CITY COUNCIL AGENDA
CITY OF SANTA MARIA, CALIFORNIA
Tuesday, April 4, 2023, 5:30 p.m.
CLOSED SESSION AT 5:00 P.M.
REGULAR MEETING AT 5:30 P.M.
How to observe the Meeting: Watch an instructional Video on Participating using Zoom. Members of the public may observe the meeting: 1) in person, 2) by registering with Zoom below, 3) on the meeting portal page for this agenda; 4) on Comcast Channel 23, or 5) by visiting the City's You Tube Live Streaming link which is typically available within 15 minutes of the start of the meeting.
How to submit Public Comment: If you wish to submit a public comment, as opposed to a specific written communication to the City Council, please email at [email protected], with the subject line to include “For Public Comment,” by 2:00 p.m. on the day of the meeting. Submissions received after that time may not be timely viewed by the City Council. Submissions for public comment will be provided to the City Council, summarized into the record at the meeting, and posted on the agenda with only your name and comments.
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American Disability Act Accommodations:
Any member of the public who needs accommodations should email the City Clerk’s Office at [email protected] or call 805-925-0951 x2306. The City Clerk’s Office will use its best efforts to provide reasonable accommodations by request at least 48-hours ahead of the meeting.
Pages
CLOSED SESSION
1. CALL TO ORDER
ROLL CALL: Councilmember Aguilera-Hernandez, Councilmember Cordero, Councilmember Escobedo, Councilmember Soto, and Mayor Patino
2. PUBLIC COMMENT PERIOD
The City Council values your input. Written comments will be accepted until 3:00 p.m. the day of the meeting via email to [email protected] To address the City Council via the online Zoom application, please click here to register to speak. To join the open meeting by phone, dial 1-669-900-9128, and use Webinar ID: 844 6011 8290. Individual speakers are limited to three minutes or as directed by the Mayor.
3. RECESS-CLOSED SESSION
3.a CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION pursuant to Section 54956.9 Subdivision (d)(1) of the Government Code. San Luis Obispo Coastkeeper and Los Padres Forest Watch v.
Santa Maria Valley Water Conservation District.
4. RECONVENE TO OPEN SESSION
OPEN SESSION - 5:30 P.M.
5. INVOCATION
6. PLEDGE OF ALLEGIANCE
7. CALL TO ORDER
ROLL CALL: Councilmember Aguilera-Hernandez, Councilmember Cordero, Councilmember Escobedo, Councilmember Soto, and Mayor Patino
8. CLOSED SESSION REPORT - CITY ATTORNEY
9. PROCLAMATIONS
9.a PROCLAMATION - "NATIONAL COMMUNITY DEVELOPMENT WEEK" 9 Present a Proclamation recognizing the week of April 10-14, 2023, as “National Community Development Week” to celebrate and showcase the programs and projects which are funded by federal grant programs like Community Development Block Grants and HOME Investment Partnership.
9.b PROCLAMATION - "NATIONAL DONATE LIFE MONTH" 12
Present a Proclamation recognizing April 2023 as "National Donate Life Month" in the City of Santa Maria and encouraging everyone to check "YES!" when applying for or renewing their driver's license or ID card, or by signing up at donateLIFEcalifornia.org or doneVIDAcalifornia.org.
9.c PROCLAMATION - "FAIR HOUSING MONTH" 13
Present a Proclamation recognizing the month of April 2023 as “Fair Housing Month” in the City of Santa Maria and encouraging the continued celebration of equal housing opportunities and the progress made in opening the doors to housing opportunities for all residents of Santa Maria.
9.d PROCLAMATION - "NATIONAL SEXUAL ASSAULT AWARENESS
MONTH"
16 Present a Proclamation recognizing April 2023 as "National Sexual
Assault Awareness Month" in the City of Santa Maria and encouraging all residents and businesses to participate in a month full of recognition and activities promoted by the North County Rape Crisis and Child Protection Center to increase awareness of sexual assault and to create solutions in an effort to eliminate sexual violence from this City.
9.e PROCLAMATION - "NATIONAL CHILD ABUSE AWARENESS MONTH" 17 Present a Proclamation recognizing April 2023 as "National Child Abuse Awareness Month" in the City of Santa Maria and calling upon all residents, community agencies, religious organizations, businesses, and medical facilities to increase their participation in the effort to prevent child abuse.
10. PUBLIC COMMENT PERIOD
The City Council values your input. Written comments will be accepted until 2:00 p.m. the day of the meeting via email to [email protected]. To address the City Council via the online Zoom application, please click here to register to speak. To join the open meeting by phone, dial 1-669-900-9128, and use Webinar ID: 844 6011 8290. Individual speakers are limited to three minutes or as directed by the Mayor.
11. CONSENT CALENDAR
The following routine items are presented for City Council approval without discussion as a single agenda item in order to expedite the meeting. The Consent Calendar is approved by roll call vote with one motion. These items are discussed only on request of Councilmembers. Members of the public may speak on Consent Calendar items during the Public Comment Period.
SHOULD A COUNCILMEMBER WISH TO DISCUSS OR DISAPPROVE ANY ITEM, it must be dropped from the blanket motion of approval and considered as a separate item.
RECOMMENDATION:
To adopt the Consent Calendar as submitted.
CITY MANAGER/CLERK DEPARTMENT
11.a Ordinances and Resolutions
RECOMMENDATION:
Waive the reading in full of all Ordinances and Resolutions. Ordinances on the Consent Agenda will be adopted by the same vote cast at the first meeting, unless City Council indicates otherwise.
11.b Approval of Minutes 18
RECOMMENDATION:
Approve the Minutes of the regular City Council meeting of March 7, 2023.
FINANCE DEPARTMENT
11.c Payment of Warrants.
RECOMMENDATION:
Order ratified subject to having been certified as being in conformity with
the budget and having been approved for payment by the Director of Finance.
11.d Payment of Payroll.
RECOMMENDATION:
Order ratified subject to having been certified by the proper Department Directors, as shown on records on file in the Department of Finance, and having been approved for payment by the Director of Finance.
FIRE
11.e 2023 Hazard Mitigation Plan 23
RECOMMENDATION:
Adopt a Resolution adopting the 2023 City of Santa Maria Hazard Mitigation Plan as an annex to the Santa Barbara County Multi- Jurisdictional Hazard Mitigation Plan; and directing staff to incorporate the 2023 City of Santa Maria Hazard Mitigation Plan into the Safety Element of the General Plan when it is next revised.
POLICE DEPARTMENT
11.f Officer Wellness and Mental Health Grant 144
RECOMMENDATION:
By motion, accept the Officer Wellness and Mental Health Grant Award of $83,547.84 from the California Board of State and Community Corrections.
PUBLIC WORKS DEPARTMENT
11.g Reimbursement Agreement with Pacific West Communities, Inc. 145 Environmental Notice: The proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CCR, Title 14, Chapter 3 (CEQA Guidelines), Article 20, Section 15378). Any subsequent discretionary projects resulting from this action will be assessed for CEQA applicability.
RECOMMENDATION:
Adopt a Resolution approving a reimbursement agreement with Pacific West Communities, Inc. for the construction upgrade of sanitary sewer Segment D-9.
11.h Agreement for Facility Condition Assessment Services 154 Environmental Notice: The scope of work for the FCA Services would not create a new environmental review under the California Environmental Quality Act. All projects to be inspected under this agreement would have had environmental review occur as necessary, separate from this agreement, prior to beginning construction and inspection.
RECOMMENDATION:
Adopt a Resolution approving a Professional Services Agreement with Faithful+Gould to conduct Facility Condition Assessment services.
11.i Limited Time Parking Zone 179
Environmental Notice: The proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CCR, Title 14, Chapter 3 (CEQA Guidelines), Article 20, Section 15378). Any subsequent discretionary projects resulting from this action will be assessed for CEQA applicability.
RECOMMENDATION:
Adopt a Resolution approving the establishment of a limited time parking zone on the easterly right of way of Payton Way and the southerly right of way of Frederick Street.
UTILITIES DEPARTMENT
11.j PG&E Sustainable Solutions Turnkey Program Implementation Project 3 184 Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.
RECOMMENDATION:
Adopt a Resolution approving Modification #1 to the Work Order with Pacific Gas and Electric Company for Sustainable Solutions Turnkey Program Implementation Project 3, Phase II (ECM-02 & ECM-03), and an increase of $265,129 in appropriations for FY 2022/23.
12. PUBLIC HEARING
ORDER OF PROCEEDINGS FOR PUBLIC HEARING ITEMS:
Council Agenda Report to be given.
Applicant/Appellant comments.
Questions from the City Council.
Written communications/Public input.
Public hearing to be closed.
City Council discussion and action.
12.a BLOCK GRANTS ADVISORY COMMITTEE RECOMMENDATIONS
FOR 2023-24 CDBG PROGRAM ACTION PLAN
262
The City Council will consider the Block Grants Advisory Committee's recommendations for the allocation of Fiscal Year 2023-24 Community Development Block Grant Program funds; and allocate $37,500 to public service programs. (Community Programs Manager)
Environmental Notice: The item is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.
RECOMMENDATION:
Conduct a public hearing to receive comments from the public as part of the drafted Fiscal Year 2023-24 Community Development Block Grant Action Plan 30-day public review period.
RECOMMENDATION:
Consider the Block Grants Advisory Committee's recommendation for the allocation of FY 2023-24 Community Development Block Grant Program Public Services and Capital funds.
RECOMMENDATION:
Allocate $37,500 to Public Services Programs.
RECOMMENDATION:
Review and approve the overall allocations and contingencies which make up the drafted Fiscal Year 2023-24 Community Development Block Grant drafted Action Plan.
12.b USER FEE UPDATE 308
The City Council will consider the annual User Fee Update and the proposed User Fee Schedule. (City Manager/Director of Finance) Environmental Notice: The item is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.
RECOMMENDATION:
Adopt a Resolution approving the addition and update of User Fees identified in the Annual User Fee Update and Proposed User Fee Schedule.
13. REPORT BY CITY MANAGER
14. ORAL REPORTS OF COUNCILMEMBERS AND OFFICERS (INCLUDING AB1234 REPORTS)
15. ADJOURNMENT
PLEASE NOTE:
The next regular meeting of the City Council will be held on April 18th, at 5:30 p.m. The deadline for submitting items for the April 18th meeting is April 5th.
City Council Meetings are televised live on Comcast cable television channel 23 and are rebroadcast at 9:00 a.m. on the next Thursday and on the following Tuesday at 5:30 p.m. Council Meeting videos are also available for viewing on the City’s website. Your attendance at this public meeting may result in the recording and broadcast of your image and/or voice.
If you challenge a determination made on a matter on this agenda in court, you may be limited to raising only those issues you or someone else raised at the public hearing described on this agenda, or in written correspondence to the city council at, or prior to, the public hearing.
CITY COUNCIL MEETING INFORMATION AND PROCESS:
This agenda is prepared and posted pursuant to Government Code Section 54954.2. By listing a topic on this agenda, the City Council has expressed its intent to discuss and act on each item. In addition to any action identified in the summary description of each item, the action that may be taken by the City Council shall include: a referral to staff with specific requests for information; continuance; specific direction to staff concerning the policy or mission of the item; discontinuance of consideration; authorization to enter into negotiations and execute agreements pertaining to the item; adoption or approval; and disapproval. Items not on the agenda may not be discussed or acted upon except under emergency circumstances. (Government Code Section 54954.2).
Copies of the staff reports or other documentation relating to each item of
business referred to on the agenda are on file in the Office of the City Clerk and available for public inspection during City Hall business hours the Friday before the meeting. Any written correspondence or documents provided to a majority of the City Council after distribution of the Agenda will also be available for public inspection in the Office of the City Clerk. If requested, the agenda and supporting documents shall be made available in alternative formats to persons with a disability. The City Clerk’s Office will answer any questions regarding the agenda.
Materials related to an item on this agenda submitted after distribution of the agenda packet will also be available with the agenda material for public inspection during normal business hours in the City Clerk’s Office, 110 E. Cook Street, Santa Maria. Subject to the ability to post the documents prior to the meeting, such documents will also be available on the City’s meetings website portal for the current City Council meeting at
https://cityofsantamaria.org/meetings.
The City of Santa Maria welcomes orderly participation at its meetings from all members of the public. Orderly participation means speaking only on items of City business or on subjects within the City’s control. Though the City Council wants to hear your concerns and values your input, it is inappropriate to defame, yell, use profane language, interrupt, or disrupt the meeting. All cellular telephones are to be turned off or set to vibrate, and signs are not to be displayed in a manner that violates the rights of others or prevents others from watching or fully participating in the Council meeting. Pursuant to Government Code Section 36813, the Mayor is authorized to prohibit such conduct, up to and including ordering anyone that disrupts the meeting to be removed from the City Council Chambers.
To receive reasonable accommodation under the Americans with Disabilities Act during the meeting, please notify the City Clerk’s office of your needs during business hours at least 48 hours in advance of the meeting (typically before 3 p.m. on the Thursday before the meeting). The Office of the City Clerk is located at 110 East Cook Street in Santa Maria; telephone (805) 925-0951, extension 2307. The City will give primary consideration to your request in providing assistance. Examples of assistance may include exhibits in large-sized format, use of assisted listening equipment, use of the California Relay Service, texting by cellular phone, or the services of a live interpreter.
Assisted listening equipment can also be used for interpretation by Spanish-only speaking persons. To allow the City to coordinate and request a Spanish interpreter from the volunteer corps, contact the Office of the City Clerk by 1:00 p.m. on Monday before the meeting. Equipo también puede ser utilizado para la asistencia de interpretación para esas personas que solamente hablan español.
Para permitirle a la Ciudad que coordine y solicite un interprete de un grupo de voluntarios, llame al (805) 925-0951 extensión 2307 a la 1:00 de la tarde el lunes antes de la junta.
City of Santa Maria
Local Hazard Mitigation Plan
An Annex to the Santa Barbara County
Multi-Jurisdictional Hazard Mitigation Plan
February 2023
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City of Santa Maria Local Hazard Mitigation Plan i
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Table of Content
1.0 Introduction .................................................................................................................................................... 1
2.0 Plan Purpose and Authority ........................................................................................................................ 2
3.0 Planning Process ........................................................................................................................................... 6
3.1 Overview ................................................................................................................................................... 6
3.2 Mitigation Advisory Committee (MAC) ................................................................................................ 7
3.3 Local Planning Team (LPT) ...................................................................................................................... 8
3.4 Public Outreach and Engagement ........................................................................................................ 9
4.0 Capability Assessment ............................................................................................................................... 12
4.1 Development Trends and Demographics .......................................................................................... 12
4.2 Key Departments ................................................................................................................................... 15
4.2.1 City Manager’s Office ................................................................................................................. 17
4.2.2 Information Technology Division ................................................................................................. 17
4.2.3 Finance Department ...................................................................................................................... 18
4.2.4 Fire Department ............................................................................................................................ 18
4.2.5 Community Development Department....................................................................................... 19
4.2.6 Planning Division ............................................................................................................................ 19
4.2.7 Public Works Department ........................................................................................................... 19
4.3 Police Department ................................................................................................................................. 21
4.3.1 Recreation and Parks Department ............................................................................................. 21
4.4 City Attorney .......................................................................................................................................... 22
4.5 Administrative and Technical Capacity ............................................................................................. 23
4.6 Legal and Regulatory Capabilities .................................................................................................... 24
4.7 Financial Resources ................................................................................................................................ 24
4.8 Education and Outreach Capabilities ................................................................................................ 25
4.9 Relevant Plans, Policies, and Ordinances .......................................................................................... 27
4.9.1 The General Plan .......................................................................................................................... 27
4.9.2 Zoning and Subdivision Ordinances .......................................................................................... 32
4.9.3 Building Codes ............................................................................................................................... 32
4.9.4 Floodplain Management Ordinance (NFIP) ............................................................................. 32
4.9.5 Repetitive Loss (RL) Properties .................................................................................................... 33
4.9.6 City of Santa Maria Stormwater Plan ...................................................................................... 33
4.9.7 SEMS Multi-Functional Emergency Management Plan ........................................................... 34
4.9.8 City of Santa Maria Economic Development Element ............................................................ 34
4.9.9 City of Santa Maria Capital Projects ....................................................................................... 35
4.10 Opportunities for Mitigation Capability Improvements ................................................................. 39
5.0 Hazard Assessment .................................................................................................................................... 40
5.1 Overview ................................................................................................................................................. 40
5.1.1 History of Disaster and Emergency Events in Santa Maria ................................................... 40
5.2 Hazard Screening/Prioritization ......................................................................................................... 43
5.3 Earthquake & Liquefaction .................................................................................................................. 44
5.4 Pandemic/Public Health Emergency .................................................................................................. 47
5.5 Drought & Water Storage ................................................................................................................... 48
5.6 Extreme Temperatures and Severe Weather .................................................................................. 49
5.7 Cyber Attacks & Terrorism ................................................................................................................... 50
5.8 Energy Shortage & Resilience ............................................................................................................. 51
5.9 Dam/Levee Failure ................................................................................................................................ 52
5.10 Hazardous Materials Release ............................................................................................................. 53
5.10.1 Chemical Release .......................................................................................................................... 55
5.10.2 Oil Spills & Well Stimulation/Hydraulic Fracturing ............................................................... 57
5.10.3 Radiological Accident................................................................................................................... 57
ii February 2023
5.10.4 Transportation Accidents .............................................................................................................. 59
5.11 Civil Disturbance .................................................................................................................................... 62
5.12 Flood ........................................................................................................................................................ 62
6.0 Vulnerability Assessment ........................................................................................................................... 64
6.1 Earthquake & Liquefaction .................................................................................................................. 69
6.2 Dam/Levee Failure ................................................................................................................................ 78
6.3 Flood ........................................................................................................................................................ 84
6.4 Wildfire ................................................................................................................................................... 87
6.5 Landslide ................................................................................................................................................. 90
7.0 Mitigation Strategy ................................................................................................................................... 92
7.1 Mitigation Priorities ............................................................................................................................... 92
7.1.1 Goals and Objectives .................................................................................................................. 92
7.2 Mitigation Progress ............................................................................................................................... 93
7.3 Mitigation Approach ............................................................................................................................. 96
7.4 Implementation Plan .............................................................................................................................. 99
8.0 Plan Maintenance .................................................................................................................................... 108
8.1 Monitoring, Evaluating, and Updating the Plan ............................................................................ 108
8.2 Implementation through Existing Plans and Programs ................................................................. 109
8.3 Ongoing Public Outreach and Engagement .................................................................................. 109
8.4 Point of Contact ................................................................................................................................... 109
9.0 References ................................................................................................................................................ 110
List of Figures
Figure 4-1. Location of the City of Santa Maria ......................................................................................... 13 Figure 5-1. Santa Barbara County Probability of Shaking 2% in 50 Years ........................................ 46 Figure 5-2. Location of Santa Maria River Levee Segments..................................................................... 54 Figure 5.3. Wind Rose for Santa Maria Airport ......................................................................................... 55 Figure 5-4. Ingestion Pathway Map, Diablo Canyon NPP ........................................................................ 58 Figure 5-5. Santa Maria Valley Railroad .................................................................................................... 60 Figure 5-6. Santa Maria Public Airport Influence Zone ............................................................................. 61 Figure 5-7. City of Santa Maria with Historic Flood Prone Areas ........................................................... 63 Figure 6-1. City of Santa Maria Critical Facilities and Earthquake Groundshaking Potential (San Luis Range 7.2 Magnitude ShakeMap) .......................................................................... 76 Figure 6-2. City of Santa Maria Critical Facilities and Liquefaction Potential ...................................... 77 Figure 6-3. City of Santa Maria Critical Facilities in Twitchell Dam Inundation Zone .......................... 83 Figure 6-4. City of Santa Maria Critical Facilities in FEMA Flood Hazard Zones ................................ 86 Figure 6-5. City of Santa Maria Critical Facilities within Wildfire Threat Zones ................................. 89 Figure 6-6. City of Santa Maria Critical Facilities within Landslide Susceptibility Zones .................... 91
List of Tables
Table 3-1. Mitigation Advisory Committee (MAC) Meetings Summary ................................................... 7 Table 3-2. City of Santa Maria Local Planning Team 2022 ..................................................................... 8 Table 3-3. Local Planning Team Activity Summary ...................................................................................... 9 Table 4-1. City of Santa Maria Administrative and Technical Capacity .............................................. 23 Table 4-2. City of Santa Maria: Legal and Regulatory Capability ...................................................... 24 Table 4-3. City of Santa Maria Fiscal Capability ..................................................................................... 25 Table 5-1. Historic Emergencies and Disasters Affecting Santa Maria ................................................. 40
City of Santa Maria Local Hazard Mitigation Plan iii
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Table 5-2. City of Santa Maria Local Priority Hazards ........................................................................... 43 Table 5-3. Weather Extremes, Santa Maria .............................................................................................. 49 Table 6-1. Critical Facilities in the City of Santa Maria ........................................................................... 64 Table 6-2. Summary of Potential Impacts on Critical Facilities ............................................................... 69 Table 6-3. City of Santa Maria at Risk to the Moderate Liquefaction Hazard by Property Type ................................................................................................................................................ 71 Table 6-4. City of Santa Maria Critical Facilities Vulnerable to Groundshaking & Liquefaction ................................................................................................................................... 71 Table 6-5. City of Santa Maria at Risk to Dam Inundation Hazard ...................................................... 78 Table 6-6. City of Santa Maria Critical Facilities Vulnerable to Inundation from Dam/Levee Failure ...................................................................................................................... 79 Table 6-7. City of Santa Maria FEMA Floodplain Exposure and Loss .................................................. 84 Table 6-8. City of Santa Maria Critical Facilities at Risk to Flood Hazard .......................................... 85 Table 6-9. City of Santa Maria at Risk to Wildfire Threat ..................................................................... 87 Table 6-10. City of Santa Maria Critical Facilities Vulnerable to Wildfire............................................ 87 Table 6-11. City of Santa Maria Improved Properties at Risk to Landslide Summary ........................ 90 Table 7-1. Status of City of Santa Maria Previous Mitigation Actions .................................................. 94 Table 7-2. 2022 City of Santa Maria Mitigation Actions and Prioritization ........................................ 98
iv February 2023
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1.0. Introduction
City of Santa Maria Local Hazard Mitigation Plan 1
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan
1.0 INTRODUCTION
Natural and human-caused disasters can lead to death, injury, property damage, and interruption of business and government services. When they occur, the time, money, and effort to respond to and recover from these disasters divert public resources and attention from other important programs and problems.
However, the impact of foreseeable yet often unpredictable natural and human-caused events can be reduced through mitigation planning. History has demonstrated that it is less expensive to mitigate against disaster damage than to repeatedly repair damage in the aftermath. A mitigation plan states the aspirations and specific courses of action jurisdictions intend to follow to reduce vulnerability and exposure to future hazard events.
The City of Santa Maria (City) recognizes the consequences of disasters and the need to reduce the impacts of all hazards, natural and human -caused. This annex was prepared in 2022 as part of the update to the County of Santa Barbara (County) Multi -Jurisdictional Hazard Mitigation Plan (MJHMP). This annex serves as the Local Hazard Mitigation Plan (LHMP) for the City. The LHMP was last comprehensively updated in 2017 as an annex to the 2017 MJHMP. Since 2017, the City has:
• Incorporated the LHMP goals, objectives, and mitigation actions into its local plans and processes, including the General Plan Safety Element by reference and specific hazard planning efforts (e.g., Stormwater Plan).
• Used the LHMP’s assessment of capabilities, hazards, and vulnerabilities to inform planning, capital improvements, programs, decision-makers, and the public. • Implemented mitigation actions through the City’s general plan, capital improvement program, maintenance programs, grant programming, community outreach, and budget process. • Reviewed and evaluated mitigation actions before and after emergencies , including the COVID-19 pandemic.
This update to the LHMP builds on and refines the MJHMP’s assessment of hazards and vulnerabilities countywide to develop a mitigation plan for the City. The City participated in the 2022 MJHMP Mitigation Advisory Committee (MAC) and Loca l Planning Team (LPT), reviewed all portions of the MJHMP pertaining to the City, and incorporated relevant components into this annex.
It contains updated capability assessment information, a current vulnerability assessment, and an updated/revised mitigation strategy. The methodology and process for developing this annex build on approaches employed in the 2022 MJHMP and are explained throughout the following sections.
The 2022 MJHMP update was prepared with input and coordination from each of the county’s eight incorporated cities, six special districts, the County, citizen participation, responsible officials, and support from the State of California Governor’s Office of Emergency Services (CalOES) and the Federal Emergency Management Agency (FEMA ). The process to update the MJHMP and this LHMP included over a year of coordination with representatives from all participating agencies within the County and County representatives who comprised the MAC (described further in Section
3.0 below). The City is a participating agency in the County’s MJHMP update.
The City’s LHMP is used by local emergency management teams, decision-makers, and agency staff to implement needed mitigation to address known hazards. The MJHMP and this annex can also be
2.0. Plan Purpose and Authority
2 February 2023
used as a tool for all stakeholders to increase community awareness of local hazards and risks and provide information about options and resources available to reduce those risks. Informing and educating the public about potential hazards helps all county residents and visitors protect themselves against their effects.
Risk assessments were performed that identified and evaluated priority hazards that could impact the City. Vulnerability assessments summarize the identified hazards’ impact on the City. Estimates of p otential dollar losses to vulnerable structures are presented. The risk and vulnerability assessments were used to determine mitigation goals and objectives to minimize near- term and long-term vulnerabilities to the identified hazards. These goals and obje ctives are the foundation for a comprehensive range of specific attainable mitigation actions (see Section 7.0, Mitigation Strategy).
2.0 PLAN PURPOSE AND AUTHORITY
Federal legislation historically provided funding for disaster preparedness, response, recovery, and mitigation. The Disaster Mitigation Act (DMA) of 2000, also commonly known as “The 2000 Stafford Act Amendments” (the Act), constitutes an effort by the federal government to reduce the rising cost of disasters. The legislation reinforces the importa nce of mitigation planning and emphasizes planning for disasters before they occur.
Section 322 of the DMA requires local governments to develop and submit mitigation plans to qualify for the Federal Emergency Management Agency (FEMA) Hazard Mitigation Grant Program (HMGP) funds. The 2022 MJHMP meets the statutory requirements of DMA 2000 (P.L. 106 -390), enacted October 30, 2000, and 44 CFR Part 201 – Mitigation Planning, Interim Final Rule, published February 26, 2002. The HMA grants include the Hazard Mit igation Grant Program (HMGP), Pre -Disaster Mitigation (PDM) program, and the Flood Mitigation Assistance (FMA) program. Additional FEMA mitigation funds include the HMGP Post Fire funding associated with Fire Management Assistance Grant (FMAG) declarations and the Building Resilient Infrastructure and Communities (BRIC) funding associated with the 2018 Disaster Recovery Reform Act (DRRA).
DMA 2000 specifically addresses mitigation planning at the state and local levels. It identifies requirements that allow HMGP funds to be used for planning activities and increases the amount of HMGP funds available to states that have developed a comprehensive, enhanced mitigation plan before a disaster. State, county, and local jurisdictions must have an approved mitigati on plan in place before receiving post -disaster HMGP funds. These mitigation plans must demonstrate that their proposed projects are based on a sound planning process that accounts for the risk to and the capabilities of the individual communities.
Local governments have certain responsibilities for implementing Section 322, including:
• Preparing and submitting a local mitigation plan;
• Reviewing and updating the plan every five years; and • Monitoring mitigation actions and projects.
To facilitate implementation of the DMA 2000, FEMA created an Interim Final Rule (the Rule), published in the Federal Register in February of 2002 at section 201 of 44 CFR. The Rule spells out
2.0. Plan Purpose and Authority
City of Santa Maria Local Hazard Mitigation Plan 3
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan the mitigation planning criteria for states and local communiti es. Specific requirements for local mitigation planning efforts are outlined in section §201.6 of the Rule.
In March 2013, FEMA released The Local Mitigation Planning Handbook (Handbook) as the official guide for local governments to develop, update and i mplement local mitigation plans. The Handbook complements and references the October 2011 FEMA Local Mitigation Plan Review Guide (Guide) to help “Federal and State officials assess Local Mitigation Plans in a fair and consistent manner.” Local jurisdictions must demonstrate that proposed mitigation actions are based upon a sound planning process that accounts for the inherent risk and capabilities of the individual communities as stated in section §201.5 of the Rule. T he Handbook and Guide were consulted t o ensure thoroughness, diligence, and compliance with the DMA 2000 planning requirements.
DMA 2000 is intended to facilitate cooperation between state and local authorities, prompting them to work together. It encourages and rewards local and state pre -disaster planning and promotes sustainability as a strategy for disaster resistance. This enhanced planning network is intended to enable local and state governments to articulate accurate needs for mitigation, resulting in a faster allocation of funding and more effective risk reduction projects.
This LHMP was prepared as an annex to the County’s M JHMP in compliance with DMA 2000 and applicable FEMA guidance. The following pages show the resolutions that adopt the City’s 2022 LHMP.
2.0. Plan Purpose and Authority
4 February 2023
[INSERT CITY RESOLUTION(S) ADOPTING PLAN UPDATE]
2.0. Plan Purpose and Authority
City of Santa Maria Local Hazard Mitigation Plan 5
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan [INSERT CITY RESOLUTION(S) ADOPTING PLAN UPDATE]
3.0. Planning Process
6 February 2023
3.0 PLANNING PROCESS
3.1 OVERVIEW
The planning process implemented for the County’s 2022 MJHMP update, including the City’s LHMP update, utilized two different planning teams to review pr ogress, inform and guide the update, and directly review and prepare portions of the plan, including each jurisdictional annex. The first team is the Mitigation Advisory Committee (MAC) and the second is the Local Planning Team (LPT).
All eight incorporated cities and the six special districts joined the County as participating agencies in the preparation of the MJHMP update, including the cities of Buellton, Carpinteria, Goleta, Guadalupe, Lompoc Santa Barbara, Santa Maria, and Solvang; and special distri cts Cachuma Operation and Maintenance Board (COMB), Carpinteria Valley Water District (CVWD), Goleta Water District (GWD), Montecito Fire Protection District (MFPD), Montecito Water District (MWD), and Santa Maria Valley Water Conservation District (SMVWCD ). Each of the participating agencies had representation on the MAC and was responsible for the administration of their own LPT. In addition, the MAC included representatives from other state and local agencies with an interest in hazard mitigation in Sant a Barbara County, including local non -profit organizations, special districts, and state and federal agencies. This composition ensures diverse input from an array of voices representing all communities within Santa Barbara County.
Both the MAC and the LPTs focused on these underlining philosophies, adopted from the FEMA Local Mitigation Plan Review Guide:
• Focus on the mitigation strategy
The mitigation strategy is the plan’s primary purpose. All other sections contribute to and inform the mitigation strategy and specific hazard mitigation actions. • Process is as important as the plan itself
In mitigation planning, as with most other planning efforts, the plan is only as good as the process and people involved in its development. The plan should also serve as the written record, or documentation, of the planning process.
• This is the community’s plan
To have value; the plan must represent the current needs and values of the community and be useful for local officials and stakeholders. Develop the mitigation plan in a way that best serves your community’s purpose and people.
• Intent is as important as Compliance
Plan reviews will focus on whether the mitigation plan meets the intent of the law and regulation; and ultimately that the plan will make the community safer from hazards.
As a result, the planning process incorporated the following steps:
• Plan Preparation
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City of Santa Maria Local Hazard Mitigation Plan 7
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan • Form/validate planning team members
• Establish common project goals
• Set expectations and timelines
• Plan Development
• Validate and revise the existing conditions/situation within the planning area; • Develop and review the risk to hazards (exposure and vulnerability) within the planning area;
• Review and identify mitigation actions and projects within the planning area; • Finalize the Plan
• Review and revise the plan
• Approve the plan locally and with state and federal reviewers • Adopt and disseminate the plan
3.2 MITIGATION ADVISORY COMMITTEE (MAC)
The City participated as a MAC member to prepare this LHMP as an annex to the 2022 MJHMP.
The City was represented by Roy Dugg er, Emergency Services Specialist, and Jason Stilwell, City Manager, on the MAC.
The MAC meetings were designed to discuss each component of the MJHMP with MAC members and coordinate annex updates. Table 3 -1 below provides a list and the main purpose and topics of each MAC meeting.
Table 3-1. Mitigation Advisory Committee (MAC) Meetings Summary Date Purpose
March 2021
MAC Meeting #1 (virtual)
Provided an overview of the project and why the plan is being revised Reviewed FEMA guidance and processes
Discussed roles and responsibilities of the participating jurisdictions September 2021
MAC Meeting #2 (virtual)
Reviewed goals of the project, role of the MAC
Summarized public outreach results
Presented hazards assessment and displayed select draft hazard maps Conducted interactive exercise to rank hazards
October 2021
MAC Meeting #3 (virtual)
Provided results of hazard ranking methodology
Presented vulnerabilities assessment
Discussed mitigation goals, objectives, and strategies
Reviewed County goals from 2017 and compared them to new goals Conducted interactive exercise on potential mitigation goals and strategies October 2021 MAC Meeting #4 (virtual)
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Date Purpose
Collected feedback on 2017 mitigation strategies
Conducted interactive exercise on mitigation strategies for key hazards unaddressed in previous MJHMP
Discussed annex updates
January 2022
MAC Meeting #5 (virtual)
Presented draft plan
Discussed key MAC/LPT review needs and key issues
Discussed annex updates to dovetail with plan update
March 2022
MAC Meeting #6 (virtual)
Review and discuss public comments received on the draft plan Recommend a revised draft plan to decision-makers
Review annex updates for review and approval
3.3 LOCAL PLANNING TEAM (LPT)
Table 3-2 lists the City’s LPT. These individuals collaborated to identify the City’s critical facilities, provide relevant plans, report on the progress of City mitigation actions, and provide suggestions for new mitigation actions.
Table 3-2. City of Santa Maria Local Planning Team 2022 Department Name Title
Public Works Kevin McCune Director of Public Works/City Engineer Community Development Chuen Ng Director of Community Development Emergency Preparedness Program Roy Dugger Emergency Services Specialist Fire/Fire Prevention/Fire Marshall Todd Tuggle Fire Chief Fire/Fire Prevention/Fire Marshall James Austin Fire Marshall Planning Division Dana Eady Planning Division Manager
Management Jason Stilwell City Manager
Management Mark van de Kamp Public Information Officer
Law Enforcement Marc Schneider Chief of Police
Utilities Shad S. Springer Director of Utilities
Utilities Alexandra Griffith Regulatory Compliance Manager The Santa Maria LPT members worked directly with the Santa Barbara County Office of Emergency Management (OEM), the consultant team, and each other to provide data, recommended changes, and continually work on the MJHMP and LHMP updates throughout the planning process. The City LPT met virtually as needed during the planning process to discuss data needs and organize data collection. Table 3-3 below outlines a timeline of the LPT's activities throughout the planning process.
3.0. Planning Process
City of Santa Maria Local Hazard Mitigation Plan 9
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Table 3-3. Local Planning Team Activity Summary
Meeting Dates Summary of Activity
February 2020 LPT kickoff meeting to discuss stakeholder and public involvement and refine the scope of hazard analysis
April 2021 to January
2022
Collated data to share with hazard mitigation planning team, including hazard identification, refreshed data layers for maps, and geographic settings.
Completed Plan Update Guides to directly inform hazard priorities and mitigation capabilities
Met with County OEM and consultant staff (12/9/21) to discuss LHMP priorities and mitigation approaches.
LPT members coordinated information, goals and objectives of the LHMP.
January and March 2022
Reviewed new maps and local vulnerabilities.
Provided input on the status of 2017 LHMP mitigation strategies.
Reviewed draft mitigation strategies and provide feedback.
Reviewed and finalized 2022 LHMP
3.4 PUBLIC OUTREACH AND ENGAGEMENT
As a participating agency in the 2022 MJHMP update, the City was directly involved in the outreach program undertaken by the County for the 2022 MJHMP update, which involved extensive outreach during 2021 and early 2022. The City’s MAC and LPT members participated in public outreach efforts for the MJHMP and LHMP update planning process by distributing notices for the 6-month- long community hazards s urvey (refer to Section 3.4.1 of the 2022 MJHMP) and three public workshops (refer to Section 3.4.4 of the MJHMP). The Public Outreach Plan (POP) employed a diversity of tools to maximize notification and participation. The POP was responsive to limitation s presented by the Coronavirus (COVID-19) pandemic and focused on direct bilingual outreach using a variety of digital tools, including a fact sheet, social media posts, emails, and press releases.
Multiple platforms and tools were used to publicize opport unities to participate. All public and stakeholder meetings were hosted virtually through Microsoft Teams, and all outreach completed for the project was conducted via electronic communications. Many of the meetings used an interactive tool called Slido to collect feedback during meetings. Slido allows audience members to answer questions during presentations, helping the County collect direct detailed feedback and facilitate discussion. All written notices were made available in English and Spanish.
While the
MJHMP update process occurred during 2021/22, the City regularly addresses hazards and its mitigations through regulatory and permit processes. The City regularly participates in Santa Barbara County Operational Area meetings and training, as well as San Luis Obispo County partner agencies to coordinate City programs and processes with neighboring areas. City departments such as Utilities, Community Development, Public Works, Police, Fire, City Manager’s Office, Recreation and Parks, and the Library meet regularly with regional partners and engage in programs and policies that enhance the resiliency of our local communities. Interdepartmental and interagency meetings are convened yearly and as needed to address emergent issues such as flood and drought and to develop and implement mitigation programs and activities. Regional development trends are analyzed by City departments with regional partners regularly. The City
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Manager’s Office assists the Departments in regional planning programs and opportunities. The Emergency Services Specialist, who participated on the MAC, had individual conversations with City department representatives to understand the current processes and status of mitigation programs in the City. The City also participates in regional coordination meetings with Community, Local, County, State, and Federal partners that address planning, training, operational coordination, and hazard mitigation continually. It is part of the “fabric” of civil governance and planning.
The City has not had a separate process for engaging the community in the MJHMP and LHMP annex update process and relied on the countywide outreach provided by County OEM for the 2022 MJHMP update . Rather, the City regularly engages with the public in a variety of preparedness activities, which include mitigation. The City is committed to a whole community approach, and to that end, meets with community partners to assist in preparedness planning, training, and potential hazard mitigations. Examples of whole communi ty engagement include ongoing preparedness with Independent Living Resource Center, Good Samaritan Services, the Salvation Army, and a wide variety of faith -based organizations. Mitigation discussions are an active component of our outreach efforts, both i n formal classroom settings and in community engagement opportunities such as fairs and festivals.
Drought preparedness outreach has been a continuing process with the City’s Utilities Department , using a variety of outreach and engagement opportunities, including ongoing water conservation and anti-pollution programs, media stories, flyers, public forums, web resources/social media, and personal dialogue. The City promotes environmental education by participating with a public education booth at fairs and festivals.
With the onset of the Novel Corona Virus in the Spring of 2019, the City engaged its Pandemic Response Plan outline in coordination with the Operational Area and Santa Barbara County Public Health Department. While the City does not have a Public Health Department, it does have a duty to protect its employees and residents in accordance to local ordinance, State and Federal laws and regulations. To that end a major component of the City’s response is to use a Whole Community approach to educate the public on disease transmission prevention and work collaboratively with leaders across the community to develop strategies and policies that minimize the impact of the disease and its consequences on individuals and businesses as well as maintaining necessary services. The City produced and distributed multilingual press releases, posters, video and radio spots early in the process before the County, State, or Federal agencies built their capacity to do the same. When those agencies produced material and adopted strategies that were accessible to the City’s communities, we adopted those materials and amplified their reach within the City. City leadership continued to engage with community partners to develop comprehensive strategies to provide consistent messaging and activities to help reduce the impacts of the Pandemic. The City also engaged with various Authorities Having Jurisdiction to advocate for the needs of underserved and at risk populations within the City beyond the authority and expertise of the City to act. The City activated its leadership team following ICS principles via a virtual EOC process to maintain situational awareness and coordinate response activities as needed.
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City of Santa Maria Local Hazard Mitigation Plan 11
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan The City hosts annual exercises to provide awareness to various risks and hazards and explore appropriate responses to these events. Annually we participate in the California ShakeOut exercise, and review EOC operations in the context of disaster scenarios. Such scenarios have included flooding (occasionally in coordina tion with the United States Bureau of Reclamation), and Cyber - attack/network infrastructure disruption. The City also covers subsets of disaster functions (ICS functions) to enhance skills and provide awareness of Whole Community response including department level workshops (Finance for example) and City wide exercises (ICS- 213 practicum).
Departments also participate in drills and full scale exercises to support skill development and interoperability capabilities including joint exercises with the Santa M aria Airport, Santa Barbara County Fire Department, Santa Barbara County Sheriff’s Office, and regional task forces and include scenarios such as Mass Casualty Incidents , Active Shooter, Earthquake and Hazardous Materials events.
There is an active disaste r public education program, teaching CERT (Community Emergency Response Training), Listos, and various topic -specific workshops in English and Spanish, as well as public education tables at fairs and events. CERT is a FEMA standard course while Listos Statewide program originated in Santa Barbara County, that is offered in Santa Maria in Spanish and English.
More information on these programs can be found at the following websites:
• CERT: https://www.fema.gov/community-emergency-response-teams • Listos: http://listos.org/ and http://www.cafsti.org/programs/alertar-y-preparar-and-listos/ Hazard information from previous hazard mitigation plans, plus emergent hazards (drought, pandemic, active shooter, etc.) are incorporated into the classes and outreach, as well as addressing concerns of the public.
The City’s Emergency Services Specialist is available to the public to answer questions about preparedness and coordinates with Santa Barbara County Operational Area, San Luis Obispo Operational Area, California Office of Emergency Services, U.S. Fire Administration (USFA), National Fire Protection Association (NFPA), Federal Emergency Management Agency, and other private sector and government safety education partners.
During the preparation of the City’s 2017 LHMP annex, the City identified a need to operationalize disaster planning (for exampl e Mitigation, Operations, Continuity, and Recovery) by creating an interdepartmental working group to facilitate coordination with existing planning and operations within the City. With the concurrence of the Interim Fire Chief and the City Manager, a Disa ster Planning Group was authorized and established starting in the 2016 -2017 fiscal year. Due to staffing changes and emergent events such as the Novel Corona Virus Pandemic, the City pivoted to an operational mode. The City intends to reconstitute the Disaster Planning Group to meet quarterly or as needed to operationalize the various planning processes to maintain the LHMP , Emergency Operations Plan, and other plans and to ensure that these plans are integrated into and reflect City plans, processes and procedures. The LHMP will be updated as emerging hazards or relevant mitigation strategies are identified.
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The City Emergency Services Program has established a goal to host a Community Organizations Active in Disaster (COAD) specific to the Santa Maria Va lley as a subset of the existing Santa Barbara County Operational Area Voluntary Organizations Active in Disaster (VOAD). The goals of the COAD are to enhance and operationalize the whole community planning process continuingly that meet the needs of the local community. Hazard mitigation will be a component of this program.
Needs and mitigation strategies identified in the C OAD or from other public engagement will be incorporated in the planning and community resiliency process. Towards this end, Santa Barbara County VOAD has established co -chairs from North and South County and has increased engagement with Santa Maria based organizations.
In May 2022, the LHMP was completed and made available for public review, concurrent with review by FEMA and CalOES. In addition, the opportunity for the community to be heard was permitted during the City Council meeting before the adoption of this plan.
4.0 CAPABILITY ASSESSMENT
The City identified current capabilities and mechanisms available for implementing hazard mitigation activities. This section presents a discussion of the roles of key departments, administrative and technical capacity , fiscal resources, and summaries of relevant planning mechanisms, codes, and ordinances.
4.1 DEVELOPMENT TRENDS AND DEMOGRAPHICS
The City of Santa Maria encompasses 22.76 square miles, located approximately 250 miles south of San Francisco and 170 miles north of Los Angeles in Santa Barbara County. It lies within the Santa Maria River Valley, surrounded by rolling hills on three sides and the Pacific Ocean 13 miles to the west.
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City of Santa Maria Local Hazard Mitigation Plan 13
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan
Figure 4-1. Location of the City of Santa Maria
According to 2019 U.S. Census Bureau data, the City is home to 107,859 residents. This population is projected to grow to 125,288 residents by 2050 (SBCAG 2018). The average household size in the City is 3.73 and the median household income is $ 56,581. The majority of the City of Santa Maria’s residents identify as Hispanic (75.5 percent); approximately 17.4 percent of residents identify as White, 4.7 percent identify as Asian, and 2.4 percent identify as Black, Mixed, or Other. (US Census Bureau 2019)
Agriculture has always played an important role in t he City's economy, however, other important sectors of the local economy are retail, education, medical, the aerospace industry; communications; high-technology research and development; petroleum production; military operations; and various manufacturing industries.
Santa Maria aggressively works toward increasing the supply of housing to meet local demands.
Because the City sits within commuting distances between Santa Barbara and San Luis Obispo, two
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areas with higher housing costs, the City became positioned as an affordable location for first-time homebuyers and others looking for good housing values.
Large housing developments are continuously being incorporated within the City’s jurisdiction as agricultural property is converted into housing in an “infill” process, as agriculture and other industrial facilities find themselves surrounded by housing development requiring re -zoning to accommodate compatible land uses within the City. Environmental Impact Reports and City building codes require mitigation of hazard impacts such as increased runoff, earthquake resiliency, fire safety, drought resistance/water conservation, and weather resistance/energy efficiency.
Residential care facilities have also found Santa Maria to be an attractive location to accommodate the needs of our aging population. In addition, recent (since 2017) California laws require the City to approve high density housing and residential lot remodels to accommodate more people with minimal mitigations. This increased density of the popul ation is resulting in increased emergency services call load. With increased growth and several proposed large developments, the City Fire Department produced a Standards of Cover report and Strategic Plan in 2021 and 2022 which identify the need to continue to grow the capacity and capabilities of the Fire Department to meet standards and to identify revenue sources to maintain those capabilities. Other departments will also need to grow their capacities to meet public safety, building code, water, sewer, trash, and other essential City Services needs. As the City population grows, additional challenges and opportunities will arise that are part of an economically and culturally diverse urban center. The ability to create and maintain a safe and equitable environment will require significant resources and effort.
Since the City’s LHMP in 2017, there have been significant development projects brought to the City. Currently (February 2023), there are over 4,000 new units in development or approved plans for development within the City, and that does not include ADU’s (accessory dwelling units, required to be approved by State Law) and includes multistory high density housing. The City is also currently aware of at least an additional 2,000 units proposed that have begun the planning process and a proposal to annex additional areas adjacent to the City that would include a currently undetermined number of additional housing units in at least the hundreds (records on file in Planning and Development).
While the U.S. Census population estimates for the City appear static, the reality is that the last census likely dramatically undercounted the City’s population. Calls volumes to the City’s Fire Department and Police Department have increased since 2017 and continue to increase monthly, indicating that either the population has increased or that the demographics of the City changed.
If Fire and Law call volume can be used as a barometer of vulnerability, we can say that the level of vulnerability in the community is increasing (Per Standards of Cover documentation referenced above).
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City of Santa Maria Local Hazard Mitigation Plan 15
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan
4.2 KEY DEPARTMENTS
The City utilizes the council-manager form of local governance, which includes both elected officials and an appointed City Manager. Santa Maria has four council members and a Mayor elected at large, which means that members represent the entire City, rather than specific districts.
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City of Santa Maria Local Hazard Mitigation Plan 17
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan The City Council is Santa Maria's legislative body, setting policy, approving budgets, and setting tax rates. Members also hire the City Manager, who is responsible for the day -to-day administration of the City and serves as the Council's chief advisor. The City Manager prepares a recommended budget and carries out the council's policies. While the City Manager may recommend policy decisions, he or she is ultimately bound by the actions of the Council. The Council appoints one additional staff member — the City Attorney. City Departments involved in activities related to Hazard Mitigation include:
4.2.1 City Manager’s Office
• Provide overall direction and coordination of City operations to ensure that the City Council's adopted service objectives are met or exceeded and that costs do not exceed budget restrictions.
• Continually evaluate the organizational structure of the City to provide the most effective, efficient, and economical public service possible.
• Improve the operational capabilities of the City through the development of high-quality human resources.
• Direct employee relations, in cluding negotiating and administering contracts with represented groups.
• Continually monitor and evaluate services, programs, and activities of the City to ensure they continue to be relevant to community needs and are administered equitably. • Through the Records/City Clerk Division, maintain accurate records of City Council activities and other official City files and ensure municipal elections are conducted in compliance with applicable laws and guidelines.
• Serves as the City's Emergency Services Director.
4.2.2 Information Technology Division
• Provide comprehensive computer services that include defining informational needs and translating them into technology standards and computer policies. • Ensure the security and integrity of data stored on the City's computer equipment. • Provide appropriate services to internal customers to keep computers and associated equipment and software operating as designed.
• Administer and manage contracts for all computer hardware/software, telephone, and radio equipment.
• Ensure that technologies related to emergency services are maintained operational 24/7. • Participates as part of the City’s Emergency Management Team and the City's EOC Team.
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4.2.3 Finance Department
Finance Division
• Analyze the City's financial position and develop short and long-range plans to ensure financial viability.
• Provide high-quality financial reporting and budget presentations • Advise City management on business factors affecting the City’s fiscal environment. • Ensure the security and proper disbursement of funds through effective appropriation management.
• Administer the business license and occupancy tax ordinances including annual renewals, new licenses, complaints, and coordination with State agencies. • Develop and update effective administrative policies to maintain internal controls. • Ensure City departments obtain materials and services needed, within budget, and in compliance with procurement policies.
• Maximize investment earnings while safeguarding public funds as established by the City Investment Policy and State law.
• Participates as part of the City’s Emergency Management Team and the City's EOC Team.
Utility Billing Division
• Administer the utility billing system to ensure that residents and businesses are paying the appropriate amount for water, sewer, and refuse collection services through the production of accurate bills, collection of all revenues, monitoring, and collecting delinquent accounts. • Respond to utility customers' service needs in an effective, efficient, and economical manner. • Participates as part of the City’s Emergency Management Team and the City's EOC Team.
4.2.4 Fire Department
Administration
• Develop, implement and monitor policies, procedures, budgets, fees, automatic aid agreements, mutual aid agreements, and liaison with other City departments and outside agencies. • Manage department contracts and agreements.
• Emergency Services program lead.
Life and Fire Safety
• Coordinate adoption of codes and ordinances, review site and building plans for fire code compliance, inspect occupancies for compliance with fire and life safety laws and regulations, investigate fire cause and origin, and present community education programs. • Provide public information to the community on the department's emergency and non - emergency activities.
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City of Santa Maria Local Hazard Mitigation Plan 19
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan • Coordinate the City’s Disaster Preparedness Program, liaison with all City departments and divisions, as well as other public and private organizations, develop, coordinate and implement hazard-specific response plans, and maintain the operational readiness of the City’s Emergency Management Team, the EOC, and other key elements.
• Manage the development of new department facilities and existing facility renovation. • Ready Santa Barbara County Program coordination and administration.
Operations Division
• Maintain the department’s personnel, apparatus, equipment , and fire stations in a state of readiness to respond to the community’s needs for emergency and non -emergency calls for service, develop and implement standard operating procedures for various types of emergency responses, and train and interact with neighboring jurisdictions and regional agencies. • Long-range planning.
4.2.5 Community Development Department
Building Division
• Coordinate adoption of building, plumbing, electrical, and mechanical codes. Develop building ordinances.
• Review site and building plans for compliance with building codes and ordinances. • Damage assessment of structures from multiple causes to facilitate the ir repair and future occupancy.
• Serves as Floodplain Administrator.
• Reviews architectural and engineering plans to assure compliance with Federal, State, and local ordinances on seismic and structural stability.
• Participates as part of the City’s Emergency Management Team and the City's EOC Team.
4.2.6 Planning Division
• Develop and maintain the City’s General Plan, zoning ordinances, and development standards.
Oversight of the City development process assuring compliance with zoning and general plan, including environmental impact reports, design review, historic preservation, landscape review, habitat conservation, floodway prohibitions, and floodplain development standards consistent with State and Federal laws and regulations.
• Participates as part of the City’s Emergency Management Team and the City's EOC Team.
4.2.7 Public Works Department
Streets & Facilities Division
• Maintains City infrastructure (streets and buildings).
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• Responds to City emergencies, including emergency repair of roads and facilities, assisting police and fire departments with hazardous materials clean up, traffic and perimeter control efforts, and evacuation routing.
• Maintains and operates City emergency generator assets. • Participates as part of the City’s Emergency Management Team and the City's EOC Team.
Fleet Services Division
• Maintains the City fleet of vehicles and equipment, incl uding all emergency response vehicles and equipment.
• Maintains City fuel supply and dispensary.
• Contracts with local heavy equipment maintenance vendors for essential mechanical maintenance needs.
Engineering Division
• Reviews engineering on private and public grading, floodways, retention basins, transportation infrastructure, and structures to assure compliance with Federal, State , and local ordinances regarding stormwater management and flood control.
• Develops engineering ordinances and policies that help protect and preserve City infrastructure. • Evaluates all circulation elements for projected traffic impacts. • Maintains and operates the City's public transit system, including buses and vans. • Determines needed infrastructure improvements, including roadways, storm drains, utilities, water systems, and wastewater/sewer collection and treatment capabilities. • Provides response personnel for evaluation of damaged infrastructure and rescue situations. • Coordinates other response agencies assisting with damage assessment. • Participates as part of the City’s Emergency Management Team and the City's EOC Team.
Utilities Department
• Provides water, wastewater, and stormwater services for the City of Santa Maria. These services include water production and distribution, wastewater collection and treatment, and storm drain system maintenance.
• Solid waste services, including the collection of recycling, green waste, and solid waste.
Operation of the Santa Maria Regi onal Landfill with recycling services and a Household Hazardous Waste collection facility. This includes street sweeping services. • The Regulatory Compliance Division assists all department divisions on regulatory issues. • During and after a disaster, produces and manages the Debris Management Plan. • Participates as part of the City’s Emergency Management Team and the City's EOC Team.
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City of Santa Maria Local Hazard Mitigation Plan 21
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan
4.3 POLICE DEPARTMENT
Administration
• Develop, implement and monitor policies, procedures, budgets, accounting, purchasing, gra nts administration, litigation, claims, personnel, automatic aid agreements, mutual aid agreements, and liaison with other City departments and outside allied agencies.
Operations Division
• Responds to safety concerns involving threats and/or damage to li fe or property. Acts as the enforcement entity for violations of State and local laws and ordinances. • Primary emergency responders to acts of civil disobedience and public disorders and terrorism.
Support personnel for emergency rescue and management.
• Develops and implements emergency response plans and policies, focusing on evacuation procedures and traffic control.
• Primary responders to acts of terrorism, focusing on suspect intervention, facility , and staff protection.
• Participates as part of the City’s Emergency Management Team and the City's EOC Team.
Support Division
• Investigative services for criminal acts that result in personal injury, death, and the destruction of property.
• Manage law enforcement services contract with the Santa Maria Public Airport District. • Manage the department’s Homeland Security and Law Enforcement Terrorism Prevention Programs.
• Manage the City's Public Safety Answering Point (PSAP) (aka 9 -1-1 Service or Dispatch), receive 9-1-1 calls, dispatch police units, fire apparatus, and emergency medical services.
4.3.1 Recreation and Parks Department
Administration
• Writes and manages grants, provides human resource and fiscal management of the Recreation and Parks Department.
• Produces strategic plans to meet the Recreation and Parks needs of the community. • Coordinates with other City departments and community partners. • Ensures regulatory compliance of programs and services. • Participates as part of the City’s Emergency Management Team and the City's EOC Team.
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Recreation Division
• The Recreation Division provides a variety of programs and services available to all members of the community. Some of the programs offered include; Youth and Adult Sports, Senior Services, Special Olympics, Community Classes, Community Events, and Youth Programs. • Manages Recreation and Parks facilities.
• Manages and provides logistical support for events.
• Participates as part of the City’s Emergency Management Team and the City's EOC Team.
Parks Division
• The Parks Division is responsible for ongoing maintenance of the City's 294 acres of landscape and open spaces. The division is also responsible for the maintenance of the City's athletic facilities, sports fields, tennis courts, and outdoor basketball courts. The division is also responsible for the City's Graffiti Removal Program, Shopping Cart Abatement Program, and provides support for hundreds of community events. This division is also responsible for Aquatic Programming, Aquatic Maintenance, and provides Maintenance and Lifeguarding Services to the High School District at their Aquatic Facilities.
• Urban Forest (street and parks) maintenance, with use of a contract or, of 45,000 (+ / -) trees that include; tree trimming, insect and disease control, tree planting. Responds to storm or related issues specific to the urban forest.
• Park Services Officers (i.e. City Rangers) provide public safety, security , and law enforcement at City parks and facilities properties.
• Participates as part of the City’s Emergency Management Team and the City's EOC Team.
4.4 CITY ATTORNEY
Legal Services
• Provide legal services to the City Council and all departments of the City as needed. • Participates as part of the City’s Emergency Management Team and the City's EOC Team.
Code Compliance Division
• Investigate violations of the Santa Maria Municipal Code within the City limits. • Initiate administrative, civil, and criminal actions to correct violations of the Santa Maria Municipal Code.
• Participates as part of the City’s Emergency Management Team and the City's EOC Team.
Public Library
• Acquires, catalogs, and circulates books, print , and audio-visual materials to approximately 120,000 customers through the main library in Santa Maria, and branch libraries in Orcutt, Guadalupe, Los Alamos, and Cuyama.
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City of Santa Maria Local Hazard Mitigation Plan 23
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan • Acquires and provides access to electronic services such as Internet access, digital and downloadable products, online databases, and personal computers with Microsoft Word, PowerPoint, and Excel software.
• Participates as part of the City’s Emergency Management Team and the City's EOC Team.
4.5 ADMINISTRATIVE AND TECHNICAL CAPACITY
The administrative and technical capabilities of the City , as show n in Table 4 -1, include staff, personnel, and department resources available to implement the actions identified in Section 7.0, Mitigation Plan of this LHMP. Specific resources reviewed include those involving technical personnel such as planners/engineers with knowledge of land development and land management practices, engineers trained in construction practices related to building and infrastructure, planners and engineers with an understanding of natural or manmade hazards, and floodplain managers. The City’s department heads multitask in many areas because of budgetary constraints. The City of Santa Maria has an Emergency Services Specialist position to oversee all factors of Emergency Management within the City.
Table 4-1. City of Santa Maria Administrative and Technical Capacity Personnel Resources Yes/No Department/Position
Planner/engineer with knowledge of land development/land management practices Yes Community Development
Department
Engineer/professional trained in construction practices related to buildings and/or infrastructure Yes
Community Development
Department/ Building
Division
Planner/engineer/scientist with an understanding of natural hazards Yes Fire/Emergency Services
Specialist
Personnel skilled in GIS Yes City Manager’s
Office/IT/GIS
Full-time building official Yes Community Development
Department
Floodplain manager Yes Community Development
Director
Emergency manager Yes Fire Chief
Grant writer Yes
Community
Development/Special
Projects Division
Other personnel N/A
GIS Data Resources
(Hazard areas, critical facilities, land use, building footprints, etc.) Yes City GIS Warning Systems/Services
(Reverse 9-11, cable override, outdoor warning signals) Yes Police Dept./PSAP/Everbridge
Other N/A
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4.6 LEGAL AND REGULATORY CAPABILITIES
The legal and regulatory capabilities of the City are shown in Table 4 -2, including existing ordinances and codes that affect the physical or built environment of Santa Maria. Examples of legal and/or regulatory capabiliti es can include the City’s building codes, zoning ordinances, subdivision ord inances, special purpose ordinances, growth management ordinances, site plan review, general plans, capital improvement plans, economic development plans, emergency response plans, and real estate disclosure plans.
The Santa Maria City Council on January 19, 2016, adopted Part I of the 2016 Multi -Hazard Emergency Response Plan, which also includes language that addresses Continuity of Government.
The plan delineates the City’s procedures and policies when responding to a significant disaster.
Table 4-2. City of Santa Maria: Legal and Regulatory Capability Regulatory Tool
(ordinances, codes, plans) Yes/No
General Plan Yes
Zoning ordinance Yes
Subdivision ordinance Yes
Growth management ordinance Yes
Floodplain ordinance Yes
Other special-purpose ordinances (stormwater, steep slope, wildfire) Yes Building code Yes
Fire code Yes
Fire department ISO rating 3
Erosion or sediment control program Yes
Stormwater management program Yes
Site plan review requirements Yes
Capital improvements plan Yes
Economic development plan Yes
Local emergency operations plan Yes
Other special plans Yes
Flood insurance study or other engineering studies for streams No Elevation certificates (for floodplain development) No
4.7 FINANCIAL RESOURCES
Table 4-3 shows specific financial and budgetary tools available to the City such as community development block grants; capital improvements project funding; authority to levy taxes for specific
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City of Santa Maria Local Hazard Mitigation Plan 25
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan purposes; fees for water, sewer, gas, or electric services; ability to incur debt through general obligations bonds; and withholding spending in hazard-prone areas.
Table 4-3. City of Santa Maria Fiscal Capability
Financial Resources Accessible or Eligible to
Use (Yes/No)
Has This Been Used for
Mitigation in the Past? Comments
Community Development
Block Grants (CDBG) Yes No
Capital improvements
fd
Yes No
Authority to levy taxes for
specific purposes Yes No
Fees for water and sewer
service Yes No
Incur debt through general
obligation bonds Yes No
Incur debt through special
tax bonds Yes No
Incur debt through private
bd
Yes N/A
Federal Grant Programs
(Hazard Mitigation Grant
Program)
Yes No
4.8 EDUCATION AND OUTREACH CAPABILITIES
The City of Santa Maria regularly engages with the community using a variety of social media, special event, education and outreach programs.
The City is also a partner in the Santa Barbara County Operational Area and participates and supports a variety of community outreach and educational programs, usually in coordination with national campaigns.
In addition to the countywide resources described in Section 4.2.5, County Ed ucation and Outreach Capabilities, this section describes several existing outreach programs that are used to promote community awareness and readiness for natural disasters and hazards in the City.
The City has a Public Information Officer (PIO) who suppo rts the department level PIO’s in messaging and production. Such tools include 3 public access channels and a video production studio, a public website https://www.cityofsantamaria.org, utilization of the Simplicity app to push information to the public, as well as Twitter and Facebook. Our GIS department also has the ability
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to push ad hoc map based data such as evacuation routes, shelter sites, etc. as needed over social media links.
The City regularly participates in the Downt own Friday events (https://www.dtfsantamaria.com/) with public education and outreach information including fire prevention, droug ht, water conservation, public safety, emergency preparedness, planning, utilities etc.
Santa Maria PD hosts National Night Out events yearly that a variety of community partners and City Departments participate in to provide safety and resiliency information to the public.
The Recreation Department and Library departments regularly support public education events in alignment with national campaigns such as California Shakeout, Emergency Preparedness Month, Fire Prevention (holiday season), etc. through exhibits, and social media outreach.
The Utilities Department regularly engages with the public on conservation and recycling programs, water conservation and drought resilience.
The Fire Department including the Prevention and Emergency Services divisions p rovides public education.
Programs include:
• Fire prevention for youth, residential, and at risk populations • Smoke alarm use, placement and maintenance
• Fire extinguisher training with evacuation planning
• Disaster planning including awareness, planning, disaster kit, communication, power resiliency, pre-event mitigation strategies, life safety actions during events, and recovery best practices. • Formal programs such as the Junior Fire Fighter program and Active Ageing Senior preparedness programs in conjuncti on with our Recreation and Parks Dept, and the CERT program and Listos program in conjunction with whole community partners and volunteers. • The City also recognizes and uses national educational opportunities such as the Great California Shakeout, National Preparedness Month, Fire Safety Week, Earthquake Awareness Month, Drought Awareness and Water Conservation.
• Emergency outreach opportunities such as school programs, emergent events, fairs and festivals. • Utilization of volunteers representative of differe nt populations in the City to promote safety and programs in their communities and participate in the formal and informal programs listed above.
• Participates in exercises and drills including the annual California Public Health disaster exercise, triennial Airport Exercise, annual Urban Search and Rescue exercise (California USAR Team 12), Bureau of Reclamation Exercises (Twitchell Dam), active shooter exercises and trainings at local schools, California Shakeout, apartment buildings, mobile home parks, corporations as requested and appropriate.
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City of Santa Maria Local Hazard Mitigation Plan 27
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan
4.9 RELEVANT PLANS, POLICIES, AND ORDINANCES
The City has a range of guidance documents and plans for each of its departments. These include a general plan, Specific Plans , public works , and public utilit y plans, capital improvement plans, and emergency management plans. The City uses building codes, zoning ordinances, subdivision ordinances, and various planning strategies to address how and where development occurs. The City is in the process of adopting the 2016 State of California Building Standards Code (Title 24) and the 2016 California Fire Code (Title 24, Part 9.) These codes will be adopted within the first quarter of 2017.
City Plans, Municipal Code, specific plans, and ordinances can be found here:
http://www.cityofsantamaria.org/city-government/departments/community- development/planning-division/planning-policies-and-regulations City policies are also articulated in City Administrative Memos (CAMS) which are updated and maintained by the City Manager’s Office. This list is constantly being reviewed and updated. The Hazard Mitigation Plan is used to determine if existing codes and plans require expansion and improvement. If so, standard regulatory processes are used to recommend or make changes as necessary. For specific questions, the reader is referred to the City Manager’s Office.
It is important to note that during the LHMP update planning process these plans, programs, codes, and policies were evaluated to determine their effectiveness in risk education and reduction efforts, as well as their usefulness to implement mitigation measures. Any shortfalls or areas where the plans, programs, codes, and policies could be improved or expanded were identified and captured under annual review, the annual planning process, and Section 7.0, Mitigation Strategy of this plan. If no mitigation actions were identified, then it can be assumed that the planning team determined that no shortfalls or areas for improvement are currently needed or were not feasible.
4.9.1 The General Plan
One of the essential ways the City guides its future is through policies laid out in the General Plan.
The General Plan for the City consists of seven general areas of information. • Circulation Element
• Housing Element
• Land Use Element
• Noise Element
• Resources Management Element-Conservation Element -Open Space Element -Public Infrastructure, Recreation and Parks Element
• Safety Element
• Economic Development Element
The various elements listed above have been reviewed and updated between 1991 and 2022 .
The City's General Pl an is available for review on the City's website at http://www.cityofsantamaria.org/city-government/departments/community- development/planning-division/planning-policies-and-regulations/general-plan
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The General Plan - Safety Element
The Safety Element is a long -range planning document that sets forth goals, polic ies, objectives, and implementation programs to protect Santa Maria from risks associated with the following hazards: seismically and geologically induced hazards, flooding, wildland and urban fires, electromagnetic fields, oil wells/sumps, landfill gas migration, safe drinking water, aircraft safety, and hazardous materials. This portion of the General Plan also describes the emergency response capabilities of the various disaster service agencies within Santa Maria. The LHMP is incorporated by reference in the Safety Element.
Geologic and Seismic Hazards
Santa Maria City Council adopted an unreinforced masonry (URM) implementation ordinance in 1989. The ordinance adopted a standard and a schedule for reinforcing URM buildings based on the type of building and its occupancy load. The City has identified 28 URM buildings within the City. Approximately 20 property owners complied with the January 1, 1993 date to submit rehabilitation plans for their URM building.
To mitigate this hazard, the City has already:
• Adopted an Unreinforced Masonry Ordinance that contains a compliance schedule. • Adopted the most recent editions of the Uniform Building Code, the Uniform Fire Code, the Uniform Housing Code, the Uniform Plumbing Code, the National Electrical Code, and the Hazardous Building Code.
• Implemented public education programs in English and Spanish through the Ready Santa Barbara County Program, CERT (Community Emergency Response Training) program, participation in California ShakeOut program, and National Emergency Preparedness Month.
Flooding
The Santa Maria River Levee, built by the U.S. Army Corps of Engineers, is designed to protect the City from a “100-year” flood event. The Santa Barbara County Flood Control District patrols the levee any time there are more than a few hundred cubic feet per second flowing in the river. Levee erosion has been experienced and if the levee ruptured, it could cause flooding south of the Levee.
To mitigate this hazard, the City has already:
• Successfully lobbied for Federally-funded rehabilitation of 7 miles of the levee; rehabilitation work began in January 2009 and was substantially complete as of April 2014. • Participation in the National Flood Insurance Program. • Developments adjacent to the Santa Maria River have dedicated 60- foot-wide buffer zones next to the levee.
• New developments in the 100- year floodplain have complied with the requirement that finish floor elevations be at least 2 feet above the 100-year flood plain elevation.
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City of Santa Maria Local Hazard Mitigation Plan 29
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Fire
Aging structures, non -permitted renovations or changes in occupancy, weeds , and abandoned structures are some of the many hazards that can increase fire risk in a community. To reduce the risk of urban fires, fire codes, building codes, various City codes, and building setback restrictions are enforced.
To mitigate this hazard, the City has already:
• Developed an ongoing weed abatement program.
• Adopted the most recent edition of the California Fire Code. • A proactive code enforcement program with uniformed officers. • Fire Prevention staff and programs.
Electromagnetic Fields (EMF)
The California Public Utilities Commission (CPUC) encourages utilities to take no -cost and low-cost measures to reduce exposure from new or upgraded utility facilities. It directs that no-cost mitigation measures be undertaken and that low -cost options be imp lemented through a CPUC project certification process. Four percent of total budgeted costs is the benchmark in developing EMF mitigation guidelines, and mitigation measures should achieve some noticeable reductions. Some mitigation measures include siting new facilities in alternative locations, increasing right -of-way widths, altering line or tower geometry, using higher voltages to reduce current levels, and underground utilities.
The proliferation of electronic devices, including digital devices, elect rical systems in vehicles and increased power use within the City is also creating additional Radio Frequency Interference (RFI).
Recent FCC changes to enforcement (47 CFR § 15.103) have also resulted in increased RFI with minimal capability to require mit igation at the local level (Federal Preemption by FCC). This is resulting in increased interference and reduced effective range of public safety communication channels. This will necessitate undetermined mitigations to ensure effective public safety communications.
To mitigate this hazard, the City has: :
• Collected a compilation of data regarding the recent studies associated with EMFs. • Participated in regional planning with Pacific Gas and Electric on routing and upgrading of the power distribution system.
• Will collect additional data on RFI and test public safety communication systems effective geography.
Oil Wells and Oil Sumps
The source for local oil regulations is the Santa Barbara County Petroleum Ordinance. The City’s Municipal Code adopts the Cou nty ordinance as the petroleum ordinance of Santa Maria. New facilities (wells, tanks, etc.) must follow applicable regulations, including the Uniform Fire Code, and require permits from the County Petroleum Department and/or the California Division of Oil, Gas, and Geothermal Resources. In addition, new facilities cannot be located within certain distances
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from roadways and existing buildings. The County Petroleum Department and the State Supervisor of Oil, Gas, and Geothermal Resources both have the power to determine that a well, an oil field, or other operations covered by the ordinances are safety hazards and, therefore, have the right to compel the operator to make modifications to correct unsafe conditions. Abandoned wells must have a 10-foot-wide radius “no build” easement measured from the well if the well resides in a residentially zoned area. For non -residential property, the property owner has the choice of recording the 10-foot-wide “no build” easement around the well or installing an approved venting system over the well, in which case a structure may be built over the well.
To mitigate this hazard, the City has already:
• Adopted a Petroleum Ordinance and the designation of the County Petroleum Engineer to act on the City's behalf.
• Remediated oil sump/contaminated soil areas within the City Limits. • Recent projects have recorded 10-foot radius "no-build" easements over abandoned oil wells.
Landfill Gas Migration
The City owns and operates a regional landfill located in the northeast portion of the City. In addition, abandoned landfill areas are located underneath Preisker Park and around the Santa Maria Public Airport. A hazard associated with existing and abandoned landfills is underground methane gas migration. California Code of Regulations (CCR) under Title 14, Chapter 3, Article 7 applies to LFG production, containment, control, and utilization at Class III sanitary landfill sites. The CCR "Minimum Standards" are enforced by Cal Recycle, formerly known as the California Integrated Waste Management Board (CIWMB), and the Local Enforcement Agency (LEA). For the City, the LEA is the Santa Barbara County Environmental Health Division.
To mitigate this hazard, the City has already:
• Installed 38 City-owned LFG monitoring wells around the Santa Maria Regional Landfill.
Safe Drinking Water
In 1974, the Federal Safe Drinking Water Act was passed to establish standards for public drinking water. In 1986, the Act was amended to further safeguard the sources and treatment of water. The Environmental Protection Agency (EPA) and the State Water Resources Control Board, Division of Drinking Water (DDW), set quality standards that require water suppliers to monitor and treat public drinking water for potentially harmful contaminants. Any water supplier needs to make sure that its water supply meets State and Federal drinking water standards. The City of Santa Maria needs to be particularly aware of the presence of nitrate and total dissolved solids in its supply.
To mitigate this hazard, the City has already:
• Procured high-quality imported State Water supply to blend with local drinking water supply. • Addressed water supply reliability and quality in its Urban Water Management Plan, wh ich is posted on the City’s website.
• And is within the adjudicated area of the Santa Maria Groundwater Basin.
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City of Santa Maria Local Hazard Mitigation Plan 31
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Aircraft Safety
The City of Santa Maria is within the Santa Maria Public Airport District Area of Influence. This area is divided into three areas of major concern: height restrictions, safety, and noise. Policies regarding these three issues have been established.
To mitigate this hazard, the City has already:
• Adopted the Clear Zone and Airport Approach Overlay zoning designations in coordinati on with the Santa Maria Airport District and Santa Barbara County.
Hazardous Materials
Hazardous materials are found throughout the Planning Area. The use and storage of hazardous materials are primarily regulated by the California Fire Code. Transport of hazardous materials and waste on public streets is primarily regulated by the California Vehicle Code and the City’s Municipal Code. Storage and disposal of hazardous wastes are primarily regulated by the Santa Barbara County Environmental Health Servic es Division through its Hazardous Waste Generator Program as authorized by the State Health and Safety Code. Santa Barbara County's Site Mitigation Program administered by the EHS is responsible for the supervision of cleanup at contaminated sites throughout the County, including sites within the City Limits.
Although incidents may occur anywhere at any time, certain portions of the Planning Area are more likely to be the site of an accident involving hazardous materials including Highway 101, Highway 166, Betteravia Road, fixed facilities along Blosser Road, railroads, and airport industrial zones.
To mitigate this hazard, the City has already:
• Adopted the countywide Household Hazardous Waste Element in 1995. • Per Article 80 of the Uniform Fire Code, ind ustrial and commercial hazardous material users are required to provide the County of Santa Barbara Fire Department with either a hazardous material inventory statement or a hazardous materials management plan that lists the hazardous materials used on the site, a description of where and how each is stored, and how each reacts in a fire.
• Industrial and commercial hazardous material users are required to provide a Business Plan to the County Environmental Health Services Department.
• The California Highway Patrol and the City's Municipal Code have designated appropriate hazardous material transport routes.
Emergency Services
The City’s emergency preparedness capabilities include Chapter 17 of Title 2 of the Municipal Code, the Multi-Hazard Functional Plan, and the California Master Mutual Aid Agreement. Santa Maria has a functional Emergency Operations Center (EOC) to be activated in the event of an emergency.
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4.9.2 Zoning and Subdivision Ordinances
The State of California has empowered all cities, and counties to adopt zoning ordinances. The City's Zoning Ordinance is detailed in Title 12 of the Santa Maria Municipal Code. The City's Subdivision Ordinance is detailed in Title 11 of the Santa Maria Municipal Code. The full text of the Santa Maria Municipal Code is available for review in the City Clerk's office, the Public Library, or at the City's website, http://www.qcode.us/codes/santamaria/ . Local land use controls include the Zoning Ordinance, which shapes the form and intensity of land use and residential development.
Consistent with the General Plan, the City's Zoning Ordinance allows a range of zones and dwelling unit densities. Zoning ordinance regulations related to hazard mitigation relate to the risk assessment for hazards within the City, including flooding.
4.9.3 Building Codes
The State of California is responsible for enacting the California Building Code, which the City is responsible for enforcing locally. The current California Building Code (Title 24) is the 2016 adopted triennial Uniform Building Code (with amendments).
The Building Division is principally responsible for enforcing State and City codes for building residential and commercial structures with support from the Fire Prevention U nit of the Fire Department for Fire Code enforcement. The enforcement of environmental codes and guidelines for maintaining existing structures is a shared responsibility of the Building Division, Fire Department, and City Attorney's Office/Code Compliance Division.
4.9.4 Floodplain Management Ordinance (NFIP)
The Director of the Community Development Department is the designated Floodplain Administrator per City Municipal Code section 9 -10.202. The Community Development Department is the lead agency in the City to coordinate National Flood Insurance Program (NFIP) compliance and enforces the City’s Flood Plain Management Ordinance.
All potential development projects located within floodplains must follow an established development review process. Developments involving drainage ditches or watercourses in floodplains must receive Federal, State, and Local review and permits as required by the Floodplain Administrator and the Santa Maria Municipal Code. The ordinance contains provisions for public utilities and facilities, such as sewer, gas , electric, and water systems, manufactured homes, recreational vehicles, and existing structures.
The City of Santa Maria has an enforced floodplain o rdinance requiring that all habitable floors must be built above the 100-year floodplain and the special flood hazard areas. It is important to note, however, that there are areas of the City that may flood due to the inadequate capacities of their stormwater infrastructure – not because of their proximity to 100-year floodplains. A complete discussion of flood hazards is included in Section 5.4.4 of the Santa Barbara County 2016 Multi - Jurisdictional Hazard Mitigation Plan.
The Community Development Department provides the floodplain maps while the interpretations of floodplain district locations are made by the Federal Emergency Management Agency (FEMA). The Flood Insurance Rate Maps (FIRMs) were developed through the NFIP and were last updated in
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City of Santa Maria Local Hazard Mitigation Plan 33
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan September 2008 and made available in GIS format as Digital Flood Insurance Rate Maps (DFIRM) and have been incorporated into the City GIS. Flood maps are also available from the FEMA Flood Map Service Center on the internet at http://msc/fema/gov/portal/. The FIRMs are used by both the public and private sector to determine flood insurance requirements and rates and to administer the City's Flood Zone Management Ordinance (Chapter 9-10 of the Santa Maria Municipal Code).
These maps, last updated in 2008, do not reflect the recent (2009- 2014) rehabilitation of the Santa Maria River Levee. Future maps will reflect updated calculations.
Floodplain districts identified in the FIRMs include the following flood hazard zones and definitions:
• Zone A is the flood insurance rate zone that corresponds to the 100-year floodplains that are determined in the Flood Insurance Study (FIS) by approximate methods. Because detailed hydraulic analysis is not performed for such areas, no Base Flood Elevations or depths are shown within this zone.
• Zone AE is the flood insurance rate zone that corresponds to the 100-year floodplains that are determined in the FIS by detailed methods. In most instances, whole-foot Base Flood Elevations derived from the detailed hydraulic analyses are shown at selected intervals within this zone. • Zone AH is the flood insurance rate zone that corresponds to the 100 -year floodplains that are flood depths of 1 to 3 feet (usual areas of ponding); base flood elevations determined. • Zone X is the flood insurance rate zone that corresponds to areas outside the 500 -year floodplain, areas within the 500- year floodplain, and to areas of 100- year flooding where average depths are less than 1 foot, areas of 100- year flooding where the contributin g drainage area is less than 1 square mile, and areas protected from the 100- year flood by levees. No Base Flood Elevations or depths are shown within this zone.
4.9.5 Repetitive Loss (RL) Properties
Repetitive Loss Properties are defined as property that is insured under the NFIP that has filed two or more claims above $1,000 each within any consecutive 10 -year period since 1978. There are no Repetitive Loss Properties within the City of Santa Maria, according to a Federal Emergency Management Agency (FEMA) regional representative who was asked that question by City staff on July 26, 2011. There have been no flooding events since that date. Therefore, that relieves the City of the need to identify funding or education/engineering plans to reduce the risk of floo ding to those properties.
4.9.6 City of Santa Maria Stormwater Plan
In October 1990, the National Pollutant Discharge Elimination System (NPDES) became the Federal law for regulating stormwater runoff to reduce pollution.
The City’s Utilities Department contin ually maintains over 330 miles of water mains, 230 miles of sewer lines, and other storm drainage-related structures throughout the City's drainage system. The division has a Storm Water Management Plan, which outlines design criteria and policies, City standards, and technical specifications for infrastructure development.
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The City's approved Storm Water Management Plan is on the City’s website at http://www.cityofsantamaria.org/city-government/departments/utilities-sewer-water- trash/stormwater.
During its first year of enrollment under the General Permit, the City made great strides in implementing its Storm W ater Management Program. Some program highlights of Permit Year 1 include:
• Development of a robust Public Education and Outreach program resulting in greater community awareness and volunteering for Project Clean Waterways workdays. • A Water Quality Monitoring Program focused on local water quality impairments and challenges (Appendix A) to reduce and improve discharges to receiving water bodies. • Creation of a targeted Business and Industry Inspection Program including enforcement actions resulting in observable operational changes for some local businesses. • GIS mapping of Mutt Mitt stations, stormwater basins, channels, and other drainage facilities. • Adoption of a practical and City -specific Storm Water Runoff Pollution Prevention Ordinance to the City Municipal Code.
• An overall greater understanding of the City’s drainage sub -watersheds, its MS4, urban pollutant sources, and challenges arising from stormwater comingled with agricultural runoff.
4.9.7 SEMS Multi-Functional Emergency Management Plan
In January 2016, the City completed an update of the Multi-Hazard Functional Plan (MHFP), which details the City's disaster operations activities. The MHFP is based on “Whole Community Planning” which engages different segments of the community to ensure that the plan addresses the potential needs of all residents in the community. The City is actively engaged with the Operational Area continually to ensure training, education, risk and hazard assessments, and planning are continually being addressed. The City has adopted the use of SEMS/NIMS in the management of disasters in the City. The plan discusses disaster response, mitigation, and recovery activities through a “whole community” approach. The City has an active bilingual (English and Spanish) CERT (Community Emergency Response Team) program, Listos program (Hispanic preparedness outreach), Ready! preparedness program, and continual community education and outreach on preparedness, response, and recovery planning. The City continually offers State- and FEMA-authorized courses to help meet Incident Command System (ICS) education requirements for employee and volunteer staff.
A copy of the City's MHFP is available for review in the Fire Department administration office during regular business hours.
4.9.8 City of Santa Maria Economic Development Element
Core Policies
1. Effectively target the recruitment of commercial, industrial, and retail enterprises that best fit Santa Maria’s market and infrastructure. Continue to identify target industries.
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City of Santa Maria Local Hazard Mitigation Plan 35
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan
2. Utilize a sophisticated and effective Strategic Workforce Action Team (SWAT) that best responds to commercial/industrial (job producing) prospect contacts, resulting in ultimate job creation.
3. Provide a cost-effective, operational Geographic Information System (GIS) with the ability to have integrated layered information, and easily updated.
4. Provide sufficient commercial/industrial sites that meet the size and location needs of prospects. To that end, unless the sub ject property clearly cannot be used for industrial purposes, suppress the rezoning of any sites from existing industrial zoning unless an equal or greater amount of land is zoned to an industrial classification before or during the zoning process.
The above policy shall be applied on a case- by-case basis and shall consider some or all of the following factors:
a. The amount of industrially -zoned land (in acres) currently available at the time of the rezoning request that is readily available for construction. b. The land feasibility of the site for industrial development (due to such factors as the size and configuration of the parcel or remaining site area). c. Any County property approved by LAFCO for annexation which is pre -zoned to industrial and feasible for development.
d. A Santa Maria Multiplier Impact rating at or above 2.11 and/or within a one-half point of the average of all industries within the California RIMS II jobs multiplier. e. Additional factors may be considered as appropriate for the site being considered.
5. Create and utilize ordinance amendments to address problems that thwart business creativity.
6. Streamline development processes using proven methods, such as concurrent permit processing or Performance Evaluation Review Technology (PERT).
7. Turn the current State budget crisis and negative impact on businesses into a positive situation by contacting businesses threatening to leave the Tri -County regions by emphasizing the many assets common to Santa Maria including the relatively low cost of doing business.
8. Adopt and implement an industrial preservation zone to protect scarce industrially -zoned properties to facilitate long-term job growth.
Note: The City contracts with the Chamber for economic development services.
4.9.9 City of Santa Maria Capital Projects
The City of Santa Maria Capital Projects Report lists the improvement categories and funding for each project within a given category. The City continually evaluates its hazard and risk profile and identifies mitigation strategies, whether by code, policy or by investment in infrastructure improvements. Currently (April 2022) there are multiple projects within the Public Safety category or related categories that have an impact on Public Safety and/or disaster resiliency (including
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climate change impacts). Capital projects are continuously evaluated. Current plan can be found on the City’s website and search for Capital Projects: https://www.cityofsantamaria.org. Inclusion of a project in the Capital Project list does not imply that funding exists in the budget to accomplish the project.
• National Integrated Ballistic Information Network : The National Integrated Ballistic Information Network (NIBIN) is an automated technology that allows law enforcement agencies to compare ballistic evidence from crime scenes to the firearm of an offender. These links provide investigators with leads, increasing the probability of arrest. • Public Safety Scheduling Software : Upgrade personnel scheduling software used by Police and Fire to ensure adequate staffing levels are maintained. • Body-Worn Cameras: Implementation of the use of department -issued body worn cameras to aid in gathering evidence, demonstrate a sense of transparency ,and comply with Assembly Bill 748.
• Fire Prevention Inspection Software: Purchase of a software system to increase efficiency and effectiveness of fire prevention and mitigation.
• Fire Department Parking Lot Resurfacing: Resurface Fire Station 1 and Fire Station 4 parking lots.
• Fire Department Training Tower : To provide a reliable, consistent ,and safe training site for Fire Department personnel. To learn new skills and maintain competencies within industry and mandated standards.
• Reservoir Site Improvements: Improvements at reservoir sites 4 and 5 to maintain and prolong the life of the reservoirs; Repair and replacement of roof structure at reservoir 4. • Water Main Upgrade : Replacement of water main lines identified in the City's 2012 Utilities Capacity Study.
• Well Rehabilitation: Well rehabilitation and placement of packers. Extend well header line from well 11 to well 6 to increase well capacity and meet potable water requirements. • Well Generators and Enclosures : Purchase of generators and construction o f generator enclosures for three well sites.
• Water Line Conversion: Convert water lines at Newlove and Battles to larger lines as recommended in the Utility Capacity Study.
• Potable Water Line : Construction of a potable water pipeline to the Wastewater Treatment Plant.
• Reconnect Potable Water System: Reconnect potable water system to former secondary system to eliminate cross connection and potential for water system contamination. • Blending Facility Improvements: Rehabilitation of the chlorine system piping at the blending facility, through which all of the City's domestic water supply is routed. Installation of valve to isolate the facility from the rest of the distribution system.
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Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan • Hydrant Replacement and Relocation and Valve Replacement and Relocation Proje cts:
Replace hydrants and valves at the end of their useful life and relocate hydrants and valves as needed by CalTrans projects on Highway 135 (Broadway).
• Trickling Filter Valve Replacements: Replacement of seven primary trickling filter valves to ensure efficient operation of the Wastewater Treatment Plant • Trash Capture Devices: Purchase and installation of trash capture devices throughout the City's drainage system in accordance with State regulations. Full implementation to occur over the next 10 years.
• Hazardous Materials Storage Building Replacement: Replacement of the Hazardous Materials Storage Building at the Wastewater Treatment Plant
• Motor Control Replacement : Replacement of motor con trols at the Wastewater Treatment Plant.
• Telemetry System Rewiring: Rewiring of telemetry system at the Wastewater Treatment Plant. • Cogeneration System: Design and construct a cogeneration system at the Wastewater Treatment Plant.
• Equipment Wash Station: Design and construction of an onsite wash station for vehicles and heavy equipment.
• Portable Generator: Purchase of a portable generator to provide a backup power source to the sewer lift station and to the stormwater retention pump at Edwards Basin. • SCADA System Connection Design: Design for a direct connection of instrumentation equipment located at various sites to the SCADA system to reduce communication failures. • Water and Wastewater System Upgrade : Upgrade the Wonderware Software system to increase software security functionality, improve access controls for remote users, have more detailed information on plant operations for supervisors, and improve connectivity with a wider selection of control equipment.
• DeJoy Sewer Line Upgrades: Sewer line upgrades for Dejoy Phase II(A-1) as identified in the City's 2012 Utilities Capacity Study.
• Knudsen Sewer Line Upgrades: Sewer line upgrades on Knudsen Way (A -2) as identified in the City's 2012 Utilities Capacity Study.
• Wastewater Treatment Plant Study : Wastewater Treatment Plant operations study to meet potential upcoming regulatory requirements for nutrient discharge limits. • Sewage Sludge Beds: Construction of additional sewage sludge beds on the north and south sides of the Wastewater Treatment Plant to create additional space for drying, or dewatering. • Commercial Organics Recycling Containers: The organics recycling containers are necessary for the State mandated AB1826 organics recycling requirements. • Zero-Emission Electric Automated Side Loader Charging Station: Construction of a charging station for a zero emission electric automated side loader.
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• Alternative Transportation Enhancements : Design, construction, and repair of alternative transportation facilities, primarily bicycle or pedestrian infrastructure as required by the Measure A Transportation Plan.
• Local Roadway Safety Plan Development: Development of a Local Roadway Safety Plan to comply with requirements for grant funding applications. • SMAT Replacement and Expansion Busses : Purchase of replacement and expansion buses.
The replacement buses will provide reliable and dependable buses and allow more frequent service during peak periods.
• Transit Vehicle Overhaul: Overhaul up to four SMAT and Breeze buses to enable them to reach their useful life.
• Transit Electrification Infrastructure : Planning, design, and installation of infrastructure and charging facilities at Transit properties and facilities to allow for maintenance of electric buses. • Transit Intelligent Transportation System : Integrati on services to provide intelligent transportation system which would provide real time schedules to passengers and provide vehicle health management tools.
• Bridge Preventative Maintenance: Implement Phase 2 of the Bridge Preventative Maintenance Program which includes design and construction of the top priority repairs identified through Phase 1.
• City Building Security Improvement s: Engage a security consultant to create a plan to add additional security access control to City-owned buildings. • City Wide Wi-Fi: Perform a design study and begin the implementation of a city -wide Wi-Fi network. The City’s Wi -Fi network will enable employees’ mobility and will enhance public safety.
• Expansion of City Wi-Fi: Expand Wi-Fi to City facilities that currently do not have it to allow for greater efficiency for City staff members and patrons. • Connect City Buildings to Fiber Ring: Connection of City buildings to the fiber ring providing better and more reliable network access
• Police Department Fleet Expansion: Additional vehicles to meet operational goals and objectives. VHF Radio System : Rehabilitation of the VHF Radio System to maintain interoperability with regional Fire Department mutual aid systems and cover areas of the City where the legacy system does not reach.
• Tree Trimming: Maintain urban forest on City properties to maintain health of the resource and minimize hazards.
• Emergency Medical Dispatching: Enhance and expand Public Safety Access Point (aka Dispatch Center) to incorporate EMS dispatchers and required communication and IT infrastructure.
• Fire Department Forklift: Replace existing forklift that does not meet OSHA and State of California standards.
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City of Santa Maria Local Hazard Mitigation Plan 39
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan • Fire Station Addition: Expansion of Fire Station 1 to house existing fire department staff and on duty shift Battalion Chief.
4.10 OPPORTUNITIES FOR MITIGATION CAPABILITY IMPROVEMENTS The City continuously strives to mitigate the adverse effects of potential hazards through its existing capabilities while also evaluating the opportunities for improvements. Based on the capability assessment, the City has existing regulatory, administrative/technical, education/outreach, and fiscal mechanisms in place that help to mitigate hazards. In addition to these existing capabilities, there are opportunities for the City to expand or improve on these policies and programs to further protect the community:
• Regulatory Opportunities : As part of this update, the City will comply with AB 2140 by amending its Safety Element to incorporate the LHMP by reference. The City will consid er the LHMP in policy, land use plans, and programs, including coastal hazard and sea level rise planning. The City is exploring the creation of a sustainability strategic goals and objectives policy group that would help create a long term, whole communit y approach to prioritizing infrastructure projects and coordinating available funding sources. Existing processes within the State and Federal regulatory frameworks set the boundaries for local communities to address planning, building, and zoning issues t hat are the fundamental basis for community resiliency and mitigation.
• Administrative/Technical Opportunities : The City aims to improve its resilience to ensure emergency response operations are sustained during a hazardous event, including seismic upgrades, critical facility assessments and upgrades, and improvements to public safety facilities, planning, and information technology. Enhancements to hazard training for staff in partnership with the County and other agencies or stakeholders would improve the City’s ability to mitigate hazards with the latest knowledge and resources. The City aims to address hydrologic and water quality issues through continued improvements to its water infrastructure and reduce air quality and urban forestry hazards through m onitoring and assessment programs.
• Outreach Opportunities: Enhanced community outreach, emergency notifications, and trainings would further enhance the City’s capabilities to respond to and recover from hazards. The City could expand outreach through digi tal tools such as social media, participate in the Great California ShakeOut, and increase FireWise outreach events and media coverage. • Fiscal Opportunities: The City can update its CIP to include hazard mitigation actions from the LHMP. The City can seek grants (e.g., HMGP, BRIC) to fund these CIP projects and related projects in the City’s mitigation strategy. The City can seek opportunities to partner with the County and/or other stakeholder agencies in grant applications to address regional hazards more effectively. The City could also consider expanding its fiscal capabilities through its annual budget process and other revenue measures (e.g., raising taxes, property assessments, bonds).
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5.0 HAZARD ASSESSMENT
5.1 OVERVIEW
The purpose of this section is to revi ew, update, and/or validate the hazards identified for the 2022 City of Santa Maria LHMP. The intent is to confirm and update the description, location and extent, and history of hazards facing the City now and in the future. This assessment also considers the potential exacerbating effects of climate change. The importance of this review is to ensure that decisions and mitigating actions are based on the most up-to-date information available.
Another purpose of this section is to screen the hazards to determine their relative probability and severity to inform the risk posed to various communities and resources. This assessment will provide an understanding of the significance by ranking hazards by their priority in the City.
In 2021, the MAC reviewed and revised 1) the list of hazards by community or geographic area; 2) the information and material presented for each hazard; and 3) the prioritization of the hazards.
The City refined the list of hazards applicable to the City and confirmed the hazard prioritization.
The following sections provide the results of this effort.
5.1.1 History of Disaster and Emergency Events in Santa Maria There is a multitude of events that have affected the populations of Northern Santa Barbara County in the past. The earliest rec orded events are in the diaries and records of the various explorers, Spanish Missions, and Ranchos. Earthquakes, floods, wildfires, droughts, and El Niño events are not new phenomena and stretched the resources of the early Spanish colonists and Native Am erican populations. Most recently, the COVID-19 pandemic caused a public health emergency requiring a local response in the City similar to communities throughout the world . The following table lists the currently known multi-family disasters that have occurred or adversely affected populations. It is not a comprehensive listing of all known events. Severe weather events are common. Winds over 40 knots are not uncommon. Rain events over 1” per hour are also common. Some historic events not listed include wildfires in Santa Maria valley before irrigated agriculture and multiple train derailments and collisions with automobiles. Per the Plan Update Guide completed for the 2022 MJHMP update, there have been no significant emergencies or disasters in the City since the last LHMP update in 2016 (Appendix A).
Table 5-1. Historic Emergencies and Disasters Affecting Santa Maria Event Date Description
Earthquake Dec. 21, 1812
Large-scale (estimated 7+ pts. on Richter scale) located offshore SB county.
Heavy damage to missions & Presidio. Original Mission in Lompoc was destroyed. A mudflow during an aftershock was particularly devastating, potentially caused by the failure of the dam/aqueduct system.
Earthquake Jan. 9, 1857
Fort Tejón Earthquake. Damage to northern Santa Barbara county (Missions Santa Ynez and La Purisima). Damage at Dana Adobe in Nipomo. No record of impacts to Native American settlements in Santa Maria Valley.
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Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Event Date Description
Floods Dec. 1861 –
Jan 1862
The “Great Flood”. Severe damage to area ports, railroads, and bridges. A significant number of landslides. All rivers overbanked causing widespread destruction.
Earthquake Mar. 26,1872 Owens Valley Earthquake. Damage in Santa Ynez Valley.
Earthquake July 27, 1902 Los Alamos area (7+ pt.) Damage to structures.
Earthquake July 31, 1902 Los Alamos area (7+ pts.) Damage to structures in Los Alamos and Santa Maria.
Floods Jan. 1907 Significant flooding in the region. Widespread damage to railroads, ports, and infrastructure. Overbanking of all rivers in the area.
Earthquake Jan. 11, 1915 Los Alamos area. Damage to structures in Los Alamos and Lompoc.
Epidemic Late – 1917 Influenza epidemic.
Earthquake Jun. 29,1925
Santa Barbara earthquake, 6.3, estimated location offshore. 3,000 units damaged, 13 dead. Large feeding operation. No shelters (Tents issued) 373 ARC financial assistance cases for home repair / re-building. Felt in Santa Maria, but no reported significant damage or casualties.
Earthquake Nov. 04, 1927
Lompoc Valley earthquake (7.3). Estimated location off Point Arguello. Damage in the Lompoc area to structures and rail lines. Liquefaction “sand volcanoes” documented.
Earthquake Nov. 18, 1927 Lompoc Valley earthquake aftershock – Santa Maria damage.
Aviation
Incident Jan. 30, 1945 P-38 Crashes into Rusconi Café in Santa Maria. 3 killed. 2nd P-38 crashes into a nearby field the same day.
Earthquake July 21, 1952
Kern County Earthquake (7.7). Damage to buildings in Santa Barbara, especially old and poorly repaired from prior 1925 and 1941 events. Damage in Santa Maria with water tower failures and wells reported as going dry.
Aviation
Incident Oct. 26, 1959
Santa Maria Airport, Pacific Airlines flight 308. Engine explosion and fire on takeoff. Clips high voltage power line and crashes. 1 fatality and 19 injured.
Power to City of Santa Maria out.
Terrorism April 25, 1965 Orcutt Hill Sniper. Closure of Highway 101. 4 dead including the shooter. 10 wounded.
Flood Jan-Feb. 1969 Widespread damage. Evacuations in Santa Maria, Guadalupe, Buellton, and Lompoc. Highways, bridges, railroads, and ports were damaged or destroyed.
Fire April 25, 1970 Bradley Hotel Fire. City block at the corner of Broadway and Main destroyed.
Reserve Firefighter Newton killed.
Earthquake Aug. 13, 1978
Goleta earthquake 5.7 (Richter Scale) DR 473, no shelters; 395 units affected, all trailers (350 with major damage); 30 ARC cases; $28,000 in ARC relief costs.
Significant non-structural damage at UCSB and in Goleta. Train derailment. Felt in Santa Maria but no reported damage or casualties. Economic impact as commute workers’ jobs in Goleta was impacted.
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Event Date Description
HazMat Dec. 28, 1983
Santa Ynez – Lompoc Valley Hazardous Materials Evacuation; (excessive odorant in natural gas system), 2 shelters in Lompoc and Santa Maria (Hancock College) 644 persons sheltered. Estimated 10,000 to 40,000 evacuated; 60,000, in affected areas; Solvang, Santa Ynez Buellton, Ballard, Lompoc, Los Olivos, Vandenberg Village. Total of $777 ARC relief costs.
HazMat Apr-86 Vandenberg SFB missile explosion near Casmalia, short term precautionary shelter opened at Hancock College, Santa Maria – no population.
HazMat/,
Explosion Nov. 7, 1990
Welding shop explosion in Guadalupe. 2 dead. 1 building was destroyed, second unreinforced masonry building across the street was condemned due to damage from the shock waves.
HazMat Jul. 28, 1991
Hazardous Material spill (Mutual Aid and local operation) Sea Cliff Train Derailment – Ventura County incident at SB county line – Hwy 101 closed at Sea Cliff. Sea Cliff community evacuated due to hazardous materials spill, 45 travelers and evacuees sheltered; housed at Santa Barbara Chapter H.Q. and Carpinteria Community Church. Traffic and hotel impact in Santa Maria.
Wind Dec. 11, 1993 High winds (over 60 MPH) through the area. Downed trees, power lines, fences, and roof damage.
Earthquake Jan. 17, 1994 Northridge Earthquake; Minor damage (some glassware) in Santa Maria. No significant damage or casualties.
Flood Jan. 1995
Tri-Counties Flood, DR # 562. Flooding, principally in southern SB County. 349 cases assisted; 14 shelters; 893 shelter residents; 16,000 meals served. Initial isolation of Southern SB County by road, rail, commercial airlines. ARC relief over $100K (Level IV operation). Figures include San Luis Obispo and Ventura county chapters. Homes in Guadalupe and Orcutt were affected.
Landslide Feb. 1995
La Conchita Mudslide (Mutual Aid – Ventura County Chapter.) DR 589. Destruction of several homes due to landslides. The entire community evacuated and temporary closure of Hwy 101. Shelter at Carpinteria Community Church, and the SB Chapter, for evacuees and travelers. (Ongoing hazard area).
Closure of 101 created traffic and lodging impacts in Santa Maria.
Flood Mar. 1995
Central Coast Floods, DR 597, Flooding principally in southern Santa Barbara County. 609 cases assisted; 21 shelters; 344 shelter residents; over 27,000 meals served. Initial isolation of southern Santa Barbara by road, rail, and commercial airlines. ARC relief cost of $1,000,000 (Level IV operation). Also affected San Luis Obispo and Ventura County Chapters. Homes in Guadalupe and Orcutt were affected.
Thunderstorm Dec. 9, 1996 Severe thunderstorms with winds over 77 MPH. Downed power lines, trees, fences, and roof damage. Some broken windows.
Flood Feb. 1998
DR 593 Central Coast Floods. Anticipated El Niño event. Associated landslides, coastal erosion, and coastal flooding. 126 cases assisted, 11 shelters, 210 shelter residents, over 4,400 meals served. ARC relief cost of $132, 000 (Data includes Level IV operation overall) Ojai Valley, Ventura County, and San Luis Obispo County chapters were also affected. (Level III in Santa Barbara County). Homes in Guadalupe, Orcutt, and Los Alamos were affected. Santa Maria levee breached near Bonita School Road. High winds (over 60 MPH) downed power lines, fences, trees, and damaged roofs.
Freeze Dec. 21, 1998 Freeze. 3 nights of below-freezing temperatures with low daytime temps.
Numerous broken pipes and crop failures.
Fire June 9, 2001
Cassiano Berry Supply Fire. No casualties. Required mutual aid from Santa Barbara and San Luis Obispo Counties. Water system pressure drop required booster pumps. On-scene vehicle refueling required.
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Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Event Date Description
Floods Dec. 2004-
Jan. 2005
A series of strong storms affected the area with large amounts of rain. Multiple floods and flash flood events. Homes in Guadalupe affected.
Heat 22-Jul-06 Excessive heat. The heat index (temp and humidity) in Santa Maria was between 100 and 119 degrees Fahrenheit.
Freeze January 13-
15, 2007
Freeze. Several nights of below-freezing temperatures with low daytime temps.
Widespread frozen and broken water pipes and backflow prevention valves.
Widespread crop failure. Federal Disaster Declaration for agricultural losses.
Impact on farmworker populations with lost employment.
Power
Outage
June 23-24,
2013
Region-wide power outage from PG&E equipment failure Sunday night through Monday morning. Medically fragile populations requiring power overwhelm 9-1- 1 and hospital resources.
Flood/Winds Dec. 11, 2014
An intense thunderstorm band passed through the area with high winds and rainfall over 1” per hour. Widespread power outages, property damage from wind, and downed trees. Street flooding impaired emergency vehicles. Fire Station 1 residential quarters flooded.
5.2 HAZARD SCREENING/PRIORITIZATION
The Hazard Assessment pre sented here reflects the City’s 2022 review and modifications to the updated risk assessment presented in Chapter 5.0, Hazard Assessment , and Chapter 6.0, Vulnerability Assessment of the 2022 MJHMP. Applicable hazard information from the City’s 2017 LHMP was incorporated during the development of this section. A comprehensive treatment of hazards and their descriptions may be found in Chapter 5.0 of the Santa Barbara County 2022 MJHMP.
The potential extent, probability, frequency, and magnitude of future occurrences were all used to identify and prioritize the list of hazards most relevant in the City. The City LPT completed the Plan Update Guide to rank the hazards and identify key hazards to help inform this assessment (Appendix A). As summarized in Table 5-2, the local priority hazards in the City are based on the screening of frequency/probability of occurrence, geographic extent, potential magnitude/severity of the hazard, and overall significance. Local experience, MAC/LPT input, and community feedback also informed the assessment of local priority hazards. After reviewing the localized hazard maps and exposure/loss assessment provided in the 2022 MJHMP, the following hazards were identified by the Santa Maria LPT as their top priorities (Appendix A). A brief rationale for each hazard is included below. This assessment of key hazards in the City is provided in addition to the 2022 MJHMP’s comprehensive assessment of regional hazards that may affect the City.
Table 5-2. City of Santa Maria Local Priority Hazards
Hazard Type and Ranking Score Planning Consideration
Based on Hazard Level
Earthquake 13 Significant
Pandemic/Public Health Emergency 13 Significant
Drought 11 Significant
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Hazard Type and Ranking Score Planning Consideration
Based on Hazard Level
Extreme Heat 11 Significant
Cyber Hazards 11 Significant
Power Outages/Utility Failure 11 Significant
Severe Weather 10 Moderate
Dam/Levee Failure 9 Moderate
Freeze 8 Moderate
Hazardous Materials Releases 8 Moderate
Transportation Hazards 8 Moderate
Civil Disturbance 7 Moderate
Flooding 6 Moderate
Landslide 4 Low
To continue compliance with the DMA of 2000, the City accepts the County’s natural hazard profiles presented in Chapter 5.0, Hazard Assessment with the following notes and refinements or elaborations provided specifically for the City in subsections below. T he City of Santa Maria LPT acknowledged the following hazards are either not a threat , are highly unlikely within the City limits, or are adequately addressed by the 2022 MJHMP and do not require additional information to be relevant to the City’s hazard setting ; therefore, these hazards are not addressed further in the City’s LHMP : wildfires, mudflow/debris flows , coastal hazards, landslides, geologic hazards, tsunamis, invasive species/agricultural pests, terrorism, natural gas pipeline rupture, and storage facility incidents, oil spills, and radiological incidents.
Further, the City does not agree with the assessment that Well Stimulation/Hydraulic Fracking is a hazard, but rather an oil extraction method. The hazard is groundwater contamination or uncontrolled venting to the atmosphere of hazardous gases if those (or other) extraction methods are done incorrectly or their safety systems fail. However, it is listed in the State required list and was incorporated into the Operational Area list. Because it is or has been a technique of petroleum extraction in the Santa Maria Valley, the assessment of this hazard in Chapter 5.0, Hazard Assessment of the 2022 MJHMP relates to the City.
For informational purposes, Section 6.0, Vulnerability Assessment discloses the City’s critical facilities and population that lies within mapped wildfire hazard areas; however, as described therein, the mapping of wildfire threat within the City may overestimate vulnerabilities and the City does not consider wildfire t o be a substantial risk to the City (see Table 5 -2 for the top ranking priority hazards in the City).
5.3 EARTHQUAKE & LIQUEFACTION
A more complete description of the earthquake and liquefaction hazards is found in Chapter 5.0, Hazard Assessment of the 2022 MJHMP. The City is in Seismic Zone 4, which is the highest potential status for an earthquake in California. Many potential quake faults have been mapped in the Santa Maria Valley, as well as some areas that may be subject to liquefaction. However, there is a high
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City of Santa Maria Local Hazard Mitigation Plan 45
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan likelihood that there are unidentified faults and unidentified areas of potential liquefaction in the area. Maps included in this plan are based on data provided by the County of Santa Barbara, consistent with the MJHMP that this report is an annex to. Actual shaking during an earthquake will vary depending on the location and nature of the fault rupture. Peak ground acceleration (PGA) is a measure of the strength of ground shaking. Larger peak ground accelerations result in greater damage to structures. PGA is used to depict the risk of damage from future earthquakes by showing earthquake ground motions that have a specified probability (10, 5, or 2 percent) of being exceeded in 50 years return period. Figure 5 -1 shows the probability of areas of the county experiencing 2 percent shaking within the next 50 years. These values are often used for reference in construction design, and in assessing relative hazards when making economic and safety decisions.
The City lies within a moderate liquefaction potential zone. When liquefaction of the soil does occur, buildings and other objects on the ground surface may tilt or sink, and lightweight buried structures (such as pipelines) may float toward the ground surface. Liquefied soil may be unab le to support its weight or that of structures, which could result in loss of foundation bearing or differential settlement. Liquefaction may also result in the development of cracks in the ground surface followed by the emergence of a sand/water mixture, typically referred to as a sand-boil. In areas underlain by thick deposits of saturated, loose granular sediment (such as alluvial valleys or beaches), subsidence as much as several feet may result.
Both direct and indirect consequences of a major earthqua ke will severely stress the resources of the City and will require a high level of self -help, coordination, and cooperation. Out -of-city assistance from other local, regional, state, federal, and private agencies may be delayed since earthquakes tend to be large regional events.
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Figure 5-1. Santa Barbara County Probability of Shaking 2% in 50 Years
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Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan
5.4 PANDEMIC/PUBLIC HEALTH EMERGENCY
The City, as well as the county, state, nation, and the entire world, is vulnerable to outbreaks, epidemics, and pandemics caused by either newly emerging or existing diseases spread person to person, through a vector such as a mosquito, or both. A signifi cant public health emergency can have a considerable impact on the population, the economy, and essential public services (e.g., fire and police protection, medical services, etc.). Populations identified by the county as especially vulnerable to human hea lth hazards include undocumented persons, senior citizens, senior citizens living alone, persons with existing chronic health conditions, persons experiencing houselessness, overcrowded households and neighborhoods, low -resourced ethnic minorities people of color, households in poverty, communities with a high-pollution burden, and those without health insurance.
Undocumented or non-English speaking individuals may be less able to understand such pandemic- related instructions or receptive to responding to g overnment outreach, while lower -income households may lack the means to comply with the direction. Trends of the COVID -19 pandemic further revealed vulnerable groups within Santa Barbara County population, including residents of Santa Maria.
The Novel Corona Virus Pandemic (2019 to current as of March 2022) exposed the fragility of effectively managing a pandemic. It is essential that protective measures are enacted quickly and accessible messaging is unified across all sectors of Government, businesses, co mmunities and cultural groups. The impacts of the pandemic on local populations was exacerbated by the large number of at risk populations that reside in the City (11 Census Tracts are rated below the 50 th
percentile in the California Healthy Places Index (HPI)) with age, language and cultural diversity contributing to significant communication barriers. The unsuccessful efforts to convince the Santa Barbara County Public Health Department to engage in recommended Whole Community and Whole of Government res ponse in the spirit of SEMS (Standardized Emergency Management System) and NIMS (National Incident Management System) significantly attenuated an effective response as well as the politization of public health protocols in general. The lack of culturally competent validated and accessible information early on allowed the spread of the disease to go unabated and for the development of alternative narratives that exacerbated disease transmission.
While the City understood this, and advocated at the Operationa l Area and State level, the response was delayed and insufficient. Since the City does not have its own Health Department or Social Services Department, it is likely that similar failures in the future will occur as the City is not the Authority Having Jurisdiction in these matters. This bodes ill for an effective response to future pandemics or similar responses such as radiological, nuclear, and chemical warfare or terrorist events. The City is also limited in its ability to produce timely information in multiple languages and through multiple modalities that are used by different cultures and populations due to limited staffing and budget.
The result was that the local hospital, clinics, residential care facilities, and assisted living facilities were qui ckly overwhelmed. Ambulance and Fire/EMS services were stretched to failure. Local businesses and services were impacted to the point where some businesses, especially small, locally owned businesses, were unable to continue. The City Utilities department suffered significant economic loss that jeopardized operations due to the inability of many residents to pay water, sewer, and trash bills due to unemployment or loss of wage earner in the household.
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The ability of large national retailers to maintain some supply chain capability, while impacted, was significant and contributed to sustaining the supplies necessary for the community and to an increase in tax revenue to the City which was not anticipated. The engagement of City Management with community leade rs and Chamber of Commerce significantly attenuated the impact of the pandemic on the City as a whole (while acknowledging that sub populations were disproportionately affected). While extremely challenging, the cooperation between the different sector leaders helped to maintain the viability of critical services in the City and local communities and to effectively use Federal and State relief to maximize mitigation. The City management team effectively used ICS to address emergent challenges and adapted to the changing regulatory environment as well as the practical aspects of continuity of government and business continuity.
Because of this, there were minimal deaths from the City employee base and minimal infections within the first year of the pandemic, allowing the City to continue its services to the public.
Residents’ health care needs are met by medical resources in Santa Maria, and medical resources within the City also serve the region, including unincorporated communities and the City of Guadalupe. As demonstrated by the C OVID-19 pandemic, health care resources were strained throughout the county. Further, hospitality, retail, tourism, and hospitality industries have been adversely affected economically through reduced activity and a limited workfor ce, including business in the City. The City relies on the Federal, State, and County Health and Human Services systems to monitor and mitigate potential catastrophic disease outbreaks. The City as one of the largest local employers will implement workplac e safety protocols to limit the spread of disease and maintain critical services.
5.5 DROUGHT & WATER STORAGE
The City of Santa Maria has an extensive aquifer that is fed by the Sisquoc and Cuyama watersheds. The City actively participates with regional partners and manages the groundwater basin in coordination with other basin stakeholders in the Santa Maria Valley Management Area.
The City’s Utility Department is the lead agency in the City on water management. The City is also a participant in the Coastal Aqueduct/State Water system. For additional information, the reader is referred to the 2020 Annual Report of Hydrogeologic Conditions, Water Requirements, Supplies, and Disposition: https://www.cityofsantamaria.org/home/showdocument?id=27796. An example of the City partnering with other basin stakeholders to improve the water quality of the basin is a water pipeline to Nipomo Community Services District , which is on the periphery of the basin from the main portion of the basin in Santa Maria. This provides higher quality water to the Nipomo urban area and prevents overdraft of the periphery of the basin which can jeopardize the quality of the water in the basin as well as the overall capacity of the basin http://ncsd.ca.gov/news - info/nipomo-supplemental-water-project/ .)
While the City is not experiencing a water shortage, as of May 2021, Governor Gavin Newsom has declared a drought e mergency in 41 California counties in northern and central California (CalMatters 2021). Currently, Santa Barbara County has been in a state -declared drought since July 8, 2021when Governor Gavin Newsom proclaimed a drought emergency, which included 50 of the 58 counties in California. On July 13, 2021, the County Board of Supervisors passed a resolution proclaiming a Local Emergency caused by Drought Conditions. The County resolution cites Newsom's drought declaration, as well as below- average rainfall, received last winter, reduced
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Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan storage in reservoirs, and reduced State Water Project supply. Further, low rainfall from 2020 to 2021 has resulted in Classification D3 – Extreme Drought conditions in over 99 percent of the county as identified by the U.S. Drought Monitor (USDM). The City will continue to identify ways to enhance water security and conservation.
5.6 EXTREME TEMPERATURES AND SEVERE WEATHER
The City is susceptible to the same weather patterns as other parts of Central and Southern California. While most of the time, the climate is mild, significant wind , rain , and temperature extremes can and do occur. As planetary warming continues, the severity of storms and weather extremes are predicted to occur. The impacts on the community mostly manifest as stress on the power grid and impacts on persons otherwise not protected from the elements in resilient structures.
Impacts traditionally are limited requiring very few evacuations and limited casualties. The number of casualties may increase as the dependency on electricity continues to increase for home oxygen concentrators and other independent living assistive devices.
Table 5-3. Weather Extremes, Santa Maria
Event Date Record
Highest Temperature June 20th, 2008 110 degrees Fahrenheit Lowest Temperature January 2nd, 1976 and December
7th, 1978 20 degrees Fahrenheit
Highest Rainfall February 10th, 1938 3.55 inches
Highest Recorded Wind Speed NA NA
Source: National Weather Service eHalt Records Database: http://www.wrh.noaa.gov/lox/climate/ehalt.php?stn=alltime_min ) and SANTA MARIA PUBLIC AP, CALIFORNIA - Climate Summary (dri.edu) Extreme temperatures, particularly heat, pose the greatest danger for the City’s outdoor laborers who support the county’s agriculture economy. Exertional heat illness occurs across a wide age range and in numerous industries and occupations, including the following: agriculture, construction, firefighting, warehousing, delivery, and service work. Outdoor laborers are exposed to extreme temperatures and at higher risk of heat-related illnesses than other populations of the county. The elderly, children, people with certain medical conditions, and the houseless are also vulnerable to exposure. However, any populations working or recreating outdoors during periods of extreme cold or heat are exposed, including otherwise young and healthy adults and houseless populations.
Adults and young people are commonly out in temperatures of extreme heat, whether due to commuting for work or school, conducting property maintenance such as lawn care, or for recreational reasons.
Windstorms, especially sundowner winds, could have a considerable impact on the population, built environment, lifeline infrastructure, and the economy of the City. Severe winds can directly impact the City by damaging or destroying buildings, knocking over trees, and damaging power lines and electrical equipment. Secondary impacts of damage caused by wind events often result from damage to communication, transportation, or medical infrastructure. High winds can lead to Public Safety Power Shutdowns (PSPS) that can impact the local economic drivers and key services. During severe wind events, electricity transmission lines can be damaged or turned off by Pacific Gas and
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Electric Company (PG&E), causing widespread power outages and hardships for City residents.
Downed power and communications transmission lines, coupled with disruptions to transportation, create difficulties in reporting and responding to emergencies. These indirect impacts of a wind event put tremendous strain on a community. In the immediate aftermath, the focus is on emergency services. Vulnerable groups are especially exposed to the indirect impacts of high winds, particularly the loss of electrical power. These populations include the elderly or disabled, especially those with medical needs and treatments dependent on electricity. Nursing homes, community-based residential facilities, and other special needs housing facilities are also vulnerable if electrical outages are prolonged since backup power generally operates only minimal fun ctions for a short period.
5.7 CYBER ATTACKS & TERRORISM
Cyber-attacks can and have occurred in every location regardless of geography, demographics, and security posture. Incidents may involve a single location or multiple geographic areas. A disruption can have far -reaching effects beyond the location of the targeted system; disruptions that occur far outside the state can still impact people, businesses, and institutions within the county.
Between 2012 and 2015, 50 million records of Californ ians were breached, and the majority of these breaches resulted from security failures, with malware and hacking; physical breaches constituted three-quarters of all events. As the use of digital information expands, Californians will increasingly become more vulnerable to the slow-moving, potential technological hazard of cyber damage (Cal OES 2018). The Santa Barbara County Grand Jury determined in 2020 that cyber- attacks and related threats are an ongoing security issue for all public entities within the county, which requires prompt and aggressive actions to prevent significant disruption (Santa Barbara County Grand Jury 2020).
The City of Santa Maria faces the same vulnerability to cybercrime as any modern municipality.
The City has an Information Technology division in the City Manager’s Office which has a security plan. The City participates in security audits per Dept. of Justice regulations and other State and Federal laws, policies, and procedures. Under a cyberattack, economic impacts on the banking, financial, and retail sectors could be significant. Some life necessary systems are currently vulnerable in the City (not connected to the internet). Continued security audits and additional attention to this continually developing threat are warranted. The City’s security monitoring system interdicts hundreds of attacks and threats to the network daily. Persistent threat actors continually attempt to exploit vulnerabilities across all sectors. While in the past, most attacks were against “large” targets such as Federal agencies or multinational corporations, more recent data indicates a shift in methodology to breach any target. While most of these threats are from criminal organizations with a goal to obtain wealth, similar tools are used by adversary organizations to gain access to critical systems to exploit vulnerabilities in any area of a nation to sow discord or disrupt national supply chains and capabilities and to supply data for AI data aggregation to identify targets for adversary nations. Recent breaches in the infrastructure of Cloud and SAS services have far reaching implications on the ability to maintain access to critical systems.
Interdicted Pipeline and power distribution systems can impact huge regions (Colonial Pipeline June 2021) In 2020 and 2021, breaches in the SolarWinds, Microsoft 365, Microsoft Exchange, threatened networks worldwide. More recently in December 2021, the Kronos Workforce Telestaff
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Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan breach caused hundreds of governments to lose the ability to pay employees including the City of Santa Maria. Fortunately for the City, it had a continuity plan in place and was able to mitigate the impact The 2018 California State Hazard Mitigation Plan refers to terrorism as the use of weapons of mass destruction, including biological, c hemical, nuclear, and radiological weapons; arson, incendiary, explosive, and armed attacks; industrial sabotage and intentional hazardous materials releases; and cyber terrorism. Terrorism can occur throughout the entire county but due to its intended purpose would most likely happen in more populous urban areas where more devastation and panic would ensue, such as the City of Santa Maria. Other crimes can occur that have the same impact on a community, but may not be politically motivated and therefore would not be classified as Terrorism. In some cases, the intent of the event may not be known, but the impact on the community is the same. For example, an industrial accident or transportation accident may be intentional or an act of sabotage.
In any event, the mitigation of such actions is a challenge. Regulation of potentially harmful substances during their manufacture and transportation certainly is helpful. The identification and tracking of individuals and organizations who may have the intent to harm are balanced against civil liberties in the United States. People who intend to create mayhem are only limited by their imagination.
Fortunately, except in a very few instances, the ability to debilitate a community is more difficult than the perpetrators may have imagined. Certainly, such acts are shocking, painful, and despicable, but rarely do they result in mass evacuations. Casualties can exceed local response capability (classified as Mass Casualty Incidents) but are transitory. The psychological and social impacts of the event will likely create more challenges than the initial incident.
5.8 ENERGY SHORTAGE & RESILIENCE
Energy access is one of the key impacts of disasters that mitigation actions can have a significant influence on resiliency. Any event that disrupts power for more than a day, can cause significant social disruption, energy , and potential deaths. The current reliance on relatively few power production stations with a power distribution grid spreading over thousands of miles of terrain with the myriad of threats and hazards that the distribution system is subject to makes the normal operation of the system seem miraculous. The City of Santa Maria receives all of its commercial power from Pacific Gas and Electric (PG&E) and is near the e nd of its distribution system, making it more susceptible to power disruptions (as any failure has more area to occur between the end and the origin(s) of the system).
The City has limited ability to affect resiliency in the power distribution system. It a ctively participates in reducing its power usage and partners with PG&E, the State of California , and Federal energy conservation programs.
Legislative opportunities exist at the State level to encourage a more geographically disbursed and redundant power distribution system, including urban solar systems. The need exists for more backup generator capacity in our daily supply system (fueling stations, grocery stores, clinics, dialysis centers, independent living senior housing, etc.) The State is encouraged to find opportunities to require backup generation for key societal infrastructure. We require fire suppression systems
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and Carbon Monoxide detectors. It can be argued that backup generation is more critical in life safety and certainly more impactful on community resiliency.
As more people continue to live independently, the distribution of life- sustaining equipment that requires power is also increasing. The City will continue to have limited ability to respond to this challenge. Residents are encouraged to work with their support systems and neighbors to enhance their preparedness.
5.9 DAM/LEVEE FAILURE
The Santa Maria River Levee System is located in the northern portion of the county, to the north of the City of Santa Maria, and extends from the City of Guadalupe to the community of Garey. The levee system consists of 17 miles of a stone-revetted levee along the south side of the Santa Maria River, which protects the City of Santa Maria, and approximately 5 miles of stone- revetted levee along the north side of the river, which largely protects agricultural land (see Figure 5-3). The Santa Maria River is formed by the confluence of the Cuyama and Sisquoc Rivers. The Santa Maria River Levee System was designed to convey the peak flow of the design flood on the Santa Maria River from the confluence of the Cuyama and Sisquoc Rivers downstream to the Highway 1 bridge (USACE 2011). Runoff from the Cuyama River watershed is largely controlled by Twitchell Dam which is located upstream of the confluence. When combin ed with the flood retention capacity of Twitchell Dam, this levee system protects the City of Santa Maria; including the main business district, commercial, industrial and residential property, as well as agricultural lands in the Santa Maria Valley.
Several floods have occurred since the levees were constructed, each with relatively low peak discharges. Because the natural channel averages about 2,000 feet in width, the floods did not fill the channel but meandered and impinged against the existing levees. This impingement undermined the levee toe causing considerable damage and jeopardized adjacent properties, demonstrating that the levee was vulnerable to smaller discharges and as a result would not provide the protection for which it was designed. I n 2009, the USACE began the Santa Maria River Levee Improvement Project to strengthen an approximately 6.5 -mile reach of the existing south levee with sheet pile and soil cement to address the above- described deficiency in preventing flooding from Blosser Road to the Bradley Canyon confluence (USACE 2009). In 2013, the Bradley Canyon Levee Extension project was approved and implemented to strengthen approximately 3,700 feet of the Bradley Canyon Levee, which is a part of the Santa Maria Levee Rehabilitation and provides comprehensive flood protection for the Santa Maria Valley and substantially reduces historical flood risk (USACE 2013). These recent improvements by the USACE to the Santa Maria River Levee have greatly reduced the probability of impinging flows undermining the levee in critical areas.
However, levee maintenance is needed. Recent USACE reports document damage to the levees by rodents, erosion, and human activity. (Santa Maria River 3a Levee Segment Santa Barbara County, California NLD System ID # 3805010095 Periodic Inspection Report No. 1 Generalized Executive Summary Final System Rating: Minimally Acceptable Final Rating Date: May 6, 2015, Santa Maria River 4 Levee System Santa Barbara County, California NLD System ID # 3805010094 Periodic Inspection Report No 1 Generalized Executive Summary Final System Rating: Unacceptable Final Rating Date: May 8, 2015, Santa Maria River 1 Levee System San Bernardino (SIC) County,
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Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan California NLD System ID # 3805010096 Periodic Inspection Report No 1 Generalized Executive Summary Final System Rating: Unacceptable Final Rating Date: December 19, 2013) Dam failure can result from several natural or manmade causes. Structural failure caused by seismic activity can cause inundation by the action of a seismically induced wave, which overtops the dam without causing dam failure. This action is referred to as a seiche. Flooding as a result of a dam or levee failure could cause loss of life, property damage, and other ensuing hazards, as well as the displacement of pe rsons residing in the inundation path. Damage to electric generating facilities and transmission lines could also impact life support systems in communities outside the immediate hazard areas. Property adjacent to and in the water flow area as identified by the Twitchell Dam inundation maps must be evacuated during a levee or dam failure.
The Twitchell Dam was constructed in the early 1950s to serve as a flood control and groundwater basin recharge tool. The dam receives runoff water from approximately 1,13 5 square miles of Cuyama watershed areas north and east of Santa Maria. The dam has a storage capacity of approximately 224,300 acre -feet of water. The dam is a seasonal water collection system and water is released on a regularly scheduled basis to rechar ge the groundwater basin in the Santa Maria Valley or to manage flooding in high rain events. The Twitchell Dam is maintained by an on- site caretaker, and while the likelihood of a catastrophic failure of the dam is remote, the potential damage to the City of Santa Maria is significant should a failure occur. Twitchell Reservoir and Dam is a U.S. Department of the Interior, Bureau of Reclamation facility. The Bureau maintains a plan that is available to response agencies.
5.10 HAZARDOUS MATERIALS RELEASE
Hazardous materials are addressed in Chapter 5.0, Hazard Assessment of the 2022 MJHMP. The City of Santa Maria has numerous commercial and industrial businesses that utilize hazardous materials as part of their daily operations. In addition, the Santa Maria Valle y is home to agricultural operations that produce a multitude of crops that are distributed both locally and worldwide. With these agricultural activities comes the use of agricultural -related chemicals and refrigerants such as anhydrous ammonia. Hazardous materials that may be released from petroleum production, transportation accidents, or radiological accidents from Diablo Canyon Nuclear Power Plant are addressed collectively in this section.
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Figure 5-2. Location of Santa Maria River Levee Segments
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Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Figure 5.3. Wind Rose for Santa Maria Airport
Source: Santa Maria Airport U* 2012-2016 Wind Rose (ourair.org)
5.10.1 Chemical Release
Petroleum production and transportation is an industry in the Santa Maria Valley with over 100 years of history. The City relies on the California Department of Conservation, Division of Oil, Gas, and Geothermal Resources (DOGGR) to monitor and manage the safety of well drilling and eventual decomm issioning or abandonment. The County of Santa Barbara also monitors and regulates oil production in the Santa Maria Valley with an emphasis on environmental compliance and safety. Adequate monitoring and adherence to regulations are critical for the City a s almost all petroleum wells (past and present) pass through the City’s aquifer. Petroleum production in the Santa Maria Basin is also noteworthy in that it has the highest concentrations of Hydrogen Sulfide (H
2S) in the State, with concentrations of 270,0 00 ppm. The reader is referred to Publication No.
M10 Drilling and Operating Oil, Gas, and Geothermal Wells in an H 2S Environment (Dosch & Hodgson, 1997) published by DOGGR. Short-term exposure and inhalation of over 600 ppm result in death within 15 minut es. Longer-term exposures over 100 ppm can also result in death within hours.
For an annotated map of oil wells and status, the reader is referred to the California Division of Oil, Gas, and Geothermal Resources, Map 312:
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(http://www.conservation.ca.gov/dog/maps/pages/d3_index_map1.aspx .) In addition to the use and storage of hazardous materials in the City and surrounding valley, Santa Maria is near Vandenberg Space Force Base (VSFB) where a significant amount of hazardous materials are stored and used. While VSFB has an excellent safety record related to its hazardous materials, the threat of a significant release due to accidental or intentional acts is ever- present.
Should a significant release occur at VSFB, regional impacts would affect the City, but it would be unlikely to result in casualties as the pre vailing winds would normally keep any airborne release South of the City.
The City has been very fortunate in the past and has had no serious releases of hazardous materials.
Businesses that have sufficient material to pose a threat to large areas of the c ommunity are required to submit Risk Management Plans to the Santa Barbara County Environmental Health and Safety Division (CUPA) and to Santa Barbara County Fire Department which maintains the Hazardous Materials Response Unit for the Operational Area. The City Fire Department is not large enough, nor has sufficient human and financial resources to create and maintain a certified hazardous materials response unit. Therefore, the immediate response will be focused on area denial and either evacuation or Shelter in Place. Shelter in Place or evacuation will be determined by the City Fire Incident Commander based on the variables of the event (toxicity, concentration, humidity, winds, ability to move the population, etc.). In most cases, Shelter In Place will be required, as most material is too close to high-density residential areas to allow for sufficient time to evacuate and to bring in busses for those who do not have transportation.
There are a variety of hazardous materials, from individually packaged it ems available in stores and homes to large amounts used in manufacturing and industrial processes. In most cases, the larger amounts have the most potential for area-wide impacts and are regulated by a variety of Federal, State, and County agencies and pro grams. It is because of this regulatory framework that the probability is listed as medium. Leaks and releases have, and will occur, however, they are usually limited in scope and rarely result in significant evacuations or casualties.
The potential exists as infrastructure ages and as political will changes for this category of hazard to increase in potential and effect. In the Santa Maria area, many significant users and producers of hazardous materials are upwind and close enough to high -density housing areas that there will be no warning between a release and its impact on people in their homes.
The agricultural industry uses large quantities of ammonia to operate their refrigeration systems, and there are significant quantities of fertilizers and pestic ides stored and dispensed in the community. Anhydrous ammonia is an efficient and widely used source of nitrogen fertilizer.
However, it is one of the most potentially dangerous chemicals used in agriculture. Ammonia gas is colorless and has a sharp, penetrating odor. When used as an agricultural fertilizer, it is compressed into a liquid. In the liquid state, it is stored in specially designed tanks strong enough to withstand internal pressures of at least 250 pounds per square inch (psi). During warm weat her, the temperature of the liquid anhydrous ammonia in the tank increases and the liquid expands, causing the vapor pressure in the tank to increase. When pressure is released, liquid anhydrous ammonia quickly converts to a gas. When injected into the soi l, the liquid ammonia expands into a gas and is readily absorbed in the soil moisture. Similarly, in contact with the eyes, skin, or mucous membranes, ammonia will cause rapid dehydration and severe burns. There are other chemicals
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Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan used in industrial processes that may be safe in their normal form but can create toxic byproducts if burned.
5.10.2 Oil Spills & Well Stimulation/Hydraulic Fracturing The City is located in a historic oil production area, with a history of oil production extending over a century. Native Americans collected asphaltum from surface seeps and beach deposits for thousands of years in this area. Petroleum and petroleum byproducts are inherently flammable and toxic if ingested, inhaled , or otherwise handled improperly. Petroleum products are r efined and transported daily in large quantities, with most automobiles carrying approximately two gallons of lubrication/hydraulic oil and twenty gallons of fuel, usually gasoline. Commercial equipment has considerably more, and all of those needs are tra nsported and stored daily over highways, railroads, and pipelines to fueling stations widely distributed over the landscape. While the potential for localized events remains and has occurred, the fact that so few events have created any significant impact illustrates this as a low impact event. The role of regulatory compliance and safety engineering should not be underestimated in mitigating this potentially lethal material.
The continued safe production of petroleum is reliant on a robust regulatory system to ensure compliance. The City has had thousands of oil production wells within its jurisdiction over the last 100 years, but as our population has increased, high-density residential areas now exist next to oil production and transportation systems, and in some cases on top of decommissioned wells and other infrastructure. These wells also traverse through the City’s aquifer. Any failure or inadequately decommissioned well has the potential to contaminate the aquifer. The extremely high H ydrogen Sulfide gas concentrations in the oil production basin, in addition to the normal risks of petroleum, require continued vigilance to ensure the safety of our residents and visitors. These regulatory processes exist outside of the City’s legal juris diction. Continued engagement with County, State, and Federal agencies are required to ensure the safety of Santa Maria area residents.
For a map of interstate pipelines, qualified government and emergency services personnel are referred to the National Pi peline Mapping System of the Dept. of Transportation:
https://www.npms.phmsa.dot.gov/default.aspx. Pipelines in California (intrastate) are regulated by the State Fire Marshal. Natural Gas pipeline infrastructure maps are available California Dept. of Energy:
https://www.energy.ca.gov/sites/default/files/2020-10/Natural_Gas_Pipelines_ADA.pdf.
Hydrogen Sulfide releases in Santa Maria would likely result in very large evacuations (thousands) and result in significant casualties. Impact modeling is an opportunity for future hazard mitiga tion plan updates.
5.10.3 Radiological Accident
The Diablo Canyon Nuclear Power Plant, operated by the Pacific Gas and Electric Company (PG&E), is located on the San Luis Obispo County coast approximately 12 miles west of the City of San Luis Obispo and 30 miles northwest of the City of Santa Maria. PG&E announced in June 2016 that it intends to completely halt operations there by 2025 and retire the complex – California’s last operating nuclear power plant.
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Figure 5-4. Ingestion Pathway Map, Diablo Canyon NPP
Source: San Luis Obispo County Office of Emergency Services Emergency response action plans are not specifically required for Santa Barbara County for a nuclear power emergency at the Diablo Canyon Power Plant. There are no Protective Action Zone (PAZs) or Public Education Zones (PEZs) in Santa Barbara County or Santa Maria. However, the City of Santa Maria is located in the Ingestion Pathway Zone (IPZ) and is committed to a support role in the event of an emergency in San Luis Obispo County involving Diabl o Canyon. While there is no plan to house or decontaminate evacuees in Santa Maria, the presumption is that evacuees will impact Santa Maria and Santa Barbara County based on evacuation patterns following the north/south transportation grid within the areas involved.
While current plans are to shut down the nuclear power plant, onsite storage of radioactive material will continue until the regulatory system creates an acceptable reprocessing, waste diversion, and sequestration system. The DCNPP is highly r egulated and a catastrophic release of radiological material is extremely remote. However, if such an event did occur, it would have long -term sociological and economic impacts.
Santa Maria lies outside of the current State and Federal Emergency Protective Zones (which could include shelter in place or evacuation.) Emergency planning requirements for nuclear power plants are based on guidance from the Nuclear Regulatory Commission (NRC), Federal Emergency
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Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Management Agency (FEMA) and State Office of Emergen cy Services (OES). The State OES has established a planning area for the Diablo Canyon Power Plant that is larger than that required by the NRC and FEMA. The City of Santa Maria has adopted the official State emergency planning zones. However, the City and environs are well within the 50 -mile IPZ, which extends for 50 miles from the plant. As the City is downwind from the nuclear power plant , long-term impacts would probably result in spontaneous mass evacuation and collapse of the local economy. While it would likely be safe to live here, the stigmatization would make it highly likely that there would be significant long-term social disruption and community relocation.
5.10.4 Transportation Accidents
The City of Santa Maria is home to the Santa Maria Valley Railroad (SMVR). The SMVR is a low- speed system that serves local industries in the transportation of bulk materials needed for manufacture and in the export of products. The SMVR also stores product s in rail cars on sidings and track for a variety of customers. The low speed of rail cars and small consists (number of cars in the train) in the area minimizes the risk of spillage or rupture as most railcars are built to be resilient. While the risk of an accident is small, the potential impact has dramatically inc reased as population density and development have occurred downwind and next to rail transportation corridors and their industrial customers. Most rail accidents happen at significant speeds or during the loading or unloading of product s. Therefore, the most likely scenario would be an accident during the transfer of hazardous material. The City currently does not have a regulatory method to monitor or manage rail operations in the City. The City does not have sufficient resources to respond to a hazardous material spill of any significant size. As most materials within rail cars are unknown to initial responders, any gaseous or odiferous spill would immediately result in area denial and evacuations. Impacts would be determined by the toxicity, volatility, or flammability of the material.
Worst case scenario would be thousands of evacuees and hundreds of casualties, especially if it occurred next to high density residential areas. It is important to note that there have been very few accidents on the SMVR system throughout its history, and none have resulted in evacuations or a significant number of casualties.
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Figure 5-5. Santa Maria Valley Railroad
Source: http://www.smvrr.com/map.html )
The Santa Maria Public Airport District is located adjacent to the City of Santa Maria. Private and leased aircraft use the airport and a National Forest Service Air Attack base is hosted at the airport.
Santa Maria is located along the Pacific Flyway so aircraft traveling along the Pacific Coast of the United States are often in or near the airspace controlled by the Santa Maria FAA tower.
The airport and neighboring jurisdictions, including the City, maintain special zoning to manage appropriate development in the approach and take-off zones of the airport, which are potentially the most hazardous times in flight operations. The scarcity of aircraft crashes, and their relatively small area of effect place this event as a low pro bability/low impact event. There are no high - density housing areas within the approach and take-off zones. There are single-family residences, commercial, and industrial facilities near approach and takeoff zones (Figure 5-3).
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Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Figure 5-6. Santa Maria Public Airport Influence Zone
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5.11 CIVIL DISTURBANCE
Civil disturbances in Santa Maria have been limited to Constitutionally protected speech, with very little social disruption, violence , or destruction, with the largest demonstrations associated with agricultural labor movements and social justice issues. As the City becomes more diverse and the population continues to increase, the problems of larger urban centers will likely manifest he re as well. The City can mitigate those impacts by concerted efforts at whole community outreach, perceived fairness to all residents, and earnestly addressing issues of grave concern to any segment of the community. City leaders are encouraged to take Crisis Communications courses and the City is evolving its ability to constructively engage with the community using emerging social media tools.
While the risk of a Civil Disturbance is low given local history, the potential impacts are also relatively low and would likely be transitory.
5.12 FLOOD
The City of Santa Maria is located on the floor of a valley, in a reclaimed riverbed. When the City was first developed, the pioneers diverted the Santa Maria River to create the corporate City limits.
The U.S. Army Corps of Engineers subsequently constructed the Santa Maria River Levee to contain the river flow to the north end of the valley. Due to the relatively flat terrain, the City is subject to localized urban flooding during rainstorms and from agricultural irrigation runoff from the east side of the City. While the City has generally developed and maintained infrastructure to control stormwater and agricultur al water runoff, there are areas of the City which were annexed from the County which did not have adequate stormwater and agriculture water runoff infrastructure in place. At-risk of flooding areas in Santa Maria include (depends on rainfall intensity): This is not meant to be a comprehensive list.
• Black Road between Betteravia Road and Stowell Road (and sometimes to Main Street (Hwy 166)
• West Stowell Road from around Kameo Way to Black Road • Hancock Park neighborhood and South Bradley Road near Allan Hancock College • Harding and Dejoy, off North Blosser Road near Donovan Road • West Canal Street near North Blosser and Rancho Verde • North Panther Drive and the Edwards Basin
• The area bounded by Thornburg Street, Depot Street, Carmen Lane, Sonya Lane • East Main Street at the Philbric Road entrance to the Santa Maria Regional Landfill
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Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Figure 5-7. City of Santa Maria with Historic Flood Prone Areas
Source: http://www.cityofsantamaria.org/city-government/departments/fire-services/emergency-and-wet-weather-preparedness The City’s LPT has identified two areas of the City that could benefit from the allocation of disaster mitigation funds to reduce the potential for damage from localized urban flooding. • The Country Club Estates Subdivision was annexed from the County of Santa Barbara and the downstream area (west) of that subdivision does not have adequate infrastructure to ca rry storm and agriculture water runoff and localized flooding has occurred.
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• The Hancock Park Subdivision has inadequately sized piping to carry the storm and agriculture water runoff and localized flooding has occurred. The existing infrastructure runs un der the subdivision and adding to or expanding the existing piping is not feasible. An alternative routing of the new infrastructure needs to be done to adequately meet the needs. • As development increases and agricultural practices change (aka Hoop Struct ures), drainage, percolation, and run off patterns will change. The City currently mitigates this by the construction of storm water percolation basins co -located with parks. However, the chance for unintended consequences is present. For example, agricultural runoff is not regulated by the City and many properties lie outside of the City’s jurisdiction (unincorporated Santa Barbara County).
6.0 VULNERABILITY ASSESSMENT
The vulnerability assessment builds on the hazard assessment provided in Section 5.0 to esti mate losses where data is available and consider a specific list of critical facilities identified within the City of Santa Maria. The City identified 118 critical facilities to be included in the Vulnerability Assessment portion of the LHMP. These facilit ies primarily included utilities, government, and educational structures. Of the available data, it was shown that these buildings are worth approximately $94,509,416 in total value (Table 6-1).
However, this list should be considered a best estimate as no systematic study has been done to identify critical facilities and their dependencies, nor to identify which facilities are critical to which parts of the population. For example, a radio station that transmits information in Mixtec dialects would be critical to provide life safety information to a significant proportion of the population in the Santa Maria Valley but is not traditionally listed as a critical facility.
Table 6-1. Critical Facilities in the City of Santa Maria Type Name Address Total Building
Value
Cellular Tower SANTA BARBARA CELLULAR
SYSTEMS, LTD. 1952 ROEMER CT -
Cellular Tower GTE MOBILNET OF SANTA
BARBARA LIMITED PARTNERSHIP
2220 SOUTH BRADLEY ROAD &
HIGHWAY 101 -
Communications Foster -48V -
Government SM CORP. YARD FUEL ISLAND
CANOPY 912 W. FOSTER ROAD $33,548
Power Plant COSSA NOT AVAILABLE -
Power Plant SANTA MARIA COGEN PLANT 802 S. HANSON WAY - Power Plant SANTA MARIA LFG POWER PLANT 1400 EAST CHURCH STREET - Power Plant J&A-SANTA MARIA II LLC 2065 EAST MAIN STREET - Water Tank SM CORP YARD WATER TOWER 912 W. FOSTER ROAD $90,423 Hazmat SM AG COMMISIONER'S PESTICIDE
BLDG 624B W. FOSTER ROAD $257,928
RMP Facilities GOLD COAST PACKING INC 840 W BOONE -
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Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Type Name Address Total Building
Value
RMP Facilities CITY OF SANTA MARIA BLENDING
STATION 1301 FAIRWAY DRIVE -
RMP Facilities CALIFORNIA GIANT 1900 W. STOWELL RD. -
RMP Facilities NH3 SERVICE CAMPANY 609 S. DEPOT ST. -
RMP Facilities BONITA PACKING REFRIGERATION
FACILITY 1850 W. STOWELL RD. -
RMP Facilities LINEAGE LOGISTICS - SANTA
MARIA 1349 WEST LA BREA AVENUE -
RMP Facilities SANTA MARIA RAIL TERMINAL 755 SOUTH BLOSSER - RMP Facilities FROZ-SUN FOODS, INC. 1315 SOUTH BLOSSER ROAD - Animal Shelter SM ANIMAL SERVICES SHELTER 548 W. FOSTER RD $6,174,190 Clinic BETTERAVIA BLDG B, SM PHD
HEALTH CLINIC 2115 CENTERPOINTE PKWY. $7,156,372
Clinic SM MENTAL HEALTH CENTER 500 W. FOSTER ROAD $2,646,203 Clinic Santa Maria Care Center 820 West Cook Street -
Clinic Community Health Centers Of The
Central Coast- Santa Maria II 201 W. Mill St -
Clinic Marian Community Health Clinic-
Santa Maria 117 W. Bunny Ave -
Clinic Community Health Centers Of The
Central Coast- CHOP 2801 Santa Maria Way -
Clinic Community Health Centers Of The
Central Coast- Santa Maria III 1414 S. Miller -
Clinic Villa Maria Health Care Center 425 East Barcellus Avenue - Clinic Country Oaks Care Center 830 East Chapel Street - Clinic Central Coast Kidney Disease 1401 East Main Street - Clinic Marian Medical Center 1400 East Church Street -
Clinic PHD Santa Maria Women's Health 116 S. Palisade Dr. - Clinic Marian Extended Care 1530 East Cypress Way -
EMS Station SANTA MARIA FIRE DEPARTMENT
STATION 1 300 WEST COOK STREET -
EMS Station SANTA MARIA FIRE DEPARTMENT
STATION 2 416 WEST CARMEN LANE -
EMS Station SANTA MARIA FIRE DEPARTMENT
STATION 3 1527 NORTH COLLEGE DRIVE -
EMS Station
SANTA MARIA FIRE DEPARTMENT
STATION 4
2637 S. COLLEGE DRIVE
EMS Station
SANTA MARIA FIRE DEPARTMENT
STATION 5
1670 E. DONOVAN ROAD
EMS Station
SANTA MARIA FIRE DEPARTMENT
STATION 6
3339 TERMINAL DRIVE
EMS Station CALSTAR 7 - SANTA MARIA 3996 MITCHELL ROAD -
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Type Name Address Total Building
Value
EMS Station AMERICAN MEDICAL RESPONSE
STATION 9
625 SOUTH MCCLELLAND
STREET -
Nursing Home VILLA MARIA HEALTHCARE CENTER 425 BARCELLUS AVE - Nursing Home MERRILL GARDENS AT SANTA
MARIA 1220 SUEY ROAD -
Nursing Home COUNTRY OAKS CARE CENTER 830 E CHAPEL ST - Nursing Home MARIAN REGIONAL MEDICAL
CENTER DP/SNF 1530 CYPRESS WAY -
Nursing Home SANTA MARIA TERRACE 1405 EAST MAIN STREET - Nursing Home SANTA MARIA CARE CENTER 820 W COOK ST -
College Police ALLAN HANCOCK COLLEGE POLICE
DEPARTMENT 800 SOUTH COLLEGE DRIVE -
Colleges /
Universities ALLAN HANCOCK COLLEGE 800 SOUTH COLLEGE DRIVE - Colleges /
Universities CET-SANTA MARIA 509 W MORRISON AVE -
Colleges /
Universities
SANTA BARBARA BUSINESS
COLLEGE-SANTA MARIA 303 E PLAZA DR STE 1 -
Corrections SM JUVENILE HALL HOLDING
FACILITY 4263 CALIFORNIA BLVD $9,041,957
Corrections SM JUVENILE HALL
INTAKE/ADMINISTRATION 4263 CALIFORNIA BLVD $6,137,024
Corrections SM JUVENILE HALL 4263 CALIFORNIA BLVD $3,799,526 Court SM COURT COMPLEX SUP CRT/DA
BLDG G 312 E. COOK STREET $8,513,522
Court SM JUVENILE COURT BUILDING 4285 CALIFORNIA BLVD $3,008,935 Court SM COURT COMPLEX SUPERIOR
COURT BLDG C 312 E. COOK STREET $2,087,988
Court SM COURT COMPLEX
COURTHOUSE BLDG D 312 E. COOK STREET $2,598,819
Court SM COURT COMPLEX PUB. DEFEND
BLDG A 312A E. COOK STREET $1,618,720
Court SM COURT COMPLEX COURT
CLERKS BLDG E 312E E. COOK STREET $693,256
Court SM COURT COMPLEX SUPERIOR
COURT BLDG H 312 E. COOK STREET $654,776
Court SM COURT COMPLEX JURY ASSY
BLDG F 312F E. COOK STREET $456,197
Court COURT BAIL REVIEW OFFICE 624B W. FOSTER ROAD $369,423 Court SM COURT COMPLEX SUP CRT/DA
BLDG 312G E. COOK STREET $40,311
Education JIM?NEZ ROBERTO AND DR.
FRANCISCO ELEMENTARY SCHOOL 1970 S. BISCAYNE ST. -
Education EL CAMINO JUNIOR HIGH 219 W. EL CAMINO -
6.0. Vulnerability Assessment
City of Santa Maria Local Hazard Mitigation Plan 67
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Type Name Address Total Building
Value
Education TAYLOR (IDA REDMOND)
ELEMENTARY 1921 N. CARLOTTI DR. -
Education SANTA MARIA HIGH 901 S. BRD.WAY -
Education FESLER (ISAAC) JUNIOR HIGH 1100 E. FESLER ST. - Education ALVIN ELEMENTARY 301 E. ALVIN AVE. -
Education KUNST (TOMMIE) JUNIOR HIGH 930 HIDDEN PINES WAY - Education SANCHEZ (DAVID J.) ELEMENTARY 804 W. LIBERTY ST. - Education ONTIVEROS (JUAN PACIFICO)
ELEMENTARY 930 W. RANCHO VERDE -
Education ADAM (WILLIAM LAIRD)
ELEMENTARY 500 W. WINDSOR -
Education BRUCE (ROBERT) ELEMENTARY 601 W. ALVIN AVE. - Education PIONEER VALLEY HIGH 675 PANTHER DR. -
Education TUNNELL (MARTIN LUTHER)
ELEMENTARY 1248 E. DENA WAY -
Education OAKLEY (CALVIN C.) ELEMENTARY 1120 W. HARDING ST. - Education BATTLES (WASHINGTON)
ELEMENTARY 605 E. BATTLES RD. -
Education FAMILY PARTNERSHIP HOME STUDY
CHARTER 625 S. MCCLELLAND -
Education LIBERTY ELEMENTARY 1300 W. SONYA LN. -
Education RICE (WILLIAM) ELEMENTARY 700 E. VICKIE AVE. - Education FAIRLAWN ELEMENTARY 120 N. MARY DR. -
Education MILLER (ISAAC) ELEMENTARY 410 E. CAMINO COLEGIO - Education AGAPE SCHOOL OF CHRISTIAN
EDUCATION 109 W FESLER ST -
Government BETTERAVIA BLDG C, SOCIAL
SERIVCES 2125 CENTERPOINTE PKWY. $18,753,217
Government BETTERAVIA BLDG A, PROBATION 2121 CENTERPOINTE PKWY. $7,129,302 Government BETTERAVIA CENTER, BLDG D.
ADMIN. 511 LAKESIDE PKWY. $3,580,845
Government SM CORP YARD GS GARAGE/
OFFICE BLDG 912 W. FOSTER ROAD $1,856,641
Government NORTH COUNTY TECHNICAL
SERVICE BLDG 624A W. FOSTER ROAD $1,168,435
Government SM CORP. YARD STEEL
GARAGE/SHOPS 912 W. FOSTER ROAD $541,237
Government LIGHT WAREHOUSE SHELL
BUILDING 912 W. FOSTER ROAD $179,719
Government SM CORP YARD OFFICE TRAILER 912 W. FOSTER ROAD $60,646 Government SM CORP YARD GS STORAGE
GARAGE 912 W. FOSTER ROAD $37,009
Government CHILD SUPPORT SERVICES OFFICES 201 SO. MILLER $458,457
6.0. Vulnerability Assessment
68 February 2023
Type Name Address Total Building
Value
Government SOCIAL SERVICES ONE-STOP
OFFICE 1410/1444 S. BROADWAY $1,058,138
Government CITY OF SANTA MARIA CITY HALL 110 E. COOK ST Government CITY OF SANTA MARIA FINANCE &
CITY ATTORNEY’S OFFICE 204 E. COOK ST
Highway Patrol CALIFORNIA HIGHWAY PATROL -
SANTA MARIA 1710 NORTH CARLOTTI DRIVE -
Police SANTA MARIA POLICE DEPARTMENT 222 EAST COOK STREET - Sheriff SM SHERIFF'S SUB-STATION 812A W. FOSTER ROAD $3,058,702 Sheriff SM SHERIFF'S OFFICE MODULAR 812A W. FOSTER ROAD $118,101 Bridge - Non Scour
Fair Condition Bridge 'STOWELL RD' / 'US HIGHWAY
101' -
Bridge - Non Scour
Fair Condition Bridge 'U.S. HIGHWAY 101' / 'JONES
STREET' -
Bridge - Non Scour
Fair Condition Bridge 'U.S. HIGHWAY 101' / 'STATE
ROUTE 166' -
Bridge - Non Scour
Fair Condition Bridge 'N135-N101 N101-S13' / 'US
HWY 101 (@PM 90.75)' -
Bridge - Non Scour
Fair Condition Bridge 'STATE ROUTE 135' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Fair Condition Bridge 'N101-MAIN ST OFF' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Fair Condition Bridge 'MAIN ST-N101 ON RP' /
'BRADLEY CHANNEL' -
Bridge - Non Scour
Fair Condition Bridge 'SUEY CROSSING RD' / 'SANTA
MARIA RIVER' -
Bridge - Non Scour
Fair Condition Bridge 'RANCHO VERDE ST' / 'BLOSSER
CHANNEL' -
Bridge - Non Scour
Fair Condition Bridge 'MAGELLAN DRIVE' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Fair Condition Bridge 'STOKES AVENUE' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Fair Condition Bridge 'COX LANE' / 'BLOSSER
CHANNEL' -
Bridge - Non Scour
Good Condition Bridge 'ALVIN AVE' / 'US HWY 101 &
BRADLEY CHN' -
Bridge - Non Scour
Good Condition Bridge 'DONOVAN RD' / 'US
HIGHWAY 101' -
Bridge - Non Scour
Good Condition Bridge 'BETTERAVIA ROAD' / 'US
HIGHWAY 101' -
Bridge - Non Scour
Good Condition Bridge 'MAIN STREET' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Good Condition Bridge 'TAYLOR STREET' / 'BLOSSER
CHANNEL' -
Bridge - Non Scour
Good Condition Bridge 'RAILROAD AVENUE' / 'BRADLEY
CHANNEL' -
6.0. Vulnerability Assessment
City of Santa Maria Local Hazard Mitigation Plan 69
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Type Name Address Total Building
Value
Bridge - Non Scour
Good Condition Bridge 'CARLOTTI DRIVE' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Good Condition Bridge 'LAUREN LANE' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Good Condition Bridge 'BLOSSER ROAD' / 'BLOSSER
CHANNEL' -
Government SM CORP YARD VEHICLE OPS BLDG 912 W. FOSTER ROAD $1,129,849 Using a GIS and the mapped extents of the hazards affecting the City, it was determined which critical facilities are exposed to which hazards depending on whether they fall within the mapped hazard area. The results of the exposure analysis are included in this section. A further description of the threats and methodologies used in this analysis is provided in Chapter 6.0, Vulnerability Assessment of the 2022 MJHMP. As the City continues to assess its vulnerability, the collection of better and more complete data will help to improve the risk assessment process to direct planning and mitigation decisions.
Table 6-2. Summary of Potential Impacts on Critical Facilities Hazard Type Specific Risk Count % of Critical
Facilities Impacted Exposure ($)
Flood
FEMA 1% Chance
Flood Zone 4 3% $-
FEMA 0.2% Chance
Flood Zone 14 12% $17,122,046
Dam
Inundation/Levee
Failure
Twitchell Dam Failure 88 75% $18,180,184
Wildfire
Low Wildfire Threat 2 2% $-
Moderate Wildfire
Threat 2 2% $-
High Wildfire Threat 8 7% $3,929,072
Earthquake
Moderate
Liquefaction Potential 118 100% $94,509,416
Regional Ground
Shaking 118 100% $94,509,416
6.1 EARTHQUAKE & LIQUEFACTION
Chapter 6.0, Vulnerabilities Assessment of the 2022 MJHMP addresses regional seismicity under two scenarios that include the City of Santa Maria. The 2,500-year scenario considers general seismicity
6.0. Vulnerability Assessment
70 February 2023
from multiple faults in the region and a 7.0 magnitude event. The methodology utilizes probabilistic seismic hazard contour maps developed by the U.S. Geological Survey (USGS) for the 2018 update of the National Seismic Hazard Maps that are included with Hazus -MH. A deterministic scenario was also prepared to predict the outcome of a specific earthquake event. The deterministic scenarios used USGS provided ShakeMap datasets to model a Magnitude 7.2 earthquake of the San Luis Range would generate in terms of damages and losses for the chosen area of interest (i.e., northern Santa Barbara County, including the City). Figure 6-1 is the ShakeMap produced for this scenario.
As described in the MJHMP, regional losses to people and property would include the City. As shown in the San Luis Range Sha keMap scenario, the north and central parts of the county would perceive much stronger shaking and would likely receive the most severe damage when compared to the rest of the county. The entire City would perceive severe to extreme shaking and would likely receive moderate/heavy to very heavy damage. Direct effects of ground shaking could damage buildings and create dangerous debris and unstable structures. Displaced residents would likely seek shelter in the City, including residents from outside the City. Further, fires often occur after an earthquake. Because of the number of fires and the lack of water to fight the fires, they can often burn out of control.
Unreinforced masonry building type structures consist of buildings made of unreinforced concrete and brick, hollow concrete blocks, clay tiles, and adobe. Buildings constructed of these materials are heavy and brittle and typically provide little earthquake resistance. In small earthquakes, unreinforced buildings can crack, and in strong earthquakes, they tend to collapse. These types of structures if unreinforced pose the greatest structural risk to the life and safety of all general building types. Due to the public safety risks that are posed by unreinforced masonry buildings, the California legisla ture passed Senate Bill 547 (Government Code Section 8875 et seq.). This legislation went into effect January 1, 1987, and required all cities and counties located in Seismic Zone 4, which includes Santa Barbara County, to conduct an inventory of potential ly hazardous structures, including unreinforced masonry buildings.
To comply with the requirements of SB 547, Santa Maria City Council adopted an unreinforced masonry (URM) implementation ordinance in 1989. The ordinance adopted a standard and a schedule for reinforcing URM buildings based on the type of building and its occupancy load. All known unreinforced masonry buildings have been retrofitted to meet seismic requirements. The City does have a significant number of buildings that are over 50 years old, and are subject to damage from a major quake but are not required to be retrofitted because of low occupancy. The Building Division has a list of buildings that have been retrofitted, need retrofitting, and those that are not required to be retrofitted.
The City's water reservoirs are located primarily below ground and are designed to resist a strong earthquake. However, the piping from the reservoirs to the City water system may be vulnerable to damage from a quake. Two of the City's reservoirs do not have seismic valves that would close in the event of an earthquake and retain the water in the reservoirs for domestic and firefighting use. The City also relies on well water and State Water pipeline for its drinking water. It is not uncommon for wells to fail (changes in the water table or failure of well casing) during an earthquake. Pipelines are equally vulnerable to rupture if deformation or displacement is sufficient to cause pipe failure.
6.0. Vulnerability Assessment
City of Santa Maria Local Hazard Mitigation Plan 71
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan The City has sufficient capability to provide generator power to operate the water wells, and water reservoirs for life and safety needs, and full capability to provide generator power to operate the wastewater treatment plant during a prolonged power outage. The City also has significant capabilities to operate City fuel facilities during prolong ed power outages. This was not the case during earlier LHMPs (2004, 2011). Those plans were used to prioritize projects that have increased the City’s ability to maintain services.
The City lies in an area with a moderate liquefaction severity class. Regional earthquakes could cause liquefaction in the City, which could damage buildings and utilities when soils become unstable. Based on the GIS analysis conducted for the 2022 MJHMP, the City has 21,993 improved parcels valued at over $11 billion in the moderate liquefaction severity zone. Based on this analysis, which accounts for residents only and not workers, 75,756 residents are living in this hazard zone within the City. While liquefaction would not likely affect all areas uniformly during an earthquake, this analysis indicates the extent and scale of vulnerabilities to liquefaction during a large earthquake.
Table 6-3. City of Santa Maria at Risk to the Moderate Liquefaction Hazard by Property Type Property Tyle Improved Parcel Count Total Value Population Agricultural 6 $2,836,490
Commercial 1,055 $2,125,217,550
Exempt 126 $1,127,554,408
Industrial 472 $1,739,666,455
Mixed Use 8 $15,317,928 30
Residential 20,302 $6,404,131,299 75,726
Improved Vacant 24 $8,798,864
Total 21,993 $11,423,522,994 75,756
As listed in Table 6-4, all critical facilities in the City would be vulnerable to damage or destruction from ground shaking and liquefaction during a significant regional earthquake (see also, Section
6.2.1, Earthquake (Groundshaking) and Section 6.3.3, Liquefaction (Earthquake) of the 2022 MJHMP).
Table 6-4. City of Santa Maria Critical Facilities Vulnerable to Groundshaking & Liquefaction Type Name Address Total Building
Value
Cellular Tower SANTA BARBARA CELLULAR
SYSTEMS, LTD. 1952 ROEMER CT -
Cellular Tower GTE MOBILNET OF SANTA
BARBARA LIMITED PARTNERSHIP
2220 SOUTH BRADLEY ROAD &
HIGHWAY 101 -
Communications Foster -48V -
Government SM CORP. YARD FUEL ISLAND
CANOPY 912 W. FOSTER ROAD $33,548
Power Plant COSSA NOT AVAILABLE -
Power Plant SANTA MARIA COGEN PLANT 802 S. HANSON WAY -
6.0. Vulnerability Assessment
72 February 2023
Type Name Address Total Building
Value
Power Plant SANTA MARIA LFG POWER PLANT 1400 EAST CHURCH STREET - Power Plant J&A-SANTA MARIA II LLC 2065 EAST MAIN STREET - Water Tank SM CORP YARD WATER TOWER 912 W. FOSTER ROAD $90,423 Hazmat SM AG COMMISIONER'S PESTICIDE
BLDG 624B W. FOSTER ROAD $257,928
RMP Facilities GOLD COAST PACKING INC 840 W BOONE -
RMP Facilities CITY OF SANTA MARIA BLENDING
STATION 1301 FAIRWAY DRIVE -
RMP Facilities CALIFORNIA GIANT 1900 W. STOWELL RD. -
RMP Facilities NH3 SERVICE CAMPANY 609 S. DEPOT ST. -
RMP Facilities BONITA PACKING REFRIGERATION
FACILITY 1850 W. STOWELL RD. -
RMP Facilities LINEAGE LOGISTICS - SANTA
MARIA 1349 WEST LA BREA AVENUE -
RMP Facilities SANTA MARIA RAIL TERMINAL 755 SOUTH BLOSSER - RMP Facilities FROZ-SUN FOODS, INC. 1315 SOUTH BLOSSER ROAD - Animal Shelter SM ANIMAL SERVICES SHELTER 548 W. FOSTER RD $6,174,190 Clinic BETTERAVIA BLDG B, SM PHD
HEALTH CLINIC 2115 CENTERPOINTE PKWY. $7,156,372
Clinic SM MENTAL HEALTH CENTER 500 W. FOSTER ROAD $2,646,203 Clinic Santa Maria Care Center 820 West Cook Street -
Clinic Community Health Centers Of The
Central Coast- Santa Maria II 201 W. Mill St -
Clinic Marian Community Health Clinic-
Santa Maria 117 W. Bunny Ave -
Clinic Community Health Centers Of The
Central Coast- CHOP 2801 Santa Maria Way -
Clinic Community Health Centers Of The
Central Coast- Santa Maria III 1414 S. Miller -
Clinic Villa Maria Health Care Center 425 East Barcellus Avenue - Clinic Country Oaks Care Center 830 East Chapel Street - Clinic Central Coast Kidney Disease 1401 East Main Street - Clinic Marian Medical Center 1400 East Church Street -
Clinic PHD Santa Maria Women's Health 116 S. Palisade Dr. - Clinic Marian Extended Care 1530 East Cypress Way -
EMS Station SANTA MARIA FIRE DEPARTMENT
STATION 1 300 WEST COOK STREET -
EMS Station CALSTAR 7 - SANTA MARIA 3996 MITCHELL ROAD - EMS Station SANTA MARIA FIRE DEPARTMENT
STATION 2 416 WEST CARMEN LANE -
EMS Station SANTA MARIA FIRE DEPARTMENT
STATION 3 1527 NORTH COLLEGE DRIVE -
EMS Station AMERICAN MEDICAL RESPONSE
STATION 9
625 SOUTH MCCLELLAND
STREET -
6.0. Vulnerability Assessment
City of Santa Maria Local Hazard Mitigation Plan 73
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Type Name Address Total Building
Value
Nursing Home VILLA MARIA HEALTHCARE CENTER 425 BARCELLUS AVE - Nursing Home MERRILL GARDENS AT SANTA
MARIA 1220 SUEY ROAD -
Nursing Home COUNTRY OAKS CARE CENTER 830 E CHAPEL ST - Nursing Home MARIAN REGIONAL MEDICAL
CENTER DP/SNF 1530 CYPRESS WAY -
Nursing Home SANTA MARIA TERRACE 1405 EAST MAIN STREET - Nursing Home SANTA MARIA CARE CENTER 820 W COOK ST -
College Police ALLAN HANCOCK COLLEGE POLICE
DEPARTMENT 800 SOUTH COLLEGE DRIVE -
Colleges /
Universities ALLAN HANCOCK COLLEGE 800 SOUTH COLLEGE DRIVE - Colleges /
Universities CET-SANTA MARIA 509 W MORRISON AVE -
Colleges /
Universities
SANTA BARBARA BUSINESS
COLLEGE-SANTA MARIA 303 E PLAZA DR STE 1 -
Corrections SM JUVENILE HALL HOLDING
FACILITY 4263 CALIFORNIA BLVD $9,041,957
Corrections SM JUVENILE HALL
INTAKE/ADMINISTRATION 4263 CALIFORNIA BLVD $6,137,024
Corrections SM JUVENILE HALL 4263 CALIFORNIA BLVD $3,799,526 Court SM COURT COMPLEX SUP CRT/DA
BLDG G 312 E. COOK STREET $8,513,522
Court SM JUVENILE COURT BUILDING 4285 CALIFORNIA BLVD $3,008,935 Court SM COURT COMPLEX SUPERIOR
COURT BLDG C 312 E. COOK STREET $2,087,988
Court SM COURT COMPLEX
COURTHOUSE BLDG D 312 E. COOK STREET $2,598,819
Court SM COURT COMPLEX PUB. DEFEND
BLDG A 312A E. COOK STREET $1,618,720
Court SM COURT COMPLEX COURT
CLERKS BLDG E 312E E. COOK STREET $693,256
Court SM COURT COMPLEX SUPERIOR
COURT BLDG H 312 E. COOK STREET $654,776
Court SM COURT COMPLEX JURY ASSY
BLDG F 312F E. COOK STREET $456,197
Court COURT BAIL REVIEW OFFICE 624B W. FOSTER ROAD $369,423 Court SM COURT COMPLEX SUP CRT/DA
BLDG 312G E. COOK STREET $40,311
Education JIM?NEZ ROBERTO AND DR.
FRANCISCO ELEMENTARY SCHOOL 1970 S. BISCAYNE ST. -
Education EL CAMINO JUNIOR HIGH 219 W. EL CAMINO -
Education TAYLOR (IDA REDMOND)
ELEMENTARY 1921 N. CARLOTTI DR. -
Education SANTA MARIA HIGH 901 S. BRD.WAY -
6.0. Vulnerability Assessment
74 February 2023
Type Name Address Total Building
Value
Education FESLER (ISAAC) JUNIOR HIGH 1100 E. FESLER ST. - Education ALVIN ELEMENTARY 301 E. ALVIN AVE. -
Education KUNST (TOMMIE) JUNIOR HIGH 930 HIDDEN PINES WAY - Education SANCHEZ (DAVID J.) ELEMENTARY 804 W. LIBERTY ST. - Education ONTIVEROS (JUAN PACIFICO)
ELEMENTARY 930 W. RANCHO VERDE -
Education ADAM (WILLIAM LAIRD)
ELEMENTARY 500 W. WINDSOR -
Education BRUCE (ROBERT) ELEMENTARY 601 W. ALVIN AVE. - Education PIONEER VALLEY HIGH 675 PANTHER DR. -
Education TUNNELL (MARTIN LUTHER)
ELEMENTARY 1248 E. DENA WAY -
Education OAKLEY (CALVIN C.) ELEMENTARY 1120 W. HARDING ST. - Education BATTLES (WASHINGTON)
ELEMENTARY 605 E. BATTLES RD. -
Education FAMILY PARTNERSHIP HOME STUDY
CHARTER 625 S. MCCLELLAND -
Education LIBERTY ELEMENTARY 1300 W. SONYA LN. -
Education RICE (WILLIAM) ELEMENTARY 700 E. VICKIE AVE. - Education FAIRLAWN ELEMENTARY 120 N. MARY DR. -
Education MILLER (ISAAC) ELEMENTARY 410 E. CAMINO COLEGIO - Education AGAPE SCHOOL OF CHRISTIAN
EDUCATION 109 W FESLER ST -
Government BETTERAVIA BLDG C, SOCIAL
SERIVCES 2125 CENTERPOINTE PKWY. $18,753,217
Government BETTERAVIA BLDG A, PROBATION 2121 CENTERPOINTE PKWY. $7,129,302 Government BETTERAVIA CENTER, BLDG D.
ADMIN. 511 LAKESIDE PKWY. $3,580,845
Government SM CORP YARD GS GARAGE/
OFFICE BLDG 912 W. FOSTER ROAD $1,856,641
Government NORTH COUNTY TECHNICAL
SERVICE BLDG 624A W. FOSTER ROAD $1,168,435
Government SM CORP. YARD STEEL
GARAGE/SHOPS 912 W. FOSTER ROAD $541,237
Government LIGHT WAREHOUSE SHELL
BUILDING 912 W. FOSTER ROAD $179,719
Government SM CORP YARD OFFICE TRAILER 912 W. FOSTER ROAD $60,646 Government SM CORP YARD GS STORAGE
GARAGE 912 W. FOSTER ROAD $37,009
Government CHILD SUPPORT SERVICES OFFICES 201 SO. MILLER $458,457 Government SOCIAL SERVICES ONE-STOP
OFFICE 1410/1444 S. BROADWAY $1,058,138
Highway Patrol CALIFORNIA HIGHWAY PATROL -
SANTA MARIA 1710 NORTH CARLOTTI DRIVE -
6.0. Vulnerability Assessment
City of Santa Maria Local Hazard Mitigation Plan 75
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Type Name Address Total Building
Value
Police SANTA MARIA POLICE DEPARTMENT 222 EAST COOK STREET - Sheriff SM SHERIFF'S SUB-STATION 812A W. FOSTER ROAD $3,058,702 Sheriff SM SHERIFF'S OFFICE MODULAR 812A W. FOSTER ROAD $118,101 Bridge - Non Scour
Fair Condition Bridge 'STOWELL RD' / 'US HIGHWAY
101' -
Bridge - Non Scour
Fair Condition Bridge 'U.S. HIGHWAY 101' / 'JONES
STREET' -
Bridge - Non Scour
Fair Condition Bridge 'U.S. HIGHWAY 101' / 'STATE
ROUTE 166' -
Bridge - Non Scour
Fair Condition Bridge 'N135-N101 N101-S13' / 'US
HWY 101 (@PM 90.75)' -
Bridge - Non Scour
Fair Condition Bridge 'STATE ROUTE 135' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Fair Condition Bridge 'N101-MAIN ST OFF' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Fair Condition Bridge 'MAIN ST-N101 ON RP' /
'BRADLEY CHANNEL' -
Bridge - Non Scour
Fair Condition Bridge 'SUEY CROSSING RD' / 'SANTA
MARIA RIVER' -
Bridge - Non Scour
Fair Condition Bridge 'RANCHO VERDE ST' / 'BLOSSER
CHANNEL' -
Bridge - Non Scour
Fair Condition Bridge 'MAGELLAN DRIVE' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Fair Condition Bridge 'STOKES AVENUE' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Fair Condition Bridge 'COX LANE' / 'BLOSSER
CHANNEL' -
Bridge - Non Scour
Good Condition Bridge 'ALVIN AVE' / 'US HWY 101 &
BRADLEY CHN' -
Bridge - Non Scour
Good Condition Bridge 'DONOVAN RD' / 'US
HIGHWAY 101' -
Bridge - Non Scour
Good Condition Bridge 'BETTERAVIA ROAD' / 'US
HIGHWAY 101' -
Bridge - Non Scour
Good Condition Bridge 'MAIN STREET' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Good Condition Bridge 'TAYLOR STREET' / 'BLOSSER
CHANNEL' -
Bridge - Non Scour
Good Condition Bridge 'RAILROAD AVENUE' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Good Condition Bridge 'CARLOTTI DRIVE' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Good Condition Bridge 'LAUREN LANE' / 'BRADLEY
CHANNEL' -
Bridge - Non Scour
Good Condition Bridge 'BLOSSER ROAD' / 'BLOSSER
CHANNEL' -
Government SM CORP YARD VEHICLE OPS BLDG 912 W. FOSTER ROAD $1,129,849
6.0. Vulnerability Assessment
76 February 2023
Figure 6-1. City of Santa Maria Critical Facilities and Earthquake Groundshaking Potential (San Luis Range
7.2 Magnitude ShakeMap)
6.0. Vulnerability Assessment
City of Santa Maria Local Hazard Mitigation Plan 77
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Figure 6-2. City of Santa Maria Critical Facilities and Liquefaction Potential
6.0. Vulnerability Assessment
78 February 2023
6.2 DAM/LEVEE FAILURE
Dam failure is a remote possibility for the Santa Maria area. The Twitchell Dam is under the authority of the Department of the Interior, Bureau of Reclamation. The daily operations of the dam are overseen by the Santa Maria Valley Water Conservation District (SMVWCD). The SMVWCD oversees the daily operations, maintenance, and emergency planning for the dam in coordination with Santa Barbara County Public Works. Please also refer to the SMVWCD annex to the 2022 MJHMP for more information about Twitchell Dam Management, as well as the District’s website:
http://www.smvwcd.org/.
As the dam is a groundwater recharge tool, it does not normally retain water but manages the release of water to minimize downstream flooding and enhance the Santa Maria Valley Basin aquifer. The dam has a significant spillway to prevent the overtopping of the earthen fill dam structure. The reader is referred to the Bureau of Reclamation Santa Maria Project website for details on the project and relevant response plans at:
https://www.usbr.gov/projects/index.php?id=513. Some documents are protected under the Department of Homeland Security and may not be available to the public.
Levee failure in the Santa Maria area has occurred with an impact on local farming operations, but no evacuations or casualties. The Santa Maria River Levee is managed by the United States Army Corps of Engineers and Santa Barbara County Flood Control. The reader is referred to the USACE website at: http://www.spl.usace.army.mil/Missions/Civil- Works/Levee-Safety-Program/. The Levee is divided into management sections, with section 3a being most relevant to the City of Santa Maria.
While levee failure has been partially mitigated by structural improvements (see Section 5.10, Dam/Levee Failure of this plan), the levee is at a fixed height and could be overtopped if sufficient flow existed. The watershed comprises an area of approximately 1,880 square miles. One of the predicted impacts of continued warming is energetic storms, which could produce rainfall amounts that would exceed infiltration rates and potentially be high runoff events. Impacts would be large evacuations, with minimal casualties (probably as a result of evacuation.) Current modeling does not take into consideration building elevations. This is an opportunity for further impact analysis.
Failure of Twitchell Dam would inundate portions of the cities of Santa Maria and Guadalupe, as well as Highway 1, with relatively little evacuation time. Based on the GIS analysis conducted for the 2022 MJHMP, in Santa Maria, 17,620 properties with a total value of $7.965 billion are vulnerable to the catastrophic flooding that would occur if the Twitchell Dam and levee system on the Santa Maria River failed. In Santa Maria, approximately 61,303 residents within the inundation zone may need to be evacuated, cared for, and possibly permanently relocated. This information is summarized in Table 6-5 below.
Table 6-5. City of Santa Maria at Risk to Dam Inundation Hazard Property Type Improved Parcel Count Total Value Population Agricultural 3 $2,664,956
Commercial 855 $1,157,439,996
Exempt 111 $1,090,169,976
6.0. Vulnerability Assessment
City of Santa Maria Local Hazard Mitigation Plan 79
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Property Type Improved Parcel Count Total Value Population Industrial 196 $680,703,628
Mixed Use 8 $15,317,928 30
Residential 16,427 $5,012,836,743 61,273
Improved Vacant 20 $6,100,436
Total 17,620 $7,965,233,663 61,303
Further, as listed in Table 6- 6, 88 critical facilities in the City would be vulnerable to damage or destruction from flooding due to dam and levee failure (see also, Section 6.6.3, Dam Failure and Section 6.6.8, Levee Failure of the 2022 MJHMP).
Table 6-6. City of Santa Maria Critical Facilities Vulnerable to Inundation from Dam/Levee Failure Type Name Dam_Name Total_Value
Cellular Tower SANTA BARBARA CELLULAR SYSTEMS, LTD. Twitchell Dam Inundation - Power Plant SANTA MARIA COGEN PLANT Twitchell Dam Inundation - Power Plant SANTA MARIA LFG POWER PLANT Twitchell Dam Inundation - Power Plant J&A-SANTA MARIA II LLC Twitchell Dam Inundation - RMP Facilities GOLD COAST PACKING INC Twitchell Dam Inundation - RMP Facilities CALIFORNIA GIANT Twitchell Dam Inundation - RMP Facilities NH3 SERVICE CAMPANY Twitchell Dam Inundation - RMP Facilities BONITA PACKING REFRIGERATION FACILITY Twitchell Dam Inundation - RMP Facilities LINEAGE LOGISTICS - SANTA MARIA Twitchell Dam Inundation - RMP Facilities SANTA MARIA RAIL TERMINAL Twitchell Dam Inundation - RMP Facilities FROZ-SUN FOODS, INC. Twitchell Dam Inundation - Clinic Santa Maria Care Center Twitchell Dam Inundation - Clinic Community Health Centers of the Central Coast-
Santa Maria II Twitchell Dam Inundation -
Clinic Marian Community Health Clinic- Santa Maria Twitchell Dam Inundation - Clinic Community Health Centers of the Central Coast-
Santa Maria III Twitchell Dam Inundation -
Clinic Villa Maria Health Care Center Twitchell Dam Inundation - Clinic Country Oaks Care Center Twitchell Dam Inundation - Clinic Central Coast Kidney Disease Twitchell Dam Inundation - Clinic Marian Medical Center Twitchell Dam Inundation - Clinic PHD Santa Maria Women's Health Twitchell Dam Inundation - Clinic Marian Extended Care Twitchell Dam Inundation -
EMS Station SANTA MARIA FIRE DEPARTMENT STATION 1 Twitchell Dam Inundation - EMS Station SANTA MARIA FIRE DEPARTMENT STATION 2 Twitchell Dam Inundation - EMS Station SANTA MARIA FIRE DEPARTMENT STATION 3 Twitchell Dam Inundation - EMS Station AMERICAN MEDICAL RESPONSE STATION 9 Twitchell Dam Inundation - Nursing Home VILLA MARIA HEALTHCARE CENTER Twitchell Dam Inundation - Nursing Home MERRILL GARDENS AT SANTA MARIA Twitchell Dam Inundation -
6.0. Vulnerability Assessment
80 February 2023
Type Name Dam_Name Total_Value
Nursing Home COUNTRY OAKS CARE CENTER Twitchell Dam Inundation - Nursing Home MARIAN REGIONAL MEDICAL CENTER DP/SNF Twitchell Dam Inundation - Nursing Home SANTA MARIA TERRACE Twitchell Dam Inundation - Nursing Home SANTA MARIA CARE CENTER Twitchell Dam Inundation - College Police ALLAN HANCOCK COLLEGE POLICE DEPARTMENT Twitchell Dam Inundation - Colleges /
Universities ALLAN HANCOCK COLLEGE Twitchell Dam Inundation - Colleges /
Universities CET-SANTA MARIA Twitchell Dam Inundation - Colleges /
Universities
SANTA BARBARA BUSINESS COLLEGE-SANTA
MARIA Twitchell Dam Inundation -
Court SM COURT COMPLEX SUP CRT/DA BLDG G Twitchell Dam Inundation $8,513,522 Court SM COURT COMPLEX SUPERIOR COURT BLDG C Twitchell Dam Inundation $2,087,988 Court SM COURT COMPLEX COURTHOUSE BLDG D Twitchell Dam Inundation $2,598,819 Court SM COURT COMPLEX PUB. DEFEND BLDG A Twitchell Dam Inundation $1,618,720 Court SM COURT COMPLEX COURT CLERKS BLDG E Twitchell Dam Inundation $693,256 Court SM COURT COMPLEX SUPERIOR COURT BLDG H Twitchell Dam Inundation $654,776 Court SM COURT COMPLEX JURY ASSY BLDG F Twitchell Dam Inundation $456,197 Court SM COURT COMPLEX SUP CRT/DA BLDG Twitchell Dam Inundation $40,311 Education JIM?NEZ ROBERTO AND DR. FRANCISCO
ELEMENTARY SCHOOL Twitchell Dam Inundation -
Education EL CAMINO JUNIOR HIGH Twitchell Dam Inundation - Education TAYLOR (IDA REDMOND) ELEMENTARY Twitchell Dam Inundation - Education SANTA MARIA HIGH Twitchell Dam Inundation -
Education FESLER (ISAAC) JUNIOR HIGH Twitchell Dam Inundation - Education ALVIN ELEMENTARY Twitchell Dam Inundation -
Education KUNST (TOMMIE) JUNIOR HIGH Twitchell Dam Inundation - Education SANCHEZ (DAVID J.) ELEMENTARY Twitchell Dam Inundation - Education ONTIVEROS (JUAN PACIFICO) ELEMENTARY Twitchell Dam Inundation - Education ADAM (WILLIAM LAIRD) ELEMENTARY Twitchell Dam Inundation - Education BRUCE (ROBERT) ELEMENTARY Twitchell Dam Inundation - Education PIONEER VALLEY HIGH Twitchell Dam Inundation - Education TUNNELL (MARTIN LUTHER) ELEMENTARY Twitchell Dam Inundation - Education OAKLEY (CALVIN C.) ELEMENTARY Twitchell Dam Inundation - Education BATTLES (WASHINGTON) ELEMENTARY Twitchell Dam Inundation - Education FAMILY PARTNERSHIP HOME STUDY CHARTER Twitchell Dam Inundation - Education LIBERTY ELEMENTARY Twitchell Dam Inundation - Education RICE (WILLIAM) ELEMENTARY Twitchell Dam Inundation - Education FAIRLAWN ELEMENTARY Twitchell Dam Inundation - Education MILLER (ISAAC) ELEMENTARY Twitchell Dam Inundation - Education AGAPE SCHOOL OF CHRISTIAN EDUCATION Twitchell Dam Inundation -
6.0. Vulnerability Assessment
City of Santa Maria Local Hazard Mitigation Plan 81
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Type Name Dam_Name Total_Value
Government CHILD SUPPORT SERVICES OFFICES Twitchell Dam Inundation $458,457 Government SOCIAL SERVICES ONE-STOP OFFICE Twitchell Dam Inundation $1,058,138 Highway
Patrol CALIFORNIA HIGHWAY PATROL - SANTA MARIA Twitchell Dam Inundation - Police SANTA MARIA POLICE DEPARTMENT Twitchell Dam Inundation - Bridge - Non
Scour Fair
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Fair
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Fair
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Fair
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Fair
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Fair
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Fair
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Fair
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Fair
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Fair
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Fair
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Fair
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Good
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Good
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Good
Condition
Bridge Twitchell Dam Inundation -
6.0. Vulnerability Assessment
82 February 2023
Type Name Dam_Name Total_Value
Bridge - Non
Scour Good
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Good
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Good
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Good
Condition
Bridge Twitchell Dam Inundation -
Bridge - Non
Scour Good
Condition
Bridge Twitchell Dam Inundation -
6.0. Vulnerability Assessment
City of Santa Maria Local Hazard Mitigation Plan 83
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Figure 6-3. City of Santa Maria Critical Facilities in Twitchell Dam Inundation Zone
6.0. Vulnerability Assessment
84 February 2023
6.3 FLOOD
The geographical location, climate, and topography of the Santa Maria Valley make some areas of the City prone to flooding. While there are some benefits associated with flooding, such as maintaining natural riparian processes along creeks and replenishing nutrients to agricultural lands, flooding presents a hazard to development in floodplains. In addition to the damage to properties, flooding can also cut off access to utilities, emergency services, transportation, and may impact the overall economic well -being of an area. Emergency response can be interrupted by damaged roads and infrastructure. Fire can break out as a result of dysfunctional electrical equipment.
Hazardous materials can also get into floodways, causing health concerns and polluted water supplies. During a flood, the drinking water supply can be contaminated. Climate change is expected to increase the frequency and intensity of heavy rainstorms that cause riverine flooding.
Based on the GIS analysis conducted for the 2022 MJHMP , the City h as 66 improved parcels valued at over $50 million in the 1-percent annual chance floodplain. Based on this analysis, which accounts for residents only and not workers, 220 residents are living in the 1-percent annual chance floodplain throughout the City. An additional 1,792 improved parcels and over $755 million in value fall within the 0.2-percent annual chance floodplain. Areas of the City vulnerable to the 0.2- percent annual chance riverine flood are home to 5,804 residents. Development in the 0.2-percent annual chance floodplain is typically not regulated, thus a large flood event could be extremely damaging in the City. This information is summarized in Table 6-7 below.
Table 6-7. City of Santa Maria FEMA Floodplain Exposure and Loss Property Type Improved Parcel
Count Total Value Estimated Loss Population
Riverine 1% Annual Chance Floodplain Exposure and Loss
Commercial 6 $16,517,446 $4,129,362
220
Industrial 1 $1,708,165 $427,041
Residential 59 $32,616,569 $8,154,142
Total 66 $50,842,180 $12,710,545
Riverine 0.2% Annual Chance Floodplain Exposure and Loss Commercial 192 $168,324,292 $42,081,073
5,804
Exempt 17 $16,051,774 $4,012,944
Industrial 26 $49,354,655 $12,338,664
Residential 1,556 $521,331,297 $130,332,824
Improved Vacant 1 $9,696 $2,424
Total 1,792 $755,071,714 $188,767,929
As listed in Table 6-8, 18 critical facilities in the City with a total value of $17,122,046 would be vulnerable to damage or destruction from 1-percent or 0.2-percent annual chance flood (Figure 6- 4; see also, Section 6.3.3, Flood of the 2022 MJHMP).
6.0. Vulnerability Assessment
City of Santa Maria Local Hazard Mitigation Plan 85
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Table 6-8. City of Santa Maria Critical Facilities at Risk to Flood Hazard Type Critical Facility FEMA_Flood Total_Value
Clinic Community Health Centers of the Central
Coast- Santa Maria II 0.2% Chance -
Court SM COURT COMPLEX SUP CRT/DA BLDG
G 0.2% Chance $8,513,522
Court SM COURT COMPLEX SUPERIOR COURT
BLDG C 0.2% Chance $2,087,988
Court SM COURT COMPLEX COURTHOUSE
BLDG D 0.2% Chance $2,598,819
Court SM COURT COMPLEX PUB. DEFEND BLDG
A 0.2% Chance $1,618,720
Court SM COURT COMPLEX COURT CLERKS
BLDG E 0.2% Chance $693,256
Court SM COURT COMPLEX SUPERIOR COURT
BLDG H 0.2% Chance $654,776
Court SM COURT COMPLEX JURY ASSY BLDG F 0.2% Chance $456,197 Court SM COURT COMPLEX SUP CRT/DA BLDG 0.2% Chance $40,311 Government CHILD SUPPORT SERVICES OFFICES 0.2% Chance $458,457 Highway Patrol CALIFORNIA HIGHWAY PATROL - SANTA
MARIA 0.2% Chance -
Police SANTA MARIA POLICE DEPARTMENT 0.2% Chance -
Bridge - Non Scour
Fair Condition Bridge 0.2% Chance -
Bridge - Non Scour
Fair Condition Bridge 1% Chance -
Bridge - Non Scour
Fair Condition Bridge 1% Chance -
Bridge - Non Scour
Good Condition Bridge 0.2% Chance -
Bridge - Non Scour
Good Condition Bridge 1% Chance -
Bridge - Non Scour
Good Condition Bridge 1% Chance -
6.0. Vulnerability Assessment
86 February 2023
Figure 6-4. City of Santa Maria Critical Facilities in FEMA Flood Hazard Zones
6.0. Vulnerability Assessment
City of Santa Maria Local Hazard Mitigation Plan 87
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan
6.4 WILDFIRE
The county has areas within mapped Fire Hazard Severity Zones and Wildland -Urban Interface (WUI) areas. These hazard areas generate vulnerability for life and structures, including critical facilities, throughout the county, but most severely within rural foothills areas where dry vegetation, steep slopes, and difficult access combine to create a high probability of wildfire. Based on these maps, the City has 41 acres (0.3 percent) within Very High Wildfire Threat areas, 427 acres (2.8 percent) within High Fire Wildfire Threat areas, 1,554 acres ( 10.3 percent) within Moderate Wildfire Threat areas, and 2,317 acres (15.5 percent) within Low Wildfire Threat areas. Most of these areas are residential with limited vulnerabilities in commercial and industrial areas.
Based on the GIS analysis conducted for the 2022 MJHMP, in Santa Maria, 1,164 properties with a total value of $1.4 billion are vulnerable to wildfire. In Santa Maria, approximately 3,969 residents live in high, moderate, or low wildfire threat areas . There are no areas of extreme or very high wildfire threat in the City. This information is summarized in Table 6-9 below.
Table 6-9. City of Santa Maria at Risk to Wildfire Threat Property
Type
Improved Parcel Count by Wildfire Threat Level
Total Value Population Extreme Very
High High Moderate Low Total
Agricultural 0 0 0 0 2 2 $2,495,160
Commercial 0 0 5 25 12 42 $551,198,784
Exempt 0 0 0 5 4 9 $12,167,656
Industrial 0 0 2 12 27 41 $297,281,323
Mixed Use 0 0 0 0 0 0 $0 0
Residential 0 0 77 267 720 1,064 $542,399,237 3,969
Improved
Vacant 0 0 0 2 4 6 $3,401,194
Total 0 0 84 311 769 1,164 $1,408,943,353 3,969
Twelve of the City’s critical facilities fall within high, moderate, or low wildfire threat areas, as listed in Table 6-10 (see also, Section 6.3.1, Wildfire of the 2022 MJHMP).
Table 6-10. City of Santa Maria Critical Facilities Vulnerable to Wildfire Type Critical Facility Hazard Source/Type Total Building Value
Communications Foster -48V Moderate -
Government SM CORP. YARD FUEL ISLAND
CANOPY High $33,548
Power Plant COSSA Moderate -
Water Tank SM CORP YARD WATER TOWER High $90,423
Education JIM?NEZ ROBERTO AND DR.
FRANCISCO ELEMENTARY SCHOOL Low -
Government SM CORP YARD GS GARAGE/
OFFICE BLDG High $1,856,641
6.0. Vulnerability Assessment
88 February 2023
Type Critical Facility Hazard Source/Type Total Building Value
Government SM CORP. YARD STEEL
GARAGE/SHOPS High $541,237
Government LIGHT WAREHOUSE SHELL BUILDING High $179,719 Government SM CORP YARD OFFICE TRAILER High $60,646
Government SM CORP YARD GS STORAGE
GARAGE High $37,009
Bridge - Non Scour
Fair Condition Bridge Low -
Government SM CORP YARD VEHICLE OPS BLDG High $1,129,849
6.0. Vulnerability Assessment
City of Santa Maria Local Hazard Mitigation Plan 89
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Figure 6-5. City of Santa Maria Critical Facilities within Wildfire Threat Zones
6.0. Vulnerability Assessment
90 February 2023
Mapping of wildfire threat within the City may overestimate vulnerabilities , as described above .
Santa Maria is surrounded by irrigated row crop farms and has not experienced a wildfire environment since the late 19 th Century and very early 20 th Century. Although there are undeveloped lots and right-of-ways, vegetation growth is limited and required to be maintained.
Landscaping and buildings are generally well maintained within the City Limits and do not currently create a regional wildfire hazard. The City’s Recreation and Parks Department has an Urban Forestry unit that maintains public right s of way in addition to the park properties. The City also has an active Code Enforcement and Fire Prevention program that identifies at-risk properties and requires timely remediation where allowed by law. The City has an ISO (Insurance Services Office) Public Protection Classification of 3 (with 1 being the best and 10 not meeting minimum standards), last assessed in 2018. (as referenced on page 51 of the Community Risk Assessment: Standards of Cover (2021)
https://www.cityofsantamaria.org/home/showpublisheddocument/27128/6377749909962000
00.)
There are potentially higher risk areas for urban fires, high occupancy housing units, and older mobile home parks. The political challenges to enhance the safety of these areas and maintain sufficient cost-effective housing is a growth area for most urban areas, including the City. The largest urban fires would likely be limited in geographic scope, but potentially high in displaced persons and casualties.
6.5 LANDSLIDE
There are no critical facilities located in landslide hazard zones in the City . The City has 463 improved parcels that lie within Class 7, 9, or 10 landslide hazard zone, amounting to $228 million, and home to 1,682 residents. However, Santa Maria is a gentl y sloping area in a riverine flood plain where the risk of landslide is generally low. An increase in risk related to landslides would be man-made through excavation or other soil disturbance. While not a concern for the City, data related to areas within the landslide hazard zone is included to be consistent with the 2022 MJHMP.
Table 6-11. City of Santa Maria Improved Properties at Risk to Landslide Summary Class 7 Parcel
Count
Class 9 Parcel
Count
Class 10 Parcel
Count
Total Improved
Parcel Count Total Value Population
438 23 2 463 $228,715,669 1,682
6.0. Vulnerability Assessment
City of Santa Maria Local Hazard Mitigation Plan 91
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Figure 6-6. City of Santa Maria Critical Facilities within Landslide Susceptibility Zones
7.0. Mitigation Strategy
92 February 2023
7.0 MITIGATION STRATEGY
In preparation for the 2022 LHMP update, the City’s LPT made no revisions to the countywide goals and objectives because they continue to reflect the needs of the City; see also, Chapter 7.0, Mitigation Plan of the 2022 MJHMP. This section contains the City’s updated and mo st current mitigation strategy as of 2022.
7.1 MITIGATION PRIORITIES
7.1.1 Goals and Objectives
The City’s LPT accepted and agreed to the following goals and objectives for the 2022 update.
These goals and objectives represent a vision of long -term hazard reduction or enhancement of capabilities.
The updated goals and objectives of this plan are:
Goal 1: Ensure future development is resilient to known hazards.
Objective 1.A: Ensure development in known hazardous areas is limited or incorporates hazard- resistant design based on applicable plans, development standards, regulations, and programs.
Objective 1.B: Educate developers and decision-makers on design and construction techniques to minimize damage from hazards.
Goal 2: Protect people and community assets from hazards, including critical facilities, infrastructure, water, and public facilities.
Objective 2.A: Enhance the ability of community assets, particularly critical facilities, to withstand hazards.
Objective 2.B: Use the best available science and technology to better protect life and property.
Objective 2.C: Upgrade and replace aging critical facilities and infrastructure.
Objective 2.D: Ensure mitigation actions encompass vulnerable and disadvantaged communities to promote social equity.
Goal 3: Actively promote understanding, support, and funding for hazard mitigation by participating agencies and the public.
Objective 3.A: Engage, inform, and educate the public on tools and resources to improve community resilience to hazards, reduce vulnerability, and increase awareness and support of hazard mitigation activities.
Objective 3.B: Ensure effective outreach and communications to vulnerable and disadvantaged communities.
Objective 3.C: Increase awareness and encourage the incorporation of hazard mitigation principles and practice among public, private, and nonprofit sectors, including all participating agencies.
7.0. Mitigation Strategy
City of Santa Maria Local Hazard Mitigation Plan 93
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Objective 3.D: Ensure interagency coordination and joint partnerships with the County, cities, state, tribal, and federal governments.
Objective 3.E: Continuously improve the County’s capability and efficiency at administering pre- and post-disaster mitigation programs, including providing technical support to cities and special districts and providing support for implementing local mitigation plans.
Objective 3.F: Monitor and publicize the effectiveness of mitigation actions implemented countywide.
Objective 3.G: Position the County and participating agencies to apply for and receive grant funding from FEMA and other sources.
Goal 4: Minimize the risks to life and property associated with urban and human- caused hazards.
Objective 4.A: Minimize risks from biological hazards, including disease, invasive species, and agricultural pests.
Objective 4.B: Be prepared and respond to urban hazards, including terrorism, cyber threats, and civil disturbance.
Objective 4.C: Minimize risks from energy production, including hazardous oil and gas activities.
Goal 5: Prepare for, adapt to, and recover from, the impacts of climate change and ensure regional resiliency.
Objective 5.A: Use the best available climate science to implement hazard mitigation strategies in response to climate change.
Objective 5.B: Identify, assess, and prepare for impacts of climate change.
Objective 5.C: Coordinate with the public, private, and nonprofit sectors to implement strategies to address regional hazards exacerbated by climate change.
Objective 5.D: Ensure climate change hazard mitigation addresses vulnerable and disadvantaged communities.
7.2 MITIGATION PROGRESS
Since 2017, the City has incorporated t he LHMP goals, objectives, and mitigation actions into its local plans and processes, including the General Plan Safety Element by reference, specific hazard planning efforts (e.g., Stormwater Plan), the City’s grant pursuits, and capital improvement planning.
Ongoing monitoring and evaluation of the LHMP by the City ensured mitigations are implemented and tracked. Key mitigation actions completed since 2017 include completing a new police headquarters and dispatch center. The City’s LPT reviewed the mitigation actions listed in the 2017 LHMP to determine the status of each action. Once reviewed, deferred projects from 2017 were renumbered to reflect 2022 updates (see Table 7-1).
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94 February 2023
Table 7-1. Status of City of Santa Maria Previous Mitigation Actions Mitigation
Action No. Mitigation Action Description Status Comments In 2022 Update?
2011 LHMP
GEN 3
Replaced by
2022-11
Critical Facility Audit In Progress
The consistent
application and
definition of a
Critical Facility need
to be addressed.
Non-City facilities
and infrastructure
need to be
incorporated into the
planning process.
Yes
GEN 4
Replaced by
2022-2 and
2022-3
Critical Facility Retrofit and Mitigation In Progress
Competition for
limited capital funds
and limited staffing.
Yes
GEN 5
Replaced by
2022-12
Provide CERT training to population Ongoing
CERT offered
through a
partnership with
Allan
Hancock College.
City also offers
CERT in English and
Spanish. The City is
part of the
Operational Area
CERT collaborative.
Yes GEN 7
Replaced by
2022-13
Provide training to City employees with
EOC responsibilities Ongoing
Training officer
position reinstated.
Emergency Services
Specialist position
created. CSTI and
OSFM authorized
instructors on staff.
Coordinating
training offerings
with State and
Operational Area.
City Disaster
Planning Group
working with
Emergency Services
Specialist to
establish training
program and
calendar. The City
holds annual
tabletop EOC
exercises as well as
function-specific
field exercises using
unified command
principles.
Yes
7.0. Mitigation Strategy
City of Santa Maria Local Hazard Mitigation Plan 95
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan Mitigation
Action No. Mitigation Action Description Status Comments In 2022 Update?
FLD 2
Removed.
Operationalized
by other
regulations and
processes.
Evaluate the effectiveness of Floodplain
Management Ordinance Ongoing
Reviewed annually
after seasonal rain
events.
Comprehensive
review and map
needs to be
reviewed.
No
HAZ 1
Removed. City
does not have
resources or
jurisdiction.
Develop site-specific HazMat response
plans In Progress
CUPA sites on City
GIS. RMP/RMPP not
linked. The City does
not have a HazMat
response team.
No
N/A
Removed.
Completed.
New Police Headquarters and Dispatch
Center Completed
The City has built a
new Police
Headquarters
facility to California
Essential Services
Building Standard
and is updating and
moving the Dispatch
Center to the new
facility.
No
N/A Replaced
by 2022-14
Information Technology
Upgrades/Continuity of Operations In Progress
System had become
deprecated since
last LHMP. System is
currently being
upgraded. This is
likely to be an
Ongoing process as
technology changes
and new risks
emerge.
Yes
2017 LHMP
2017-1
Earthquake: Non-Structural Hazard
Reduction
In Progress
No specific budget
line item. Is included
in monthly
workplace safety
checklist
Yes
2017-2
Earthquake: Structural Hazard Reduction
No progress
No existing retrofit
project currently
funded. New
structures fall under
current building
code.
Yes
2017-3 Earthquake: Auxiliary Hazard Reduction No progress No budgeted projects. Yes
2017-4
Ground Water Enhancement and
Sustainability No progress
City follows
regulatory
requirements.
Yes
2017-5
Storm Water Capacity Enhancement
In progress
Part of the
development review
process.
Yes
7.0. Mitigation Strategy
96 February 2023
Mitigation
Action No. Mitigation Action Description Status Comments In 2022 Update?
2017-6
Electrical Power Resiliency Project
In progress
Not budgeted.
Multiple grant
requests not funded.
Yes
2017-7 Critical Systems Cyber Resiliency Project In progress This is a continual and dynamic effort. Yes
2017-8 Hazardous Material Air Monitoring and
Alerting Project No progress Not budgeted. Yes
2017-9
Public Weatherization Support Program
In progress
Partner
agencies/NGO’s
provide some
services. Some
receive CDBG and
other grants.
Yes
2017-10 Urban Forestry Hazard Assessment and
Hazard Reduction In progress Not funded. Yes
2017-11 Critical Infrastructure Threat Assessment
Identification Project In progress Not funded Yes
The City of Santa Maria will also participate to the extent it can with the County to implement the following actions included in the 2022 MJHMP:
• 2022-20 Bradley Channel Relining and Improvements, Santa Maria • 2022-19 Blosser Basin, Santa Maria
• 2022 -9 Groundwater Basin Management
• 2022-47 Critical Facilities Database Maintenance
7.3 MITIGATION APPROACH
Similar to the 2022 MJHMP, the City LPT used a STAPLEE methodology developed by FEMA to allow emergency managers to apply consistent analysis to the range of mitigation options available. Once the available mitigation actions were identified by the City LPT , each was evaluated against the STAPLEE criteria to assist in prioritizing each measure. The STAPLEE criteria include the following:
• Social: Will the measure be accepted by the community? Does the measure adversely affect or inequitably benefit any segment of the population? (e.g., disadvanta ged communities, vulnerable populations, different groups or areas)?
• Technical: How effective will the action be at protecting lives and preventing injuries? How significant will the action be at eliminating or reducing damage to structures and infrastructure? Would the action solve the root problem rather than a symptom? • Administrative: Does the City have the personnel and administrative capabilities to implement and manage the project (i.e., adequate staffing and operational capabilities to implement the project)?
7.0. Mitigation Strategy
City of Santa Maria Local Hazard Mitigation Plan 97
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan • Political: Will the measure have political and/or public support? Does the measure have a local champion to lead its development and implementation?
• Legal: Does the jurisdiction have the legal authority to implement the action? Is it legal? Is there potential for a legal challenge?
• Economic: Are the costs to implement the a ction commensurate with the benefits achieved? Is there funding available? Will the action contribute to the local economy? • Environmental: Does the action comply with environmental regulations? Will there be negative environmental consequences from the action?
The City LPT used STAPLEE criteria to evaluate and prioritize the mitigation actions included in the LHMP. Each mitigation action was assigned a numeric rank ( -1, 0, or 1) for each of the evaluation criteria, as follows
1 = Highly effective or feasible
0 = Neutral or not applicable
-1 = Ineffective or not feasible
Based on the evaluation score of each STAPLEE Criteria, mitigation actions received a cumulative score. The cumulative score indicates the priority of mitigation actions as:
“Low” = 1 – 5
“Medium” 6 – 10
“High.” 10+
Per the DMA requirements, an emphasis was placed on the importance of benefit -cost analysis in determining action priority. Other criteria used to assist in evaluating the benefit-cost of a mitigation action included:
• Does the action address hazards or areas with the highest risk? • Does the action protect lives?
• Does the action protect infrastructure, community assets, or critical facilities? • Does the action meet multiple objectives (Multiple Objective Management)? • What will the action cost?
• What is the timing of available funding?
The process of identification and analysis of mitigation options allowed the City LPT to come to a consensus and to collectively prioritize recommended mitigation actions. During the City’s planning process, emphasis was placed on the importance of a benefit -cost review in determining project priority; however, this was not a quantitative analysis.
Benefit-cost was considered in the development of the Mitigation Implementation Plan detailed below in Section 7. 4. Each action developed for this plan contains a description of the proposed project, expected project benefits, the entity or enti ties with primary responsibility for implementation, a cost estimate (if available), potential funding sources (if known or available), and a conceptual implementation schedule. Development of these project details relative to the STAPLEE
7.0. Mitigation Strategy
98 February 2023
Criteria for each action led to the determination of priority for each action. Cost-effectiveness will be further considered in greater detail through formal benefit -cost analyses when seeking FEMA mitigation grant funding for eligible actions associated with this plan.
The intent of prioritizing mitigation actions is to help the City focus and concentrate its efforts; however, it should be noted that when and if specialized grants and/or funds are made available that could finance a mitigation action, the City may adjust the ranking to enable them to implement the mitigation action.
This plan also carries forward some mitigation actions developed during the 2017 and 2011 planning processes (refer to Section 7.2, Status of Previous Mitigation Actions ). The City LPT reviewed their existing mitigation actions and report ed on the progress made toward implementation to decide whether any incomplete actions should be carried forward for continued or future implementation or be deleted. In some cases, mitigation actions were adjus ted to reflect new situations or priorities. These measures were previously prioritized using the STAPLEE approach in 2017; however, to account for changes to goals and objectives and changes to hazard priorities for this plan, the MAC re-evaluated the priority of all measures included in Section 7.4.
Table 7-2 presents the prioritized list of mitigation actions that will be considered and implemented.
See attached STAPLEE scoring matrix that informed this plan update.
Table 7-2. 2022 City of Santa Maria Mitigation Actions and Prioritization ID No. Action Title Total
Score Priority
2022-1 Earthquake: Non-Structural Hazard Reduction 7 6
2022-2 Earthquake: Structural Hazard Reduction 1 7
2022-3 Earthquake: Auxilliary Hazard Reduction 7 8
2022-4 Ground Water Enhancement and Sustainability 2 14 2022-5 Storm Water Capacity Enhancement 9 13
2022-6 Electrical Power Resiliency 4 3
2022-7 Critical Systems Cyber Resiliency 13 2
2022-8 Hazardous Material Air Monitoring and Alerting 6 10 2022-9 Public Weatherization Support 7 12
2022-10 Urban Forestry Hazard Assessment and Hazard Reduction 6 11 2022-11 Critical Infrastructure Identification and Assessment (formerly GEN 3 and 2017- 11) 1 4
2022-12 All hazards community education programs (formerly GEN 5) 11 5 2022-13 Core Capabilities Development and ICS/SEMS/NIMS training (formerly GEN 7) 6 9 2022-14 Information Technology, Communications, Interoperability and resiliency 7 1
7.0. Mitigation Strategy
City of Santa Maria Local Hazard Mitigation Plan 99
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan
7.4 IMPLEMENTATION PLAN
2022-1. Earthquake: Non-Structural Hazard Reduction
• Survey City-owned buildings and infrastructure to identify potential hazards and non-structural failures from an earthquake.
• Use engineering best practices and existing non-structural hazard reduction methods, including the most recent publication FEMA E74 or subsequent guidance. • Prioritize projects and establish a budget and project calendar. • Identify ongoing costs to maintain and monitor.
Mitigation Priority and Performance
Priority 6
Hazards Mitigated Earthquake
Estimated Timeline 10 years
Estimated Cost/Funding Source
$10 Million/ General Fund, Department-specific maintenance funds, PDM funds, Homeland Security Grants, and other Federal and State grants and funds.
Responsible Agency/Department Public Works, with support from City Manager’s Office and other City departments
Comments
This project was adapted from 2017-1 included as part of the 2017 LHMP.
Nonstructural hazards from earthquakes can range from simple rearranging of non-secured items, simple bracing of shelves and cabinets, to significant engineered restraint systems for HVAC and other machinery.
While some items can be incorporated or prioritized using future budgeting processes, the fiscal reality for the City is that some projects will require significant grant funding.
2022-2. Earthquake Structural Hazard Reduction
• Survey City-owned buildings, bridges , and other infrastructure to identify potential structural failures from an earthquake.
• Conduct engineering, environmental, and cost-benefit analysis • Use engineering best practices. Evaluate efficacy/viability of usi ng a higher standard of structural survivability and functionality vs. a lower standard of life safety in current building codes.
• Prioritize projects and establish a budget and project calendar. • Identify ongoing costs to maintain and monitor.
Mitigation Priority and Performance
Priority 7
Hazards Mitigated Earthquake, Hazardous Materials, Climate Change Estimated Timeline 20 Years
Estimated Cost/Funding Source $120 Million/ PDM funds, Homeland Security grants, CDBG and other Federal and State infrastructure grants and funds, local capital funds.
7.0. Mitigation Strategy
100 February 2023
Mitigation Priority and Performance
Responsible Agency/Department Public Works, with support from City Manager’s Office and other City departments
Comments
This project was adapted from 2017-2 included as part of the 2017 LHMP.
The City uses many structures and facilities of various ages and capabilities for daily operations. Many have been re-purposed or modified to meet expanding needs of the City over the last 100 years. The costs will be considerable and likely beyond the financial capability of the City. 2022-3. Earthquake Auxiliary Hazard Reduction
• Survey City -owned buildings and infrastructure to identify potential hazards from an earthquake not otherwise categorized as structural or non- structural. Examples may include mitigated in place Asbestos, secondary impacts of hazardous materials releases, mold, dust, flooding, fire, water well casing failure/aquifer failure, etc. that are not otherwise mitigated. • Conduct engineering, environmental, and cost-benefit analysis • Use engineering best practices. Evaluate efficacy/viability of using a higher standard of structural survivability and functionality vs. a lower standard of life safety in current buil ding codes.
• Prioritize projects and establish a budget and project calendar. • Identify ongoing costs to maintain and monitor
Mitigation Priority and Performance
Priority 8
Hazards Mitigated Earthquake, Hazardous Materials, Climate Change, Terrorism Estimated Timeline 10 years
Estimated Cost/Funding Source $40 Million/ General Fund, Capital funds, PDM funds, CDBG, Homeland Security grants, and other Federal and State infrastructure grants and funds.
Responsible Agency/Department Public Works, with support from City Manager’s Office and other City departments
Comments
This project was adapted from 2017-3 included as part of the 2017 LHMP.
Recent events, such as the 2015 Napa Earthquake, have shown that otherwise structurally sound structures may be uninhabitable or unusable due to unforeseen secondary impacts. While it may be fundamentally impossible to predict all potential impacts, a review of post-event analysis of events will likely reveal some impacts that can be addressed.
2022-4. Ground Water Enhancement and Sustainability
• Conduct engineering, environmental, and cost -benefit analysis of potential groundwater enhancement projects in the Santa Maria basin.
• Projects may include groundwater quality rehabilitation, increase water permeability of built landscape, increase potable water storage, additional stormwater retention , and percolation basins as identified.
• Identify viable projects and prioritize.
7.0. Mitigation Strategy
City of Santa Maria Local Hazard Mitigation Plan 101
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan • Establish budgets and project calendars.
Mitigation Priority and Performance
Priority 14
Hazards Mitigated Drought, Water Safety, Flood Prevention, Earthquake (Potable Water), Climate Change
Estimated Timeline 20 years
Estimated Cost/Funding Source
$100 Million/ Capital Projects budget, maintenance budget, CDBG funds, HMP funds, Homeland Security grants, and other Federal and State infrastructure grants and funds.
Responsible Agency/Department Public Works Utilities Division, Ground water basin partners, flood control partners.
Comments
This project was adapted from 2017-4 included as part of the 2017 LHMP.
While the Santa Maria Valley Management Area is a significant aquifer, the City relies mostly on State Water from the Coastal Aqueduct due to the superior quality of the water. To increase the City’s resiliency and reduce its dependence on State Water, the current aquifer and/or the water from it will need significant rehabilitation.
2022-5. Storm Water Capacity Enhancement
• Conduct engineering, flow modeling (including micro topographical and variable precipitation models), environmental, and cost-benefit analysis
• Projects may include property acquisition, groundwater retention/percolation basins, flow control channels/enhancements, roadbed or bridge elev ation/realignment, or other infrastructure projects as informed by research and history. • Prioritize projects and establish a budget and project calendar. • Identify ongoing costs to maintain and monitor
Mitigation Priority and Performance
Priority 13
Hazards Mitigated Flood Prevention, Water Safety, Drought, Climate Change Estimated Timeline 20 years
Estimated Cost/Funding Source
$15 Million/ Capital Projects budget, maintenance budget, CDBG funds, HMP funds, Homeland Security grants, and other Federal and State infrastructure grants and funds.
Responsible Agency/Department Public Works Utilities Division, Groundwater basin partners, flood control partners.
Comments
This project was adapted from 2017-5 included as part of the 2017 LHMP.
While Environmental assessments are conducted on development projects per NEPA and CEQA, constraints limiting the analysis to project boundaries and the general exceptions granted to agriculture have allowed development that has modified the flood control landscape of the Santa Maria area. New agricultural methods such as hoop structures and hydroponic/greenhouse structures in addition to residential development outside of the City’s regulatory sphere have decreased the available area for storm water percolation into the landscape. A re-analysis of the current and projected landscape requirements to maintain open roads and keep peak rain events
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from impacting homes and the necessary infrastructure is warranted as indicated in the recent rain events of Feb. 2017.
2022-6. Electrical Power Resiliency Project
• Conduct engineering, environmental, and cost -benefit analysis of existing City buildings and infrastructure to identify powe r requirements, efficiency, and resiliency during short -term and extended power failures.
• Identify and prioritize projects based on critical systems and life safety. • Identify and retrofit or establish multi-purpose facilities to be used for medically fragile shelters, cold/warming shelters
• Projects may include equipment hardening, power management/monitoring systems, alternative power generation, capability design/retrofit to allow the use of temporary alternative power generation when permanent alternative generation installation is otherwise not warranted. • Prioritize projects and establish a budget and project calendar. • Identify ongoing costs to maintain and monitor
Mitigation Priority and Performance
Priority 3
Hazards Mitigated Energy Shortage, Earthquake, Severe Weather, Climate Change Estimated Timeline 7 Years
Estimated Cost/Funding Source
$15 Million/ Capital Projects budget, maintenance budget, CDBG funds, HMP funds, Homeland Security grants, and other Federal and State infrastructure grants and funds.
Responsible Agency/Department Public Works, with support from City Manager’s Office and other City Departments.
Comments
This project was adapted from 2017-6 included as part of the 2017 LHMP.
The Public and the City’s reliance on power to provide life safety necessary systems has continued to increase. Per the Public Health Emergency HHS emPOWER Map, over 500 Medicare recipients are electricity dependent in the Santa Maria area. This number is a conservative estimate considering others who may also be electricity-dependent that are not Medicare recipients (private funding, insurance, CPAP, etc.) Also as our population continues to age, common medications can reduce an individual's resiliency to heat and cold. With effects of Climate Change, the extremes and frequency of those events will rise. The City currently does not have a public facility that has backup generation suitable for short or long-term shelter.
The decommissioning of the Diablo Canyon NPP and the transition from fossil fuels are occurring. As with any transition from a known and mature system to a new and innovative one, the transition will introduce uncertainty and challenge reliability in the interim while likely to result in a diverse and more sustainable system in the long term.
As critical systems become more dependent on telemetry and remote controls, power hardening of the communication paths becomes necessary and has only emerged as new technologies have been retrofit or replaced existing systems.
7.0. Mitigation Strategy
City of Santa Maria Local Hazard Mitigation Plan 103
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan 2022-7. Critical Systems Cyber Resiliency Project
• Conduct security audit, power audit, engineering, environmental, and cost -benefit analysis of critical systems (communications networks, telemetry networks, system controls, etc.) • Identify and prioritize projects based on critical systems and life safety. • Projects may include software/hardware upgrades, power hardening/resiliency, “sandboxing” or isolating systems from the Internet or other networks. • Prioritize projects and establish a budget and project calendar. • Identify ongoing costs to maintain and monitor
Mitigation Priority and Performance
Priority 2
Hazards Mitigated Cyber Threat, Energy Shortage, Severe Weather, Earthquake, Terrorism Estimated Timeline 5 years
Estimated Cost/Funding Source
$5 Million/ Capital Projects budget, maintenance budget, CDBG funds, HMP funds, Homeland Security grants, and other Federal and State infrastructure grants and funds.
Responsible Agency/Department City Manager’s Office, Information Technology Division, Public Works, Fire Department, Police Department, other Departments, and partner agencies.
Comments
This project was adapted from 2017-7 included as part of the 2017 LHMP.
The “Internet of Things” as well as the ubiquitous use of ICs and intelligent controls has provided the unprecedented capability to provide services and manage infrastructure. It has also provided a pathway for independent “Lone Wolf” and State Sponsored attacks that can range from annoying to life-threatening. A systems risk assessment and mitigation/hardening is warranted to protect the City’s ability to serve the public. 2022-8. Hazardous Material Air Monitoring and Alerting Project • Conduct engineering, atmospheric/meteorological studies, environmental, and cost -benefit analysis
• The p roject includes identifying sensor arrays, telemetry, and alert system integration, property/right of way acquisition, and other requirements as may be identified. • Prioritize projects and establish a budget and project calendar. • Identify ongoing costs to maintain and monitor
Mitigation Priority and Performance
Priority 10
Hazards Mitigated Hazardous Materials Release, Train Accident, Radiological Accident, Terrorism, Cyber Attack
Estimated Timeline 4 years
Estimated Cost/Funding Source
$1 Million/ Capital Projects budget, maintenance budget, CDBG funds, HMP funds, Homeland Security grants, and other Federal and State infrastructure grants and funds.
Responsible Agency/Department City Manager’s Office, Information Technology Division, Public Works, Fire Department, Police Department, other Departments, and partner agencies.
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Comments
This project was adapted from 2017-8 included as part of the 2017 LHMP.
The City hosts an active railroad, as well as industrial, petroleum, and agricultural chemical producers, users, and transporters in and near the City as well as the Diablo Canyon Nuclear Power Plant. The City has limited capability/authority to manage these hazards and is generally managed by the County of Santa Barbara and the County of San Luis Obispo. However, low-level events have shown an inherent weakness in the system in that budgets no longer support full-time monitoring and staffing of response personnel trained in HazMat response as well as the inability of the City to elicit timely information from responsible parties. The proximity of these hazards to high-density population centers leaves very little time to identify and enact protective measures. A real-time monitoring system that is integrated into a public warning system is warranted.
2022-9. Public Weatherization Support Program
• Conduct environmental, and cost-benefit analysis
• Projects may include low/no-interest loans, grants, property acquisition, or other infrastructure projects as informed by research and history.
• Prioritize projects and establish a budget and project calendar. • Identify ongoing costs to maintain and monitor
Mitigation Priority and Performance
Priority 12
Hazards Mitigated Hazardous Materials Release, Severe Weather, Petroleum Accident, Train Accident, Radiological Accident, Climate Change, Terrorism, Cyber Attack Estimated Timeline 20 years
Estimated Cost/Funding Source
$1 Billion/ Capital Projects budget, maintenance budget, CDBG funds, HMP funds, Homeland Security grants, and other Federal and State infrastructure grants and funds, community partners.
Responsible Agency/Department TBD
Comments
This project was adapted from 2017-9 included as part of the 2017 LHMP.
Weatherization of structures is an effective mitigation method of protecting inhabitants from various hazardous materials (“Sheltering in Place as a Public Protective Action” NRC000071, March 30, 2012). While recent construction over the last several decades has included, per code, adequate weatherization, older structures, including high density rentals are less resilient to weather, energy use, and hazardous material infiltration. The City has limited ability to affect change to privately owned, existing built infrastructure. Establishing a program/partnership to enhance the resiliency of private residences will serve the safety of residents if legal and sustainability goals can be met.
2022-10. Urban Forestry Hazard Assessment and Hazard Reduction • Conduct environmental, and cost-benefit analysis
• Catalog, identify, and map trees within the City
• Assess their health
7.0. Mitigation Strategy
City of Santa Maria Local Hazard Mitigation Plan 105
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan • Assess a risk and failure profile for each tree.
• Identify lower risk trees for reforestation while supporting environmental and habitat benefits of urban forests.
• Prioritize projects and establish a budget and project calendar. • Identify ongoing costs to maintain and monitor
Mitigation Priority and Performance
Priority 11
Hazards Mitigated Severe Weather, Drought, Earthquake, Agricultural Pests/Disease, Climate Change
Estimated Timeline 5 Years
Estimated Cost/Funding Source
$10 Million/ Capital Projects budget, maintenance budget, CDBG funds, HMP funds, Homeland Security grants, and other Federal and State infrastructure grants and funds, community partners.
Responsible Agency/Department Recreation and Parks
Comments
This project was adapted from 2017-10 included as part of the 2017 LHMP.
Drought has weekend trees throughout California, making them more susceptible to disease and increasing their risk to neighboring structures, vehicles, and passersby. Recent storms have caused extensive failure of trees in Santa Maria, causing damage to infrastructure, vehicles, and homes. Urban forests serve a necessary function in providing mitigation for ‘heat island’ effects of urbanization, carbon sequestration, and habitat for protected, threatened, and endangered species such as Monarch Butterflies and raptors.
Removing and replacing existing trees with resilient species that can provide the same benefits, but with a lower risk profile is a priority for the City. 2022-11. Critical Infrastructure Threat Assessment Identification Project • Establish project deliverables to meet goals and objectives • Establish budget and timeline
• Assess current capabilities to achieve project objectives and address resource shortfalls. • Establish a comprehensive list of built infrastructure resources, their owners, and metadata relevant to risk assessment.
• Identify facilities and infrastructure that are necessary to minimize loss of life and property or to facilitate response or recovery activities.
• Prioritize projects and establish a budget and project calendar. • Identify ongoing costs to maintain and monitor
Mitigation Priority and Performance
Priority 4
Hazards Mitigated
Earthquake, Drought/Water Shortage, Flooding, Severe Weather, Cyber Threat, Hazardous Materials Release, Energy Shortage, Well Stimulation/Hydraulic Fracking, Oil Spill, Agricultural Pests/Disease, Terrorism, Natural Gas, Pipelines and Storage, Epidemic/Pandemic/Vector- Borne Disease, Dam Failure, Levee Failure, Radiological Incident, Train Accident, Civil Disturbance, Landslide/Other Earth Movement, Commercial/Military Aircraft Accident
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Mitigation Priority and Performance
Estimated Timeline 2 years
Estimated Cost/Funding Source
$250 Thousand/ Capital Projects budget, maintenance budget, CDBG funds, HMP funds, Homeland Security grants, and other Federal and State infrastructure grants and funds, community partners.
Responsible Agency/Department Public Works, City Manager’s Office, Information Technology, with support from other departments as required.
Comments
This project was adapted from 2017-11 included as part of the 2017 LHMP.
Currently, there is not a countywide agreed-upon list of Critical or Essential Facilities. While there are several lists of Critical and Essential Facilities, the criteria are not standardized. Additionally, the list of Critical and Essential Facilities lacks the necessary metadata (i.e., construction type, elevation level, replacement value, content cost) that would be beneficial to assessing risk to threats and hazards.
Past emphasis was on City/Government infrastructure. However, what creates resiliency and provides needs to the population are mostly private enterprise (fuel, food, medical care, logistics, communications, manufacturing, agriclture, etc.). Also, the infrastructure that is needed by one population may be significantly different from another (medically fragile, economically challenged, personal transportation, fiscal resiliency, etc.) Because there is not a comprehensive list of Critical or Essential Facilities, portions of the HMP utilized the HAZUS default data. While the HAZUS default data provided better insight into the earthquake and flood risk, the assumptions (i.e. structural characteristics of building) do not adequately reflect the true vulnerabilities of the facilities and/or the community. To remedy this, The City of Santa Maria is proposing to coordinate with Santa Barbara County to create a comprehensive Critical or Essential Facilities List and utilize it in HAZUS.
2022-1212. All Hazards Community Education Programs
• Establish project deliverables to meet goals and objectives • Establish budget and timeline
• Assess current capabilities to achieve project objectives and address resource shortfalls. • Prioritize projects and establish a budget and project calendar. • Identify ongoing costs to maintain and monitor
Mitigation Priority and Performance
Priority 5
Hazards Mitigated All
Estimated Timeline Continuous
Estimated Cost/Funding Source
$$250,000 per anum/ Department budgets, public safety
funding/assessments, HMP funds, Homeland Security grants, and other Federal and State infrastructure grants and funds, community partners.
Responsible Agency/Department Fire Departmetn, Police Department, Recreation and Parks Department, Library
Comments
Culturally competent, accessible emergency preparedness and response education and skills to build a resilient population that can effectively coordinate with response agencies to mitigate the effects of known and
7.0. Mitigation Strategy
City of Santa Maria Local Hazard Mitigation Plan 107
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan emergent crisis and disasters. Promote and provide programs such as CERT (FEMA), and Listos (California) and other programs as identified. 2022-1313.Core Capabilities Development and ICS/SEMS.NIMS Training • Establish project deliverables to meet goals and objectives • Establish budget and timeline
• Assess current capabilities to achieve project objectives and address resource shortfalls. • Prioritize projects and establish a budget and project calendar. • Identify ongoing costs to maintain and monitor
Mitigation Priority and Performance
Priority 9
Hazards Mitigated All
Estimated Timeline Continuous
Estimated Cost/Funding Source
$75,000 per anum/ General fund, public safety funds/assessments, HMP funds, Homeland Security grants, and other Federal and State infrastructure grants and funds, community partners.
Responsible Agency/Department Fire Department, City Managers Office.
Comments
Maintain the training and readiness of City Departments, staff and community partners to develop and maintain emergency management skills necessary to minimize losses during crisis and disasters and to facilitate recovery using a Whole Community perspective.
2022-1414. Information Technology, Communications, Interoperability and Resiliency • Establish project deliverables to meet goals and objectives • Establish budget and timeline
• Assess current capabilities to achieve project objectives and address resource shortfalls. • Prioritize projects and establish a budget and project calendar. • Identify ongoing costs to maintain and monitor
Mitigation Priority and Performance
Priority 1
Hazards Mitigated All
Estimated Timeline 4 years
Estimated Cost/Funding Source
$20 Million/ Capital Projects budget, maintenance budget, HMP funds, Homeland Security grants, and other Federal and State infrastructure grants and funds, community partners.
Responsible Agency/Department City Manager's Office, Information Technology, Fire Department, Police Department
Comments
Our recent experience is that communication systems are rapidly changing and with staff and leadership changes, systems become deprecated rapidly.
Continuous training on best practices, maintenance of effective systems and incorporation of new technologies requires constant effort. Interoperability, a keystone SEMS/NIMS, requires constant effort not just in the technology
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arena, but more importantly in interagency and public relationships, training and exercises. Traditional siloed communications are ineffective in mitigating whole community needs during crisis and disasters. Flexibility to establish emergent strike teams and task forces will help minimize casualties and maximize effectiveness of responses.
8.0 PLAN MAINTENANCE
8.1 MONITORING, EVALUATING, AND UPDATING THE PLAN
Since the last LHMP in 2017, the LPT has monitored, evaluated, and updated the plan on a continuing and as-needed basis. The City was very successful in implementing the 2017 miti gation actions as noted in Table 7 -1. The remaining mitigation actions outlined in the 20 17 LHMP are ongoing at the time of this 2022 update.
The City of Santa Maria will be responsible for ensuring that this annex is monitored on an ongoing basis. The City will continue to participate in the countywide MAC and attend the annual meeting organized by the County Office of Emergency Management to discuss items to be updated/added in future revisions of this plan. The MJHMP is evaluated by the MAC annually to d etermine the effectiveness of programs, and to reflect changes in land development or programs that may affect mitigation priorities. This includes re-evaluation of goals, objectives, and mitigation actions for each jurisdiction by the MAC. The MAC also re views the goals and mitigation actions to determine their relevance to changing situations in the county, as well as changes in State or Federal regulations and policy. The MAC reviews the risk assessment portion of the MJHMP and its annexes to determine if this information should be updated or modified, given any new available data. The responsible parties for the mitigation actions report on the status of their projects, the success of various implementation processes, difficulties encountered, success of coordination efforts, and which strategies should be revised. Any updates or changes necessary for the City’s LHMP will be forwarded to the County Office of Emergency Management for inclusion in further updates to the MJHMP.
Major disasters affecting the City of Santa Maria’s community, legal changes, notices from Santa Barbara County (lead agency for the County-wide Plan), and other significant events may trigger revisions to this plan or the convening of the LPT. The City LPT, in collaboration with the Santa Barbara County Office of Emergency Management, and the other communities of the County, will determine how often and when the plan should be updated.
To remain eligible for mitigation grant funding from FEMA, the City is committed to revising the plan at a minimum of every five years. The City’s Emergency Services Specialist or the City’s designee will contact the county four years after this plan is approved to ensure that the county plans to undertake the plan update process. The jurisdictions wi thin Santa Barbara County should continue to work together on updating the multi-jurisdictional plan, including this annex.
8.0. Plan Maintenance
City of Santa Maria Local Hazard Mitigation Plan 109
Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan
8.2 IMPLEMENTATION THROUGH EXISTING PLANS AND PROGRAMS
The City implements the LHMP through existing plans, programs, and procedures, as detailed in Section 4.0, Capability Assessment. This LHMP provides a baseline of information on the hazards impacting the City and the existing institutions, plans, policies and ordinances that help to implement the LHMP (e.g., General Plan, building codes, floodplain management ordinance). The General Plan and the LHMP annex are complementary documents that work together to achieve the goal of reducing risk exposure to the Ci ty’s citizens. An update to a general plan may trigger an update to the hazard mitigation plan. Implementation responsibilities of mitigation actions is integrated into the operational functions of the responsibility parties identified, including responsibility for seeking funding needed for implementation.
The City incorporates the LHMP by reference into its General Plan Safety Element. Under AB 2140, the City may adopt its current, FEMA-approved LHMP into the Safety Element of the General Plan.
This adoption makes the City eligible to be considered for part or all of its local -share costs on eligible Public Assistance funding to be provided by the state through the California Disaster Assistance Act (CDAA) (see Section 2.0, Plan Purpose and Authority for the adopting resolutions).
The LHMP has also been prepared to support the City’s General Plan and Stormwater Plan . The Floodplain Management Ordinance applies in concert with the City’s zoning ordinance and building codes to reduce flooding hazards from land use. The LHMP includes several mitigations addressing flood control infrastructure to support the City’s efforts to reduce flooding hazards.
The information contained within this LHMP, including results from the Vulnerability Assessment and the Mitigation Strategy, is used by the City to help inform updates and the development of local plans, programs, and policies. The City may utilize the hazard information when developing and implementing the City’s capital improvement programs and the Planning and Building Divisions may utilize the hazard information when reviewing a site plan or other type of development applications.
8.3 ONGOING PUBLIC OUTREACH AND ENGAGEMENT
The public will continue to be involved whenever the plan is updated and as appropriate during the monitoring and evaluation process. Before the adoption of updates, the City will provide the opportunity for the public to comment on the updates. A public notice will be published before the meeting to announce the comment period and meeting logisti cs. Moreover, the City will engage stakeholders in community emergency planning. As described in Section 3.4, Public Outreach and Engagement, the public outreach strategy used during development of the current update will provide a framework for public eng agement through the plan maintenance process. It can be adapted for ongoing public outreach as determined to be feasible by the MAC and the LPT.
8.4 POINT OF CONTACT
Comments or suggestions regarding this plan may be submitted at any time to Roy Dugger , Emergency Services Specialist, using the following information:
Roy Dugger, Emergency Services Specialist
City of Santa Maria