response.

Droughts occur slowly, over a multiyear period. There is no universal definition of when a drought begins or ends. Impacts of drought are typically felt first by those most reliant on annual rainfall - - ranchers engaged in dry land graz ing, rural residents relying on wells in low -yield rock formations, or small water systems lacking a reliable source. Criteria used to identify statewide drought conditions do not address these localized impacts. Drought impacts increase with the

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length of a drought, as carry -over supplies in reservoirs are depleted and water levels in groundwater basins decline.

There are four different ways that drought can be defined:

o Meteorological - a measure of departure of precipitation from normal. Due to c limatic differences what is considered a drought in one location may not be a drought in another location. o Agricultural - refers to a situation when the amount of moisture in the soil no longer meets the needs of a particular crop.
o Hydrological - occurs when surface and subsurface water supplies are below normal. o Socioeconomic - refers to the situation that occurs when physical water shortage begins to affect people.

According to the Vulnerability Assessment Report in the 2020 General Plan, a drought’s severity depends on numerous factors, including duration, intensity, and geographic extent, as well as regional water supply demands by humans and vegetation. Due to its multi-dimensional nature, drought is difficult to define in exact terms an d poses difficulties in terms of comprehensive risk assessments.

Drought differs from other natural hazards in three ways. First, the onset and end of a drought are difficult to determine due to the slow accumulation and lingering of effects of an event after its apparent end. Second, the lack of an exact and universally accepted definition adds to the confusion of its existence and severity. Third, in contrast with other natural hazards, the impact of drought is less obvious and may be spread over a la rger geographic area. These characteristics have hindered the preparation of drought contingency or mitigation plans by many governments.

Climate scientists predict that in the future southern California will get drier and northern California will get hotter. The resulting loss of snowpack in the Sierra Nevada will mean less water for all Californians – farmers, residents, utilities, and even hatchery fish. However, while drought cannot be controlled, according to the USGS, drought can be managed in two ways: through drought planning and in helping communities make the best day-to-day management decisions while the drought is taking place. During the drafting of this plan update, the Governor of California signed an executive order directing specific St ate agencies to develop a Water Resilience Portfolio to “ensure safe and dependable water supplies, flood protection and healthy waterways for the state’s communities, economy and environment.”

The U.S. Seasonal Drought Outlook below shows the Metro Service Area as well as California as a whole is no longer in danger from the impacts of drought:

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Figure: U.S. Seasonal Drought Outlook - 2019
(Source: NOAA)

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B3a.

Q: Is there a description of each hazard’s impacts on each jurisdiction (what happens to structures, infrastructure, people, environment, etc.)? (Requirement §201.6(c)(2)(ii)) A: See Impact of Climate Change in the City below.

Vulnerability of the City to Climate Change
According to the 2021 County of Orange and Orange County Fire Authority, climate change has the possibility of producing impacts that span many sectors of the economy and reaches well beyond the areas experiencing physical sea level rise or long-term temperature rise. The impacts would be complex and can be direct or indirect. A few examples of direct impacts are productivity from agriculture could decrease; wildfire hazard could increase; drinking water levels could decrease; wildlife mortality rates and damage to wildlife and fish habitat could increase. The consequences of these impacts may result in reduced income for businesses, increased prices for food and resources, unemployment, reduced tax revenues due to reduced expenditures, increased crime, foreclosures on bank loans to businesses, and migration. The web of impacts would be complex making it challenging to come up with financial estimates of damages. The impacts of climate change can be categorized as economic, environmental, or social.

Social impacts involve public safety, health, reduced quality of life, and inequities in the distribution of impacts and disaster relief. Many of the impacts specified as economic and environmental have social components as well. We could see migration out of the coastal areas where increasing pressure on the social infrastructure could result. Municipalities will have to make decisions about which critical assets to protect, relocate, or remove and

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what is economically feasible. It will be challenging to achieve multiple goals such as protection of critical infrastructure, sustained coastal recreation, and ecosystem protection. Agencies need to recognize there could be conflicts and develop priorities while working with the regulatory agencies.

Impact of Climate Change in the City
Based on the risk assessment, it is evident that climate change will continue to have potentially devastating economic impacts to the City. Impacts that are not quantified, but can be anticipated in future events, include:

✓ Injury and loss of life
✓ Commercial and residential structural damage
✓ Disruption of and damage to public infrastructure
✓ Secondary health hazards (e.g., mold and mildew)
✓ Damage to roads/bridges resulting in loss of mobility ✓ Significant economic impact (jobs, sales, tax revenue) upon the community ✓ Negative impact on commercial and residential property values ✓ Significant disruption citizens as temporary facilities and relocations would likely be needed

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Epidemic/Pandemic/Vector-Borne Disease
Hazards
Hazard Definition
According to the California State Hazard Mitigation Plan (2018), the California Department of Public Health has identified epidemics, pandemics, and vector -borne diseases as specific hazards that would have a significant impact throughout the State.

According to the Centers for Disease Control (CDC), an epidemic refers to an increase, often sudden, in the number of cases of a disease above what is normally expected in that population area. A pandemic refers to an epidemic that has spread over several co untries or continents, usually affecting a large number of people. Vector -borne diseases are human illnesses caused by parasites, viruses and bacteria that are transmitted by vectors – living organisms that can transmit infectious pathogens between humans, or from animals to humans.

Seasonal Influenza
Seasonal influenza, also known as the flu, is a disease that attacks the respiratory system (nose, throat, and lungs) in humans. Seasonal influenza occurs every year. In the U.S., the influenza season typically occurs from October through May, peaking in January or February with yearly epidemics of varying severity. Although mild cases may be similar to a viral “cold,” influenza is typically much more severe. Influenza usually comes on suddenly; may include fever, headache, tiredness (which may be extreme), dry cough, sore throat, nasal congestion, and body aches; and can result in complications such as pneumonia. Persons aged 65 and older, those with chronic health conditions, pregnant women, and young children are at the highest risk for serious complications, including death.

Pandemic Influenza
A pandemic influenza occurs when a new influenza virus, for which there is little or no human immunity, emerges and spreads on a worldwide scale, infecting a large proportion of the human population. The most notable pandemic influenza outbreaks have been the 1918 Spanish Flu that was responsible for 20 million to 40 million deaths throughout the world. Also, H1N1 in 2009, popularly referred to as the Swine Flu, resulted in many hospitalizations and deaths. Pandemic H1N1 influenza was spread in the same way as seasonal influenza, from person to person through coughing or sneezing by infected people. In April 2009, two kids living more than 100 miles apart in Southern California came down with the flu. By mid-April, their illnesses had been diagnosed as being caused by a new strain of H1N1 influenza. Persons infected with H1N1

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experienced fever and mild respiratory symptoms, such as coughing, runny nose, and congestion.

In some cases, symptoms were severe and included diarrhea, chills, and vomiting, and in rare cases respiratory failure occurred. The H1N1 virus caused relatively few deaths in humans. In the United States, for example, it caused fewer deaths (between 8,870 and 18,300) than seasonal influenza, which, based on data for the years 2014 –2019, causes an average of about 40,000 deaths each year. The H1N1 virus was most lethal in individuals affected by chronic disease or other underlying health conditions.

As demonstrated historically and currently, pandemic influenza has the potential to cause serious illness and death among people of all age groups and have a major impact on society. These societal impacts include significant economic disruption that can occur due to death, loss of employee work time, and costs of treating or preventing the spread of influenza.

Novel Coronavirus
Beginning in 2019, the U.S. Centers for Disease Control responded to a pandemic of severe respiratory disease spreading from person to person caused by a novel (new) coronavirus. The disease was named “Coronavirus Disease 2019” (abbreviated “COVID-19”). Coronaviruses are a large family of viruses that are common in people and many different species of animals, including camels, cattle, cats, and bats. Rarely, animal coronaviruses can infect people and then spread between people such as with Middle East R espiratory Syndrome (MERS) and Severe Acute Respiratory Syndrome (SARS).

According to the CDC, many of the patients at the epicenter of the outbreak in Wuhan, Hubei Province, China had some link to a large seafood and live animal market, suggesting animal -to- person spread. Later, a growing number of patients reportedly did not have exposure to animal markets, indicating person -to-person spread. Person -to-person spread was subsequently reported outside Hubei and in countries outside China, including in th e United States. Most international destinations now have ongoing community spread with the virus that causes COVID- 19, as does the United States.

On March 4, 2020, Governor Newsom proclaimed a state of emergency in the California in response to the COVID-19 outbreak , which was followed by an executive order directing all residents immediately to heed current State public health directives to stay home, except as needed to maintain continuity of operations of essential critical infrastructure sectors. As of March 9, 2021, 80% of the state was still considered widespread risk, with many non -essential indoor business operations closed.

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Figure: Current Tier Assignments as of March 9, 2021
(Source: California State Government Website)

Avian Influenza
According to the CDC, although avian influenza A viruses usually do not infect people, rare cases of human infection with these viruses have been reported. Infected birds shed avian influenza virus in their saliva, mucous and feces. Human infections with bird flu viruses can happen when enough virus gets into a person’s eyes, nose or mouth, or is inhaled. This can happen when virus is in the air (in droplets or possibly dust) and a person breathes it in, or when a person touches something that has vi rus on it then touches their mouth, eyes or nose. Rare human infections with some avian viruses have occurred most often after unprotected contact with infected birds

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or surfaces contaminated with avian influenza viruses. However, some infections have be en identified where direct contact was not known to have occurred. Illness in people has ranged from mild to severe.

The spread of avian influenza A viruses from one ill person to another has been reported very rarely, and when it has been reported it has been limited, inefficient and not sustained. However, because of the possibility that avian influenza A viruses could change and gain the ability to spread easily between people, monitoring for human infection and person -to-person spread is extremely important for public health.

Vector-Borne Diseases
Vector-borne diseases are human illnesses caused by
parasites, viruses and bacteria that are transmitted by vectors. Every year there are more than 700,000 deaths from diseases such as malaria, dengue, schistosomiasis, human African trypanosomiasis, leish maniasis, Chagas
disease, yellow fever, Japanese encephalitis and
onchocerciasis. Vectors are living organisms that can
transmit infectious pathogens between humans, or from
animals to humans. Many of these vectors are
bloodsucking insects, which ingest disease-producing
microorganisms during a blood meal from an infected host (human or animal) and later transmit it into a new host, after the pathogen has replicated. Often, once a vector becomes infectious, they can transmit the pathogen for the rest of their life during each subsequent bite/blood meal.

Mosquito-Borne Viruses
Mosquito‐borne viruses belong to a group of viruses commonly referred to as arboviruses (for arthropod‐borne). Although 12 mosquito ‐borne viruses are known to occur in California, o nly West Nile virus (WNV), western equine encephalomyelitis virus (WEE), and St. Louis encephalitis virus (SLE) are significant causes of human disease. WNV continues to seriously affect the health of humans, horses, and wild birds throughout the state. Since 2003, there have been over 6,000 WNV human cases with 248 deaths, and over 1,200 equine cases.

WNV first appeared in the United States in 1999 in New York and rapidly spread across the country to California in subsequent years. California has historically maintained a comprehensive mosquito‐borne disease surveillance and control program including the Mosquito -borne Virus Surveillance and Response Plan, which is updated annually in consultation with local vector control agencies.

Climate change w ill likely affect vector -borne disease transmission patterns. Changes in temperature and precipitation can influence seasonality, distribution, and prevalence of vector - borne diseases. A changing climate may also create conditions favorable for the estab lishment of invasive mosquito vectors in California.

For most Californians, WNV poses the greatest mosquito -borne disease threat. Above -normal temperatures are among the most consistent factors associated with WNV outbreaks. Mild winters are associated with increased WNV transmission due, in part, to less mosquito and resident bird mortality. Warmer winter and spring seasons may also allow for transmission to

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start earlier. Such conditions also allow more time for virus amplification in bird-mosquito cycles, increasing the potential for mosquitoes to transmit WNV to people.

The effects of increased temperature are primarily through acceleration of physiological processes within mosquitoes, resulting in faster larval development and shorter generation times, more frequent mosquito biting, and shortening of the incubation period time required for infected mosquitoes to transmit WNV. During periods of drought, especially in urban areas, mosquitoes tend to thrive more due to changes in stormwater management practices. Mosquitoes in urban areas can reach higher abundance due to stagnation of water in underground stormwater systems that would otherwise be flushed by rainfall. Runoff from landscape irrigation systems mixed with organic matter can also create ideal mosquito habitat. Drought conditions may als o force birds to increase their utilization of suburban areas where water is more available, bringing these WNV hosts into contact with urban vectors.

Map: West Nile Virus Activity in California Counties
(Source: California State Hazard Mitigation Plan, 2018)

Lyme Disease
Lyme disease is caused by a spirochete (a corkscrew-shaped bacteria) called Borrelia burgdorferi and is transmitted by the Western black -legged tick. Lyme disease was first described in North America in the 1970s in Lyme, Connecticut, the town for which it was then named. Though the

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tick has been reported from 56 of the 58 counties in California, the highest incidence of disease occurs in the northwest coastal counties and northern Sierra Nevada counties with western-facing slopes. Ticks prefer cool, moist areas and can be found in wild grasses and low vegetation in both urban and rural areas.

The map below shows Western black-legged tick and Lyme disease incidence in California. The Western black-legged tick is commonly found in a ll green areas shown on the map; dark green areas on the map show where reported Lyme disease cases most often had exposure.

Map: Tick and Lyme Disease Incidence in California
(Source: California State Hazard Mitigation Plan, 2018)

Valley Fever
Valley Fever is caused by Coccidioides, a fungus that lives in the soil in the southwestern United States and parts of Mexico, Central America, and South America. Inhaling the airborne fungal spores can cause an infection called coccidioidomycosis, which is also known as “cocci” or “Valley Fever.”

Most people who are exposed to the fungus do not get sick, but some people develop flu ‐like symptoms that may last for weeks to months. In a very small proportion of people who get Valley

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Fever, the infection can spread from the lungs to other parts of the body and cause more severe conditions, such as meningitis or even death. Valley Fever cannot spread from person to person.

Most cases of Valley Fever in the U.S. occur in people who live in or have traveled to th e southwestern United States, especially Arizona and California. The map below shows the areas where the fungus that causes Valley Fever is thought to be endemic, or native and common in the environment. The full extent of the current endemic areas is un known and is a subject for further study.

Map: Valley Fever Average Annual Rates by California County (Source: California State Hazard Mitigation Plan, 2018)

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B2a.

Q: Does the plan include information on previous occurrences of hazard events for each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Previous Occurrences of Epidemic/Pandemic/Vector-Borne Disease below.

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Previous Occurrences of Epidemic/Pandemic/Vector-Borne Disease The City lies within Orange County, which has been affected by Vector Borne diseases . The table below shows the County’s history:

Table: Reportable Diseases and Conditions, 2015-2019
(Source: Orange County Health Care Agency)
2015 2016 2017 2018 2019
Lyme Disease 0 0 0 0 0
West Nile Infections 97 36 38 13 7
Zika Virus Infections 0 30 12 1 2
Influenza - 2, 718 8, 278 - -

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B1a.

Q: Does the plan include a general description of all natural hazards that can affect each jurisdiction? (Requirement §201.6(c)(2)(i))
A: See Local Conditions below.

Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B3b.

Q: Is there a description of each identified hazard’s overall vulnerability (structures, systems, populations, or other community assets defined by the community that are identified as being susceptible to damage and loss from hazard events) for each jurisdiction? (Requirement §201.6(c)(2)(ii)) A: See Local Conditions below.

Local Conditions
Currently, COVID-19 is devastating the the City of Santa Ana, as well as Orange County. As of February 2 6, 2021, the City ha d 43,914 cases, compared to the County’s 245,983 cases, displayed in the graphic below.

Graphic: COVID-19 Count Update
(Source: Santa Ana website)

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Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B3a.

Q: Is there a description of each hazard’s impacts on each jurisdiction (what happens to structures, infrastructure, people, environment, etc.)? (Requirement §201.6(c)(2)(ii)) A: See Impact of Epidemic/Pandemic/Vector-Borne Diseases in the City below.

Vulnerability of City to Epidemic/Pandemic/Vector-Borne Diseases Epidemic/Pandemic
According to the 2021 County of Orange and Orange County Fire Authority Local Hazard Mitigation Plan, major impacts of severe influenza seasons include increase in diversion hours at local emergency rooms, increase in hospital admissions in persons with underlying health conditions, and death occurring amongst individuals under the age of 65. Maintaining an active surveillance allows public health to make timely recommendations to intervene on the widespread transmission of influenza. An influenza pandemic would place a great strain on existing health care resources and may exceed available resources. Personnel, supplies, equipment, and pharmaceutical responses (e.g., vaccination and antivirals) may be in short supply and/or unavailable. If transportation is compromised in the region or country, food and other essentials may be unavailable as well. Outbreaks are expected to occur simultaneously throughout much of the County and the State, which may limit the availability of mutual aid assistance and resources from other areas.

Impact of Epidemic/Pandemic/Vector-Borne Diseases in City Based on the risk assessment, it is evident that Epidemic/Pandemic/Vector -Borne Diseases will continue to have potentially devastating economic impacts to the City . Impacts that are not quantified, but can be anticipated in future events, include:

✓ Injury and loss of life
✓ Disruption of public infrastructure
✓ Disruption of the educational process
✓ Significant economic impact (jobs, sales, tax revenue) upon the community ✓ Negative impact on commercial and residential property values ✓ Closure of businesses and public services
✓ Reduction of transportation services

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PART III: MITIGATION STRATEGIES
Q&A | ELEMENT C. MITIGATION STRATEGY | C4a.

Q: Does the plan identify and analyze a comprehensive range of specific mitigation actions and projects to reduce the impacts from hazards? (Requirement §201.6(c)(3)(ii)) A: See Mitigation Strategies below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C4c.

Q: Do the identified mitigation actions and projects have an emphasis on new and existing buildings and infrastructure? (Requirement §201.6(c)(3)(ii))
A: See Mitigation Strategies below.

Mitigation Strategies
Overview of Mitigation Strategy
As the cost of damage from disasters continues to increase nationwide, the City of Santa Ana recognizes the importance of identifying effective ways to reduce vulne rability to disasters .

Mitigation Plans assist communities in reducing risk from natural hazards by identifying resources, information and strategies for risk reduction, while helping to guide and coordinate mitigation activities at City facilities.

The plan provides a set of action items to reduce risk from hazards through education and outreach programs, and to foster the development of partnerships. Further, the plan provides for the implementation of preventative activities.

The resources and information within the Mitigation Plan:

1. Establish a basis for coordination and collaboration among agencies and the public in the City

2. Identify and prioritize future mitigation projects; and

3. Assist in meeting the requirements of federal assistance programs

The Mitigation Plan is integrated with other plans including the City’s General Plan as well as department-specific standard operating procedures.

Mitigation Measure Categories
Following is FEMA’s list of mitigation categories . The activities identified by the Planning Team are consistent with the six broad categories of mitigation actions outlined in FEMA publication 386-3 Developing the Mitigation Plan: Identifying Mitigation Actions and Implementing Strategies.

✓ Prevention: Go vernment administrative or regulatory actions or processes that influence the way land and buildings are developed and built . These actions also include public activities to reduce hazard losses . Examples include planning and zoning, building codes, capital improvement programs, open space preservation, and storm water management regulations.

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✓ Property Protection: Actions that involve modification of existing buildings or structures to protect them from a hazard, or removal from the hazard area . Examples include acquisition, elevation, relocation, structural retrofits, storm shutters, and shatter - resistant glass.
✓ Public Education and Awareness: Actions to inform and educate citizens, property owners, and elected officials about hazards and potential ways to mitigate them.

Such actions include outreach projects, real estate disclosure, hazard information centers, and school-age and adult education programs.
✓ Natural Resource Protection: Actions that, in addition to minimizing hazard losses preserve or restore the functions of natural systems. Examples include sediment and erosion control, stream corridor restoration, watershed management, forest and vegetation management, and wetland restoration and preservation. ✓ Emergency Services: Actions that protect people and property during and immediately following a disaster or hazard event . Services include warning systems, emergency response services, and protection of critical facilities. ✓ Structural Projects: Actions that involve the construction of structures to reduce the impact of a hazard. Such structures include dams, levees, floodwalls, retaining walls, and safe rooms.

Q&A | ELEMENT C. MITIGATION STRATEGY | C3
Q: Does the plan include goals to reduce/avoid long-term vulnerabilities to the identified hazards? (Requirement §201.6(c)(3)(i))
A: See Goals below.

Goals
The Planning Team considered the goals identified in the 2005 HMP and decided to keep the same goals.

Each goal is supported by mitigation action items . The Planning Team developed these action items through its knowledge of the local area, risk assessment, review of past efforts, identification of mitigation activities, and qualitative analysis.

The five mitigation goals and descriptions are listed below.

Protect Life and Property
Implement activities that assist in protecting lives by making homes, businesses, infrastructure, critical facilities, and other property more resistant to losses from natural, human -caused, and technological hazards.

Improve hazard assessment inf ormation to make recommendations for avoiding new development in high hazard areas and encouraging preventative measures for existing development in areas vulnerable to natural, human-caused, and technological hazards.

Increase Public Awareness
Develop and implement education and outreach programs to increase public awareness of the risks associated with natural, human-caused, and technological hazards.

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Provide information on tools; partnership opportunities, and funding resources to assist in implementing mitigation activities.

Protect Natural Systems
Support management and land use planning practices with hazard mitigation to protect life.

Preserve, rehabilitate, and enhance natural systems to serve hazard mitigation functions.

Promote Partnerships and Implementation
Strengthen communication and coordinate participation with public agencies, non -profit organizations, business, and industry to support implementation.

Encourage leadership within the City and public organizations to prioritize and implement local and regional hazard mitigation activities.

Enhance Emergency Services
Establish policy to ensure mitigation projects for critical facilities, services, and infrastructure.

Strengthen emergency operations by increasing collaboration and coordination among public agencies, non-profit organizations, business, and industry.

Coordinate and integrate hazard mitigation activities where appropriate, with emergency operations plans and procedures.

How are the Mitigation Action Items Organized?
The action items are a listing of activities in which City agencies and citizens can be engaged to reduce risk. Each action item includes an estimate of the timeline for implementation.

The action items are organized within the following Mitigation Actions Matrix, which lists all of the multi-hazard (actions that reduce risks for more than one specific hazard) and hazard -specific action items included in the mitigation plan . Data collection and research and the public participation process resulted in the development of these action items. The Matrix includes the following information for each action item:

Funding Source
The action items can be funded through a variety of sources, possibly including the Annual Budget, development fees, C apital Improvement Program (CIP) , Hazard Mitigation Grant Program (HMGP), Building Resilient Infrastructure and Communities grant (BRIC), other Grants, private funding, and other funding opportunities.

Lead Department
The Mitigation Actions Matrix assigns primary responsibility for each of the action items. The hierarchies of the assignments vary – from positions to departments to committees. The primary responsibility for implementing the action items falls to the entity shown as the “Lead Department”.

The lead department is the agency with regulatory responsibility to address hazards, or that is

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willing and able to organize resources, find appropriate funding, or oversee activity implementation, monitoring, and evaluation . Lead departments may include local, County, or regional agencies that are capable of or responsible for implementing activities and programs.

Plan Goals Addressed
The plan goals addressed by each action item are included as a way to monitor and evaluate how well the mitigation plan is achieving its goals once implementation begins.

The plan goals are organized into the following five areas:
✓ Protect Life and Property
✓ Enhance Public Awareness
✓ Preserve Natural Systems
✓ Enhance Emergency Services
✓ Promote Partnerships and Implementation
Planning Mechanism
It’s important that each action item be implemented. Perhaps the best way to ensure implementation is through integration with one or many of the City’s existing “planning mechanisms” including the General Plan, Capital Improvement Program, General Fund and Grants. Opportunities for integration will be simple and easy in cases where the action item is already compatible with the content of the planning mechanism. As an example, if the action item calls for the creation of a floodplain ordinance an d the same action is already identified in the General Plan’s policies, then the General Plan will assist in implementation. On the contrary, if preparation of a floodplain ordinance is not already included in the General Plan policies , then the item will need to be added during the next update to the General Plan. The General Plan was last updated in 2020 and was used as a re ference throughout the Mitigation Plan. The next General Plan update will likely not take place for another 10 years.

The Capital Improvement Program (CIP), depending on the budgetary environment, is updated every 5 years. The CIP includes infrastructure projects built and owned by the City. As such, the CIP is an excellent medium for funding and implementing action items from t he Mitigation Plan.

The Mitigation Actions Matrix includes several items from the existing CIP. The authors of the CIP served on the Planning Team and are already looking for funding opportunities for several of the Mitigation Plan action items.

The Storm Drain Master Plan (2018) identifies flood -related improvements for the City and is referenced in several flood-related items on the Mitigation Actions Matrix.

The General Fund is the budget document that guides all of the City’s expenditures and is updated on an annual basis. Although primarily a funding mechanism, it also includes descriptions and details associated with tasks and projects.

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Grants come from a wide variety of sources – some annually and other triggered by events like disasters. Whatever the source, the City uses the General Fund to identify successful grants as funding sources.

Q&A | ELEMENT C. MITIGATION STRATEGY | C4c.

Q: Do the identified mitigation actions and projects have an emphasis on new and existing buildings and infrastructure? (Requirement §201.6(c)(3)(ii))
A: See Building and Infrastructure below.

Building and Infrastructure
This addresses the issue of whether or not a particular action item results in the reduction of the effects of hazards on new and existing buildings and infrastructure.

Q&A | ELEMENT C. MITIGATION STRATEGY | C5a.

Q: Does the plan explain how the mitigation actions and projects will be prioritized (including cost benefit review)? (Requirement §201.6(c)(3)(iv)); (Requirement §201.6(c)(3)(iii)) A: See Benefit/Cost Ratings and Priority Rating below.

Benefit/Cost Ratings
The benefits of proposed projects were weighed against estimated costs as part of the project prioritization process. The benefit/cost analysis was not of the detailed variety required by FEMA for project grant eligibility under the Hazard Mitigation Grant Program (HMGP) and Building Resilient Infrastructure and Communities (BRIC) grant programs. A less formal approach was used because some projects may not be implemented for up to 10 years, and associated costs and benefits could change dramatically in that time. Therefore, a review of the apparent benefits versus the apparent cost o f each project was performed. Parameters were established for assigning subjective ratings (high, medium, and low) to the costs and benefits of these projects.

Cost ratings were defined as follows:

High: Existing jurisdictional funding will not cover th e cost of the action item so other sources of revenue would be required.

Medium: The action item could be funded through existing jurisdictional funding but would require budget modifications.

Low: The action item could be funded under existing jurisdictional funding.

Benefit ratings were defined as follows:

High: The action item will provide short -term and long-term impacts on the reduction of risk exposure to life and property.

Medium: The action item will have long-term impacts on the reduction of risk exposure to life and property.

Low: The action item will have only short -term impacts on the reduction of risk exposure to life and property.

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Q&A | ELEMENT D. MITIGATION STRATEGY | D3
Q: Was the plan revised to reflect changes in priorities? (Requirement §201.6(d)(3)) A: See Priority Rating below.

Priority Rating
The Planning Team utilized the following Priority Rating method. Designations of “High”, “Medium”, and “Low” priority have been assigned to all of the action items using the following criteria:

Does the Action:
 solve the problem?
 address Vulnerability Assessment?
 reduce the exposure or vulnerability to the highest priority hazard?  address multiple hazards?
 benefits equal or exceed costs?
 implement a goal, policy, or project identified in the General Plan or Capital Improvement Plan?

Can the Action:
 be implemented with existing funds?
 be implemented by existing state or federal grant programs?  be completed within the 5-year life cycle of the LHMP?  be implemented with currently available technologies?

Will the Action:
 be accepted by the community?
 be supported by community leaders?
 adversely impact segments of the population or neighborhoods?  require a change in local ordinances or zoning laws?
 positive or neutral impact on the environment?
 comply with all local, state and federal environmental laws and regulations?

Is there:
 sufficient staffing to undertake the project?
 existing authority to undertake the project?

As mitigation action items were updated or written the Planning Team, representatives were provided worksheets for each of their assigned action items. Answers to the criteria above determined the priority according to the following scale.

• 1-6 = Low priority
• 7-12 = Medium priority
• 13-18 = High priority

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Q&A | ELEMENT C. MITIGATION STRATEGY | C1b.

Q: Does the plan document each jurisdiction’s ability to expand on and improve these existing policies and programs? (Requirement §201.6(c)(3))
A: See Mitigation Actions Matrix below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C2
Q: Does the Plan address each jurisdiction’s participation in the NFIP and continued compliance with NFIP requirements, as appropriate? (Requirement §201.6(c)(3)(ii)) A: See Mitigation Actions Matrix below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C3
Q: Does the plan include goals to reduce/avoid long-term vulnerabilities to the identified hazards? (Requirement §201.6(c)(3)(i))
A: See Mitigation Actions Matrix below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C4a.

Q: Does the plan identify and analyze a comprehensive range of specific mitigation actions and projects to reduce the impacts from hazards? (Requirement §201.6(c)(3)(ii)) A: See Mitigation Actions Matrix below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C4b.

Q: Does the plan identify mitigation actions for every hazard posing a threat to each participating jurisdiction? (Requirement §201.6(c)(3)(ii))
A: See Mitigation Actions Matrix below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C4c.

Q: Do the identified mitigation actions and projects have an emphasis on new and existing buildings and infrastructure? (Requirement §201.6(c)(3)(ii))
A: See Mitigation Actions Matrix below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C5a.

Q: Does the plan explain how the mitigation actions and projects will be prioritized (including cost benefit review)? (Requirement §201.6(c)(3)(iv)); (Requirement §201.6(c)(3)(iii)) A: See Mitigation Actions Matrix below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C5b.

Q: Does the plan identify the position, office, department, or agency responsible for implementing and administering the action/project, potential funding sources and expected timeframes for completion? (Requirement §201.6(c)(3)(iv)); (Requirement §201.6(c)(3)(iii)) A: See Mitigation Actions Matrix below.

Q&A | ELEMENT D. MITIGATION STRATEGY | D2
Q: Was the plan revised to reflect progress in local mitigation efforts? (Requirement §201.6(d)(3)) A: See Mitigation Actions Matrix below.

Q&A | ELEMENT D. MITIGATION STRATEGY | D3
Q: Was the plan revised to reflect changes in priorities? (Requirement §201.6(d)(3)) A: See Mitigation Actions Matrix below.

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Mitigation Actions Matrix
Following is Table: Mitigation Actions Matrix which identifies the existing and future mitigation activities developed by the Planning Team.

Mitigation Action Item
Lead Department
Timeline
Goal: Protect Life and Property
Goal: Public Awareness
Goal: Natural Systems
Goal: Emergency Services
Goal: Partnerships and Implementation
Buildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y), No (N)
Funding Source and Planning Mechanism:

B – Budget, CIP – Capital Improvement Program, ,
HMGP- Hazard Mitigation Grant Program, BRIC –
Building Resilient Infrastructure and Communities Grant, EMPG – Emergency Management Planning Grant
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
Multi-Hazard Mitigation Action Items
MH-1 Develop and maintain a database to
track community vulnerability (i.e., exposure
in known hazard areas).

Planning and
Building 1-5 years X X X Y HMGP, BRIC M M L
MH-2 Identify the most at-risk critical facilities
and evaluating potential mitigation
techniques.

Planning and
Building 1-5 years X X X Y HMGP, BRIC M M L
MH-3 Incorporate risk assessment and
hazard mitigation principles into
comprehensive planning efforts. (Source:

General Plan)
Planning and
Building Ongoing X X X Y B M M L
MH-4 Incorporate a hazard risk assessment
and mitigation practices into local
Planning and
Building 3-5 years X X X Y B M M L

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Mitigation Action Item
Lead Department
Timeline
Goal: Protect Life and Property
Goal: Public Awareness
Goal: Natural Systems
Goal: Emergency Services
Goal: Partnerships and Implementation
Buildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y), No (N)
Funding Source and Planning Mechanism:

B – Budget, CIP – Capital Improvement Program, ,
HMGP- Hazard Mitigation Grant Program, BRIC –
Building Resilient Infrastructure and Communities Grant, EMPG – Emergency Management Planning Grant
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
development and subdivision review
processes.

MH-5 Adopt the International Building Code
(IBC) and International Residential Code
(IRC).

Planning and
Building Tri-Annual X X X Y B M M L
MH-6 Incorporate higher standards for
hazard resistance in local application of the
building code.

Planning and
Building 3-5 years X X X Y B, HMGP,

BRIC M M L
MH-7 Provide advanced training to local
building inspectors (ATC, SAP)
Planning and
Building Ongoing X X X Y B M M L
MH-8 Develop and implement a multi-hazard
public awareness program.

Police, Planning
and Building Ongoing X X N B, EMPG M L M
MH-9 Encourage property owners to
purchase hazard insurance not as an
alternative to mitigation, but rather to add
financial protection if damage does occur.

Police, Planning
and Building Ongoing X X N

B, EMPG
M L M
MH-10 Encourage residents to prepare by
stocking up the necessary items and
Police, Planning
and Building Ongoing X X N B, EMPG M L M

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Mitigation Action Item
Lead Department
Timeline
Goal: Protect Life and Property
Goal: Public Awareness
Goal: Natural Systems
Goal: Emergency Services
Goal: Partnerships and Implementation
Buildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y), No (N)
Funding Source and Planning Mechanism:

B – Budget, CIP – Capital Improvement Program, ,
HMGP- Hazard Mitigation Grant Program, BRIC –
Building Resilient Infrastructure and Communities Grant, EMPG – Emergency Management Planning Grant
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
planning for how family members should
respond during a disaster.

MH-11 Provide hazard vulnerability checklists
for homeowners to conduct their own
inspections.

Police, Planning
and Building Ongoing X X Y B, EMPG M L M
MH-12 Reconstruct or retrofit City-owned
buildings and infrastructure located in high-
hazard areas.

Public Works 1-5 years X X Y

B, CIP,

HMGP, BRIC,
EMPG
H H H
MH-13 Install permanent and quick-connect
emergency generators and other power
source hook-ups for City-owned buildings
and infrastructure.

Public Works 1-5 years X X Y

B, CIP,

HMGP, BRIC,
EMPG
H H H
MH-14 Purchase and install emergency shut
off devices to water and gas distribution
lines.

Public Works 1-5 years X X Y

B, CIP,

HMGP, BRIC,
EMPG
H H H
MH-15 Install/Upgrade security camera
systems at water resources division facilities
to improve security and to make the division
aware of intrusions.

Water Resources
Division 5 years X Y

B, CIP,

HMGP, BRIC,
EMPG
M M M

City Council
26 –
116
1/17/2023

Hazard Mitigation Plan | 2022
Mitigation Strategies
- 111 -

Mitigation Action Item
Lead Department
Timeline
Goal: Protect Life and Property
Goal: Public Awareness
Goal: Natural Systems
Goal: Emergency Services
Goal: Partnerships and Implementation
Buildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y), No (N)
Funding Source and Planning Mechanism:

B – Budget, CIP – Capital Improvement Program, ,
HMGP- Hazard Mitigation Grant Program, BRIC –
Building Resilient Infrastructure and Communities Grant, EMPG – Emergency Management Planning Grant
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
MH-16 Purchase generators for well and
pump stations to ensure power to wells and
reservoirs during disasters.

Water Resources
Division 5 years X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H
MH-17 Perform periodic (approximately every
10 years) water/sewer resource studies and
master plans to identify deficiencies and
deferred maintenance for the city's
infrastructure systems, including cost
estimates; develop nexus calculations to
determine new development's fair share cost
to upgrade infrastructure systems.
(Reference: GP Public Services Element)
Public Works Ongoing X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H
MH-18 Increase police and fire staffing
levels, improve police and fire facilities and
equipment, and improve community safety
services and programs. (Reference: GP
Public Services Element)
Police, Orange
County Fire Ongoing X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H

City Council
26 –
117
1/17/2023

Hazard Mitigation Plan | 2022
Mitigation Strategies
- 112 -

Mitigation Action Item
Lead Department
Timeline
Goal: Protect Life and Property
Goal: Public Awareness
Goal: Natural Systems
Goal: Emergency Services
Goal: Partnerships and Implementation
Buildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y), No (N)
Funding Source and Planning Mechanism:

B – Budget, CIP – Capital Improvement Program, ,
HMGP- Hazard Mitigation Grant Program, BRIC –
Building Resilient Infrastructure and Communities Grant, EMPG – Emergency Management Planning Grant
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
MH-19 Update the Santa Ana River Vision
Plan to expand opportunities to reintroduce
natural elements, increase habitat, and
provide more recreational opportunities.
(Reference: GP Open Space Element)
Parks /
Recreation &
Community
Services, Public
Works
2024 X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H
MH-20 Explore the development of a climate
adaptation plan to respond to the most
significant potential climate change risks and
vulnerabilities identified in the vulnerability
assessment and protect the natural and built
environment, residents, visitors, economic
base, and quality of life. (Reference: GP
Safety Element)
Planning and
Building, Public
Works
2022 X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H
MH-21 Compile and maintain a list of
facilities that, because of population
demands (such as mobility issues at a
nursing home), construction type, location
relative to a fault, or other factors, may have
a high risk and require special response
Planning and
Building, Orange
County Fire
2025 X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H

City Council
26 –
118
1/17/2023

Hazard Mitigation Plan | 2022
Mitigation Strategies
- 113 -

Mitigation Action Item
Lead Department
Timeline
Goal: Protect Life and Property
Goal: Public Awareness
Goal: Natural Systems
Goal: Emergency Services
Goal: Partnerships and Implementation
Buildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y), No (N)
Funding Source and Planning Mechanism:

B – Budget, CIP – Capital Improvement Program, ,
HMGP- Hazard Mitigation Grant Program, BRIC –
Building Resilient Infrastructure and Communities Grant, EMPG – Emergency Management Planning Grant
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
during a geologic or seismic event.
(Reference: GP Safety Element)
MH-22 Establish a low interest/cost loan
program to seismically retrofit buildings on
local Historic Register. (Reference: FP
Historic Preservation Element)
Community
Development 2022 X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H
MH-23 The City will be prepared to support
vulnerable populations through resources
such as the Listos California website.
(https://www.listoscalifornia.org/)

Earthquake Mitigation Action Items
EQ-1 Support financial incentives, such as
low interest loans or tax breaks, for home
and business owners who seismically retrofit
their structures.

Planning and
Building 1-5 years X X X Y HMGP, BRIC,

EMPG M M M
EQ-2 Develop an inventory of private
buildings that may be particularly vulnerable
to earthquake damage, including pre-1940s
Planning and
Building 1-5 years X X X Y HMGP, BRIC,

EMPG M M M

City Council
26 –
119
1/17/2023

Hazard Mitigation Plan | 2022
Mitigation Strategies
- 114 -

Mitigation Action Item
Lead Department
Timeline
Goal: Protect Life and Property
Goal: Public Awareness
Goal: Natural Systems
Goal: Emergency Services
Goal: Partnerships and Implementation
Buildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y), No (N)
Funding Source and Planning Mechanism:

B – Budget, CIP – Capital Improvement Program, ,
HMGP- Hazard Mitigation Grant Program, BRIC –
Building Resilient Infrastructure and Communities Grant, EMPG – Emergency Management Planning Grant
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
homes and homes with cripple wall
foundations.

EQ-3 Document information gathered
through the development process on
geologic information on seismic sources, soil
conditions, and related potential hazards.

Planning and
Building Ongoing X X X Y B M M M
EQ-4 Educate homeowners on safety
techniques to follow during and after an
earthquake.

Police, Planning
and Building Ongoing X X Y B, EMPG M L M
EQ-5 Educate homeowners about structural
and non-structural retrofitting of vulnerable
homes and encouraging retrofit.

Police, Planning
and Building Ongoing X X Y B, EMPG M L M
EQ-6 Develop an outreach program to
encourage homeowners to secure
furnishings, storage cabinets, and utilities to
prevent injuries and damage.

Police, Planning
and Building Ongoing X X Y B, EMPG M L M
EQ-7 Conduct seismic retrofitting for critical
City-owned buildings and infrastructure most
at risk to earthquakes.

Public Works 1-5 years X X Y

B, CIP,

HMGP, BRIC,
EMPG
H H H

City Council
26 –
120
1/17/2023

Hazard Mitigation Plan | 2022
Mitigation Strategies
- 115 -

Mitigation Action Item
Lead Department
Timeline
Goal: Protect Life and Property
Goal: Public Awareness
Goal: Natural Systems
Goal: Emergency Services
Goal: Partnerships and Implementation
Buildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y), No (N)
Funding Source and Planning Mechanism:

B – Budget, CIP – Capital Improvement Program, ,
HMGP- Hazard Mitigation Grant Program, BRIC –
Building Resilient Infrastructure and Communities Grant, EMPG – Emergency Management Planning Grant
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
EQ-8 Identify and harden critical lifeline
systems (i.e., critical public services such as
utilities and roads) to meet “Seismic Design
Guidelines and Standards for Lifelines” or
equivalent standards.

Public Works 1-5 years X X Y

B, CIP,

HMGP, BRIC,

EMPG H H H
EQ-9 Strengthen and retrofit City-owned
buildings and infrastructure with non-
reinforced masonry and non-ductile concrete
that are particularly vulnerable to ground
shaking.

Public Works 5 years X X Y

B, CIP,

HMGP, BRIC,

EMPG H H H
EQ-10 Retrofit City-owned structures with
veneers to prevent failure. Public Works 1-5 years X X Y

B, CIP,

HMGP, BRIC,
EMPG
H H H
EQ-11 Retrofit windows in City-owned
structures with film to prevent injuries from
shattered glass following an earthquake.

Public Works 1-5 years X X Y

B, CIP,

HMGP, BRIC,
EMPG
H H H
EQ-12 Retrofit City-owned rooftop-mounted
equipment (i.e., HVAC units, satellite dishes,
etc.) with better anchoring.

Public Works 1-5 years X X Y

B, CIP,

HMGP, BRIC,
EMPG
H H H

City Council
26 –
121
1/17/2023

Hazard Mitigation Plan | 2022
Mitigation Strategies
- 116 -

Mitigation Action Item
Lead Department
Timeline
Goal: Protect Life and Property
Goal: Public Awareness
Goal: Natural Systems
Goal: Emergency Services
Goal: Partnerships and Implementation
Buildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y), No (N)
Funding Source and Planning Mechanism:

B – Budget, CIP – Capital Improvement Program, ,
HMGP- Hazard Mitigation Grant Program, BRIC –
Building Resilient Infrastructure and Communities Grant, EMPG – Emergency Management Planning Grant
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
EQ-13 Seismic evaluation of reservoir and
pump stations.

Water Resources
Division 5 years X X Y

B, CIP,

HMGP, BRIC,
EMPG
L L L
Flooding Mitigation Action Items
FLD-1 Due to potential for flood damage and
overall security, relocate the main City of
Santa Ana I.T. server room from City Hall
Basement to the Police Department.

Information
Technology 2 years X Y CIP H H H
FLD-2 Improve drainage at City Hall loading
dock. The loading dock has a 12-foot drop
from street level. A poor drainage system
and high rains in 2018 caused severe
damage to basement. There are several key
City services located on the basement level.

Modifications would include increasing
surface area of drain grates, increasing slope
and piping size from grates to sump pumps
Public Works Complete X X Y CIP H L H

City Council
26 –
122
1/17/2023

Hazard Mitigation Plan | 2022
Mitigation Strategies
- 117 -

Mitigation Action Item
Lead Department
Timeline
Goal: Protect Life and Property
Goal: Public Awareness
Goal: Natural Systems
Goal: Emergency Services
Goal: Partnerships and Implementation
Buildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y), No (N)
Funding Source and Planning Mechanism:

B – Budget, CIP – Capital Improvement Program, ,
HMGP- Hazard Mitigation Grant Program, BRIC –
Building Resilient Infrastructure and Communities Grant, EMPG – Emergency Management Planning Grant
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
and modifying curbs at the bottom of ramp to
better utilize both drainage grates.

FLD-3 Improve the various significantly
undersized existing City storm drain systems
by installing additional drains, increasing
capacity, or re-routing.

Public Works 5-25 years Y HMP, BRIC,

EMPG H H H
FLD-4 City-owned facilities will use porous
pavement, vegetative buffers, and islands in
large parking areas, where feasible. (Source:

NPDES)
Public Works,
Planning and
Building
Ongoing X X X Y B M L L
FLD-5 Encourage the use of permeable
pavements or other infiltration BMPs to
reduce runoff and increase groundwater
recharge. (NPDES)
Public Works,
Planning and
Building
Ongoing X X X Y B M L L
FLD-6 Fund and complete an update to the
Stormwater Project Master Plan Public Works 1-5 years X X Y

B, CIP,

HMGP, BRIC,
EMPG
H H H
FLD-7 Prepare and adopt a Storm Drain
Master Plan. Public Works Completed
2018 X X Y B H H H

City Council
26 –
123
1/17/2023

Hazard Mitigation Plan | 2022
Mitigation Strategies
- 118 -

Mitigation Action Item
Lead Department
Timeline
Goal: Protect Life and Property
Goal: Public Awareness
Goal: Natural Systems
Goal: Emergency Services
Goal: Partnerships and Implementation
Buildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y), No (N)
Funding Source and Planning Mechanism:

B – Budget, CIP – Capital Improvement Program, ,
HMGP- Hazard Mitigation Grant Program, BRIC –
Building Resilient Infrastructure and Communities Grant, EMPG – Emergency Management Planning Grant
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
FLD-8 Increase dimensions of drainage
culverts in flood-prone areas. Public Works Ongoing X X Y

B, CIP,

HMGP, BRIC,
EMPG
H H H
FLD-9 At City-owned facilities, perform
regular drainage system maintenance, such
as sediment and debris clearance, as well as
detection and prevention of discharges into
stormwater and sewer systems from home
footing drains, downspouts, or sewer pumps.

Public Works Ongoing X X Y B H H H
FLD-10 Floodproofing water and wastewater
treatment facilities located in flood hazard
areas.

Water Resources Ongoing X X Y

B, CIP,

HMGP, BRIC,
EMPG
H H H
FLD-11 Install and/or upgrade stormwater
pumping stations. Completed include First
Street lift station and Civic Center lift stations.

Public Works Complete X X Y CIP H H H
FLD-12 Installing back-up generators or
other power sources for pumping and lift
stations in sanitary sewer systems along with
Water Resources 1-5 years X X Y

B, CIP,

HMGP, BRIC,
EMPG
H H H

City Council
26 –
124
1/17/2023

Hazard Mitigation Plan | 2022
Mitigation Strategies
- 119 -

Mitigation Action Item
Lead Department
Timeline
Goal: Protect Life and Property
Goal: Public Awareness
Goal: Natural Systems
Goal: Emergency Services
Goal: Partnerships and Implementation
Buildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y), No (N)
Funding Source and Planning Mechanism:

B – Budget, CIP – Capital Improvement Program, ,
HMGP- Hazard Mitigation Grant Program, BRIC –
Building Resilient Infrastructure and Communities Grant, EMPG – Emergency Management Planning Grant
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High
other measures (alarms, meters, remote
controls, and switchgear upgrades).

FLD-13 Continue participation in NPDES
Program (National Pollutant Discharge
Elimination System). Seek funding for
administrative, engineering, and construction
aspects of compliance.

Public Works Ongoing X X X X X Y

B, CIP,

HMGP, BRIC,
EMPG
H H H
FLD-14 As per the Storm Drain Master Plan
(2018), seek funding to implement the “Top
10 Capital Improvement Projects” including:

1. Greenville-Banning subarea 18
improvements

2. Gardens subareas 18, 19 & 20
improvements

3. Delhi subarea 1 improvements

4. Gardens subarea 14 improvements

5. Delhi subareas 16, 17 & 18 improvements

6. Delhi subarea 40 improvements

7. Delhi subarea 2 improvements
Public Works 5-25 years X X X X X Y

B, CIP,

HMGP, BRIC,
EMPG
H H H

City Council
26 –
125
1/17/2023

Hazard Mitigation Plan | 2022
Mitigation Strategies
- 120 -

Mitigation Action Item
Lead Department
Timeline
Goal: Protect Life and Property
Goal: Public Awareness
Goal: Natural Systems
Goal: Emergency Services
Goal: Partnerships and Implementation
Buildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y), No (N)
Funding Source and Planning Mechanism:

B – Budget, CIP – Capital Improvement Program, ,
HMGP- Hazard Mitigation Grant Program, BRIC –
Building Resilient Infrastructure and Communities Grant, EMPG – Emergency Management Planning Grant
Benefit: L-Low, M-Medium, H-High
Cost: L-Low, M-Medium, H-High
Priority: L-Low, M-Medium, H-High

8. Santa Fe Grand subarea 3 improvements

9. Wintersburg subarea 15 improvements

10. Santa Fe subarea 1 (2 of 2)
improvements
FLD-15 Redesign or reengineer sewer lift
stations to prevent flooding inside stations. If
flooding occurs, limited ability to pump
sewage.

Water Resources
Division 5 years X X Y

B, CIP,

HMGP, BRIC,
EMPG
M H M
Epidemic / Pandemic / Vector-Borne Disease
Mitigation Action Items
EPV- 1 Partner with County of Orange Vector
Control to develop and maintain a public
information campaign to educate residents
and businesses on vector-borne hazards and
mitigation measures.

Public Works Ongoing X X Y

B, CIP,

HMGP, BRIC,
EMPG
M H M
EPV-Continue to work with County of Orange
Vector Control for mosquito abatement
projects aimed at protecting the City.

Public Works Ongoing X X Y

B, CIP,

HMGP, BRIC,
EMPG
M H M

City Council
26 –
126
1/17/2023

Hazard Mitigation Plan | 2022
Mitigation Strategies
- 121 -

Climate Change Mitigation Action Items
CC-1 Investigate, fund, and install solar
panels and battery back-ups for all City-
owned buildings.

Public Works 1-5 years X X Y

B, CIP,

HMGP, BRIC,
EMPG
M M M
CC-2 Review and update the City’s Climate
Action Plan Public Works 2025 X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H
CC-3 Update Citywide Design Guidelines to
incorporate energy conservation principles,
including passive heating and cooling, siting,
shading, and material choices. Provide
examples of site plans that illustrate energy
conservation principles. (Reference: GP
Conservation Element)
Planning and
Building 2022 X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H
CC-4 Support and encourage retrofitting
existing buildings to achieve energy
optimization. Partner with Southern California
Edison and other stakeholders to provide
incentives, rebates, and expedited permitting
for energy retrofit projects and to make
residents, property owners, and businesses
aware of such programs. (Reference: GP
Conservation Element)
Planning and
Building, Public
Works
Ongoing X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H
CC-5 Reduce the amount of carbon dioxide
that would otherwise be released into the
atmosphere through the continued
maintenance and expansion of the city’s
urban forest and development of other green
infrastructure. Explore options to include
green infrastructure requirements in new
public realm plans. (Reference: GP
Conservation Element)
Public Works Ongoing X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H
CC-6 Establish and maintain a clearinghouse
of information on available funding
alternatives for renewable energy projects,
rates of return, and other information to
Public Works,
Community
Development
2022 X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H

City Council
26 –
127
1/17/2023

Hazard Mitigation Plan | 2022
Mitigation Strategies
- 122 -

support developers and community members
interested in pursuing renewable energy
projects. (Reference: GP Conservation
Element)
CC-7 Create educational programs to sustain
public awareness of the importance of
resource conservation (e.g., energy, water,
and open space), the continued existence of
long-term resource demand challenges, and
specific conservation tactics that are
recommended. (Reference: GP Conservation
Element)
Public Works 2022 X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H
Climate Change Sub-Hazard Extreme Heat
Mitigation Action Items
EH-1 Organize outreach to vulnerable
populations, including establishing and
promoting accessible cooling centers in the
community.

Parks /
Recreation &
Community
Services
1-5 years X X Y B M M M
EH-2 In private and public spaces,
encourage installation of green roofs, which
provide shade and remove heat from the roof
surface and surrounding air.

Planning and
Building 1 year X X Y B M L M
EH-3 Increasing tree plantings around
buildings to shade parking lots and along
public rights- of-way.

Public Works Ongoing X X Y

B, CIP,

HMGP, BRIC,
EMPG
M M M
EH-4 In private and public spaces, use cool
roofing products that reflect sunlight and heat
away from a building.

Public Works Ongoing X X Y

B, CIP,

HMGP, BRIC,
EMPG
M M M
Climate Change Sub-Hazard Drought Heat
Mitigation Action Items
DR-1 Provide educational outreach materials
for residents and businesses on proper water
use and other water conservation practices.
(Reference: GP Conservation Element)
Public Works Ongoing

City Council
26 –
128
1/17/2023

Hazard Mitigation Plan | 2022
Mitigation Strategies
- 123 -

DR-2 Promote awareness of the City
Landscape and Parkway Improvement
Guidelines to require public projects and new
private development to incorporate drought-
tolerant landscaping. Continue to encourage
drought-tolerant retrofits through the Turf
Removal Rebate Program and educate
property owners about incentives available
through the SoCal Water$mart program to
public and private property owners for
planting native or drought-tolerant vegetation.
(Reference: GP Conservation Element)
Public Works,
Planning and
Building
2022 X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H
DR-3 Pursue funding to implement the first
phase of the City of Santa Ana Recycled
Water Master Plan, with an emphasis on
local water recycling programs and
cooperation with regional water recycling
efforts. (Reference: GP Conservation
Element)
Public Works 2023 X X Y

B, CIP,

HMGP, BRIC,
EMPG
H M H

City Council
26 –
129
1/17/2023

Hazard Mitigation Plan | 2022
Plan Maintenance
- 124 -

Plan Maintenance
The plan maintenance process includes a schedule for monitoring and evaluating the Plan annually and producing a plan revision every five years. This section describes how the City will integrate public participation throughout the plan maintenance process.

Q&A | ELEMENT A: PLANNING PROCESS | A6a.

Q: Does the plan identify how, when, and by whom the plan will be monitored (how will implementation be tracked) over time? (Requirement §201.6(c)(4)(i))
A: See Method and Scheduling of Plan Implementation and Monitoring and Implementing the Plan below.

Q&A | ELEMENT A: PLANNING PROCESS | A6c.

Q: Does the plan identify how, when, and by whom the plan will be updated during the 5 -year cycle? (Requirement §201.6(c)(4)(i))
A: See Method and Scheduling of Plan Implementation and Monitoring and Implementing the Plan below.

Method and Scheduling of Plan Implementation
Year 1 Year 2 Year 3 Year 4 Year 5
Monitoring X X X X X
Evaluating
Internal Planning Team Evaluation X X X X X
Cal OES and FEMA Evaluation X
Updating X

Q&A | ELEMENT A: PLANNING PROCESS | A6b.

Q: Does the plan identify how, when, and by whom the plan will be evaluated (assessing the effectiveness of the plan at achieving stated purpose and goals) over time? (Requirement §201.6(c)(4)(i)) A: See Monitoring and Implementing the Plan below.

Monitoring and Implementing the Plan
Plan Adoption
The City Council will be responsible for adopting the Mitigation Plan . This governing body has the authority to promote sound public policy regarding hazards. Once the plan has been adopted, the Local Mi tigation Officer will be responsible for submitting it to the State Hazard Mitigation Officer at California Office of Emergency Services (Cal OES). Cal OES will then submit the plan to the Federal Emergency Management Agency (FEMA) for review and approval . This review will address the requirements set forth in 44 C.F.R. Section 201.6 (Local Mitigation Plans). Upon acceptance by FEMA, the City will gain eligibility for Hazard Mitigation Grant Program funds.

Local Mitigation Officer
The Planning Team that was involved in research and writing of the Plan will also be responsible for implementation. The Planning Team will be led by the Planning Team Chair Steve Rhyner who will be referred to as the Local Mitigation Officer. Under the direction of the Local Mitigation Officer, the Planning Team will take responsibility for plan maintenance and implementation. The Local Mitigation Officer will facilitate the Planning Team meetings and will assign tasks such as

City Council
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130
1/17/2023

Hazard Mitigation Plan | 2022
Plan Maintenance
- 125 -

updating and presenting th e Plan to the members of the Planning Team. Plan implementation and evaluation will be a shared responsibility among all of the Planning Team members. The Local Mitigation Officer will coordinate with the City leadership to ensure funding for 5 -year updates to Plan as required by FEMA.

The Planning Team will be responsible for coordinating implementation of plan action items and undertaking the formal review process. The Local Mitigation Officer will be authorized to make changes in assignments to the current Planning Team.

The Planning Team will meet no less than annually. Meeting dates will be scheduled once the final Planning Team has been established. These meetings will provide an opportunity to discuss the progress of the action items and maintain the partnerships that are essential for the sustainability of the mitigation plan. The Local Mitigation Officer or designee will be responsible for contacting the Planni ng Team members and organizing the annual meeting which will take place annually during the month of the Plan’s approval.

Q&A | ELEMENT A: PLANNING PROCESS | A6a.

Q: Does the plan identify how, when, and by whom the plan will be monitored (how will implem entation be tracked) over time? (Requirement §201.6(c)(4)(i))
A: See Monitoring the Plan below.

Monitoring the Plan
The Local Mitigation Officer will hold an annual meeting with representatives from the coordinating agencies in order to gather status updates on the mitigation action items. These meetings will provide an opportunity to discuss the progress of the action items and maintain the partnerships that are essential for the sustainability of the mitigation plan. See the Annual Implementation Report discussed below which will be a valuable tool for the Planning Team to measure the success of the Hazard Mitigation Plan. The focus of the annual meeting will be on the progress and changes to the Mitigation Action Items.

Q&A | ELEMENT C. MITIGATION STRATEGY | C1b.

Q: Does the plan document each jurisdiction’s ability to expand on and improve these existing policies and programs? (Requirement §201.6(c)(3))
A: See Implementation through Existing Programs below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C6a.

Q: Does the plan identify the local planning mechanisms where hazard mitigation information and/or actions may be incorporated? (Requirement §201.6(c)(4)(ii)) A: See Implementation through Existing Programs below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C6b.

Q: Does the plan describe each community’s process to integrate the data, information, and hazard mitigation goals and actions into other planning mechanisms? (Requirement §201.6(c)(4)(ii)) A: See Implementation through Existing Programs below.

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Implementation through Existing Programs
The City addresses statewide planning goals and legislative requirements through the General Fund, Capital Projects, and Grants. The Mitigation Plan provides a series of recommendations - many of which are closely related to the goals and objectives of existing planning programs. The City will implement recommended mitigation action items through existing programs and procedures.

The City is responsible for adhering to the State of California’s Building an d Safety Codes. In addition, the City may work with other agencies at the state level to review, develop and ensure Building and Safety Codes are adequate to mitigate or present damage by hazards. This is to ensure that life-safety criteria are met for new construction.

Some of the goals and action items in the Mitigation Plan will be achieved through activities recommended in the strategic and other budget documents. The various departments involved in developing the Plan will review it on a n annual basis. During the review, the Planning Team will ensure the Mitigation Plan action items are consistent with the City’s strategic and budget documents to ensure the Mitigation Plan goals and action items are implemented in a timely fashion.

Upon FEMA approval, the Planning Team will begin the process of incorporating risk information and mitigation action items into existing planning mechanism s. The annual meetings of the Planning Team will provide an opportunity for Planning Team members to report back on the progress made on the integration of mitigation planning elements into the City ’s planning documents and procedures.

Specifically, the Planning Team will utilize the updates of the following documents to implement the Mitigation Plan:

✓ Risk Assessment, City Profile, Planning Process (stakeholders) – Emergency Operations Plan, General Plan
✓ Mitigation Actions Matrix – General Fund, Capital Projects, Grants, Bonds

Q&A | ELEMENT A: PLANNING PROCESS | A6c.

Q: Does the plan identify how, when, and by whom the plan will be updated during the 5 -year cycle? (Requirement §201.6(c)(4)(i))
A: See Annual Implementation Report below.

Annual Implementation Report
The Annual Implementation Matrix is the same as the Mitigation Actions Matrix but with a column added to track the annual status of each Action Item. Upon approval and adoption of the Plan, the entire Annual Implementation Report will be added to the Appendix of the Plan. Following is a view of the Annual Implementation Matrix:

Insert Matrix once plan finalized.

An equal part of the monitoring process is the need to maintain a strategic planning process which needs to include funding and organizational support. In that light, at least one year in advance of the FEMA-mandated 5-year submission of an update, the Lo cal Mitigation Officer will convene

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the Planning Team to discuss funding and timing of the update planning process. On the fifth year of the planning cycles (five years from the date of FEMA approval), the Planning Team will broaden its scope to include discussions and research on all of the sections within the Plan with particular attention given to goal achievement and public participation.

Q&A | ELEMENT C: MITIGATION STRATEGY | C5a.

Q: Does the plan explain how the mitigation actions and projects will be prioritized (including cost benefit review)? (Requirement §201.6(c)(3)(iv)); (Requirement §201.6(c)(3)(iii)) A: See Economic Analysis of Mitigation Projects and FEMA Benefit-Cost Analysis Guidelines below.

Economic Analysis of Mitigation Projects
FEMA's approach to identify the costs and benefits associated with hazard mitigation strategies, measures, or projects fall into two general categories: benefit/cost analysis and cost-effectiveness analysis.

Conducting benefit/cost analysis for a mitigation activity can assist communities in determining whether a project is worth undertaking now, in order to avoid disaster -related damages later.

Cost-effectiveness analysis evaluates how best to spend a given amount of money to achieve a specific goal. Determining the economic feasibility of mitigating hazards can provide decision - makers with an understanding of the potential benefits and costs of an activity, as well as a basis upon which to compare alternative projects.

Given federal funding, the Pla nning Team will use a FEMA -approved benefit/cost analysis approach to identify and prioritize mitigation action items. For other projects and funding sources, the Planning Team will use other approaches to understand the costs and benefits of each action item and develop a prioritized list.

The “benefit”, “cost”, and overall “priority” of each mitigation action item was included in the Mitigation Actions Matrix located in Part III: Mitigation Strategies. A more technical assessment will be required in the event grant funding is pursued through the Hazard Mitigation Grant Program . FEMA Benefit-Cost Analysis Guidelines are discussed below.

FEMA Benefit-Cost Analysis Guidelines
The Stafford Act authorizes the President to establish a program to provide technical and financial assistance to state and local governments to assist in the implementation of hazard mitigation measures that are cost effective and designed to substantially reduce injuries, loss of life, hardship, or the risk of future damage and destruction of property . To evaluate proposed hazard mitigation projects prior to funding FEMA requires a Benefit -Cost Analysis (BCA) to validate cost effectiveness . BCA is the method by which the future benefits of a mitigation project are es timated and compared to its cost. The end result is a benefit-cost ratio (BCR), which is derived from a project’s total net benefits divided by its total project cost. The BCR is a numerical expression of the cost effectiveness of a project . A project is considered to be cost effective when the BCR is 1.0 or greater, indicating the benefits of a prospective hazard mitigation project are sufficient to justify the costs.

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Although the preparation of a BCA is a technical process, FEMA has developed software, written materials, and training to support the effort and assist with estimating the expected future benefits over the useful life of a retrofit project . It is imperative to conduct a BCA early in the project development process to ensure the likelihood of meeting the cost-effective eligibility requirement in the Stafford Act.

The BCA program consists of guidelines, methodologies and software modules for a range of major natural hazards including:

✓ Flood (Riverine, Coastal Zone A, Coastal Zone V)
✓ Hurricane Wind
✓ Hurricane Safe Room
✓ Damage-Frequency Assessment
✓ Tornado Safe Room
✓ Earthquake
✓ Wildfire

The BCA program provides up to date program data, up to date default and standard values, user manuals and training. Overall, the program makes it easier for users and evaluators to conduct and review BCAs and to address multiple buildings and hazards in a single BCA module run.

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Q&A | ELEMENT A: PLANNING PROCESS | A6a.

Q: Does the plan identify how, when, and by whom the plan will be monitored (how will implementation be tracked) over time? (Requirement §201.6(c)(4)(i))
A: See Evaluating and Updating the Plan below.

Q&A | ELEMENT A: PLANNING PROCESS | A6b.

Q: Does the plan identify how, when, and by whom the plan will be evaluated (assessing the effectiveness of the plan at achieving stated purpose and goals) over time? (Requirement §201.6(c)(4)(i)) A: See Evaluating and Updating the Plan below.

Q&A | ELEMENT A: PLANNING PROCESS | A6c.

Q: Does the plan identify how, when, and by whom the plan will be updated during the 5 -year cycle? (Requirement §201.6(c)(4)(i))
A: See Evaluating and Updating the Plan below.

Evaluating and Updating the Plan
Evaluation
At the conclusion of the Annual Implementation Meeting, the Local Mitigation Officer will lead a discussion with the Planning Team on the success (or failure) of the Mitigation Plan to meet the plan goals. The results of that discussion will be added to t he Evaluation portion of the Annual Implementation Report and inclusion in the 5 -year update to the Plan. Efforts will be made immediately by the Local Mitigation Officer to address any failed plan goals.

Formal Update Process
As identified above, the Mitigation Action Items will be monitored for status on an annual basis as well as an evaluation of the Plan’s goals. The Local Mitigation Officer or designee will be responsible for contacting the Planning Team members and organizing the annual meeting which will take place annually during the month of the Plan’s approval . Planning Team members will also be responsible for participating in the formal update to the Plan every fifth year of the planning cycle.

The Planning Team will begin the update process with a review of the plan’s goals and mitigation action items to determine their relevance to changing situations within the City as well as changes in State or Federal policy, and to ensure they are addressi ng current and expected conditions.

The Planning Team will also review the Plan’s Risk Assessment to determine if this information should be updated or modified, given any new available data. The coordinating organizations responsible for the various act ion items will report on the status of their projects, including the success of various implementation processes, difficulties encountered, success of coordination efforts, and which strategies should be revised. Amend ments and updates will be made to the Mitigation Actions Matrix and other sections in the Plan as deemed necessary by the Planning Team.

Q&A | ELEMENT A: PLANNING PROCESS | A5
Q: Is there discussion of how the community(ies) will continue public participation in the plan maintenance process? (Requirement §201.6(c)(4)(iii))
A: See Continued Public Involvement below.

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Continued Public Involvement
The City is dedicated to involving the public directly in the continual review and updates to the Mitigation Plan. Copies of the plan will be made available at City Hall and on the City website.

The existence and location of these copies will be publicized in the City’s social media resources and on the website. This site will also contain an email address and phone number where people can direct their comments and concerns. At the discretion of the Local Mitigation Officer, a public meeting may be held after the Annual Implementation Meeting. The meeting would provide the public a forum in which interested individuals and/or ag encies could express their concerns, opinions, or ideas about the plan.

The Local Mitigation Officer will be responsible for using City resources to publicize any public meetings and always free to maintain public involvement through the public access channel, web page, and newspapers.

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Attachments
FEMA Letter of Approval

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City Council Resolution

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Q&A | ELEMENT A: PLANNING PROCESS | A1a.

Q: Does the plan document the planning process, including how it was prepared (with a narrative description, meeting minutes, sign-in sheets, or another method)? (Requirement §201.6(c)(1)) A: See Web Postings of Second Draft Plan below.

Q&A | ELEMENT A: PLANNING PROCESS | A3a.

Q: Does the plan document how the public was given the opportunity to be involved in the planning process? (Requirement §201.6(b)(1))
A: See Web Postings of Second Draft Plan below.

Web Postings of Second Draft Plan
City of Santa Ana Website

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Facebook

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Instagram

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Twitter

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Next Door

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Nixle

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Social Media Statistics as of October 18, 2021
Facebook 9/9: 6,566 people reached, 10 likes, 3 comments, 3 shares, 119 post clicks, 12 link clicks
Instagram: 9/10: 7,750 accounts reached, 56 profile visits, 4 website clicks, 200 likes, 8 comments, 16 sends, 16 saves
Twitter 9/9: 2 retweets, 1 like, 1,878 impressions, 4 link clicks, 7 profile clicks Nextdoor 9/9: 1,338 impressions, no likes/comments

Post Links
Facebook: https://www.facebook.com/permalink.php?story_fbid=4695782277100799&id=2000 89073336831
Instagram: https://www.instagram.com/p/CTp60KEhWN0/
Twitter: https://twitter.com/CityofSantaAna/status/1436139478310010900 Nextdoor: https://nextdoor.com/p/pm6KLqfkYppg?utm_source=share&extras=NjQyNDkxODA%3D Q&A | ELEMENT A: PLANNING PROCESS | A2a.

Q: Does the plan document an opportunity for neighboring communities, local, and regional agencies involved in hazard mitigation activities, agencies that have the authority to regulate development, as well as other interested parties to be involved in the planning process? (Requirement §201.6(b)(2)) A: See Email to External Agencies and Email to Nixle Subscribers below.

Q&A | ELEMENT A: PLANNING PROCESS | A2b.

Q: Does the plan identify how the stakeholders were invited to participate in the process? (Requirement §201.6(b)(2))
A: See Email to External Agencies and Email to Nixle Subscribers below.

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Email to External Agencies
Email to External Agencies – September 1, 2021

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Email to Nixle Subscribers - September 9, 2021

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Q&A | ELEMENT A: PLANNING PROCESS | A1a.

Q: Does the plan document the planning process, including how it was prepared (with a narrative description, meeting minutes, sign-in sheets, or another method)? (Requirement §201.6(c)(1)) A: See Planning Team Sign-In Sheets below.

Planning Team Sign-In Sheet: Meeting 1 – January 13, 2021

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Planning Team Sign-In Sheet: Meeting 2 – January 27, 2021

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Planning Team Sign-In Sheet: Meeting 3 – February 10, 2021

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Planning Team Sign-In Sheet: Meeting 4 – February 24, 2021

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Planning Team Sign-In Sheet: Meeting 5 – March 31, 2021

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Planning Team Sign-In Sheet: Meeting 6 – April 14, 2021

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Planning Team Minutes
Q&A | ELEMENT A: PLANNING PROCESS | A1a.

Q Does the plan provide documentation of how the plan was prepared? (Note: This documentation must include the schedule or timeframe and activities that made up the plan’s development as well as who was involved.)
A: See Planning Team Minutes below.

Agenda

City of Santa Ana

Planning Team Meeting #1

1. Examine the purpose hazard mitigation.

2. Discuss the concepts and terms related to hazard mitigation planning.

3. Review the project schedule and public involvement during the plan writing phase.

4. Discuss initial results of Hazard Analysis and Rank Hazards.

5. Gather City Profile Data

a. History, Geography, Land Use, Demographics, CIP

Agenda

City of Santa Ana

Planning Team Meeting #2

1. Review examples of hazard mitigation activities.

2. Develop Hazard Mitigation Action Items.
a. Action Item
b. Goals Achieved
c. Coordinating Agency
d. Timeline
e. Funding Source
f. Planning Mechanisms
g. Benefit, Cost, and Priority Ranking
h. Does action item apply to existing or future buildings or infrastructure?

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Agenda

City of Santa Ana

Planning Team Meeting #3

1. Continue to Develop Hazard Mitigation Action Items.
a. Action Item
b. Goals Achieved
c. Coordinating Agency
d. Timeline
e. Funding Source
f. Planning Mechanisms
g. Benefit, Cost, and Priority Ranking
h. Does action item apply to existing or future buildings or infrastructure?

Agenda

City of Santa Ana

Planning Team Meeting #4

1. Review First Draft Plan (distributed ahead of meeting to all members).

2. Continue to Develop Mitigation Action Items.

3. Discuss Strategy for Distributing Second Draft Plan to External Agencies and General Public.

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Q&A | ELEMENT B: HAZARD IDENTIFICATION AND RISK ASSESSMENT | B3b.

Q: Is there a description of each identified hazard’s overall vulnerability (structures, systems, populations, or other community assets defined by the community that are identified as being susceptible to damage and loss from hazard events) for each jurisdiction? (Requirement §201.6(c)(2)(ii)) A: See HAZUS Reports – Attached Separately.

HAZUS Reports – Attached Separately

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Public Works Agency
www.santa-ana.org/public-works
Item # 27
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
January 17, 2023
TOPIC: Adopt a Resolution Approving a Grant Application from the Urban Greening Program

AGENDA TITLE
Adopt a Resolution Approving the Application for Grant Funds from the Urban Greening Program

RECOMMENDED ACTION
Adopt a resolution approving the application for grant funds for Urban Greening Program for the Bristol-Tolliver Street Urban Greening Project.

DISCUSSION
The California Natural Resources Agency (CNRA) Urban Greening Program was created on September 14, 2016 and is funded by the Greenhouse Gas Reduction Fund (GGRF). In 2021, Senate Bill 170 allocated $50 million from the General Fund to CNRA for its Urban Greening Program for projects that reduce Greenhouse Gas (GHG) emissions and provide multiple benefits.

The Bristol-Tolliver Street Urban Greening Project features the transformation of vacant City-owned parcels at the intersection of Bristol Street and Tolliver Street into a 1.25- acre new community park. The project will include drought tolerant landscaping, shade trees, recreational features, pedestrian pathways, signage, lighting, picnic benches, a stormwater bioretention basin, and a stormwater capture and reuse system (Exhibit 1).

The project will provide significant aesthetic and environmental benefits, and received several letters of support from the community (Exhibit 2).

This project is currently in the conceptual design phase and Public Works Agency staff submitted a concept proposal for $3,502,500 of grant funding to the Urban Greening Program. A resolution is a required component in the final step of the grant application process (Exhibit 3). Should funding be awarded, completion of project design is anticipated in late 2023 and construction is anticipated to commence in early 2024.

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Adopt Resolution for Urban Greening Program
January 17, 2023